P - Chicago Booth Portal

Executive MBA XP-81 

Leadership Workshop 

July 8, 2010 

Presented by Ruth Reiner & Bill Westwood

Workshop Objectives 

• Build self-awareness through MBTI® and Voices® 

360° feedback. 

• Gain insight into strengths and opportunities for 

further development. 

• Provide some building blocks of effective 

communication for use in improving awareness, 

listening, messaging and feedback skills. 

• Introduce development planning tool. 

• Move study ygroup development forward.

Where are we going today 

1. At my 

“core” 

who am 

I 

2. How 

do 

others 

see 

me 

3. How 

do I sort 

out 

what is 

to be 

learned 

about 

myself 

4. What 

do I do 

with 

what I 

learn 

about 

myself 

MBTI® 

Lominger 

VOICES® 

360° 

Lominger 

YOU/MBTI® 

mapping 

FYI Online 

Development 

eop e Plan 

Study Group Team Development

Theory & history of MBTI® Type 

• The search for a “normal” norm group 

• Look for what’s positive to build on and then discover 

blind spots - talent then challenges 

• Type is innate 

• Type does not change over lifetime 

• Type is influenced by environment 

• Type is about preferences -- the goal is appropriate 

use of your preferences and type 

• Type is dynamic

Users of MBTI® Instrument 

• Most Fortune 100 companies 

• More than 2 million people worldwide each year 

• Translated into 30+ languages 

• Used in 70+ different countries

Preference Dichotomies 

Extraversion 

ENERGY 

Introversion 

Sensing 

INFORMATION 

INtuition 

Thinking 

DECISIONS 

Feeling 

Judging 

LIFESTYLE 

Perceiving

Energy 

EXTRAVERSION 

INTROVERSION 

Being energized through contact 

with other people or through 

engaging in activities 

Being energized through ideas, 

quiet times, 

or solitude

How Are You Energized 

EXTRAVERSION 

External/exterior 

Outside thrust 

Talk thoughts out 

Breadth 

Involved with people, 

things 

Interaction 

Action 

Do-think-do 

INTROVERSION 

Internal/interior 

Inside pull 

Keep thoughts in 

Depth 

Work with ideas, 

thoughts 

Concentration 

Reflection 

Think-do-think

Extraversion–Introversion

Information 

SENSING 

INTUITION 

Paying attention to what 

you perceive through the 

five senses: seeing, 

hearing, touching, 

smelling, and tasting 

Paying attention to what 

might be described as the 

sixth sense—the unseen 

world of meanings, 

inferences, hunches, 

insights, and connections

Exercise 

What do you see

How Do You Take In Information 

SENSING 

Present orientation 

What is real 

Practical 

Facts 

Perfecting established skills 

Utility 

Step-by-step 

The five senses 

INTUITION 

Future possibilities 

What could be 

Theoretical 

Inspirations 

Learning new skills 

Novelty 

Insight-by-insight 

The sixth sense, a hunch 

Ask why s 

Wh t i l What could be 

Ask what and how s

Sensing–Intuition

Decisions 

THINKING 

FEELING 

Making decisions based 

on impartial criteria, 

cause-effect reasoning, 

constant principles or 

truths, and logic 

Making decisions based 

on values-based, 

person-centered criteria, 

seeking harmony

How Do You Make Decisions 

THINKING 

Logical system(if x, then y) 

Head 

Objective 

Justice 

Critique 

Principles cpes 

Reason 

Firm but fair 

H d Heart 

FEELING 

Values system 

H t 

Subjective 

Mercy 

Compliment 

Harmony 

Empathy 

Compassionate

Thinking–Feeling

Approach to Life 

JUDGING 

PERCEIVING 

Want to live an 

ordered life, with goals 

and structure, making 

decisions so you can 

move on 

Want to live a 

spontaneous life with 

flexibility, staying open to 

new information and 

possibilities

How Do You Approach Life 

JUDGING 

Decide about information 

Regulate 

Control 

Settled 

Run one’s life 

Set goals 

Closing off 

Organized 

PERCEIVING 

Attend to, gather 

information 

Flow 

Adapt 

Tentative 

Let life happen 

Seek options 

Opening up 

Flexible

Judging–Perceiving

Verifying your MBTI Type 

1. After our discussion of type, you have come up with a selfestimated 

type 

2. Now, open MBTI envelope and turn to page 3 

3. Read your Step I results to see your reported 4-letter Type 

4. If these are the same, then read your Type description in 

Introduction to Type booklet. 

