Welcome to the AACP Leadership Institute. My name is Lothi Mulder and I'm one of your leadership coaches. Your other coach is Catherine Stekenas and together we will guide you through this entire course and program. Please reach out to us if you have any questions about the course or if there is anything else we can help you with. You can reach us through the Leadership Institute website you see here. This course is the Myers-Briggs Type Indicator and it provides a useful method for understanding people by looking at eight personality preferences that are organized into four opposite pairs. Please note that this is an optional, though highly recommended course, and it is not required for you to take in order to graduate from the Leadership Institute and to receive your certificate. The Myers-Briggs Type Indicator assessment provides a framework to improve communication, increase team effectiveness, and boost individuals' performance. The MBTI makes the theory of psychological types by Dr. Carl Jung applicable to daily life, professionally and personally. The essence of the theory is that much seemingly random variation in the behavior is actually quite orderly and consistent, and that the variation is due to basic differences in the ways individuals prefer to use their perception and judgment. This is the overview of this Leadership Institute course. As you can see, the pre-course assessment should be completed prior to watching this webinar. Instructions to access it are on the next slide. At the end of the webinar, there will be a short test to assess your learning and a course evaluation. Once you have fulfilled these steps, the course will be considered completed and you can download the course transcript through your dashboard and claim your continuing education credits. Please note that there are no wrong answers when it comes to your assessment. This assessment is meant to give you insights into your personality preferences to gain a deeper understanding of yourself and others. In order to access the self-assessment for the MBTI, please copy and paste the link you see here. Once completed, you will receive the results in your inbox. The MBTI is not a test, there are no right or wrong answers, and each type has its own strengths and weaknesses. The MBTI is an assessment through which participants gain insights into how they interact with others and how they process information. The purpose of this course is to help people better understand themselves and their behaviors, as well as other personality types. It functions as a tool to help you develop greater self-awareness and awareness of others. The MBTI has been applied as a tool for many years to improve personal interactions and team performance by a variety of users around the globe, including those in educational and healthcare institutions, small businesses and large multinational corporations, consulting and training services, and government at all levels. The MBTI can help you to better understand and constructively use the differences between people regarding their personality and behavioral preferences. Understanding yourself better is the first step in developing leadership skills and capitalizing on your natural strengths. This increased awareness opens the doors to improved and more effective work relationships. Dr. Carl Jung was a Swiss psychiatrist and psychoanalyst. He identified that everyone uses two mental processes, how they take in or gather information, and how they make decisions and come to conclusions with that information. The differences in these processes come, according to Jung, from people's innate tendencies to use their minds in different ways. These preferences emerge early in life, forming the foundation of our personalities. Such preferences, said Jung, become the core of our attractions to, and challenges regarding people, tasks, and events all life long. Jung's theory of personality type explains that people live in two worlds, the outer world of people, things, and activities, and the inner world of our own ideas, thoughts, and observations. According to Jung, everyone has a preference for, and is typically energized by either the outer world or the inner world. Jung states that this inner world is truly infinite, in no way poorer than the outer one. This quote exemplifies that there is no right or wrong tendency. Furthermore, he found that everyone experiences both worlds, people simply have a preference for one over the other, as is the case for the other economies. For example, people who have a preference for introversion also have extroverted moments or tendencies. They just prefer introversion. The authors of the MBTI assessment, Catherine Cook Briggs and her daughter, Isabel Briggs Myers, were keen observers of personality differences. They studied and built on the ideas of Carl Jung and applied them to understanding the people around them. Catherine Briggs first began as early as the turn of the 20th century, independently of Jung, to classify people based on their differences. When Jung's work appeared in English in 1923, Briggs set aside her own work and became an exhaustive student of Jung's. With her daughter, Isabel Briggs Myers, she spent the 1930s observing and developing better ways to measure these differences. Spurred by the onslaught of World War II and their observation that