Exploring the MBTI Thinking-Feeling Step II facets in the context of Brexit
Using the MBTI framework to form effective communications during these strange, unknown and stressful times.
This world of ours is changing. That’s hardly an earth-shattering statement. What’s less obvious is that change is happening more and more quickly – it’s difficult to visualise what the world will be like in five years time, still less in 10, 20 or 30 years. And yet this is what organisations need to do. Today’s new entrants, graduates and management trainees will be tomorrow’s leaders, and we need to prepare them for the challenges ahead.
Visits to our Personality Matters blog were at an all-time high in 2014, and we covered a wide range of topics in our weekly posts. Over the last 12 months we've talked about the best MBTI-based books and the various resources available for L&D teams. We’ve promoted Movember, and we’ve commented on the Paul Flowers furore. We've also continued to thrive as thought leaders in a diverse range of workplace psychology issues, from recruitment and assessment centres to polarity management. But what are the top five posts that readers have returned to again and again?
In the second of our blog posts looking at 20 invaluable books about MBTI® and type, we review another ten titles that have impressed MBTI practitioners or been a key support in their work with the MBTI assessment. As with the first batch, the books featured here are listed in no particular order, and comments are from individual reviewers who responded to our request for reviews on the Linked In group OPP Qualified Professionals.
Few things in life are free – but OPP has some really cool free resources to support you in your work! To help celebrate our 25 years in the business, we’ve taken a trawl through the various goodies available for zero outlay on our website. They range from white papers and feedback materials to fun quick guides and infographics – many of which can also be found on our practitioner downloads page.
Is it just us, or has anyone else noticed that organisations seem generally reluctant to promote their people-development work? This might be understandable if a programme has not been too successful, or if it has been carried out in an area where heightened levels of sensitivity and privacy are required. But where the development work shows all parties involved in the best possible light (people-focused, progressive, innovative and adaptable, for example) why wouldn’t you want to tell the world about it?
When I speak to people who have ‘done the MBTI’, all too often all they can recall from their experience is their four-letter MBTI type (sometimes even that is a stretch!). The initial impact has been lost, and the ongoing learning that should have opened up after cracking their four-letter code has eluded them.
Finance departments in large organisations are often regarded with a degree of suspicion. They demand numbers and figures from everyone, and say “No” to requests for more resources. Like many finance functions, the one at the large international food manufacturer we were working with had mixed relationships with the business, and matters had been complicated both by the history of the business and the new corporate agenda.
Since the UK recession kicked in a few years ago, the shadow of redundancy has been cast over many organisations. In such testing times a combination of strong, focused leadership and agreed practical guidelines is vital.