1. Towards Better SAMEA Teamwork – thru MBTI 7 October 2010

2. Are You the SPECIAL ONE?

3. Signature Exercise

8. MBTI Personality Profiling - Understanding Self and Other

13. To get the most value out of this instrument you must ask the right question. The question is NOT: “What TYPE personality am I?”

16. You decide how ACCURATE the report is for You.

18. Understanding

24. MBTI Preference Facets Where do you process information? Extravert Introvert Communicating and connecting Initiating Receiving Communicating emotions/interests Expressive Contained Breadth and depth of connections Gregarious Intimate Engagement with environment Active Reflective Level and kind of energy Enthusiastic Quiet

25. Who is I and Who is E ?

31. MBTI Preference Facets What kinds of data do you focus on? Sensing Intuition What attention is focused on Concrete Abstract How everyday tasks and problems lead to something new Realistic Imaginative What one does with information Practical Conceptual Process used to make meaning Experiential Theoretical Social context used to confer meaning Traditional Original

32. Who is S and Who is N?

38. MBTI ® Preference Facets What is the basis of your decisions? Thinking Feeling Criteria used to reach decision Logical Empathetic Standard used to maintain relationships when making judgments Reasonable Compassionate How we deal with difference of opinion Questioning Accommodating What we do after initial judgment is made Critical Accepting Style in standing by judgment Tough Tender Modified and reproduced by special permission of the publisher, CCP, Inc., Palo Alto, CA 94303 from the Myers-Briggs Type Indicator® by Katharine C. Briggs, Isabel Briggs Myers. Copyright 2001 by Peter B. Myers and Katharine D. Myers. All Rights Reserved. Further reproduction is prohibited without the Publisher’s written consent. Myers-Briggs Type Indicator, MBTI, Myers-Briggs, and Introduction to Type are trademarks of the Myers-Briggs Type Indicator Trust in the United States and other countries.

39. Who is T and Who is F?

45. MBTI ® Preference Facets How do you approach the external world? Judging Perceiving How we organize physical environment, events Systematic Casual Arranging of leisure activities Planful Open-ended Dealing with deadlines Early Starting Pressure-Prompted Structure in daily activities Scheduled Spontaneous Sequencing of smaller tasks to finish larger ones Methodical Emergent Modified and reproduced by special permission of the publisher, CCP, Inc., Palo Alto, CA 94303 from the Myers-Briggs Type Indicator® by Katharine C. Briggs, Isabel Briggs Myers. Copyright 2001 by Peter B. Myers and Katharine D. Myers. All Rights Reserved. Further reproduction is prohibited without the Publisher’s written consent. Myers-Briggs Type Indicator, MBTI, Myers-Briggs, and Introduction to Type are trademarks of the Myers-Briggs Type Indicator Trust in the United States and other countries.

46. Which is J’s and Which is P’s?

47. The 16 types ENTJ ENFJ ESFJ ESTJ INTP ENFP ESFP ESTP INTP INFP ISFP ISTP INTJ INFJ ISFJ ISTJ

48. ENTJ Organiser - Life’s Natural Leader ENFJ Imaginative Harmoniser ESFJ Practical Harmoniser ESTJ Fact-minded practical Organiser - Life’s Administrators ENTP Analyser – One exciting challenge after another ENFP Planner of Change – Giving Life an extra squeeze ESFP Realistic Adaptor – You only go around once in life ESTP Realistic Adaptor – The Ultimate Realist INTP Analyser- A Lover of Problem-solving INFP Imaginative, independent helper ISFP Observant loyal helper – Sees much but shares little ISTP Analyser – Ready to try anything once INTJ Innovator of ideas – Everything has rooms for improvement INFJ People-oriented Innovators of ideas – An inspiration to others ISFJ Sympathetic Manager of Facts and Details ISTJ Analytical Manager of Facts and Details – Doing what shd be done

49. Discovering the HROC Personality TYPE Once you have decided on your MBTI type, put a DOT on the respective square on the flipchart. ENTJ ENFJ ESFJ ESTJ INTP ENFP ESFP ESTP INTP INFP ISFP ISTP INTJ INFJ ISFJ ISTJ

53. Questions ?

56. The end or the Beginning?

58. MANAGERIAL STYLES Org must grow and develop People are the most impt asset Must focus on the present Everyone must earn heir keep Beliefs What is the strategy? How does this affect workers’ morale? What is the need right now? Why change? Who is responsible? Questions Asked Develops prototypes and pilots Plans approaches to change Makes decision by participation Has personal and insightful style Quick response to problems Exhibit an open and flexible style Establishes rules and procedures Thorough and reliable Abilities Mission/systems Growth needs Expedient needs Hierarchy Focus Strategy that ensure the org’s future Higher productivity thru motivation Product that reflect current needs Product and services that meet standards Orientation NT Manager NF Manager SP Manager SJ Manager

59. MANAGERIAL STYLES Redundancy Stupid errors Illogical actions Impersonal treatment Criticism Lack of positive feedback Restrictions Being told how to do work Status quo Ignored deadlines and procedures Not playing by the rules Irritated at work by Recognition Approval Response Appreciation Needs Complexity, intelligence Believes in competence Autonomy, harmony Believes in co-operation Flexibility, action Believes in taking risks Caution and work accuracy Hard work is the way to success Values NT Manager NF Manager SP Manager SJ Manager

60. MANAGERIAL STYLES Being skeptical, splitting hairs Hurting feelings Taking people for granted Emotional and moralistic stands Creating dependencies Getting over-extended Ignoring established priorities Working at the last min Plunging ahead in haste Too practical to be fun Insisting rules are followed Resisting new options Irritates others by Be excellent in all things To thine own self Eat, drink and be merry Early to bed, early to rise Motto Ingenuity Logical analysis High energy Valuing others Sense of timing Cleverness Responsibility Hard work Appreciates in Self Escalates work Annoyed by personal concerns Sweeps problems under rug Plays favourite Hard to predict Impatient with abstraction Decides issues too quickly Focuses are dire outcomes Potential Pitfalls NT Manager NF Manager SP Manager SJ Manager