many people in the war effort were working on tasks unsuited to their abilities, they set out to design a psychological instrument that would explain, in scientifically rigorous and reliable terms, differences according to Jung's theory of personality preferences. Isabel Briggs Myers developed the MBTI assessment that gave people everywhere access to the benefits she found in knowing about personality type and appreciating differences. And so was born the Meyer-Briggs Type Indicator. Isabel Briggs Myers' goal for the use of the type in the MBTI assessment was to help people become aware of differences, acknowledge the value of differences, practice new behaviors, seek out people who are different from them, and incorporate different perspectives into their interactions. The strength of the MBTI is that it identifies preferences rather than competencies. It focuses on innate personality, the core of who you are outside of any role such as your job, being a son, daughter, sibling, parent, etc. According to Jung, the difference between personality and behavior is that behavior is not an innate part of who you are, but rather a set of acquired traits and the result of a complex mix of factors, such as your environment, culture, and life experiences. Personality, on the other hand, are the innate ways we think, feel, and act. It's the inborn characteristics that show the core of who we are. Personality is what the MBTI focuses on. Another way of stating this is that Jung believed that our preferences for the way we take in information, make decisions, and approach the world are innate. He also recognized that our innate preferences are influenced and affected by our environment and life experiences. Examples of environmental influence include encouragement by parents, teachers, or coaches to write, throw a ball, or play an instrument, and using one hand rather than the other. Or an injury that forces us to use our non-preferred hand during recovery. In other words, nature versus nurture. To illustrate what Jung meant by innate preferences, let's look at an innate preference we all have. Write your name on a piece of paper. Now switch your pen or pencil to your other hand and write your name again. Think about how you would describe the difference between writing your name with the hand you are most comfortable with as compared to writing your name with the other hand. This activity illustrates Jung's theory that much like having a preferred hand, we have parts of our personality that we prefer to use. When we use those preferred parts, we experience it similar to how you experience writing with your preferred hand. We can and do use both hands, but one hand seems more natural than the other. As we are likely to use our preferred hand most of the time, that hand becomes more skilled and efficient than the other one. Hence, having a preference allows us to be more efficient in certain situations, but understanding that we have a non-preferred option and knowing how to use it allows us to be an effective leader in all situations. The MBTI framework describes four pairs of opposites that characterize our preferred ways of directing and receiving energy, taking in information, making decisions and coming to conclusions based on that information, and approaching the outside world. The MBTI assessment indicates your preferred way of doing things. It does not indicate your ability to do those things. It is not designed to measure skills, intelligence or abilities. Also note that the MBTI assessment does not measure a range of other characteristics, such as academic ability, emotional maturity, affluence or psychological health or illness, which may also affect people's behavior beyond their type differences. The MBTI assessment indicates your preferred ways of doing certain things. It does not indicate your ability to do those things. In understanding your results, remember that the MBTI describes rather than prescribes, therefore it is used to open possibilities, not limit options. It identifies preferences, not skills, abilities or competencies. It assumes that all preferences are equally important, valuable and necessary. There are no right or wrong answers, nor are there better or worse types. And the MBTI is about understanding your own preferences and those of others. Consequently, the real opportunities lie in your ability to relate to and understand others better. These are the four preference pairs or dichotomies of the MBTI. The first one focuses on how people direct and receive energy, either through introversion or extroversion. The second preference pair is about how people prefer to take in information, either through sensing, where they use their five senses, or through their gut, their intuition. The next dichotomy is about how people decide and come to conclusions, either through thinking or feeling. And last, how do people approach the outside world? Do they have a preference for judging or perceiving? Do they prefer a structured approach or a less structured approach? Next, we will dive deeper into each dichotomy. Here is an introductory video about the MBTI. Afterwards, we will go over each pair in more detail. There are four MBTI preference pairs. Extroversion or introversion. Opposite ways to direct and receive energy. Sensing or intuition. Opposite ways to take in information. Thinking