Repost –Corporate Communication and Personality Type (MBTI)

Communication, according to corporate consultants, is the #1 factor for any and all issues within the workplace. And they would be correct. However, the solutions that are typically employed are unable to solve the underlying issue– personality type amongst colleagues.

The 3 solutions implemented are:

  1. Increased communication, even “over communication”
  2. Clearer and more concise communication
  3. CC’ing a superior to accelerate response times

You can pick and choose the cases where these methods were effective, but an alternative may have longer lasting results.

Myers-Briggs Type Indicator

Most are familiar with the Myers-Briggs Assessment that breaks down everyone into 1 of 16 personality types, designated by a 4-letter acronym (ex. ESFP, ENTJ, ISTJ, etc.). Each letter has a distinct opposite, as follows:

• E vs I (extroversion vs introversion)
• N vs T (intuition vs thinking)
• T vs F (thinking vs feeling)
• J vs P (judging vs perceiving)

The focus here is on the Judging vs Perceiving function that I believe is where most communication breaks down. Therefore, an increase in communication only exacerbates the problem instead of clearing it up.

Judgers have their minds made up about nearly everything. Things are black and white and there is a finality to their opinions on every topic. They tend to stick to deadlines and draw lines in the sand, remaining uncompromisingly rigid.

Perceivers weigh their options and never lock themselves into a concrete answer. New information could arrive at any moment that would negate their past beliefs. They see both sides of an argument and the pros/cons of nearly every form of action. They tend to be flexible with schedules and keep the door open to new ideas.


Being as clear and concise as possible, you ask, “Can you come into the office on Monday?”
As a Judger (J), there is no possible way to misinterpret this question.
As a Perceiver (P), there are several responses and interpretations:
• “Mondays are tough for me, I might not be able to make it…”
• “What time?
• “It depends on my schedule”

This is infuriating for the Judger as the answer is clearly either Yes or No. The unclear response demands a longer conversation that to the (J) is not needed. To the (P), there is simply not enough information in the question to give the right answer. The Perceiver is frustrated with this question as it forces them to make an ill-informed decision.


At the bare minimum, let’s compromise and start out with Yes/No and then the rationale.
• “Yes, depending on the time “
• “Yes, but only after 10am”
• “No, I am out of town that day”

Relating back to “clearer and more concise communication,” the above compromise is what should be implemented. Understand the type you are communicating with and proceed accordingly.

If you are restructuring your org chart, this is going to be the most useful way to decide how teams are put together, who leads them, and who makes the decisions.

In the following short articles, I will go over the 3 other functions of the Myers-Briggs Type Indicator and dig deeper into possible workplace solutions.

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Why Am I Getting Rejected – Job Interview and Awareness

There is a common post-interview plague that is tragically infecting job seekers. It is in regards to not understanding how the interview went and going as far as to say you “killed the interview.” From my experience in being the middleman in this process, those who claim the interview went amazingly well, don’t get the job. Those who said the interview was OK, or they “think it went alright” are the ones who usually get the role.

Lack of Awareness

There is a disconnect between what you perceive as building rapport and being jovial, and the true reality of the situation. Candidates will tell me they were joking and laughing and the conversation was very light-hearted, as trademark signs that the interview was going swimmingly. What’s happening is the laughter is the nervous kind, and the jokes were off-putting. The laid back nature of the interview is because they’ve already decided you aren’t a fit and they don’t need to get deeper into the details of the job. Generally, this is recurrent theme with these candidates and is something that can be reversed by focusing on MBTI and the way in which one interacts and perceives the world.

Myers- Briggs and Interview Style

We have to start by understanding ourselves. And the way we do that is by first reading, Please Understand Me by David Kiersey. Once we discover the way our specific type (out of 16) perceives and relates to others– in a way I guarantee most of us haven’t fully conceptualized– we can fix some of the recurring potholes we always stumble in.

I think I can offer one straightforward explanation as to why your type is affecting your interviews and potential job offers. If you are an Extrovert in general, you are going to get your energy from the outer world. If along with your extroverted-ness, you also have a preference for Feeling vs Thinking, you are going to internalize your outer world. So when you get the laughter and smiles and eye contact in the interview, you are going to say, “hey, I am doing pretty well here!”

Unfortunately, you may be reading the situation on a very superficial plane. Your S and T functions will come in handy here if you make a wholehearted effort to develop them. Learning to strengthen your Sensing (S) and Thinking (T) functions will help you pick up on physical clues that can alert you to points when the interview might be taking a wrong turn and you need to course correct.

Obviously, there are millions more words to be written on the finer points of using MBTI to help with JUST how to interview better and be more aware of our faults. Though our tendency is to find a way to externalize our blame onto the interviewer, we should first make certain the interviewee truly knows themselves.

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Workplace Motivation and Type: Bridging the Gap

A misunderstanding in regards to workplace motivation or “rallying the troops,” stems from personality type. A rousing speech, a pep talk, or a motivational meme will have starkly different results depending on an employee’s MBTI. Many articles and videos have been produced highlighting what I am going to write here. Nonetheless, it continues to be a roadblock many organization cannot navigate around.

Standard motivation

A quick list is useful to get a high level overview of which types are internally motivated and which need a polite nudge to get moving. Internally motivated types are: ENFJ, INTJ, ENTJ, ENTP, ISTJ, ESTJ, ESTP. Externally motivated types are: INFJ, INFP, ENFP, INTP, ISTP, ISFP, ESFP. Take a look at the hyperlink above to get a further analysis of each individual’s motivational posture.

