Managing Talent by Building Self-Awareness: Personality and Team Assessment Instruments • • Presented by: Jennifer Tucker Consulting Director OKA (Otto Kroeger Associates) Phone: 703 -591 -6284 E-Mail: jtucker@typetalk. com Otto Kroeger Associates (OKA) – www. typetalk. com – (703) 591 -6284
Webcast Objectives By the end of this webcast you will be able to: 1. Describe five assessments that effectively support leadership and team development: 1. 2. 3. 4. 5. Myers-Briggs Type Indicator® (MBTI ®) Assessment Strength Deployment Inventory ® (SDI ®) Reversal Theory Leadership Spectrum Profile (LSP) Klein Group Instrument (KGI) 2. Determine the best instrument to match the specific needs of the leaders and teams you work with. © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
Our Baseline Assumptions • Lasting success in developing employees comes when skills training is framed from the perspective of the participants’ personality preferences and styles. • Talent management is best supported through enhanced self-awareness – realized through the strategic use of personality and team assessment instruments. • The instruments reviewed here were selected for their power in developing self-awareness and inter-personal skills – they are not selection tools for performance evaluation or hiring. © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
Myers-Briggs Type Indicator® (MBTI®) Assessment Myers Briggs Type Indicator, Myers-Briggs and MBTI are registered trademarks of the Myers-Briggs Type Indicator Trust in the United States and other countries. Otto Kroeger Associates (OKA) – www. typetalk. com – (703) 591 -6284
What Is the MBTI Assessment? • An instrument popularized by Katherine Briggs and Isabel Briggs Myers to make C. G. Jung’s theory of personality types practical and useful. • Most widely utilized personality preference instrument in the world. • Reflects an individual’s preferences, does not measure abilities, likelihood of success, intelligence, skills, or mental health.
What Is a Preference? “Much seemingly chance variation in human behavior is not due to chance; it is in fact the logical result of a few basic, observable preferences. ” C. G. Jung
Preference Overview
Preference Summary
Organizational Benefits of the MBTI® • The MBTI helps people become aware of their differences and can reduce conflict through appreciation of differences. • The MBTI supports decision making and problem solving processes. • The MBTI facilitates team building by identifying strengths, weaknesses and blind spots for organizational units and helps in establishing effective ad hoc teams. • The MBTI builds understanding regarding an organization’s norms and cultures. • The MBTI acts as a lens through which to diagnose organizational issues and to organize people and processes to develop strategies and solutions. © Otto Kroeger Associates 2005 MBTI and Myers Briggs Type Indicator are registered trademarks of CPP, Inc. , Palo Alto, CA 94303
Matching Instruments to Needs Myers-Briggs Type Indicator (MBTI) Assessment • • Team and Leadership Development Decision Making Communication Skills Best Sell: Widely Used, Wide Range of Applications • Class B instrument – available only through a qualified user • Administered online or by paper (93 questions) • Qualification Training: 4 days • Published by CPP, Inc © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
Strength Deployment Inventory® (SDI ®) Strength Deployment Inventory and SDI are registered trademarks of Personal Strengths Publishing. Otto Kroeger Associates (OKA) – www. typetalk. com – (703) 591 -6284
Relationship Awareness Theory & The SDI: Key Ideas • Relationship Awareness Theory and the SDI focus in the areas of motivation and behavior. • Together, theory and tool help people: Understand the different motives that people value Deploy different behaviors to more effectively work with others Manage the different stages of conflict
Traditional Behavioral Typologies Past Performance Predicted Performance • Relationship Awareness Theory Past Performan ce Motives, Priorities, Value System Predicted Performan ce Demand & Reward Structure of the Environment
Relationship Awareness Theory – Key Premises • • We do what we do because we want to feel good about ourselves. We tend to take two different approaches to life: when things are going well & when we are faced with opposition or conflict. A “personal weakness” is nothing more or less than an overdone strength. We tend to perceive others’ behaviors through our own filters – we see what we expect to see
ALTRUISTIC – NURTURINGBlue Red-Blue ASSERTIV ERed DIRECTIVE Hub Blue-Green Red-Green ANALYTICAUTONOMIZI
Enabling or Supportive Coaching or Mentoring Direction or Example Consensus or Team-based Empowering or Guiding Strategic or Tactical Exception or Process An MVS Perspective on Leadership Styles
What Conflict Looks/Feels Like CONFLICT FOCUS STAGE ON BLUE RED GREEN 1 Self Problem Other Accommodate others Rise to the Challenge Be prudently cautious 2 Self Problem Other Surrender conditionally; Giving In Fighting the opposition to win Pull back and analyze; escaping the conflict 3 Self Surrender Problem completely; Other Feeling Defeated Fight for survival; Protecting one’s life Withdraw; Retreating Completely
Relationship Awareness Theory – Take Homes • • • Your values and motives may be hard-wired, but behavior is not. You choose what you do. Understanding the different values systems help in communicating with others - consider both your values, and the probable values of your audience – listen for clues! Borrowing strengths allows for both selection and balance – choose specific behaviors, or select a variety of behaviors to ensure that your bases are covered.
