The Link Between Personality Type, Cultural Background, and How We Connect to Others

Transcription

1 The Link Between Personality Type, Cultural Background, and How We Connect to Others Annette Bak, PhD, MBA Director, Merck & Co., Inc., Kenilworth, NJ, USA A Worldwide Web: The ABC of Networking AAPS Annual Meeting, San Diego, CA November 3rd, PM When one tugs at a single thing in nature, he finds it attached to the rest of the world - John Muir

2 Outline Why is personality and culture related to networking style? The Myers-Briggs Type Indicator (MBTI) MBTI and networking style The Independence/Interdependence Cultural Test Independence/interdependence and how we connect to others Take home message - going with or against your natural style?

3 Why is Personality and Culture Related to Networking Style? Personality impacts an individual s likelihood to reach out, circumstance under which they reach out, and ability to react on social cues Culture impacts how a group constructs its environment and what behavior patterns are discernible among the members Source: Entrepreneurs networking style and initiation of economic exchange /inseadwp2010/ pdf, Spencer-Oatley, What is Culture A Compilation of Quotations,

4 The MBTI and Networking The MBTI assessment: designed to measure psychological preferences in how people perceive the world and make decisions Originators: Katharine Cook Briggs and Isabel Briggs Myers from the typological theories proposed by Carl Gustav Jung MBTI have four dimensions that give rise to 16 personality types: Extroversion (E) vs Introversion (I): How we gain and focus our energy Sensing (S) vs Intuition (N): How we learn and process information Thinking (T) vs Feeling (F): How we make decisions Judging (J) vs Perceiving (P): How we prefer to structure our environment Networking is defined by our interactions in individual and group settings, and how we structure these connections Networking preferences have been related to the 1st and 4th MBTI dimensions Our mental energy (E or I) and our preferred interaction methods (J or P) can influence authentic networking scenarios Source: Interaction Styles & Networking,

5 Are You Introverted or Extroverted? Introversion (I) Are energized by spending time alone Think then act Are more private/share info with few Listen more than talk Prefer to communicate in writing Work out ideas by reflecting on them Learn best by reflection Focus in depth on interests Take initiative with important issues Consider and think deeply Enjoy working alone or with few people Stay in background rather than foreground Total Introvert: Extroversion (E) Are energized by being with others Act, then think Tend to think out loud Talk more than listen Communicate with enthusiasm Respond quickly; enjoy a fast pace Prefer breadth to depth Attuned to external environment Work out ideas by talking them through Have broad interests Sociable and expressive Prefer action over reflection Total Extrovert: Disclaimer: Not a substitute for the full MBTI test taken under the guidance of a certified practitioner Source: Interaction Styles & Networking,

6 Are You Judging or Perceiving? Judging (J) Scheduled Organized Systematic and Methodical Make short and long term plans Like to have things decided Try to avoid last minute stresses Like an ordered life with goals Like making decisions so can move on Closure Work first then play later Set goals and work toward timely finish Prefer knowing what they are getting into Derive satisfaction from finishing projects Total Judging: Perceiving (P) Flexible - What's next? Like to leave options open Enjoy now and finish job later Like adapting to new situations Are process-oriented Derive satisfaction from starting projects Spontaneous Flexible Casual Like things loose and open to change Feel energized by last minute pressures Open-ended Reserve right to change plans/decisions Total Perceiving: Disclaimer: Not a substitute for the full MBTI test taken under the guidance of a certified practitioner Source: Interaction Styles & Networking,

7 IJs: Chart-the-Course The Decisive Introverts Comfortable setting Less comfortable setting 1:1 meetings Large social, unstructured events Small groups with structure or theme of interest Ability to plan and be informed ahead of time Reach out via /phone with preparation 1:1 networking with no/uninteresting theme Singled out to share ideas in big group Diverse social group unknown outcome Strategies for gaining comfort in less comfortable setting Identify achievable goal for the event Limit encounters to what is manageable or amount of time that you participate Research event in advance Reach out to contacts ahead of event Isolate contacts after a group event to find comfortable opportunity to engage Prepare questions that you can pose to contacts Make connections and follow up by Source: Interaction Styles & Networking,

8 EPs: Get-Things-Going The Adaptable Extroverts Comfortable setting Unstructured social event Multiple people, random topics Flexibility to offer ideas and opinions Introduce self with casual information Less comfortable setting 1:1 structured situation Lack of opportunity to shift focus/ideas Formal introduction with specific agenda Too much reflection time and no talking Strategies for gaining comfort in less comfortable setting Suggest social situation to meet 1:1 contact Focus on shorter 1:1 encounters rather than extended ones Identify creative or interesting ideas to share Find opportunities to introduce questions that are meaningful to you Brainstorm changes, ideas, new encounters after 1:1 networking Introduce new directions or depth of questioning of topic Source: Interaction Styles & Networking,

9 IPs: Behind-the-Scenes The Adaptable Introverts Comfortable setting Less comfortable setting 1:1 interactions Multiple contacts in short period of time Small groups/serendipitous networking Initial contact established via /phone Prefer to be introduced vs. introducing Large group/structured settings Initial contact in-person Must introduce oneself to multiple people Strategies for gaining comfort in less comfortable setting 1-2 contacts can be just as rich as meeting with 3 or more Participate in groups as an active listener; seek out contacts later Authentic introductions - learning what information they have to share versus leading with a 30-second pitch Research to help create smooth transition to authentic networking Ask questions to create more time to process own thoughts Source: Interaction Styles & Networking,

