Convincing Conversations Powered by the MBTI tool

Convincing Conversations Powered by the MBTI® tool © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved. ® MBTI and the MBTI logo are trade marks or registered trade marks of the Myers & Briggs Foundation in the United States and other countries. OPP Ltd is licensed to use the trade marks in Europe. ® OPP and the OPP logo are trade marks or registered trade marks of OPP Ltd.

Convincing Conversations Objectives To increase your understanding of differences in communication and influencing styles To develop greater awareness of how you use your own preferences to communicate and influence To identify where you may need to adjust your communication style for maximum impact, and to successfully influence others To equip you with practical tips to help you communicate and influence effectively © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Why Convincing Conversations? Communicating is essential to building and maintaining relationships. Understanding communication styles will help you to build better relationships with people because you’ll know how to speak their language. © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Module overview Introductions and setting the scene MBTI refresher Communicating with others Opening the interaction and your communication style How do you like to be influenced? Adapting your style to others Focus of the interaction Putting it into practice © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Introduce yourself to others in the room: What is your name and role? Which three words describe your communication style? Note down your descriptions on page 2 of your workbook © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Setting the scene Notice your reactions, thoughts, feelings Understand listen to others’ perspectives Notice others’ reactions and how their style differs Respect boundaries of confidentiality Encourage openness and curiosity Cover the practicalities Scene What else? © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

SELF Unknown MBTI self‐awareness ARENA BLINDSPOT FACADE Sharing MBTI type OTHERS Known Unknown Convincing Conversations Raising awareness UNKNOWN Adapted from the Joseph Luft and Harry Ingham ‘Johari Window Model’, 1955 © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Your communication style Activity 1 © Copyright 2012, 2014, 2015 OPP Ltd.

Convincing Conversations Your communication style Talk to the group for one minute about ‘your day yesterday’ Others in the group are to listen to the language you use, the structure you use, and the way you talk through your day Record your reflections and observations on page 3 of your workbook © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations MBTI® refresher

Convincing Conversations Basic assumptions of type Preferences tell us what we find most energising and comfortable Everyone uses all eight preferences Preferences are not abilities and therefore don’t tell us anything about skill or competence There are no better or worse types: all types have value and potential People are the best judges of their own type © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations The four dimensions of type EXTRAVERSION INTROVERSION Where do you get your energy from? SENSING INTUITION What kind of information do you prefer to use? THINKING FEELING What process do you use to make decisions? JUDGING PERCEIVING How do you deal with the world around you? © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Extraversion–Introversion Where do you get your energy from? External world E ©

Convincing Conversations Sensing–i. Ntuition What kind of information do you prefer to use? Real and observable focus S © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved. Big picture focus, possibilities N

Convincing Conversations Thinking–Feeling What process do you use to make decisions? Steps out of

Convincing Conversations Judging–Perceiving How do you deal with the world around you? Gets things

Convincing Conversations Effective communicating and influencing

Convincing Conversations Effective communicating and influencing What differences do you notice in people’s styles of communication? Think of someone at work that you would like to communicate with better How do you usually communicate with them? What works in your interactions? What doesn’t work in your interactions? Note down the key points on page 4 of your workbook © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Important aspects to consider How different people prefer to be approached How different people prefer to take in information How different people tend to make their decisions, based on the information gathered When different people prefer to make decisions © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Opening the interaction: your communication style

Convincing Conversations Opening the interaction Extraversion (E) Give them the chance to discuss the topic as soon as it comes up Talk face to face or in a group. Use email only if needed or as follow‐up They prefer to share their views immediately when asked Allow time to talk the issue through – talking helps them to understand it fully © Copyright 2012, 2014 OPP Ltd. All rights reserved. Introversion (I) Check their preference for exploring issues through email rather than face to face Discussing in stages can be useful in allowing space to reflect Discuss things one to one or in a small group Allow them time to think something through before having to talk about it (eg before a meeting)

Convincing Conversations Monologue exercise Activity 3 © Copyright 2012, 2014, 2015 OPP Ltd. All

