The "Personality" of High-Performing Teams

• The "Personality" of High-Flying Teams (437.3 KB)
• MBTI Team Type Table (170.6 KB)

Mix It Up
While communication among individuals of various types can present issues that each member needs to recognize, ideally, a veterinary team should include a good mix of personality types to communicate effectively and function efficiently.

In assessing the mix in the team, develop a type table (download the PDF at the top of the page for a copy), noting whether all eight preferences are represented. Consider which team members have four letters different in their type preferences as they may have greater potential for communication problems.

If the team doesn’t have a good mix, note what types are missing and, as a result, what pitfalls may result from that lack. It is important to compensate for these voids by making every attempt to balance the decision-making process. For example, if Sensors are absent, the team must slow down the process of their interactions and ask the kinds of questions that a Sensor—who is firmly reality-based, dealing with “what is”—would ask. Have all the necessary data, facts, and details been discussed and addressed?

Conversely, if your team is short on members who prefer Intuition, consider whether the group has given enough consideration to the big picture, and speculated on all the possibilities. Remember that personality type is a natural preference, not a limitation. We can all make use of our less dominant preferences when we need to.

Attitude Check
Does the team have a positive attitude toward differences among personalities? The increased knowledge and insights gained about type differences can have a major positive impact on the team. Teams must work hard to create an environment of trust that allows for members to contribute their gifts.

Is the practice owner open to the contributions of all members? That can have an enormous influence on whose ideas are heard and valued on the team. Remember that leadership doesn’t always rest with the person at the head of the table or the person identified as the leader. At the heart of effective leadership is the ability to communicate meaningful information and build relationships among team members.

The Myers-Briggs Type Indicator (MBTI) organizes what appears to be random variation in behavior in healthy people into 16 categories; these categories emphasize understanding valuable differences between individuals and how these differences (or preferences) are displayed in affective behavior and communication.1 This insight into psychological type preferences can also enhance team performance. We all have unique gifts to offer and challenges to overcome; understanding one another’s preferences can help teams work to maximize each person’s special talents through improved communication and the ability to handle interpersonal issues successfully.

Tips to Communicate by MBTI Type

For Team Members Who Prefer...

Extraversion
• Allow talking out loud without definite conclusions.
• Match enthusiasm or energy.
• Respond quickly without long pauses to think.
• Make communication active (encourage and expect interaction).
• Communicate openly, do not censure.
• Ask for additions and changes to the agenda before starting.

Introversion
• Avoid interrupting, which I’s often perceive as rude.
• Provide an agenda before a meeting to give Introverts time to reflect before commenting on issues and concerns.
• Don’t assume that an Introvert is uninterested; he or she may just be taking time to process information.
• Use a quick written brainstorm before asking for oral responses.
• Developing trust and “getting to know you” is essential for Introverts.

Sensing
• Use bullet points.
• Be direct.
• Show evidence by providing facts and details—
and use examples.
• Show the steps involved.
• Show how your suggestion is a continuation of what is, not a radical change.

Intuition
• Don’t give lots of details unless asked to do so.
• Show the aspects that are nonroutine.
• Focus on the overall future context.
• Start with the concept of the big picture.
• Say it in unique words.
• Document successful applications.

Thinking
• List the pros and cons for each alternative.
• Listen and offer perspectives, if asked.
• Be calm and reasonable.
• Focus on the task at hand.
• Ask, “What can I do for you?”

Feeling
• Get to know the person prior to getting down to business.
• Be friendly and personable.
• Ask, “How can I help you?”
• Demonstrate empathy by presenting areas of agreement first.
• Pay attention to your body language.

Judging
• Allow adequate time to prepare.
• Present a timetable and stick to it.
• Set goals.
• Get clarity on deadlines.

Perceiving
• Set direction.
• Bring in new information and ideas.
• Understand that exploration is motivating.
• Leave options open for further consideration.

The Art of Feedback
Following are suggestions to provide—and receive—constructive feedback in a team. The key: feedback should be helpful, nonthreatening, and nondemanding.

Giving
• Use “I” statements
• Give examples
• Be respectful
• Be direct
• Say what you would like to have happen instead
• Focus on present behavior, not past
• Focus on the behavior, not personality
• Give feedback in moderation
• Be descriptive, not judgmental

Receiving
• Listen
• Be open to discussion
• Ask for examples
• Thank the person for the feedback
• Say what you will change

References
1. Gifts Differing. Briggs M, Myers P, Davies-Black Publishing, 1995, pp 2-9.

Suggested Reading
Hardwired Leadership: Unleashing the Power of Personality to Become a New Millennium Leader. Pearman R. Davies-Black Publishing, 1998.
How to measure the mix. Scanlan S. The Type Reporter 1:4, 1985.
Introduction to Type and Communication, 2nd ed. Dunning DD. Davies-Black Publishing, 2003.
Reaching Out: Interpersonal Effectiveness and Self-Actualization. Johnson DW. Allyn and Bacon, 2006.
Using Type in Selling: Building Customer Relations with the MBTI. Brock SA. Davies-Black Publishing, 1995.