5. If they are different or if your clarity score is slight on any of 

the dichotomies, read both 4-letter Type descriptions in 

Introduction to Type booklet 

6. Self-verify your type by reading the possible types and 

confirming which Type you think best fits you – your “best fit 

Type” 

ype 

Please don’t read ahead to 

your Step II results yet!

Executive MBA XP81 - MBTI® Group Profile 

N = 99 

S S N N E 69.7% 

I 30.3% 3% 

ISTJ ISFJ INFJ INTJ 

I 

J 

9 9.1% 0 0.0% 1 1.0% 7 7.1% 

S 51.5% 

ISTP ISFP INFP INTP 

N 48.5% 

I 

P 

7 7.1% 0 0.0% 1 1.0% 5 5.1% 

ESTP ESFP ENFP ENTP 

T 92.9% 

E 

P 

14 14.1% 1 1.0% 4 4.0% 16 16.2% 

F 7.1% 

ESTJ ESFJ ENFJ ENTJ 

E J 

20 20.2% 0 0.0% 0 0.0% 14 14.1% 

J 51.5% 

P 48.5% 

T F F T

Executive MBA - MBTI® Group Profile 

N = 265 

I 

I 

E 

E 

S S N N E 64.9% 

I 35.1% 


J 

39 14.7% 3 1.1% 2 0.8% 18 6.8% 

S 53.6% 

ISTP ISFP INFP INTP 

N 46.4% 

P 

11 4.2% 0 0.0% 1 0.4% 19 7.2% 

ESTP ESFP ENFP ENTP T 91.7% 

P 

30 11.3% 3 1.1% 8 3.0% 35 13.2% 

F 8.3% 


J 

55 20.8% 1 0.4% 4 1.5% 36 13.6% 

J 59.6% 

P 40.4% 

T F F T

Managers in Leadership Development Program 

Center for Creative Leadership 

N = 26,477 


18.2% 3.1% 1.7% 10.5% 

E 53% 

I 47% 

ISTP 

3.5% 

ISFP 

1.1% 

INFP 

2.5% 

INTP 

6.9% 

S 50% 

N 50% 

ESTP 

3.4% 

ESFP 

1.2% 

ENFP 

4.5% 

ENTP 

8.0% 

T 80% 

F 20% 

ESTJ 

16.0% 

ESFJ 

3.2% 

ENFJ 

3.0% 

ENTJ 

13.1% 

J 69% 

P 31% 

Source: MBTI ® Manual, 3rd ed., p. 327. Mountain View, CA: CPP, Inc., 1998.

European Business School 

N = 8,039 

ISTJ 

14.3% 

ISFJ 

1.5% 

INFJ 

0.9% 

INTJ 

8.0% 

E 63% 

I 37% 

ISTP 

ISFP 

INFP 

INTP 

3.9% 0.6% 1.5% 6.6% 

ESTP 

ESFP 

ENFP 

ENTP 

5.8% 1.1% 3.7% 11.6% 


20.8% 2.4% 2.5% 14.9% 

S 50% 

N 50% 

T 86% 

F 14% 

J 65% 

P 35% 

Source: Kirby, Kendall & Barger, Type and Culture, (CPP 2007).

What does Type have to do with Leadership 

• Influences how we communicate with others 

- Both what we say and what we hear – our filters 

- What we reveal of ourselves 

• Influences our approach to decision making, conflict, 

leadership, project management, relationship 

building, etc. – the list goes on…

Ladder of Inference 

I take 

ACTIONS 

based on my 

conclusions 

I draw 

CONCLUSIONS 

The Reflexive 

Loop - our 

conclusions 

influence what data 

we select next time 

I make 

ASSUMPTIONS 

I see/hear/sense 

OBSERVABLE “DATA” 

Adapted from The Fifth Discipline Fieldbook. 

