nys team profile presentation may2014

04/11/2023 www.SlideShare.net/LSemaj 1

Team Profiles

National Youth Service


Personality ProfileNYS Team Type Lens

ISTJ = 6 ISFJ = 5 INFJ INTJ

ISTP = 1 ISFP = 3 INFP = 1 INTP

ESTP = 3 ESFP = 5Leader

ENFP = 1

ENTP = 1

ESTJ = 9 TEAM

ESFJ = 4 ENFJ = 1 ENTJ = 1


Personality ProfileNYS HR Team Type Lens

ISTJ = 1 ISFJ INFJ INTJ

ISTP ISFP = 1 INFP INTP

ESTP = 1 ESFP = 1 Leader

ENFP

ENTP

ESTJ = 1 ESFJ = 1 ENFJ ENTJ


Personality ProfileNYS Field Staff Team Type Lens

ISTJ = 2 ISFJ = 2 INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP = 2 ENFP

ENTP

ESTJ = 5 Leader TEAM

ESFJ = 2 ENFJ ENTJ = 1


Personality ProfileNYS Programmes Team Type LensISTJ ISFJ = 1 INFJ INTJ

ISTP ISFP INFP = 1 INTP

ESTP = 1 ESFP = 1 Leader

ENFP

ENTP

ESTJ = 1 ESFJ ENFJ ENTJ

STRENGTHS AND WEAKNESSES

• Teams can have areas of strength because of the team personality as a whole and because of the contributions of individual personalities on the team. • Likewise, team weaknesses can result

from the blind spots of the team as a whole and the blind spots of individual team members.

04/11/2023 6www.SlideShare.net/LSemaj

Team Strengths and Weaknesses• Below are lists of possible strengths and weaknesses for an

ESTJ team. • Although the strengths may come so naturally that you take

them for granted, try to identify how you can capitalize on them.

• Also, not all potential weaknesses may be apparent on your team, especially if you have team members whose types are different from the team type or who are flexible in the use of their preferences.

• Individuals may not have been aware of some of their strengths and weaknesses because they have never considered them to be a necessary part of their teamwork.


POSSIBLE STRENGTHS OF AN ESTJ TEAM

• Decisive and outspoken• Bases decisions on known facts• Structured and organized• Has clear performance expectations• Achieves practical results• Keeps bottom line in sight 04/11/2023 8www.SlideShare.net/LSemaj

Possible Weaknesses of An ESTJ Team

• May reject new ideas• May not be aware of new trends• May override important long-range factors in

favour short-term goals (often financial)• May make decisions without knowing all the

information• May fail to consider how decisions will affect

important stakeholders


FUNCTION LENS• The Function Lens is most useful when your focus

is general communication issues. • Teamwork implies communication; – tasks cannot be undertaken or completed without

some form of communication. • Any team will almost certainly include a variety of

types. • Because of the preferences of the different types, – you will find that effective teams require that you

work and communicate in a variety of ways.04/11/2023 10www.SlideShare.net/LSemaj


Function Lens

ST15

SFLEAD + 15ER

NF1

NT2

This table indicates that your team function is ST

• therefore the communication style of your team would be that of the ST type.

• This type style of communication focuses on details and the logical implications of those details.

• The function type also shows what tasks are more likely to be sought as opposed to those which would be avoided depending on the function type.

• For STs tasks sought and avoided are as follows:


ST Teams AVOID

• Participating in self-awareness activities• Brainstorming with no practical outcome• Hypothesizing about the future• Using untried and unperfected methods• Not concentrating on work


ST Teams SEEK

• Monitoring progress with statistics, graphs and charts• Managing costs and schedules• Showing measurable results• Using proven methods to increase

productivity• Solving problems immediately 04/11/2023 14www.SlideShare.net/LSemaj

QUADRANT LENS

• The Quadrants Lens is most useful when your focus is change, – reorganization issues, organizational or team

culture. • A characteristic of the Quadrants is that they

combine the functions of Perception (S and N) with Extraversion (E) and Introversion (I).