10 EJs: In-Charge The Decisive Extroverts Comfortable setting Structured group settings Allotted time with multiple contacts Opportunities for networking b/a event Want to have purpose/goals for event Less comfortable setting Unstructured large group settings No set time constraints Little opportunity to connect on one's own Being introduced Strategies for gaining comfort in less comfortable setting Create opportunity to introduce others and redirect conversation to interests Anticipate and allow limited amount of unstructured random conversation Establish a goal for professional development when purpose is not present or clearly evident Identify the number of connections you would like to make and allot scheduled time for each to establish a structure Source: Interaction Styles & Networking,

11 Independent vs Interdependent Styles of Selves Independent key words Individual Unique Influencing Free Equal (yet great!) Interdependent key words Relational Similar Adjusting Rooted Ranked An independent self emphasizes Internal abilities, thoughts, and feelings Being unique and expressing the self Realizing internal attributes and promoting one s own goals An interdependent self emphasizes External public features (e.g., status, roles, relationships) Belonging and fitting in Occupying one s proper place Being indirect in communication and perceptive Sources: Markus HR, Conner A. Clash! 8 Cultural Conflicts That Make Us Who We Are. New York, NY:Penguin Group;2013. Singelis TM. The measurement of independent and interdependent self-construals. Personality and Social Psychology Bulletin. 1995;20:

12 Are You Independent or Interdependent? Independent Score Interdependent Score Hemisphere West East Gender Male Female Race/Ethnicity Caucasian Non caucasian Class Upper/Middle Working Religion Mainline Protestant Atheist Conservative Protestant, Catholic, Jewish, other US Region (*) Northeast, West South, Midwest Workplace Business Government, nonprofit Global Region North South Total Score Source: Markus HR, Conner A. Clash! 8 Cultural Conflicts That Make Us Who We Are. New York, NY:Penguin Group;2013 *if not from the US or have lived in the US skip this question

13 Independence or Interdependence for Networking? Every situation is different and you need both selves for the most productive interactions A 3-step process Lead with interdependence: In early interactions with others, try interdependence first to best access what selves others are bringing to the table Match or contrast Go with the flow: Match yourself to that of other people Change the state of affairs: Try a self that runs counter to theirs Switch: If the first self you bring to a networking situation does not give productive results, try the other one National culture will also play a role Hofstedes Individualism vs Collectivism Source: Markus & Corner, Clash! 8 Cultural Conflicts That Makes Us Who We Are, New York, 2013

14 Take-Home Message Going With or Against Your Natural Style? The most productive networking comes from being able to perceive, understand, and adapt to multiple personality styles in others It can feel difficult and contrived for styles that do not come natural to you What is the right balance? Try the 70:30 rule 70% utilizing the strengths that come with your natural personality/cultural styles it will be quite effortless with sufficient self insight 30% using abilities that are called for in the situation but does not come naturally to you it will require energy This strategy will require developing skills to accurately perceive and access the situation

15 Acknowledgement Caroline McGregor, Merck Discovery Pharmaceutical Sciences Sharon O'Brien, Merck Creative Studios

16 Backup Slides

17 Hofstede s Cultural Dimensions: Individualism vs Collectivism Individualism (IDV) One of seven cultural dimensions coined by Geert Hofstede, Michel Harris Bond, and Mikael Minkov High IDV: a preference for a loosely-knit social framework in which individuals are expected to take care of only themselves and their immediate families Low IDV: also called collectivism, represents a preference for a tightly-knit framework in society in which individuals can expect members of a particular in-group to look after them in exchange for unquestioning loyalty Back to: Independence or Interdependence for Networking? Cultural dimensions adapted from: and Cultures and Organizations

18 A Worldwide Web: The ABC of Networking It is no secret that the scientific and business environment for pharmaceutical scientists is transforming drastically. As a result, the rules of the career development game are also changing. Just a few decades ago a productive career was primarily a matter of graduating from a good school and remaining productive in terms of technical development and scientific scholarship. While these elements are still important, in today s more complex business world, pharmaceutical scientists must interface with others on a variety of different levels. In a nutshell, it s about who you know and the context in which you know them i.e., networking. What is networking? Networking is NOT about who has the greatest number of friends on social media. Rather, networking is based upon a supportive system of sharing information and services among individuals and groups having a common interest 1. In other words, networking is a twoway street it is important that you be there for your network, if you expect the network to be there for you. This session will look at the science behind relationships and at ways to build and maintain a productive network; more specifically, how to discover a networking style that fits your personality, and identify the best practices for building a network both within and outside where you work. This will include how to get the most out of social networking sites (such as LinkedIn), volunteerism, training, professional societies and alumni organizations. There will be a number of different networking exercises, so be prepared to have fun and be sure to bring lots of business cards. 1

19 Speakers/Outline What social cognitive neuroscience reveals about our need to relate with one another Sharon Liu, PhD (20 min) The link between personality type, cultural background, and how we connect to others Annette Bak, PhD (20 min) Networking opportunities for pharmaceutical scientists Nicole Buist, PhD (20 min) A networking exercise Sharon Liu, Annette Bak & Nicole Buist (60 min)

20 Let s Network 1) Write on the back of your business card what you would like help with and your interest. 2) Count off 1, 2, 1, 2, etc. 3) The 1 s form a center circle 4) The 2 s form a circle around the circle of 1 s. 5) Pair off 6) When the chime rings, begin to introduce yourselves to your partners, exchange cards, find common ground. 7) When the chime rings again, the 2 s rotate to the right and find another partner and introduce yourselves to your partners, exchange cards, find a common ground. 8) When you get back follow up with your new network of colleagues.