Genuine Curiosity

Author Dwayne Melancon is always on the lookout for new things to learn. An ecclectic collection of postings on personal productivity, travel, good books, gadgets, leadership & management, and many other things.

 

What's your type?

The other day, I was having a discussion with some friends about personality tendencies and how they affect team dynamics. Many of us are "wired" a certain way, which determines how we engage with the world - some think through things out loud, while others need quiet time to process new information; some of us make intuitive leaps, while others need to see it to believe it... and so on.

One of the most interesting tools I've been exposed to for determining your personality "type" is the Meyers-Briggs Type Indicator (MBTI). This is a tool that helps you identify your preferences for processing information, interacting with others, and making decisions.

A bit about the model

There are 4 pairs of traits that define the spectrum of personality in this model :

  • Extraversion vs. Introversion: Broadly speaking, these deal with how you process information and where you gain energy.
    • Extraverts tend to gain energy from action and interaction. They talk through ideas to develop them, and feel energized in social situations involving lots of people and mingling, for example.
    • Introverts tend to gain energy during their quieter, thinking times. They tend to be deep thinkers, and often prefer intimate groups over large groups.
  • Sensing vs. iNtuition. This pair deals with how you perceive the world - how you gather information and process it.
    • Sensors are the "show me" types. They trust facts they can see, feel, touch, taste, and hear and tend to be very grounded in their thinking and are very pragmatic and data-driven. Sensors are skeptical of "gut feel" and hunches.
    • Intuitives are more comfortable dealing with abstract data, patterns, and theories. They often have "epiphanies" based on combinations of things they've been exposed to, and trust those flashes of insight.
  • Thinking vs. Feeling. These deal with how you make and rationalize your decisions.
    • Thinkers are more logical and detached in how they come to a decision. They are comfortable interpreting and using rules, frameworks, and other structured models for processing data.
    • Feelers are more apt to consider the human aspects of decisions - they are driven toward consensus, balance, and harmony in the decisions they make and tend to be influenced by compassion.
  • Judging vs. Perceiving. The final pair of traits define how you relate and present yourself to the outside world.
    • Judgers like to "have things settled" and push toward definitive decisions. They are most comfortable with clear answers and declarations.
    • Perceivers like flexibility. While they will make decisions, they prefer the option to change their mind later and tend to keep their options open.

You'll notice that each pair has one capitalized letter. The capitalized letter is used in a kind of shorthand to describe your "whole type." For example, my MBTI type is "INTJ" for Introverted, iNtuitive, Thinking, Judging. There are 16 different combinations of MBTI types, and you're one of them.

You can read one description of the INTJ type on Wikipedia - it's not 100% accurate for me, but it's pretty darned close. Why isn't it 100% accurate? Two reasons:

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Updated: Productivity Telesummit begins today

Pardon the short notice, but if you're looking for an easy way to hear from a lot of different expert speakers, there is an interesting productivity telesummit from Bill Baren Coaching beginning today that might be right up your alley. You can sign up for free if you do it quickly (click the link above) - they say it will convert to a paid program later today, so act quickly.

The first seminar (this afternoon - noon Pacific time) is "Manage Your Email Before It Manages You," Featuring Mike Song. Mike is co-author of "The Hamster Revolution: How to Manage Your Email Before It Manages You". He is one of America's leading experts on email efficiency and etiquette.

Update: You have till Midnight on October 14 to register for the program for free. I heard the first seminar today, and the interview with Mike Song was filled with good information - when you register, you'll get to see the upcoming seminar sessions, as well.

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Are you a seagull manager?

Last night on the plane, I read Travis Bradberry, Ph.D.'s book, "Squawk! How To Stop Making Noise and Start Getting Results." A reader of this blog was kind enough to send me her extra copy of the book a couple of weeks ago (thanks, Ashley), and I dropped it in my bag. This was a quick read, and a quaint way of dealing with a serious management topic.

You may have heard about seagull managers before - the legend goes that they fly in, dump undesirable stuff on you, then fly away and leave you with a mess. You may have had a seagull manager -- or maybe you are one. In either case, you'll probably enjoy this book and might learn a few things.

