Personality types and Learning Styles. Think, Plan, Grow!

Transcription

1 Personality types and Learning Styles Think, Plan, Grow!

2 Strategize about the steps for building a team members personality and ideal learning profile Identify the tools that are at your disposal today for identifying personality types Prepare action steps for you to start implementing upon your return home

3 Onboarding Internal teaching and mentoring Choosing external CPE CPE Exam Others????

4 Conative Cognitive Affective

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6 Visual Tactile/Kinesthetic Auditory/Verbal

7 Viewing both visually and in a written format Visually gathering and comprehending information PowerPoint slides Color coding NOT collaborative talking groups

8 Participating in hands on activities Active Not lectures Let me touch it and participate in it!

9 Information is given in an oral format Preference for listening Lectures/Group Discussions Listening to Mp3 etc Read information out loud

10 1. Visual 2. Tactile 3. Auditory

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12 Learning abilities Knowledge from education, training, experience Reasoning

13 Feelings Values Personality Social Style Preference

14 Instinct-based actions Innate path to success Mode of operation Creative power Form of productivity

15 Productivity Process Productive Action Motivation Instincts Will Reason Affective Conative Cognitive

16 People Challenges Lack of competency Thinking: Poor skills, knowledge, or judgment Personal Conflicts Affect: different approaches or incompatible desires Misdirected efforts Instincts: False efforts caused by working against a natural grain

17 Cognitive Wonderlick, Firm Developed Affective Meyers-Briggs, DISC, Predictive Index, Strengths Finder Conative - Kolbe

18 What are you trying to accomplish? What is your firm culture? What do you know already? What do you need to know in order to fix the challenges in the firm?

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20 Individual Children and Adults Improved Communication Sales Profile Coaching Profile Career Profile Hiring Decisions Diagnosing Team Viability

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22 4 Action Modes MOs are formed by Kolbe Action Modes Fact Finder Gathering and communicating information Quick Start Dealing with risk and unknowns Follow Thru Sorting and storing information Implementor Handling space and tactile efforts

23 Your Kolbe result is so individualized, only 5% of the population is likely to have one just like it.

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25 Everyone has a strength in each mode. Diversity in the combination of strengths creates a multitude of MOs.

26 Fact Finder: written words with data, citations, analogies, case studies, verifications Follow Thru: Quick Start: Implementor: visuals with graphs, charts, diagrams, posters, outlines, maps, similes, patterns spoken words with ad libs, improvised metaphors, visuals, bullet points, intense colors tangibles with props, models, demonstrations, texture, machinery, body language

27 Fact Finder: Follow Thru: Quick Start: Implementor: focuses on the past, builds on experience integrates past, present, future builds timeline focuses on the future, goes right to the bottom line, sets deadlines focuses on present preserves and protects the best of today

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29 Relationship Decisions Parenting Decisions Financial Decisions Career Decisions

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31 Ease of use Predictive Internet-based Screening Tool Meets and exceeds EEOC requirements

32 Kolbe Selection Process

33 Distinct from cognitive and affective measures. Independent of race, gender age or other criteria. Results showing probability of success are tied to job performance. 90% of modes of insistence remain the same on test-retest. 96% of cases show no change between zones on test-retest. Meets all standards of the American Psychological Association (APA)

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35 Kolbe has proven: Without synergy, teams are more likely to fail. Kolbe also makes synergy: Definable Quantifiable Predictable Improvable

36 Cloning Inertia Need for different talents Too Much of a good thing Conflict Polarization Differences in methodology Accelerator/Brake Syndrome Mismatched Talents Self perception Third party requirements

37 Workplace Diagnostics Kolbe A Index Individuals Realities Kolbe B Index Workers self- Expectations Kolbe C Index Evaluator s functional Requirements Significant differences among conative Realities, Expectations and Requirements cause over 70% of work-related stress.

38 Kolbe Leadership Reports

39 Conflict Identified by: Kolbe A Index n Kolbe A Index Occurs between two people with differing strengths Strain Identified by: Kolbe A Index n Kolbe B Index Internal struggle that occurs when a person s perception of their job does not match their strengths Tension Identified by: Kolbe A Index n Kolbe C Index Occurs when a job evaluator perceives a job as requiring different strengths than those of the current job holder

40 Members work interdependently Reliance on others for contributions Success dependent on others Implications for team viability - Example A: Software Dev. Project Team - Example B: Basketball Team

41 Composed of individual contributors Come together for reporting purposes No continual reliance on work of others Defines group culture - Example A: Executive Management Group - Example B: Bowling Team

42 Hiring Process Changes Communication Breakthrough Personal Application Team Analysis Productivity Increase

43 1. Meyers Briggs 2. DISC 3. Kolbe 4. Predictive Index 5. Other?