Copyright 1994 by Peter M. Senge, Art Kleiner, Charlotte Roberts, Richard B. Ross, and Bryan J. Smith. Initially developed by Chris Argyris.

Constructive Use of Type Differences 

• Becoming aware of differences 

• Acknowledging the value of differences 

• Seeking out others with differences 

• Incorporating different perspectives into our own 

processes

Extraversion-Introversion Exercise 

What is your ideal team 

- Environment 

- Culture 

- Norms

Type is dynamic 

• Dominant or directing function is: 

‣ S/N: Information gathering 

‣ T/F: Decision-making 

• That which is used: 

‣ Most enthusiastically 

‣ Most often 

‣ Greatest confidence 

‣ Reflects major contribution i to the world 

‣ Supported by auxiliary function

Type and Teams – Function Pairs 

ISTJ 

ISFJ 

INFJ 

INTJ 

ISTP 

ESTP 

ISFP INFP INTP 

ESFP ENFP ENTP 


1. How do you contribute to a team 

2. What do you want/need from your leader/boss

Type & inferences 

• We can “guestimate” type but it is not always accurate 

• Sometimes people are flexing their behavior to meet 

the needs of the situation 

• The best validation of a person’ss type is their self 

validation, the next is the actual assessment 

• We understand the sensitive nature of jumping to 

conclusions 

• We can observe a person’s behavior and make some 

p 

hypotheses about their type based on what we see

ST – Sensing & Thinking 

Theme: Facts with Practicality 

How to Communicate to an ST 

•Tough-minded 

•Reasonable 

•Matter-of-fact 

•Practical 

•Verifies facts – weighs, measures 

•Orderly 

•Self-controlled 

•Self-satisfied 

•Internally consistent 

•Have and give the facts 

•Be practical, brief, and concise 

•Give the information around the 

specific situation 

•Present the information in a 

logical way 

•Have available percentages or 

relevant data for comparison and 

information 

•Expect to be “tested”

NT – Intuition & Thinking 

Theme: Logical Options with 

Competence 

•Psychologically minded 

•Analytical 

•Focuses on theoretical relationships 

•Likes autonomy 

•Often clever 

•Has defined interests 

•Pride of objectivity 

•Methodically attentive ti to theory, 

model 

How to Communicate to an NT 

•Respect their intelligence and need 

to understand 

•Demonstrate your competence 

•Answer their questions in an open 

way – put it on the table 

•Be informed with up-to-date 

information 

•Show that you continually update 

your knowledge

SF – Sensing & Feeling 

Theme: Personal Service 

•Factually oriented 

•Seeks to meet needs 

•Expresses personal warmth 

•Seen as compassionate 

•Responsible 

•Conscientious 

•Patient with detail 

•Focuses on things concretely 

affecting others 

How to Communicate to an SF 

•Listen carefully to them 

•Give them your time and complete 

attention 

•Be warm and friendly 

•Give them factual information with a 

personal touch 

•Provide practical information and 

examples 

•Explain any options clearly and 

allow them to decide

NF – Intuition & Feeling 

Theme: Supporting the Vision 

•People minded 

•Enthusiastic 

•Insightful 

•Seeks new projects, complexity 

•Flexible 

•Identifies symbolic and 

theoretical relationships 

•Aesthetic 

•Inventive, non-conforming 

•Unconventional thought 

processes 

How to Communicate to an NF 

•Treat them with respect 

•Listen to and value their concerns 

•Provide overall solutions- overview 

without ih the detail 

•Take time to discuss their concerns 

– be honest but kind 

•Be sincere 

•Get to know them as a person 

•Be open to discussing alternatives

Exercise – Putting it all together 

• Think about someone at work (or in your life) with whom 

communication is difficult for you. 

• Try to think about what their function pair might be (two 

middle letters). 