Convincing Conversations Monologue exercise Working in pairs: One person talks for five minutes about their strengths and development needs. They must use all of the time – even if they ‘dry up’ The other person listens and must not talk at all – their role is to pay attention both to what their partner is saying, and your own inner thoughts or whatever passes into your consciousness Then repeat the whole process but switching roles © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Communication style Extraversion (E) Speak more quickly, often louder May hear them talking things through in order to work out what they are thinking Tend to answer a question immediately; comfortable interrupting Share experiences and personal information openly More expressive in their body language © Copyright 2012, 2014 OPP Ltd. All rights reserved. Introversion (I) Speak more quietly and at a slower pace Appear to be thinking through something before they speak Pause before they answer a question or provide information Keep things to themselves; share with a few people or in a smaller group Less expressive body language, more contained

Convincing Conversations When working with others Extraversion preference – typically like to talk it out. Be prepared to talk things through: Show enthusiasm and energy, eg be animated in facial expressions, voice and body language Be comfortable interrupting – they may see this as interest and enthusiasm Encourage discussion and talk through their thinking with them Remember, they like to think out loud © Copyright 2012, 2014 OPP Ltd. All rights reserved. Introversion preference – typically like to think it through. Allow time for reflection: Allow time for ‘the introverted pause’ – don’t expect an answer or response straight away Ensure you listen when they are contributing, avoid interrupting Allow them plenty of time for prior thought, and for reflection afterwards Remember, they like to think it through

Convincing Conversations Reflecting back on the exercise Thoughts and reflections? Read the information in your Communication Style Report page 4 Answer the questions on page 5 of your workbook © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Communicating and influencing

Convincing Conversations Influencing Think about a time when someone has tried to persuade you to do something, and they haven’t succeeded. . . Do you have any examples where you have been ‘turned off’ a particular message, or where others have seemed to ‘speak another language’? © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations How do you like to be influenced? Activity 4 © Copyright 2012,

Convincing Conversations How do you like to be influenced? When you are making a major purchase: How do you decide what you want to buy? What information do you want and how do you find it? How do you like the information to be presented? How do you like to be treated by sales staff, and what do you want from them? © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations STs Tend to: Be practical and value factual information Focus on what is essential Like time to absorb information Logically compare facts Be interested in what is sensible and efficient Therefore, when influencing STs: Be factual – don’t make things up or waffle Share your knowledge and experience Be honest and straightforward in your approach Be professional – don’t be overly familiar Be prepared Focus on relevant details and stay realistic © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations NFs Tend to: Find meaning in ambiguity Imagine potential outcomes Use words to paint pictures Speak diplomatically Therefore, when influencing NFs: Treat them respectfully Value individuality, don’t assume they are like other people Give them space Offer new and innovative ideas Provide an overall approach and later add detail if asked Take time to discuss and understand their needs Build a values‐based vision of the future with them © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations NTs Tend to: Have a large vocabulary and are precise in their use of language Be interested in possibilities Like straightforward information, with alternatives Check for discrepancies in logic Use ‘dark’ humour Therefore, when influencing NTs: Be respectful; don’t be overly personal Demonstrate your competence and expertise Give a high‐level overview, and detail if required Provide options and choice Offer new, innovative solutions Be honest – don’t try and bluff © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations SFs Tend to: Be personal and practical, and talk about their experiences Dislike complicated processes but want information Be warm, friendly and approachable Use personal, inclusive words and phrases Value personal service and loyalty Therefore, when influencing SFs: Listen to what they say and how they say it Give your full attention – let them know you have listened Give them time, don’t rush them Provide factual information, but with a personal focus Offer other people’s opinions Provide personal experiences and views Be friendly and build a relationship with them © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Summary ST SF NF NT Focuses on: specifics logical implications Focuses on: specifics concepts impact on people impact on values Focuses on: concepts logical options Values: efficiency and value for money lists of features and benefits Values: personal loyalty being treated as an individual Values: competence and innovation options that fit future needs So remember to: STATE THE FACTS So remember to: GIVE PERSONAL SERVICE Values: brand loyalty making a difference in the world So remember to: SUPPORT THEIR VISION So remember to: GIVE LOGICAL OPTIONS Table: © Copyright Brock Associates/Susan A Brock Ph. D. Reproduced from FLEX Selling, Susan Brock, 1993 © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Consider the impact of S–N and T–F on your style Read and reflect on the information in your report on pages 5 and 6 Pay particular attention to the tips for communicating with the opposite style © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Adapting your style to appeal to others You have been asked to put together a new advertising poster and pitch to encourage people to join your organisation You need to work in four teams (ST, NF, NT, SF) and design a poster to appeal to your opposite preference: ST ↔ NF SF ↔ NT You have 10 minutes to design the poster and pitch, before presenting to your colleagues with the opposite preference © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Reflecting back on the exercises What are your key strengths? What might you be missing? Note down your observations on page 6 of your workbook © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Focus of the interaction