Also, for managers or aspiring managers, take the assessment and know what you are working with.

The reason we have to focus on type as an imperative to great management is to recognize that, guaranteed, a percentage of your office isn’t going to process your motivational tactics the way you want them to. This is why company’s that dominate their industries use MBTI to build the strongest and most dynamic teams. For example, let’s look at Ray Dalio and his company, Bridgewater Associates. In his book, Principles, he talks about his implementation of “Radical Transparency” within Bridgewater and how it completely transformed the corporate culture. Along with the internal app that allowed each employee to view another’s profile, at every desk was a card that listed out MBTI, DiSC, and other personality assessments. This way, that vaunted communication issue could be greatly reduced.

bi graphics ray dalio principles final

When you know who you are dealing with and how they interpret and interact with their environment, you can avoid pitfalls before you step in them. That email you are about to send? That zoom meeting you are about to attend? That project you are going to lead? Well, now you know how how to approach everybody. And there’s no way you would argue against having more information about those you work with 8-10 hours per day. Work is already stressful enough–let’s do what we can make it increasingly more pleasant.

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What Managers Get Wrong – Myers-Briggs Type Indicator for Great Teams

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.

Please do take a look at some of these YT channels that truly influenced me and my understanding of myself and others. You will find something here that you like.

Love Who


Frank James


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Youtube Channel

Welcome to the channel

To supplement the written portion of this site, I will be adding my Youtube videos as well. Topics are going to include recruiting, resume review, navigating the job market, and applying MBTI (see below) to the world of hiring and corporate communication.

A Food Gift Guide For Every Myers-Briggs Personality Type //

Part II: Corporate Communication and Personality Type (MBTI)

Take a look at the above picture. What do you see here? Your answer will likely reveal your 2nd letter within the Myers Briggs Type Indicator, which is the S (sensing) vs N (intuition) function.

Sensors (S) process data as it exists in front of their eyes. Their data is tangible and provable and is rooted in reason and fact. The Sensor (S) type likes graphs, charts, and spreadsheets to understand and take action on data. They are typically grounded individuals that must see to believe. Those with a strong (S) preference would be classified as a “Rational.”

Intuitives (N) see between the lines and process life in an abstract way. They often search for the meaning behind the façade, rather than the details in front of them. Non-linear and sometimes unnecessarily complex, those with the (N) preference can often be extremely insightful and creative in their explanations and solutions.

For a deeper dive into the N vs S function, visit this great video:

A Painting or A P&L Report

A strong (S) type sees the painting above and would likely have these descriptions:

• “The painting is muddled”
• “Her dress is long and is getting dirty”
• “This looks like a really old painting”
• “That’s a pretty red couch”

A strong (N) type sees this painting and has a remarkably different take:

• “She is not into him.”
• “He’s trying to seduce her.”
• “They are in a lovers’ quarrel.”
• “The red couch represents love or passion.”

Both types are seeing the same image, yet each has a different interpretation.

When you translate this into the corporate setting, you see the same discrepancies.

The above is a standard Profit and Loss statement. This tells us the overall health of the company at a high level. You can begin to imagine how the Sensor (S) and the Intuitive (N) might interpret this chart.

Sensors will point out:

• “Net profit is 24% of gross sales.”
• “We can save money by cutting advertising and laying off two people.”
• “We can renegotiate our lease to save money on rent.”

These are statically driven data decisions. The logic behind the decisions are sound and fact-based.

Intuitives will say:

• “Why did we do so well this year?”
• “What does this mean for the next 5 years?”
• “It’s not all black and white, there’s a lot of gray areas.”

The difference in interpretation can be a major problem depending on who is making decisions after viewing the data. Statistically and anecdotally speaking, the most common type for managers are ESTJ’s, being dubbed “Life’s Administrators.”

As mentioned in Part I, the J type will make a final decision based on the data (S), and that will be nearly set in stone. If the ESTJ boss is taking suggestions from their team that is composed of some N and P types, there are going to be glaring disagreements:

  1. The decision made by the S and J boss will seem too rigid and solely focused on the data
  2. The N and P types will be frustrated at the lack of brainstorming
  3. The S and J boss will be frustrated with the N and P’s abstract proposals

In this scenario, the Sensor (S) has the burden of helping the N/P to frame their abstraction in a concrete way, if at all possible. This will be a process that can take years to perfect and is not something that can be implemented overnight, but it will lead to more productive collaboration and team unity. However, if the communication is not fixable, the ESTJ manager will notice that the N/P subordinate will no longer participate in the discussion—a simmering volcano likely to erupt.

The solution I am proposing to fix the Intuitive (N) and Sensing (S) dilemma in the workplace is to first realize that people are making an honest effort to help. Most colleagues aren’t purposely sabotaging an open discussion. Secondly, the collaborative brainstorming needs to be visual. The (S) manager should strive to draw out what the Intuitive (N) is meaning and articulate it into something concrete; writing the suggestions on a whiteboard for the whole group to visualize. Then the group can find common ground as they move away from the theoretical and towards the tangible.

As I dig deeper into the Myers-Briggs Types, I will discuss critical workplace challenges that arise from type-limitations.