or feeling. Opposite ways to decide and come to conclusions. And judging or perceiving. Opposite ways to approach the outside world. No preference is more valuable than the other. In fact, everyone uses all of them. But the ones that come most naturally and make you feel most competent and energetic are the ones that you prefer. So let's start with extroversion and introversion. Opposite ways to direct and receive energy. This man has a preference for extroversion. People who prefer extroversion direct their energy outward and are energized by interacting with others and taking action. He's excited about meeting people as much as seeing the art. This woman has a preference for introversion. People who prefer introversion direct their energy inward and are energized by reflecting on their experiences and ideas. But she enjoys art and is looking forward to seeing a few friends this evening. She spots the friend she agreed to meet there and heads over to say hi. A common misconception is that eyes are not as outgoing or as socially adept as he is. But that's not true. Eyes prefer conversation with a few close friends. She'll spend the rest of the evening with her friends talking about a few topics that really interest them. Whereas he tends to have broad interests and will discuss them with anyone who is interested. Some people think E's have to be the center of attention, but that's not true. When people who prefer introversion are ready to go, they'll say goodbye to their friends and head out. On the other hand, ready to head off to the after party, our extrovert says goodbye to everyone before leaving. The gallery opening was fun, but it's good to be home. Having some time to journal helps eye recharge. Eyes are energized by having quiet time to reflect on their experiences and ideas and prefer to communicate in writing. E also had fun at the gallery opening. Meeting and talking with so many people was really energizing. E's are energized by interacting with people and by talking about experiences and ideas. As you can see, these are opposite but equally valuable ways to direct and receive energy. Next, let's look at sensing and intuition, opposite ways to take in information. In this example, we see S and N returning from their recent trip to Europe. Even though the couple travel together, what they paid attention to and recall is very different. How was your trip? She has a preference for sensing. People who prefer sensing tend to process things in a step-by-step linear sequence. They observe and remember specific information like this, this, or this. S also tends to focus on what is factual and concrete. They take in information using all five senses. He has a preference for intuition, which means he pays attention to themes and remembers the big picture, like how romantic the whole trip was. Instead of facts, he focuses on the meaning of his experiences and making connections, like how the Colosseum reminds him of his childhood. He has a preference for intuition, which means he pays attention to themes and remembers the big picture, like how the Colosseum reminds him of a Gladiator movie he watched as a kid, which makes him think of going camping. We should go camping sometime. N's tend to be imaginative and trust their inspiration and enjoy seeing future possibilities. For example, this meal was delicious, and N wonders, what would it be like if I hosted my own cooking show? I wonder how much one of those professional cameras might cost. I should take more pictures. Even though these are opposite ways to take in information, both are equally valuable and useful. Let's move on to thinking and feeling, opposite ways to make decisions. Looks like it's time for a new car. She has a preference for thinking. She's making a pros and cons list for the car she's considering, because people who prefer thinking make decisions by weighing logical consequences from an objective point of view. He has a preference for feeling. People with a feeling preference make decisions based on their values. In his case, if a car is eco-friendly, and how it affects others involved. T arrives at the dealership ready to compare the information on the car sticker to her research, looking for any inconsistencies or details she's missed in her analysis. F perks up when he hears that the salesperson loves driving the electric car he is considering. People who prefer feeling want to find the best option that fits with their values, Meanwhile, T challenges the salesperson on some discrepancies she's found in driving range and price. People who prefer thinking like to analyze and debate as part of their decision-making process. T makes up her mind and is ready to buy. But F is still considering their lifestyle needs and realizes they need a kayak rack. Is it possible to add one to the top of the car? Sold. So as you can see, this preference pair isn't about being rational or having emotions. It's about the opposite ways to make decisions and come to conclusions. Both are equally valuable. And finally, judging and perceiving. Opposite ways to approach the outside world. In this example, both J and P are hosting parties tonight at 7. Let's see how each might organize their time today. She has a preference for judging, which means she likes to make a plan and get it done. He has a preference for perceiving. His planning