Convincing Conversations Focus of communication style Judging (J) Will be drawn to making decisions Tend to come to conclusions and shut down the interaction May make decisions prematurely without gathering all the necessary information May be impatient with overly long descriptions and procedures Will be keen to agree next steps so that there is a concrete plan © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved. Perceiving (P) Will be keen to explore options and consider as many factors as possible Tend to want to keep the interaction open rather than making decisions Will enjoy processing information May want ‘space’ when decisions need to be made – may even decide at the last moment Will be less concerned leaving interactions without a concrete plan about next steps – happy to leave options open

Convincing Conversations Common characteristics Judging (J) May speak with a tone of ‘hurry up, and get on with it. ’ Use decisive words that end in -ed, eg concluded, decided, planned State their position clearly Get irritated if they are sidetracked Conversation tends to be structured rather than emerging More hand chopping or signalling lists of actions with their fingers © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved. Perceiving (P) May speak with tone of ‘let’s explore and find out more’ Use words ending in -ing and tentative words, eg perhaps, maybe, tend to Change their position Comfortable with being sidetracked Conversation emerges rather than appearing structured Body language more open and flowing

Convincing Conversations Impact of J and P on your style Activity 5 © Copyright

Convincing Conversations Impact of J and P on your style Read and reflect on the information in your report, on page 7, about ‘Your Key Strengths’ and ‘Your Communication Style’ What do you recognise about yourself in that description? Now answer the first question in your workbook on page 8 © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations When working with others Js like to plan their work and work their plan, so remember: They may be impatient with long descriptions, so keep focused If presenting information, communicate and follow a clear structure Don’t present too many options – prioritise Be decisive – get to your conclusions quickly Avoid last‐minute surprises or changes – don’t go off at tangents © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved. Ps like to allow the work to emerge, so remember: Make sure you give them ‘space’ to process information Generate and give several options Present things in tentative, draft form Describe situations rather than evaluating them, allow them space to come to their own conclusions Encourage discussion and exploration before deciding – don’t force an immediate decision

Convincing Conversations Tips for communicating with others Read and reflect on the information in your report, on page 7, about ‘Tips for Communicating with…. . ’ In pairs, discuss three things you are going to do differently Then answer the remaining questions in your workbook on page 8 © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Putting it into practice

Convincing Conversations Influencing another person Action planning © Copyright 2012, 2014, 2015 OPP Ltd.

Convincing Conversations Influencing another person Potential topics: That flexible hours should be introduced That customer service needs to be improved (and how this should look) That we should have an end‐of‐year company party (eg Christmas party) and how it might look That you should have a four‐week holiday at Christmas when others want to take leave Or something else © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Putting it all together Review the information in your report on pages 8 and 9 Spend some time considering the questions on pages 10 and 12 of your workbook Talk it through with a partner © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations Summary

Convincing Conversations Summary Increased understanding of differences in communication and influencing styles Greater awareness of how you use your own preferences to communicate and influence Practical skills development to enhance communication and influencing Remember: how different people prefer to be approached how different people prefer to take in information how different people tend to make their decisions, based on the information gathered when different people prefer to make decisions © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Convincing Conversations To close Everyone to share: One thing you have learned about your communication style One thing you will be doing differently to communicate more effectively © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved.

Thank you! © Copyright 2012, 2014, 2015 OPP Ltd. All rights reserved. ® MBTI and the MBTI logo are trade marks or registered trade marks of the Myers & Briggs Foundation in the United States and other countries. OPP Ltd is licensed to use the trade marks in Europe. ® OPP and the OPP logo are trade marks or registered trade marks of OPP Ltd.