As leader of a change initiative, you face the difficult challenge of getting your people to deliver your new change idea and achieve the organisational benefits that you anticipate.
A significant aspect of successfully guiding your people through the implementation process is to take full account of their individual differences. By doing this you will stand a far higher chance of integrating these processes as the new modus operandi.
This may seem like a lot of work – and the truth is yes it often is! But it will prove a good investment of your time as you will dramatically increase your chances of success.
Even more pertinently, you also save you an inestimable amount of time, hassle and money in the future.
More blind to this than we realise
I know this may seem obvious, and it may be so, yet over the years I have heard so many CEOs and directors complaining that their managers "just dont get it".
In my experience, most of us are more blind to this than we realise. And that includes me!
I worked with a guy as a close colleague and friend for 17 years and I could not figure out why he didn't grasp and respond to some of my ideas and initiatives. He is a highly intelligent, gifted and experienced businessman with great people skills and yet this was a significant source of friction between us for years.
It was only when I became acquainted with the Myers Briggs Type Indicators, a few years ago, that I saw quite clearly - for the first time - that our types were very different and thus we functioned completely differently, our mental processes were very, very different. Have you ever had a similar experience [or insight] into a lack of communication with a key colleague ?
The components of the Jungian types
Myers Briggs types are based on 8 basic mental functions observed by Jung.
The start point is that when people's minds are active they are involved in one of two mental activities:
He identified two ways in which people take in information, based on:
He identified two ways in which people process information, based on:
Jung also observed that people tend to be energised by one of two orientations:
Finally, Jung observed that people use these different functions in a form of hierarchy of preference, described by Jung as functions:
The Myers Briggs model brings these components together into 16 types.
There are many caveats and qualifiers as how all this is applied and they do not describe fixed states but rather dynamic preferences that can change and develop in reponse to changing environment and personal development.
I repeat what I said above, this is a subtle, complex and dynamic method and needs to be applied and administered in practise with trained accredited support. I recommend the Myers Briggs Myers Briggs Foundation for full information.
Summary of Myers Briggs Type Indicators
Just click on any link in the table below to open a summary and brief description of the type.