is more flexible because he likes to keep his options open. P's also tend to live in a spontaneous way. While J's prefer sticking to a plan and schedule. People who prefer judging enjoy getting things done and try to avoid last-minute stress. People who prefer perceiving get things done too. However, they're often energized by that last-minute rush. Even though these are opposite ways to approach the outside world, both are equally valuable. Remember, no preference is more valuable than the other. In fact, everyone uses all areas of the brain and uses all eight of them. But the ones that come most naturally and make you feel most competent and energetic are the ones that you prefer. We will now go into each preference pair in more detail, starting with extroversion and introversion. Do you like to spend time in the outer world of people and things or in the inner world of ideas and images? Please remember, everyone spends some time extroverting and some time introverting. And don't confuse introversion with shyness or reclusiveness or extroversion with loudness and openness as those are behaviors and not personality types. Let's start by looking at the extroversion preference. If I had a preference for extroversion, I would get my energy from active involvement in events and having lots of different activities. I'd be excited when I'm around people and I would like to energize other people. I'd also like moving into action and making things happen. I would generally feel at home in the world and understand a problem better when I talk out loud about it and hear what others have to say. You might want to ask yourself if the following statements generally apply to you. I am seen as outgoing or as a people person. I feel comfortable in groups and like working in them. I have a wide range of friends and know lots of people. I sometimes jump too quickly into an activity and I don't allow enough time to think it over. Before I start a project, I sometimes forget to stop and get clarity on what I want to do and why. Now, let's look at the introversion preference and what that might look like. If I had a preference for introversion, I would get my energy from dealing with ideas, pictures, memories and reactions that are in my head, in my inner world. I'd often prefer doing things alone or with one or two people I feel comfortable with. I would take time to reflect so that I have a clear idea of what I will be doing when I decide to act. Sometimes, I'd like the idea of something better than the real thing. Here are some statements related to introversion. I am seen as reflective or reserved. I feel comfortable being alone and like things I can do on my own. I prefer to know just a few people well. I sometimes spend too much time reflecting and don't move into action quickly enough. I sometimes forget to check with the outside world to see if my ideas really fit the experience. These are some key phrases to clearly distinguish the differences between the two types. People who prefer extroversion are energized by interacting with others, are sociable and expressive, prefer to communicate by talking, work out ideas verbally, have broad interests, learn best through doing or discussing, and readily take initiative. People who prefer introversion are energized by reflection, are private and contained, prefer to communicate in writing, work out ideas through reflection, focus in depth on a few interests, learn best by reflection, and take initiative selectively. Think about how you would take initiative when the situation or issue is very important to you, or how you learn best. You might want to highlight some of the preferences that apply to you. By presenting a list of vocabulary words commonly associated with this dichotomy, you might find it helpful to sort through the differences between the extroversion and introversion preference. The MBTI can be explained and better understood by comparing the differences in the words that describe each preference. Study this slide and highlight the words that best describe and relate to you. We all do extroverted and introverted things, but we usually do not do them with equal comfort. Everyone has a preference for one or the other. Given what you have learned thus far about introversion and extroversion, which is your preference? You can go back to the key word and key phrase slides to help you make your decision. Next, we will look at sensing and intuition, the opposite ways to take in information. Do you pay more attention to information that comes in through your five senses, or do you pay more attention to the patterns and possibilities that you see in the information you receive? Please note that the N is used for intuition, as the I is already used for introversion. If I had a preference for sensing, I would pay attention to the physical reality, what I see, hear, touch, taste and smell. I would be concerned with what is actual, present, current and real. I'd notice facts, and I remember details that are important to me. I'd like to see the practical use of things, and I learn best when I see how to use what I'm learning. Experience speaks louder to me than words. Here are some statements related to sensing. I remember events as snapshots of what actually happened. I solve problems by working through facts until I understand the problem. I am pragmatic