• Myers found that Extraversion-Introversion was related to one’s preferred organizational work setting.



Quadrant Lens

IS 12

IN 1

ES 21

(LEADER)

EN 2

The above table shows that your team’s Quadrant is ES,

• as most of the members have this preference. • This shows that your team will work best in environments

where there is variety and some time for socializing; where they can think out loud and act on their thoughts and where they can work towards tangible, useful products or results.

• Within the Quadrants, the first two letters of the type formula reflect how a person may react when he or she encounters change.


The above table shows that your team’s Quadrant is ES,

• The Extraversion and Sensing (E and S) Quadrant are called the Action-oriented Realists.

• These people want to see that practical tasks are carried out.

• They prefer a work environment where realistic, down–to-earth tasks and problems are managed.

• The organisational culture that is most productive for the E and S Quadrant is one that focuses on – results relating to people, data or things.


TEMPERAMENT LENS• The Temperament Lens is most helpful when

your focus is – Leadership Style or competence, resistance to

the team leader, or roles and responsibility. • Using the Team Leader’s type and the

predominant leadership style of the team culture, you can match the way the team is led with the way they prefer to be led.



Temperament Lens

SJ = 19

SP = 12LEADER

NF = 1 NT = 2

From the table above it shows that the team temperament is SJ. • SJs do not question the concept of leadership and expect that someone will lead and others

will follow. • They are responsive to the leader’s directive. When leading SJs leaders need to:• Establish:

– Precise expectations and procedures– Definite lines of authority– Firm deadlines– A reliable, predictable and consistent environment– Clear communication Channels

• Leaders need to be:– Decisive– Well organized– Hard working– Direct and Fair

• Leaders need to use:– Encouragement when needed– Humour where appropriate– Appreciation when deserved– Their own example


THE DYNAMICS LENS• The Dynamic Lens is useful when determining the

team’s preferences as it relates to their problem solving techniques.

• The Lens relates to Jung’s understanding that one of the four (4) functions will be dominant in a person’s type.

• This function is usually developed early in life and relied on the most, while the other functions develop sequentially and play supporting roles to the dominant function.


The team’s dominant is T, Thinking.

• The Dynamics Lens predicts that when teams solve problems they tend to rely on their favourite preference more than the others. • Because your team dominant is T,– they will tend to use the preferences in a

particular order when solving problems. 04/11/2023 23www.SlideShare.net/LSemaj

Your Processing Order

• Thinking first• Sensing next

• Intuition third• Feeling least



ORDER OF THE TEAM’S PROBLEM-SOLVING PREFERENCES

FInvolve all partiesConsider effects of decisions on othersUse values to evaluate optionsGet buy-in from stakeholdersWork to keep harmony on the team

NConsider all possibilitiesBrainstorm alternativesSolve multiple problems at the same timeConsider the futureLook at trends and patterns

SIdentify relevant factsDetermine realistic constraintsImplement ideasDevise incremental solutionsResist radical new approaches

TAnalyze Dissect Debate Create or apply a model Question fundamental assumptions

Suggestions for Improving Team Effectiveness

• To have an effective team is not dependent only on the team’s natural ability to carryout tasks successfully.

• It is also highly dependent on commitment, skill, time and effort.

• As in all things, continuous improvement is key, to do this for your team you have to constantly observe your team’s functions by paying attention to its process.

• Based on your calculated team type, here are some suggestions that can be used as part of an action plan for improving your team’s effectiveness.


Action 1: Create Harmony• Your team reflects more than half the MBTI types; this means

most of your members do not have the same characteristics. • This may cause a slowing of the decision making process as a

result of conflict due to all the views vying to be recognized.• Where members are opposite on all preferences, utilise

members who share preferences from each of the opposites as translators.

• Utilise the members of the team who have come to appreciate and work with different types to diffuse conflicts that may arise.

• Allow leadership roles to shift as the tasks to be done require the skills of different types on the team.