Matching Instruments to Needs Strength Deployment Inventory (SDI) • • Conflict Management Situational Leadership Feedback & Expectations Components Best Sell: New, Easy to Apply Immediately • Class B instrument – available only through a qualified user • Administered online or by paper (20 questions) • Qualification Training: 2 days • Published by Personal Strengths Publishing © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
Reversal Theory Otto Kroeger Associates (OKA) – www. typetalk. com – (703) 591 -6284
What is Reversal Theory? • A cutting edge theory of human personality, motivation and emotion derived by Michael Apter, Ph. D. • A practical and actionable set of ideas rooted in over 30 years of clinical research • Explains the changeability of people, without contradicting preference or trait-based theories • Asserts that we cannot fully understand behavior unless we understand the motive driving that behavior • Provides a structure for recognizing, predicting and changing emotions – so you can construct your own responses, instead of letting emotions “happen to you” • Presents both a framework and set of skills that lead to greater motivational and emotional balance and effectiveness for individuals, leaders, teams and organizations
The Domains and States of Reversal Theory Serious Conforming Mastery Self Belonging, Rules Power, Ability Self-oriented Means/Ends Rules Transactions Relationships Playful Rebellious Sympathy Other Freedom, Change Relationship, Care Other-oriented Future Goals, Achievement Process, Passion and Fun
Means/Ends Domain Serious Future Goals, Achievement Means/Ends Focus is on both the intention and the significance of an activity – and whether motivation comes from achieving an important goal (Serious) or experiencing the process itself (Playful). Playful Process, Passion and Fun
Rules Domain Conforming Belonging, Rules Focus is on rules and norms – and whether we are motivated to act within rules, roles, and expectations (Conforming) or to move against or outside of them (Rebellious). Rebellious Freedom, Change
Transactions Domain Mastery Power, Ability Transactions Focus is on interactions between people – and whether they are motivated by power, ability and control (Mastery), or by care, emotional support and connection (Sympathy). Sympathy Relationship, Care
Relationships Domain Self-oriented Relationships Focus is upon whether one is motivated by fulfilling one’s own needs (Self) or another’s (Other). Other-oriented
Reversing from one State to another Serious Future Goals, Achievement Means/Ends Reversing from one state to its opposite is common and is brought about by one of three factors: 1. The situation changes Playful 2. Frustration Process, Passion and Fun Process, Passion, and Fun 3. Satiation
Reversing from Serious to Playful Serious Future Goals, Achievement Alice is a bench scientist working on a cure for cancer. More often than not, Alice is driven by goals, time requirements and a desire to achieve … achieve… Means/Ends Playful Process, Passion and Fun Today, however, Alice comes across fascinating data in her experimentation and is motivated in the moment by the joy of her data, and in her excitement and passion, time melts away.
Reversing from Playful to Serious Future Goals, Achievement …but found the political topic rooted to something within him that had significance, and he became determined to make his point and end the discussion. Means/Ends Playful Process, Passion and Fun Tom enjoys a good argument and often finds himself playing the role of devil’s advocate just to learn, agitate or see what happens in the moment. He started such an argument today…
State Summary Serious Future Goals, Achievement Values ambition & future focus Avoids arousal, risk & anxiety Mastery Self Belonging, Rules Values tradition & duty Seeks group identity Power, Ability Values control & strength Seeks competence & pride Self-Oriented Values self-reliance & own needs Takes personal responsibility Conforming MEANS-ENDS RULES TRANSACTIONS RELATIONSHIPS Does motivation come from achieving the goals or experiencing the process? Are rules, traditions, and expectations supportive or restrictive? Are motives based in power and control, or in care and emotional support? Are you motivated by fulfilling your own needs or another’s? Playful Rebellious Sympathy Other Process, Passion & Fun Moment driven & present focused Seeks excitement to avoid boredom Freedom, Change Rules seen as restrictive Values innovation & change Relationship, Care Values compassion Seeks personal connection Other-Oriented Values giving & generosity Focused on others’ needs
Reversal Theory And Leadership Effective Leaders: • Know their own motivational tendencies and the impact they have on others, teams and organizations • Know the state most needed by individuals, teams and organizations at any given time • Trigger specific states in individuals, teams and organizations as needed • Model and encourage motivational diversity See OKA’s November 2007 article about Reversal Theory at www. reversaltheory. net.