Meet Charlie

The book is presented as a fable about Charlie, a seagull who is managing his flock but encounters a mutiny when they begin to go hungry. They blame Charlie for miserable situation and plan to leave a month later, right after their new chicks are born. That means Charlie has 30 days to convince them he can change for the better and convince them to stay.

What follows is a series of coaching sessions from other animals (I mentioned it was quaint, didn't I?) to teach him 3 foundational lessons:

  1. Set full fledged expectations. Make sure the employee's efforts are spent doing the right things the right way. Let them know what is expected and how they will be evaluated in the future. Be sure to get agreement and commitment to work toward established goals.
  2. Establish Communication that clicks. Too often managers do not communicate enough and only communicate when things go wrong. Observe what employees say and do and speak openly with them about their work. Communication clicks when it is frequent and in a langauge everyone understands.
  3. Keep your Paws on Performance. Pay attention to each employee's performance - offer praise as often as constructive feedback.

Solid lessons

The essence of these lessons ring true to me, and they reminded me of some of the great lessons I picked up from Rosa Say's book, "Managing with Aloha!." In particular, this approach fit well with the "Daily Five Minutes" model Rosa evangelizes, and brings about methods that can help you really connect with your employees and interact in a way that meets them where they are (in terms of needs, maturity, etc.) and helps you connect with them at a more meaningful level.

I recommend this book for managers who feel they need to take on lots of tasks because their team is "not ready," for managers who think they may be a bit seagull-like in their management style, and particularly for new managers.

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Learning from mistakes

I had the honor of kicking of the new month at Joyful Jubilant Learning. This month's theme is "BLUNDERIFFIX!" which focuses on the good things you can learn when bad things happen to you (or because of you).

When you're in the heat of the moment, it can be tough to see your way out of a difficult situation, but I find that I get a lot of value out of reflecting on what went wrong to extract the learning. I encourage you to write - not just think - about a situation in your life that was a failure, near-failure, debacle, etc. and try to find a positive thing you learned from it. There is something focusing and cathartic about writing these kinds of things down. If you blog, please share you learnings with the world. If not, at least consider keeping a journal so you can codify some of your learning.

Coincidentally, I saw a fitting quote from @HowardBienstock on Twitter yesterday:

"When you're going through Hell, don't stop."

It promises to be a good month of sharing - and my story is about what I learned about relying on others when I realized I couldn't be a "savior" of a tough situation. Click on over today to hear my story, and keep clicking in all month long at JJL.

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WWCD - What would Churchill Do?

Stuart Finlay sent me a copy of his book, "What Would Churchill Do? Business Advice from the Man Who Saved the World" a couple of weeks ago, and I just carved out the time to read it. The book focuses on Churchill and how we managed things during the heat of World War II -- the period of the Greatest Tests for the Greatest Generation.

In this book, Finlay takes examples of Churchill's leadership and applies their principles to daily management and leadership. He does so with great effect, and the result is a very useful book on business improvement. There are 17 chapters, each focusing on a different lesson (and the reading is easy - these bite-sized morsels are each about 6-10 pages long).

Patterns for success

As I sometimes point out here on the blog, I'm naturally a "pattern seeker" and I look for models in one area of my life that I can apply in other areas. This book feel like a perfect fit for me since, throughout the book, Finlay identifies patterns of action, strategy, and philosophy from Churchill's life and discusses how we can apply those notions in the context of our everyday lives.

But it's more than just a "here's a lesson - learn it and do it" kind of book. I found that Finlay's portrayal of Churchill's unconventional solutions to difficult problems, and the way he was open to hearing and accepting the ideas of others was very inspiring.

For example, one chapter called "Stay Passionate for Things you Don't Agree With," deals with examples of something I've heard referred to as "disagree and commit" in which you support ideas that you don't agree with in order to support the greater good - this can sometimess be difficult due to ego, but Finlay's examples illustrate the importance of being willing to do this.

I think my favorite chapters are:

  • "Dealing with the Stalin's of This World," which discusses how to successfully deal with the difficult customers (literally and figuratively) we all encounter all the time, and
  • "Entities Can't Show Loyalty," which illustrates why you can't get a team engaged without engaging the individuals on the team - groups don't embrace a cause or mission, people do.

And there are more where those came from. And, speaking of more, Finlay refers to this book as "Volume 1," implying that there are more coming. I hope so - I want to learn more from Churchill.


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