• How could you approach communicating with them 

differently based on what you have learned about your 

type and potentially their function pairs 

• How could you request that they communicate with you, ie 

what do you need

Step II Interpretive Report – Page 4 & forward 

Extraversion-Introversion 

Where you prefer to get and focus your 'energy' or attention 

Sensing-Intuition 

The kind of information you prefer to gather and trust 

Thinking-Feeling 

The process you prefer to use in evaluating information and 

coming to decisions 

Judging-Perceiving 

How you prefer to deal with the world around you, i.e., your 

'lifestyle' 

Initiating 

Expressive 

Gregarious 

Active 

Enthusiastic 

ti 

Concrete 

Realistic 

Practical 

Experiential 

Traditional 

Logical 

Reasonable 

Questioning 

Critical 

Tough 

Systematic 

Planful 

Early starting 

Scheduled 

Methodical 

Receiving 

Contained 

Intimate 

Reflective 

Quiet 

Abstract 

Imaginative 

Conceptual 

Theoretical 

Original 

Empathetic 

Compassionate 

Accommodating 

Accepting 

Tender 

Casual 

Open-Ended 

Pressure-Prompted 

Spontaneous 

Emergent

Step II Interpretive Report: E-I Facets 

Extraversion (E) 

Initiating 

Expressive 

Introversion (I) 

Receiving 

Contained 

Gregarious 

Intimate 

t 

Active 

Reflective 

Enthusiastic 

ti Quiet 

5 1 1 

5

Step II Interpretive Report: J-P Facets 

Judging (J) 

Systematic 

Planful 

Perceiving (P) 

Casual 

Open-Ended 

Early Startingti Pressure-PromptedP Scheduled 

Spontaneous 

Methodical 

Emergent 

5 1 1 

5

So What 

• A great deal of information to integrate 

• Read your Step II results and mull it over 

Think about 

- What will you start doing 

- What will you stop doing or do less of 

- What other actions are you committed to taking right 

away to improve your interpersonal communication 

skills

Where are we on today’s journey 

1. At my 

“core” 

who am 

I 

2. How 

do 

others 

see 

me 

3. How 

do I sort 

out 

what is 

to be 

learned 

about 

myself 

4. What 

do I do 

with 

what I 

learn 

about 

myself 

MBTI® 

Lominger Lominger FYI Online 

VOICES® YOU/MBTI® Development 

360° mapping Plan 


Voices focuses on 16 of the 67 Leadership Competencies 

Plus 7 International Competencies 

Listening Presentation Skills Peer Relationships Conflict 

Management 

Personal Disclosure Informing Building Effective 

Teams 

Personal Learning Approachability Understanding 

Others 

Interpersonal Savvy 

Negotiating 

Dealing With 

Ambiguity 

Comfort Around 

Higher 

Management 

Motivating Others 

Managerial 

Courage 

Global Business 

Knowledge 

Cross‐Cultural 

Resourcefulness 

Cross‐Cultural 

Agility 

Assignment 

Hardiness 

Organizational Cross‐Cultural Humility (Mostly 

Positioning Skills 

(from remote 

locations) 

Sensitivity Asian/N. European 

Context)

VOICES®: Provides You Feedback on 

all 23 Competencies 

VOICES® is a core Korn/Ferry Powered by Lominger tool: 

- A research-validated 360° assessment that provides 

learners (the people receiving the feedback) with a 

powerful tool for development and improvement. 

- Why do it Because critical feedback stimulates self- 

awareness, self-improvement and career success. 

- Feedback is both quantitative and qualitative.

Briefly Revisiting The Process 

• You chose raters to score you on each of the 16 

competencies using a 1 to 5 scale. 

• Raters were also asked to include written comments, to 

be reported anonymously. 

• You rated yourself on the same competencies using the 

same rating scale. 

• We compiled the data for the reports you have received.

Report Sections You May Have 

• Blind Spots 

• Hidden Strengths 

• Potential “Overuse” of a Competency

XP-81 Group report

XP-81 Group report

All 2010 Executive 

MBAs Group report

All 2010 Executive 

MBAs Group report

Now let’s take time so you can look 

Now let s take time so you can look 

at your personal VOICES® results.