Matching Instruments to Needs Reversal Theory • Motivation and Emotion • Influencing Skills • Change Management • Best Sell: New, Most Flexible Model, Provocative • Class A instrument & process available though OKA to all Train-the-Trainer session at OKA: 1 day • Class B instrument available through Apter International Qualification Training through Apter: 2 days © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
Leadership Spectrum Profile (LSP) is a registered trademark of Enterprise Management Limited. Otto Kroeger Associates (OKA) – www. typetalk. com – (703) 591 -6284
LSP Overview § Leadership Spectrum Profile (LSP) § Award-winning instrument designed to assess a leader’s priorities encountered along an organization or project life cycle. § Outlines a results-driven framework that reflects the different demands that teams and leaders face when implementing any initiative. § Also provides a practical way to influence “up the chain of command" to gain project support. § Developed by Dr. Mary Lippitt, Author of the Leadership Spectrum: 6 Business Priorities that Get Results © 2000 -2006 Enterprise Management, Ltd. , All Rights Reserved
Spectrum Wheel™ Think “Out Of the Box” Do it Now Get Organized Focus on the Future Get Better Support the Team © 2000 -2006 Enterprise Management, Ltd. , All Rights Reserved
What’s a Priority? § Choice of what is the most important action at this point in time/stage § Business logic based on current perception of what is key now § Most critical goal given current information § Desired results or outcomes § Criteria used in decisions © 2000 -2006 Enterprise Management, Ltd. , All Rights Reserved
Priorities and Desired Results Inventor: State-of-the-art products/services; product extensions Catalyst: Market share growth; Customer retention/loyalty Developer: Seamless operations Performer: ROI; Profit margin; Quality Protector: Retain key talent; Culture as a competitive advantage Challenger: Capture emerging opportunities © 2000 -2006 Enterprise Management, Ltd. , All Rights Reserved
LSP and Organization Life Cycle Birth/Rebirth Growth Stature Renewal Prime Mature © 2000 -2006 Enterprise Management, Ltd. , All Rights Reserved
Leadership Spectrum Profile® Each Question: § Based on a situation § Six equally good alternatives § Selection of what you would do first and what you would do second § Depicts priorities at a point in time © 2000 -2006 Enterprise Management, Ltd. , All Rights Reserved
Applications & Benefits • • Leadership development Mentoring/Coaching Strategic and execution planning Innovation and initiative Balanced Scorecard/Measures Strategic influencing and trust Change management © 2000 -2006 Enterprise Management, Ltd. , All Rights Reserved LSP Benefits New framework that engages participants Business focused on results & critical thinking Comprehensive and applicable to changing circumstances Encourages agility without labels
Matching Instruments to Needs Leadership Spectrum Profile (LSP) • • Business Results Oriented Project Management/Leadership Strategic Planning Best Sell: Most Closely Linked to Business Life Cycle • Class B instrument – available only through a qualified user • Administered online or by paper (14 questions) • Qualification Training: 2 days • Published by Enterprise Management Limited © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
Klein Group Instrument (KGI) Otto Kroeger Associates (OKA) – www. typetalk. com – (703) 591 -6284
Klein Group Instrument • A self-administering tool designed to identify leadership, negotiation, task and interpersonal skills that individuals can develop • Created and authored by Robert R. Klein, Ph. D. KGI Benefits Useful in work with groups and teams Assists people in defining, assessing and developing leadership and team membership skills • Over ten years of research and development done in academic and private sector settings © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
KGI Model 1. Leadership 3. Interpersonal Focus 2. Task Focus 4. Negotiation Orientation © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
KGI Leadership Subscales ● Assertiveness Expressing ideas ► Supporting positions ► ● Making yourself heard ► Persuading others ► Group Facilitation ► Facilitating ethical work Facilitating task analysis ► Facilitating creative problem solving ► Facilitating organized work ► Facilitating interpersonal connection ► ● Initiative ► Being in the action © Copyright OKA (Otto Kroeger Associates) 2007 ► Influencing group activity www. typetalk. com
KGI Task Focus Subscales ● Task Analysis Considering a range of possible solutions ► Critically evaluating each ► Preparing for possible problems ► Deriving a work plan ► Finding effective work structures for the group’s efforts ► Assigning tasks and accountability ► ● Task Implementation Maintaining clear communications regarding responsibilities ► Readjusting the work plan as necessary ► Maintaining the energy and focus necessary to accomplish the task ► © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