Action 2: Establish Ground Rules • Some shortcomings of the ESTJ type are that they are

inflexible to change, insensitive towards others’ feelings and may become overly emotional.

• Below are ground rules that can be established in an effort to lessen the impact of these traits when making critical decisions.

• Consider all sides before deciding, including factoring in the human element

• Make a conscious effort to look at the benefits of change• Make a special effort to show appreciation for others• Take time to reflect and identify feelings and values



Quadrant Lens

IS 15

IN 1

ES 21

(LEADER)

EN 4


Temperament Lens

SJ = 24

SP = 12LEADER

NF = 3 NT = 2


SJ – The Guardians

• As their name suggests, people who have a preference for sensing and judging are, by nature, fairly traditional in their approach to life.

• They like structure and established order and are great respecters of the status quo. SJ managers are comfortable working in traditionally structured organisations and stress values such as loyalty, punctuality, responsibility and respect.


Function Lens

ST19

SFLEAD + 16ER

NF3

NT2


What STs Seek

Team Tasks STs Seek• Monitoring progress with statistics, graphs, and

charts• Managing costs and schedules• Showing measurable results• Using proven methods to increase productivity• Solving problems immediately


Team Tasks STs Avoid

• Participating in self-awareness activities• Brainstorming with no practical outcome• Hypothesizing about the future• Using untried and unperfected methods• Not concentrating on work


What SF Teams Seek• Using tried and true methods• Applying experience to practical jobs• Sharing work equitably• Developing charts that document

each person’s skills or needs• Reviewing plans and materials others

have formulated to see what works best


Team Tasks SFs Avoid• Using new and untested procedures• Debating the merits of various theories• Analyzing and predicting the outcomes of

strategic models• Criticizing in an open forum, especially in

relation to team members they know• Treating people as interchangeable parts

of a machine


Type of leadership style preferred by different types of staff

• Remember the point of this exercise is to help you become more sensitive to how individuals want to be managed – and how by varying your behaviour even slightly you

may increase your staff’s job satisfaction and enhance their performance.

• Unless you only employ people of one temperament it means as a manager you will have to vary your behaviour so that you can treat staff differently.


Your Team Building Program

NYS


Team Predictions

• The more similarity between individual types on a team, –the sooner the team members will

come to understand each other; • The more different the types, the

slower the understanding


Team Predictions

• Groups with very similar members will reach decisions more quickly –but may make more errors because

not all viewpoints are represented


Team Predictions

• Groups with many different types will reach decisions more slowly (and painfully) • but may reach better decisions

because more viewpoints are included


Team Predictions

• Team members may often choose tasks that fit the gifts of their type


Team Predictions

• Leadership roles may shift as the tasks to be done require the skills of different types on the team


Team Predictions• Team members who are opposite

on all four preferences –may have trouble achieving an

understanding; • Members who share two

preferences from each of the opposites may act as “translators”


Team Predictions

• The person who is the only representative of a certain preference –(e.g., the only Introvert)

• may be seen as “different” from the other team members


Team Predictions

• Team members who come to appreciate and work with different types –may help to diffuse conflict


Team Predictions

• Successful teams with many different types –promote the personal development

of team members • by encouraging learning from the

gifts of other types


Team Predictions• Teams that are “one-sided” (i.e., have few

types) will succeed if • (a) team members use different types

outside the team as resources, or • (b) they make an effort to use their own

less-preferred preferences as the tasks require


Team Predictions• Extraverts may dominate

discussions, and perhaps decision making, –unless they make a special effort to

involve Introverts;• Introverts may need to make a

special effort to be heard


Team Predictions

• Feeling types may be more concerned with harmony and “teamness;” • Thinking types may be more

concerned with truth and task


Team Predictions• Good decisions will be made when the basic

facts and realities have been taken into account (sensing)

• When useful new possibilities have been opened up (intuition)

• When inconsistencies or consequences have been analyzed (thinking)

• And when important values have been considered (feeling)

nys team profile presentation may2014

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