Our Leadership Development t“J “Journey” 

What’s Next 

1. At my 

“core” 

who am 

I 

2. How 

do 

others 

see 

me 

3. How 

do I sort 

out 

what is 

to be 

learned 

about 

myself 

4. What 

do I do 

with 

what I 

learn 

about 

myself 

MBTI® VOICES® OC YOU/MBTI® FYI Online 

360° 

mapping Development 

Plan 


Connecting the Dots: 

MBTI® + VOICES® = YOU

What is YOU 

YOU displays the research-based links between each of the 

16 individual personality types/preferences (reported in your 

MBTI report) and the Lominger leadership competencies. 

For each MBTI® type (e.g., ENTJ), YOU presents: 

• Strengths (in the form of competencies) typically associated 

with that type 

• Developmental Challenges (in the form of competencies) 

typically associated with that type

STRENGTHS 

YOU 

16 ‐ Timely Decision Making 

29 ‐ Integrity and Trust 

39 ‐ Organizing 

47 ‐ Planning 

I 

S 

T 

J 

3 ‐ Approachability 

44 ‐ Personal Disclosure 

45 ‐ Personal Learning 

60 ‐ Building Effective Teams 

I 

S 

F 

J 

2 ‐ Dealing with Ambiguity 



31 ‐ Interpersonal Savvy 



I 

N 

F 

J 



17 ‐ Decision Quality 


49 ‐ Presentation Skills 

51 ‐ Problem Solving 

I 

N 

T 

J 


33 ‐ Listening 




I 

S 

T 

P 





I 

S 

F 

P 





I 

N 

F 

P 





I 

N 

T 

P 

16 ‐ Timely Decision Making E 3 ‐ Approachability 

E 


27 ‐ Informing 


S 

S 3 ‐ Approachability 



37 ‐ Negotiating 

T 49 ‐ Presentation Skills F 31 ‐ Interpersonal Savvy 

45 ‐ Personal Learning P 60 ‐ Building Effective Teams P 44 ‐ Personal Disclosure 

E 

N 

F 




55 Self Knowledge 

E 

N 

T 

P 55 ‐ Self‐Knowledge P 




62 ‐ Time Management 

E 

S 

T 

J 






E 

S 

F 

J 





E 

N 

F 

J 






E 

N 

T 

J 

Source: Pearman, Lombardo, & Eichinger.

YOU 

DEVELOPMENT CHALLENGES 


36 ‐ Motivating Others 


64 ‐ Understanding Others 

I 

S 

T 

J 


12 ‐ Conflict Management 

I 

S 

F 

J 

8 ‐ Comfort Around Higher Mgmt 




42 ‐ Peer Relationships 


I 

N 

F 

J 







I 

N 

T 

J 

2 ‐ Dealing with ihAmbiguity 

i 





45 ‐ Personal Learning 

I 

S 

T 

P 



8 ‐ Comfort Around dHigher Mgmt 

I 



27 ‐ Informing 

S 27 ‐ Informing 


F 37 ‐ Negotiating 




P 60 ‐ Building Effective Teams 


I 

N 

F 

P 








I 

N 

T 

P 




E 

E 

E 

E 


S 2 ‐ Dealing with Ambiguity S 8 ‐ Comfort Around Higher Mgmt N 

N 


T 8 ‐ Comfort Around Higher Mgmt F 12 ‐ Conflict Management F 60 ‐ Building Effective Teams T 

P P P P 





E 

E 

E 12 ‐ Conflict Management 

8 ‐ Comfort Around Higher Mgmt 



S 

S 12 ‐ Conflict Management N 



T 33 ‐ Listening 

F 37 ‐ Negotiating 

F 42 ‐ Peer Relationships 


J J J 44 ‐ Personal lDisclosure 


E 

N 

T 

J 

Source: Pearman, Lombardo, & Eichinger.