and look at the bottom line. I start with facts and then form a big picture. I trust experience first and trust words and symbols less. Sometimes I pay so much attention to facts, either present or past, that I miss new possibilities. If I had a preference for intuition, I would pay the most attention to impressions or the meaning and patterns of the information I receive. I would rather learn by thinking a problem through than by hands-on experience. I'd be interested in new things and what might be possible, so that I think more about the future than the past. I'd like to work with symbols or abstract theories, even if I don't know how I will use them. I would remember events more as an impression of what it was like than as actual facts or details of what happened. And the statements associated with intuition are I remember events, but what I read between the lines about their meaning. I solve problems by leaping between different ideas and possibilities. I am interested in doing things that are new and different. I like to see the big picture, then to find out the facts. I trust impressions, symbols and metaphors more than what I actually experienced. Sometimes I think so much about new possibilities that I never look at how to make them a reality. Here are the key phrases associated with the sensing and intuition dichotomy. People who prefer sensing focus on what is real and actual, observe and remember specifics, trust experience, build carefully and thoroughly towards conclusions, and understand ideas and theories through practical applications. People who prefer intuition focus on the patterns and meanings in data, remember specifics when they relate to a pattern, trust inspiration, move quickly to conclusions and follow hunches, and want to clarify ideas and theories before putting them into practice. Think about how you move to conclusions or how you remember things. Highlight the phrases that apply to you. And here are the key words associated with sensing and intuition. Again, highlight the words that best describe and relate to you. We all use sensing and intuition when we take in information. What do you think your preference is? The third pair of opposites is thinking and feeling, the opposite ways to make decisions and come to conclusions. Do you like to put more weight on objective principles and impersonal facts, or do you put more weight on personal concerns and the people involved? Please do not confuse feeling with emotion, as everyone has emotions about the decisions they make. They just do not weigh it in when making a decision. And the same goes for not confusing thinking with intelligence, as it is not about how smart you are, but whether or not you base your decisions on logic. If I had a preference for thinking, I would like the basic truth or principle to be applied, regardless of the specific situation involved. I'd like to analyze pros and cons, and then be consistent and logical in deciding. I try to be impersonal, so I won't let my personal wishes or other people's wishes influence me. Some statements related to thinking are I enjoy technical and scientific research, and I like to be able to make decisions. Some statements related to thinking are I enjoy technical and scientific fields where logic is important. I notice inconsistencies. I look for logical explanations or solutions to almost everything. I believe telling the truth is more important than being tactful. Sometimes I miss or don't value the people part of a situation. I can be seen as too task-oriented, uncaring, or indifferent. I like to make decisions with my head and want to be fair. If I had a preference for feeling, I would make decisions by weighing what people care about and their points of view. I would be concerned with values and what is best for the people involved. I like to do whatever will establish or maintain harmony. In my relationships, I'd appear caring, warm, and tactful. Statements associated with feeling are I have a people or communications orientation. I am concerned with harmony, and I am nervous when it is missing. I look for what is important to others and express concern for others. I make decisions with my heart and want to be compassionate. I believe being tactful is more important than telling the truth. Sometimes I miss seeing or communicating the truth of situations. I am sometimes experienced by others as too idealistic, mushy, or indirect. And here are the key phrases associated with thinking and feeling. People who prefer thinking step back to get an objective view, analyze, solve problems with logic, strive for an objective standard of truth, are reasonable, can be tough-minded, and are fair. They want everyone treated equally. People who prefer feeling step in to identify with those involved. Empathize, are guided by personal and social values, assess impacts of decisions on people, strive for understanding, harmony, and positive interactions, are compassionate, may appear tender-hearted, and are fair, want everyone treated as an individual. Think about how you make decisions, with your gut or with your head, or what you consider to be fair treatment. Both decision-making approaches use rational ways to make decisions. The thinking approach is rational because it involves evaluating logically and objectively what will work. The feeling approach is rational