Well it’s that time of year, how does your planned holiday fit with the perfect holiday for your Type?
Let me know in the comments how accurate it is.
Re blogged from The Definition Of Hell For Each Myers-Briggs PersonalityType – Heidi Priebe
They say that one man’s heaven is another man’s hell and that couldn’t be truer when it comes to the sixteen Myers-Briggs Personality Types. Each one is inspired, enraged and absolutely tortured by something slightly different. Here’s the destiny that would psychologically destroy each Myers-Briggs Personality type.
ESTJ – An incredibly impractical person is put in charge of all of your major life decisions. You have to do whatever they say and are powerless to argue or reason with them.
INFP – Your deepest thoughts and feelings are exposed to a large audience and everyone thinks that you’re pathetic and unoriginal.
INTJ – Every time you open your mouth to say something intelligent, something entirely idiotic comes out instead.
ESFJ – Someone you love is in dire need of practical help and you can’t give it to them. Worse yet, they think you’re refusing to help them out of pettiness and they’re mad at you.
ESFP – You are stuck in a room by yourself for the rest of eternity.
ISTP – The Zombie apocalypse happens but you’re suddenly the world’s weakest fighter and must depend solely on your loved ones to keep you alive.
ENFP – Every minute of the rest of your life has been scheduled for you – and it’s a long series of arbitrary, solitary tasks.
ISFP – You have to listen to rude people criticizing your personal choices, your appearance and your art form all day long. Nobody cares that they’re hurting your feelings.
ENFJ – Your loved ones are in dire need of guidance but every piece of advice you gives them inadvertently makes things worse for them.
ISFJ – Everyone you love is yelling at each other and it’s all your fault.
ISTJ – You are expected to complete a highly esteemed project with absolutely no guidance as to what’s expected of you.
INFJ – You are eternally damned to working for a morally corrupt company that aims to exploit the weak and generally degrade conditions for all of society.
ESTP – You are completely paralyzed, lacking even the ability to speak.
ENTP – Freedom of speech is revoked from the constitution. Voicing your opinion in any way is now illegal.
INTP – You are eternally condemned to researching an extremely vapid topic using wildly inaccurate methods, mostly involving interviewing people who have no idea what they’re talking about.
ENTJ – Somebody is wrong, and they’re directing a large group of people! You can’t do anything about it and will have to obey whatever inefficient policies they decide to implement.
As a life long fan of Star Wars and MBTI step 2 qualified Practitioner this gave me a chuckle
I always wanted to be Hans Solo turns out I am more Luke Skywalker!
The highly unscientific and invalid test is here. May the force be with you.
Thought I would share an Extract from a great article by By Bruna Martinuzzi
Author, Presenting with Credibility: Practical Tools and Techniques for Effective Presentations
1. Be clear about the issue. To prepare for the conversation, you need to ask yourself two important questions: “What exactly is the behavior that is causing the problem?” and “What is the impact that the behavior is having on you, the team or the organization?” You need to reach clarity for yourself so you can articulate the issue in two or three succinct statements. If not, you risk going off on a tangent during the conversation. The lack of focus on the central issue will derail the conversation and sabotage your intentions.
2. Know your objective. What do you want to accomplish with the conversation? What is the desired outcome? What are the non-negotiables? As English philosopher Theodore Zeldin put it: A successful conversation “doesn’t just reshuffle the cards: it creates new cards.” What are the new cards that you want to have in your hands by the end of the conversation? Once you have determined this, plan how you will close the conversation. Don’t end without clearly expressed action items. What is the person agreeing to do? What support are you committed to provide? What obstacles might prevent these remedial actions from taking place? What do you both agree to do to overcome potential obstacles? Schedule a follow up to evaluate progress and definitively reach closure on the issue at hand.
3. Adopt a mindset of inquiry. Spend a little time to reflect on your attitude toward the situation and the person involved. What are your preconceived notions about it? Your mindset will predetermine your reaction and interpretations of the other person’s responses, so it pays to approach such a conversation with the right mindset—which in this context is one of inquiry. A good doctor diagnoses a situation before reaching for his prescription pad. This applies equally to a leader. Be open to hear first what the other person has to say before reaching closure in your mind. Even if the evidence is so clear that there is no reason to beat around the bush, we still owe it to the person to let them tell their story. A good leader remains open and seeks a greater truth in any situation. The outcome of adopting this approach might surprise you.
4. Manage the emotions. Most of us were likely raised to believe that emotions need to be left at the door. We now know that this is an old-school approach that is no longer valid in today’s work environments. It is your responsibility as a leader to understand and manage the emotions in the discussion. The late Robert Plutchik, professor at the Albert Einstein College of Medicine, created a Wheel of Emotions to show that emotions follow a path. What starts as an annoyance, for example, can move to anger and, in extreme cases, escalate to rage. We can avoid this by being mindful of preserving the person’s dignity—and treating them with respect—even if we totally disagree with them.
