What managers get wrong about developing and using talent correctly, is not utilizing the Myers Briggs Type Indicator to bring out the absolute best in each individual. Educators, HR managers, and corporate recruiters have moved away from evaluating people’s innate nature and DNA-level talents in favor of surface-level assessments like the DiSC profile and StrengthsFinder (now called CliftonStrengths).
Speaking with certified MBTI individuals has shed some light on what’s happened in the last decade. MBTI is deemed too complex and requires a deeper discussion about psychology, temperament, and sometimes abstract concepts to fully wrap your head around its application to the business world. Thus, management has implemented broader assessments to get a general consensus about individuals. I would argue most assessments today are simply MBTI-lite and have poached the best concepts of it to make it more digestible to the masses.
Understanding MBTI was a radical shift in my understanding of team dynamics, communication, and individual values. I realized that the reason we have conflict in our work environments can be traced back to PERSONALITY TYPE, rather than our current go-to’s which are blaming intelligence, work ethic, or motivation. This does not address the underlying problem, thus managers are unable to solve inter-office disputes.
Undeniably, people have different innate abilities that make them better suited for certain roles and careers. They also have different ways of communicating and interpreting information. In previous articles I discussed how communication, the centerpiece for all workplace conflict, is largely based on MBTI type over anything else. In subsequent videos and articles, I will address in further detail the ways managers can use “typing” to get the absolute best out of their team.
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