because it involves evaluating how a decision will affect people's values and relationships, and finding a solution that people will be willing to buy into. Highlight the phrases that apply to you. And here are the key words associated with thinking and feeling. Again, highlight the words that best describe you. What do you think your preference is? Thinking or feeling? The fourth and final pair of opposites is judging and perceiving, the opposite ways to approach the outside world. Do you prefer a more structured and decided lifestyle, or a more flexible and adaptable lifestyle? Do not confuse judging and perceiving with a person's level of organization, as this dichotomy focuses on how to approach the world, and people with either preference can be organized. Judging is not referring to being judgmental, and perceiving is not referring to being perceptive, but rather preferring to experience the world instead of organizing it. If I had a preference for judging, I would prefer a planned or orderly way of life, and I'd like to have things settled and organized. I would feel more comfortable when decisions are made, and I'd like to bring life under control as much as possible. The statements related to judging are I'd like to have things decided. I appear to be task-oriented. I'd like to make lists of things to do. I'd like to get my work done, before playing. I plan work to avoid rushing just before a deadline. Sometimes I focus so much on the goal that I miss new information. If I had a preference for perceiving, I would prefer a flexible and spontaneous way of life, and I'd like to understand and adapt to the world, rather than organize it. Others see me as staying open to new experiences and information. Here are the statements related to perceiving. I'd like to stay open to respond to whatever happens. I appear to be loose and casual. I'd like to keep plans to a minimum. I'd like to approach work as play, or a mix of work and play. I work in bursts of energy. I am stimulated by an approaching deadline. Sometimes I stay open to new information so long that I miss making decisions when they are needed. And here are the key phrases associated with judging and perceiving. People who prefer judging like to schedule, organize their lives, are systematic and methodical, make short and long-term plans, like to have things decided, and try to avoid last-minute stress. People who prefer perceiving are spontaneous, prefer to enjoy the moment, are flexible and casual, like to leave plans open-ended, adapt and change course, like to keep things loose and are open to change, and find last-minute pressures energizing. Think about how you organize your weekend or vacation plans, and if you thrive on last-minute stress, or if you work to avoid it. Highlight the phrases that apply to you. And here are the key words associated with thinking and feeling. One last time, highlight the words that best relate to you. What do you think your preference is in regards to how you approach the outside world, judging or perceiving? When combined, your preferences indicate your personality type. Circle your preferences from the previous exercises and compare these results with your actual MBTI report and self-assessment. This will prepare you for the exercise on the next slide. Your four-letter reporter type is based on your responses to the items in the MBTI online self-assessment. And as a result of learning about the eight preferences and deciding which four preferences you prefer through the exercises in this webinar, you have completed a self-estimate of your type. Write both of them down, like you see on this slide. Each of us has a distinct background and set of life experiences that make us unique. So it's not expected that any description will completely capture an individual's entire essence. However, we do know that there are certain characteristics associated with each of the 16 types and that people within each of those types share certain attributes. If your self-estimated and reporter type are the same, read the detailed description in your profile for understanding of yourself. If there are differences between your reported and your self-estimated type, read the descriptions for both your self-estimated and reported types in the profile provided. This is when you actually decide which one fits you best. You decide your best fit type. You have the final word. In other words, the publisher acknowledges that you know yourself best, and that you are unique. All the 16 different personality types are displayed here in this type table. The 16 types are like a 16-room house. Each room has a purpose and is a valuable part of the overall structure. If you continue to use the analogy of a house, you are likely to have a room where you feel most comfortable. So, in a type house, we are trying to find the type room that is most comfortable to you. It is a bit like using behaviors that are not typical of your type preferences. This is an example of an MBTI profile. As you can see, this person's type is ISFP, which means they have indicated that they have a preference for introversion, sensing, feeling, and perceiving. If you are taking the MBTI as a team or department, each person can highlight their own type for an MBTI team view. This is a quick overview of team strengths and potential development areas. In this