In some cases, you may have to respond to a person’s tears. In the video “How To Handle Tears At Work,” Anne Kreamer, author of It’s Always Personal: Navigating Emotion in the New Workplace, provides several strategies. These include acknowledging the tears rather than ignoring them, offering the person a tissue to provide an opportunity to gather his or her thoughts, and recognizing that the tears communicate a problem to be addressed.
5. Be comfortable with silence. There will be moments in the conversation where a silence occurs. Don’t rush to fill it with words. Just as the pause between musical notes helps us appreciate the music, so the periodic silence in the conversation allows us to hear what was said and lets the message sink in. A pause also has a calming effect and can help us connect better. For example, if you are an extrovert, you’re likely uncomfortable with silence, as you’re used to thinking while you’re speaking. This can be perceived as steamrolling or overbearing, especially if the other party is an introvert. Introverts want to think before they speak. Stop talking and allow them their moment—it can lead to a better outcome.
6. Preserve the relationship. A leader who has high emotional intelligence is always mindful to limit any collateral damage to a relationship. It takes years to build bridges with people and only minutes to blow them up. Think about how the conversation can fix the situation, without erecting an irreparable wall between you and the person.
7. Be consistent. Ensure that your objective is fair and that you are using a consistent approach. For example, if the person thinks you have one set of rules for this person and a different set for another, you’ll be perceived as showing favoritism. Nothing erodes a relationship faster than perceived inequality. Employees have long-term memories of how you handled situations in the past. Aim for consistency in your leadership approach. We trust a leader who is consistent because we don’t have to second-guess where they stand on important issues such as culture, corporate values and acceptable behaviors.
8. Develop your conflict resolution skills. Conflict is a natural part of human interaction. Managing conflict effectively is one of the vital skills of leadership. Have a few, proven phrases that can come in handy in crucial spots.
9. Watch your reaction to thwarting ploys. In a Harvard Business Review article, Sarah Green lists nine common mistakes we make when we conduct a difficult conversation. One of these mistakes is how we handle thwarting ploys, such as stonewalling, sarcasm and accusing. The best advice is to simply address the ploy openly and sincerely. As the author says, if the ploy from your counterpart is stubborn unresponsiveness, you can candidly say, “I don’t know how to interpret your silence.” Disarm the ploy by labeling the observed behavior.
10. Choose the right place to have the conversation. Calling people into your office may not be the best strategy. Sitting in your own turf, behind your desk, shifts the balance of power too much on your side. Even simple body language, such as leaning forward toward the person rather than leaning back on your chair, can carry a subtle message of your positive intentions; i.e., “We’re in this together. Let’s problem solve so that we have a better workplace.” Consider holding the meeting in a neutral place such as a meeting room where you can sit adjacent to each other without the desk as a barrier. Don’t exclude the coffee shop.
11. Know how to begin. Some people put off having the conversation because they don’t know how to start. The best way to start is with a direct approach. “John, I would like to talk with you about what happened at the meeting this morning when Bob asked about the missed deadline. Let’s grab a cup of coffee tomorrow morning to chat.” Or: “Linda, I want to go over some of the issues with XYZ customer and some concerns that I have. Let’s meet tomorrow morning to problem-solve.”
Being upfront is the authentic and respectful approach. You don’t want to ambush people by surprising them about the nature of the “chat.” Make sure your tone of voice signals discussion and not inquisition, exploration.
People who use their strengths more perform better at work
In a study of 19,187 employees from 34 organisations across seven industries and 29 countries, the Corporate Leadership Council (2002) found that when managers emphasised performance strengths, performance was 36.4% higher, and when they emphasised personality strengths, performance was 21.3% higher.
In contrast, emphasising weaknesses led to a 26.8% decline for performance weaknesses and a 5.5% decline for personality weaknesses. Data the Norwich Union shows that people working from their strengths perform better and stay with the company longer (Stefanyszyn, 2007).
Some questions as a leader are
Do you know what your strengths are?
How much do you use them at work?
How can you adapt to harness more of them or to a higher percentage at work?
How can I help my team do the same?
What would a 36% rise in productivity mean for us as a team?
Let me know you thoughts by leaving a comment.
Hope you have a great weekend
I recently read about Wendy Joungs study around whether it is more effective to train people using examples where people succeeded or where they made errors. The results were surprising!
Joung and her colleagues found that firefighters who underwent the error-based training showed improved judgment and were able to think more adaptively than those who underwent the error-free training.“
Part of of the reason is it is easier to fight the inclination to make excuses about the errors if they were made by somebody else. The participants avoid the bruised ego so are more likely to learn from the experience.
So if you are thinking about designing training or mentoring someone it might be worthwhile having some examples of when things went wrong as well as the usual best practice examples.
Interested to hear your comments