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45 Understanding your own personality helps you understand what makes you tick You will have insights about why you behave, respond to others, process information, communicate and make decisions the way you do You can then use this information to enhance your success and fulfillment in your work and relationships

46 Understanding the type of other team members will: Help you identify and leverage your team s strengths and address weaknesses or gaps Ensure you re deploying team members to best fit their natural preferences, where possible Help identify areas of similarities and differences so you can be informed

47 Myers-Briggs Key Type Concepts We use is the MBTI instrument because it helps enhance interpersonal communications The MBTI works under the premise that personality type is: Innate and able to be influenced or moderated over time Observable Not a box Not an excuse An indicator of preferences, not skills A journey Using the MBTI Tool in Organizations (3rd ed.) 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs RM 3-4 Type Indicator Trust in the United States and other countries.

48 MBTI is based on Jung s theory Two basic attitudes (life orientation) Extraversion Introversion Two basic functions (mental processes) Judging Perceiving Katherine Briggs and Isabel Myers expanded it Within Judging are the extremes Thinking and Feeling Within Perceiving are Sensing and Intuition

49 Extraversion ENERGY Introversion Sensing INFORMATION INtuition Thinking DECISIONS Feeling Judging LIFESTYLE Perceiving

50 EXTRAVERSION Being energized through contact with other people or through engaging in activities (the outer world) INTROVERSION Being energized through ideas, quiet times, or solitude (the inner world)

51 How Are You Energized? EXTRAVERSION External/exterior Outside thrust Talk thoughts out Breadth Involved with people, things Interaction Action Do-think-do INTROVERSION Internal/interior Inside pull Keep thoughts in Depth Work with ideas, thoughts Concentration Reflection Think-do-think

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53 Information SENSING Paying attention to what you perceive through the five senses: seeing, hearing, touching, smelling, and tasting INTUITION Paying attention to what might be described as the sixth sense the unseen world of meanings, inferences, hunches, insights, and connections

54 How Do You Take In Information? SENSING Present orientation What is real Practical Facts Perfecting established skills Utility Step-by-step The five senses INTUITION Future possibilities What could be Theoretical Inspirations Learning new skills Novelty Insight-by-insight The sixth sense, a hunch

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56 Decisions THINKING Making decisions based on impartial criteria cause-effect reasoning, constant principles or truths, and logic FEELING Making decisions based on values-based, person-centered criteria, seeking harmony

57 How Do You Make Decisions? THINKING Logical system Head Objective Justice Critique Principles Reason Firm but fair FEELING Values system Heart Subjective Mercy Compliment Harmony Empathy Compassionate

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59 Approach to Life JUDGING Want to live an ordered life, with goals and structure, making decisions so you can move on PERCEIVING Want to live a spontaneous life with flexibility, staying open to new information and possibilities

60 How Do You Approach Life? JUDGING Decide about information Regulate Control Settled Run one s life Set goals Closing off Organized PERCEIVING Attend to, gather information Flow Adapt Tentative Let life happen Seek options Opening up Flexible

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62 Understanding your personality type will give you insights so that you can: Tell others what you learned both good and bad Realize your preferred style is not necessarily others Explore how your personality type fits with those of your team Begin to identify new communication styles, processes and ways to embrace all the personalities on your team

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64 Develop a Learning and Personality Profile for EVERYONE! Learning Style Assessment Kolbe Meyers Briggs Apply the Knowledge to Initiatives in the Firm Committees Training Initiatives Niche Selection

65 Sandra Wiley, COO and Shareholder, is ranked by Accounting Today as one of the 100 Most Influential People in Accounting as a result of her prominent role as an industry expert on HR and training as well as influence as a management and planning consultant. She is also a founding member of The CPA Consultant's Alliance. Sandra is a certified Kolbe trainer who advises firms on building balanced teams, managing employee conflict and hiring staff. Her Awards and Recognitions Include: CPA Practice Advisor Top 25 Thought Leader Top 100 Most Influential People in Accounting 2012 CPA Practice Advisor Top 25 Most Powerful Women in Accounting 2012 Leading Edge Alliance On the Edge Innovation Award Please contact Sandra at: sandra.wiley@boomer.com