next section, we will focus on how to work more effectively with people who either share your type or certain preferences or have a different preference than you. We will go over each preference pair and talk about some ways in which people may generally prefer to work, plan, or interact. As you can see on this slide, people tend to show more enthusiasm, especially when you are trying to create buy-in. You might also state up front that they are welcome to interrupt your presentation at any time if they have any questions. This will help keep them engaged and focused. You can also easily tell if they are engaged by paying attention to their nonverbal cues. When working with people who have a preference for introversion, allow them more time to reflect. Feedback will be requested. What I have personally done when working with people who prefer introversion is to wait 10 seconds to continue after I ask if anyone has any questions. So it goes like this. Does anyone have any questions? And then I continue. 10 seconds might seem like a long time, but there is always someone who has a question around second nine. Again, allowing a little more time to process and reflect will provide great results here. These are two questions for you to reflect upon as you work to increase your collaboration and communication with both preferences. How do these differences affect your interactions at work? And how do these differences affect honoring requests and agreements? Be aware that they are analytical and focus on what they experience with their five senses. They also can be very literal in the way they experience something. People who prefer intuition, on the other hand, focus on the bigger picture, the possibilities and conceptual aspects. As an example, when you show a painting to two people, one with a sensing preference will describe the physical attributes of the painting. They will tell you what the size is, how it is produced, etc. The other with a preference for intuition will describe what the painting represents to them. They might start talking about a painting that this painting reminded them of. Their experience is more abstract and conceptual. These are two questions for you to consider when increasing your effectiveness with people who prefer sensing or intuition. What are the implications and applications of your work? When working with people with their preference for thinking, understanding how and what they want to be recognized for will make a difference in your effectiveness with them. It will also increase their productiveness. Recognize them for jobs well done, tasks achieved and exceeded results. If they don't feel recognized, they might feel angry or annoyed and they can start to distant themselves. In comparison, people who prefer feeling will feel more appreciation for helping others and for their effort. If they do not feel recognized, they feel hurt and demotivated. They want to be recognized by personal and genuine appreciations and sincere comments. These questions can help increase your effectiveness with people who prefer thinking or feeling. How do these differences affect how you provide feedback? And how do the differences alter the way you express appreciation of others? When working with people who prefer judging, know that they respond well to getting started right away instead of theorizing about a project or plan. Discuss and plan milestones so that they can get started on their tasks to avoid last-minute stress. Or perhaps allowing them to kick off a project so that they can get started at their own pace without relying on other people to complete their part before they can get started. This can be helpful. When working with people who prefer perceiving, they want to keep all their work close to the due date. They might also not have a clear, fixed timeline, but they have started mentally planning their tasks and how they will complete them. They work best when they have flexibility, so not creating schedules that are too rigid will be very helpful to them. And the questions to consider when working with people who prefer judging or perceiving are What are the implications and applications for your interactions? What is decided and where there is flexibility? The MBTI is to help participants better understand their own and others' preferences. Awareness of similarities and differences enables us to improve our personal and work interactions and gives us choices in practicing new behaviors and incorporating different perspectives into our engagement with others. When you understand your type preferences, you can approach your own work in a manner that is easy for others, including how to manage time, how to problem-solve, what the best approaches are for decision-making, and dealing with stress. Knowledge of types can help you better understand the culture of the place you work, develop new skills, understand your participation in teams, and cope with change in the workplace. And this is the final question to help you wrap up your learning in this course. Thank you for watching this webinar. If you have any questions or concerns, you can reach us through the Leadership Institute website, depicted here. Thank you!

AACP Leadership Institute

Myers-Briggs Type Indicator

MBTI

personality development

self-awareness

team dynamics

leadership skills

workplace culture