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In this episode Joel and Antonia talk about the benefits and challenges of using Myers-Briggs for hiring.
In this podcast you’ll find:
- Many people’s first exposure to MBTI is in the workplace.
- MBTI was developed during WWII when a high percentage of women were entering the workforce.
- Myers and Briggs developed this instrument to help these women find work that fit their skill set.
- Myers and Briggs were huge Jungian fans.
- A good place to tether a new technology is in the workplace because that’s where the money is.
- Can we use MBTI to determine an employee’s capability?
- You can only utilize it for hiring if you have better than journeyman aptitude with the technology.
- If you have a beginner or intermediate level of understanding, you shouldn’t use it. Or, you will end up falling back on stereotypes and inaccurate assumptions.
- Some people want to use the magic pill, but they don’t understand it.
- You can’t conflate talent with skill.
- Certain types come with individual abilities, but there are a lot of people who have used their functions vs. exercising their functions.
- You can use a golf club, but you won’t get good at it until you exercise it and build skill with it.
- When you know somebody’s type, you are aware of their talent base, but you have no idea what their skill set is.
- The talent pool of each of these types is vast.
- There is a lot of room for variation.
- People may assume that an STJ would be a great manager and an NTP wouldn’t.
- But if the NTP has been focusing their cognitive functions to build leadership skills and the STJ has spent all their time couch surfing the NTP will outclass the STJ.
- You can’t rely on the indicator to determine someone’s skill set.
- To just use MBTI alone reduces people to the wiring of their minds, not their skill set.
- A laser can do a lot of damage, but in the right application, it can be used for a lot of good. But it requires skilled application.
- Until something has been massively weaponized, you can’t see its power.
- You can tell how powerful MBTI is because it is so polarizing.
- If evaluative criteria are met for the four judging processes, they can do extraordinary things that may look counter to their type.
- Introverted Feeling is the decision maker for all FPs. Their criteria require them to feel fully authentic and aligned with something. If their authentic criteria is not met, it is tough for FPs to do anything. Like an Off/On switch.
- Extraverted Thinking is not the only way to get something done.
- Introverted Thinking is the decision maker for all TPs. Their criteria require something make sense to them. If it makes sense, they will bend over backward to pursue it and work hard to honor that position.
- They are very autonomous though, so they don’t appear to be team players, but they will get the job done.
- Extraverted Feeling is the decision maker for all FJs. Their criteria is getting people’s needs met and keeping morale up. They will do things outside their usual talent base and learn new skills if they think it will get people’s needs met.
- Extraverted Feeling is the decision maker for all TJs. Their criteria is making sure the numbers and metrics make sense. Once that criteria is reached, they will figure out what they need to do to get the job done, including taking into consideration the emotional needs of others, which isn’t always a skill set for this type.
- The fundamental motivation of each type is going to stay the same, but the individual skill set can be surprisingly varied.
- As long as the underlying criteria is met the skill development is varied.
- Fi underlying criteria is, “This makes sense to me, and I believe it.”
- Ti underlying criteria is, “This makes cerebral sense to me. All the data is in alignment.”
- Fe underlying criteria is, “What lifts everyone’s morale?”
- Te underlying criteria is, “What makes sense structurally?”
- MBTI isn’t a magic bullet when hiring. You have to understand it well enough to understand its shortcomings.
- Some people may go against every assumption on paper but because of the experience they have or the things they have overcome they are the very ones you need on the team.
- Sometimes we develop specific disciplines that are counter to our personality type because we needed to.
- There‘s no substitute for getting to know your candidate well.
- Know their work history.
- How they perform as an employee.
- There is one area where knowing your employee’s types can give you some insight into yourself.
- It’s very common for people to hire others like themselves.
- This creates a team with the same strengths and the same blind spots.
- If you interview someone and you don’t jive with them, they may be exactly the person you need.
- Myers-Briggs is just one system.
- It is tough to know how good someone is going to be at their job until you work with them and see them perform.
- The longer you can observe somebody the better you can gauge their fit.
- Get the right people on the bus and into the right seats.
- The better you get at a tool, the more you recognize its limitations.
- Car Model
- Cognitive Functions
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