Competency 

MBTI Type Mthdt Matched to YOU 

VOICES Ranking 

S = One of my Strengths 

D = A Development 

Challenge 

H = High 

M = Medium 

L = Low 

Listening 

YOU 

Mapping 

Personal Disclosure 

Personal Learning 

Dealing With 

Ambiguity 

Interpretation Key: 

S + H = Validated strength 

S + L = “Invisible” strength 

D + L = Validated area of development 

D + H = “Visible” strength – Possible strain 

Presentation Skills 

Informing 

Approachability 

Comfort Around 

Higher Management 

Peer Relationships 

Building Effective 

Teams 

Understanding Others 

Motivating Others 

Conflict Management 

Interpersonal Savvy 

Negotiating 

Managerial Courage

Your YOU Assignment: 

YOU 

Mapping 

• Find your MBTI® type on the YOU “mapping” sheet provided 

• For each category (Strengths, Development Challenges) record an 

“S” or a “D” for each Lominger competency found in your MBTI type 

box on your YOU Mapping Worksheet. 

• Now, look at your VOICES® report results that rank the 16 

competencies from High to Low. 

• Record the rating of each competency – “H”, “M”, or “L” – on your 

YOU Mapping Worksheet. 

• Follow the directions on the Worksheet to highlight those 

competencies that are your most notable strengths, and those that 

offer you the greatest opportunity for further development.

How can you use this information to think 

about your personal development 

• The strengths and developmental competencies that match 

your MBTI® type are more “hardwired” – to the degree that our 

preferences are more challenging g to change (think about your 

handwriting preference). 

• The strengths and development competencies from your 

VOICES® report that do not match your MBTI® type are more 

malleable - the challenges, in particular, are quite amenable to 

development. 

• We will now look at a tool that enables you to develop a 

strategy t for addressing your challenges, however easy or 

difficult they may be – FYI Online.

Our Leadership Development “Journey” 

1. At my 

“core” 

who am 

I 

2. How 

do 

others 

see 

me 

3. How 

do I sort 

out 

what is 

to be 

learned 

about 

myself 

4. What 

do I do 

with 

what I 

learn 

about 

myself 

MBTI® 

VOICES® 

360° 

YOU/MBTI® FYI Online 

mapping 

Development 

Plan 


FYI For Your Improvement Plans Online 

• Web-based application for creating development 

plans based on Lominger competencies 

• Students generate their personal development plan 

by selecting: 

• Behaviors that describe them 

• Tips and remedies appropriate to them 

• Additional suggested readings available 

• Access to content in FYI For Your Improvement, 

periodically updated

What’s Next: How to Create Your FYI 

Development Plan 

1. Watch 15-minute webcast we will email you within a few 

days 

2. Create your FYI Online Development Plan 

a. Effective Leadership will send your user ID and password to 

access the system within a few days 

b. We encourage you to complete this step within 30 days 

c. You can change your personalized plan for 90 days from 

when you start creating the plan – after that, you can view 

and print it, but not change it

Where are we going today 

1. At my 

“core” 

who am 

I 

2. How 

do 

others 

see 

me 

3. How 

do I sort 

out 

what is 

to be 

learned 

about 

myself 

4. What 

do I do 

with 

what I 

learn 

about 

myself 

MBTI® 

Lominger 

VOICES® 

360° 

Lominger 

YOU/MBTI® 

mapping 

FYI Online 

Development 

eop e Plan 


Stages of Team Development 

Performing 

Norming 

High performance 

Storming 

Average to good 

•performance 

Forming 

Minimal 

performance 

Little or no 

measurable 

accomplishments 

Author: B. Tuckman

Characteristics acte cs of High Performing Teams 

GOALS 

Agreed 

Committed 

ROLES 

Clear 

No Conflict 

PROCESSES 

Effective Meetings 

Problem Solving 

Decision-Making 

INTERPERSONAL 

RELATIONSHIPS 

Authors: M. Plovnick, R. Fry, I. Rubin

Break-out Exercise 

Objectives: 

• Get to know your study group partners 

• Define how the study group with work together and communicate 

1. Take handout with instructions 

2. Come back and please take your seats in this room in 1 hour

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