KGI Interpersonal Focus Subscales ● Positive Group Affiliation Building interpersonal relations within the group ► Creating a team spirit that allows members to feel positive affiliation ► Building rapport and mutual understanding ► Model and support members’ mutual connection and acceptance ► ● Feeling Orientation Sharing and promoting comfort with sharing feelings, values and ideas ► Understanding and staying in tune with emotional undercurrents ► Listening and observing facial expressions and non-verbal communication ► © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
KGI Negotiation Orientation Subscales ● Perspective Taking Listening closely ► Understanding underlying values and interests ► Constructing proposals that members buy into and support ► Obtaining essential information to construct worthwhile arguments ► ● Constructive Negotiation Approach Setting a positive tone for discussion ► Investigating members’ concerns and values ► Proposing solutions that bridge members’ interests ► Finding acceptable accommodations to reach agreement ► © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
KGI Individual Profile 1. 2. 3. 4. 5. 6. Profile overview (one page) Results for the Leadership Section Results for the Negotiation Section Results for the Task Focus Section Results for the Interpersonal Focus Section Composite Graph © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
KGI Group Profile 1. 2. 3. 4. 5. 6. 7. 8. Introductory Statement Outline on Use of Group Profile Description of Profile Composite Graph Descriptions of the KGI Scales and Subscales Executive Summary Team Results for Each Scale and Subscale Outline for Organizing and Implementing an Action Plan © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
Matching Instruments to Needs Klein Group Instrument (KGI) • Team Management and Membership Skills • Leadership and Negotiation Skills Development • Best Sell: Team Level Complement to MBTI • Class A instrument – available to anyone at www. capt. org. • Administered online only • Train-the-Trainer session: 1 day © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
Summary Otto Kroeger Associates (OKA) – www. typetalk. com – (703) 591 -6284
Matching Instruments to Needs Team and Leadership Development Decision Making Communication Skills Best Sell: Widely Used, Wide Range of Applications Class B instrument – available only through a qualified user Administered online or by paper (93 questions) Qualification Training: 4 days Published by CPP, Inc • • Conflict Management Situational Leadership Feedback & Expectations Components Best Sell: New, Easy to Apply Immediately • • Strength Deployment Inventory (SDI) • • Myers-Briggs Type Indicator (MBTI) Assessment Class B instrument – available only through a qualified user Administered online or by paper (20 questions) Qualification Training: 2 days Published by Personal Strengths Publishing © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
Matching Instruments to Needs Reversal Theory • • Motivation and Emotion Influencing Skills Change Management Best Sell: New, Most Flexible Model, Provocative • Class A instrument & process available though OKA to all Train-the-Trainer session at OKA: 1 day • Class B instrument available through Apter International Qualification Training through Apter: 2 days • • Business Results Oriented Project Management/Leadership Strategic Planning Best Sell: Most Closely Linked to Business Life Cycle • • Leadership Spectrum Profile (LSP) Class B instrument – available only through a qualified user Administered online or by paper (14 questions) Qualification Training: 2 days Published by Enterprise Management Limited © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
Matching Instruments to Needs Klein Group Instrument (KGI) • Team Management and Membership Skills • Leadership and Negotiation Skills Development • Best Sell: Team Level Complement to MBTI • Class A instrument – available to anyone at www. capt. org. • Administered online only • Train-the-Trainer session: 1 day © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
Questions/Comments • Questions? • Comments? © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
About OKA Founded in 1977, OKA is a training and consulting small business specializing in leadership and team development. Expert in a variety of psychological instruments and group processes, OKA offers high-impact leadership and team development programs and a variety of instrument qualification workshops. We are changing the way the world lives and works one person at a time. www. typetalk. com (703) 591 -6284 © Copyright OKA (Otto Kroeger Associates) 2007 www. typetalk. com
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