We use a variety of personality and interpersonal assessments to broaden individuals’ awareness of their patterns of thought and behavior. This awareness ultimately leads to more effective self-management, personal alignment and authenticity, and improved working relationships. Assessments include:
- Myers-Briggs Type Indicator (MBTI) – learn the basis of personality differences
- Fundamental Interpersonal Relations Orientation (FIRO) Business – understand interpersonal needs and their impact on the workplace
- Conflict Dynamics Profile – Individual – recognize constructive and destructive responses to conflit
- EQ-i 2.0 – evaluate engagement in emotional and social competencies
Based on the breakthrough work of Carl Jung, the Myers-Briggs Type Indicator® (MBTI) gives us a practical and straightforward tool to navigate the otherwise complicated realm of personality. Backed by decades of research and international application, the MBTI provides the best of both worlds: it is both easy to use and understand and it has an ever-expanding relevance in the work place, addressing such areas as leadership skills, communication style, project management, teamwork, coaching, and conflict management.
Myers Briggs Type Indicator – Interpretive Report for Organizations
Based on the simplest and shortest version of the MBTI, the MBTI – IRO gives each individual a comprehensive analysis of their personality type and work style, including leadership tendencies, preferred work environment and learning style, communication style, problem-solving approach, likely reactions under stress, potential pitfalls, and suggestions for development.
What we like about it: This report provides both the personal side of personality as well as how that personality plays out in the work environment. It is ideal for use in our customized Team MBTI workshops, where not all participants are in supervisory roles.
Myers Briggs Type Indicator – Step II Interpretive Report
The MBTI Step II is a more advanced version of the instrument, breaking down each of the four aspects of personality into a total of 20 facets, and providing analysis of how those facets affect a leader’s behavior in four critical skill areas: Communicating, Making Decisions, Managing Change, and Managing Conflict.
What we like about it: The Step II helps experienced MBTI participants understand more nuances of their Type and provides actionable recommendations to leaders in the skills we most often see leaders choosing to develop.
By measuring the interpersonal needs of Involvement, Influence, and Connection, the FIRO-Business describes how individuals behave, how they affect others, and how they can be more effective. It provides insights into how to better interact with coworkers, managers, and direct reports. The report also describes the leader’s characteristic approach, likely challenges, and development opportunities in the critical skills of handling negotiation and conflict, making decisions, and setting priorities.
What we like about it: By focusing on interpersonal needs, this assessment provides a unique perspective on effective human interaction. When participants start to notice how their needs show up in their behavior, they can have a better appreciation for what might be behind the confounding behavior of others: a set of interpersonal needs that differs from theirs, rather than an “annoying” personality. The FIRO can also be combined with the MBTI in a Leadership Report that offers more nuanced information about leadership style, roles, working in teams, and dealing with change and stress.
Conflict is inevitable, and it tends to be one of the most negative aspects of a person’s work life. However, through using the Conflict Dynamics Profile – Individual (CDP –I), people learn how to approach conflict in a way that lessens the likelihood of damaged relationships and increases the potential for positive, creative solutions to emerge. The CDP-I helps individuals gauge their destructive and constructive responses to conflict as well as their personal “Hot Buttons,” those situations that tend to ignite the fires of conflict. This new awareness enables them to make more effective choices before, during, and after they engage in conflict, and supports a transition from detrimental emotional conflict (focused on personalities) to useful cognitive conflict (focused on ideas).
What we like about it: The CDP-I develops a new, in-depth language around specific conflict behaviors and offers concrete ways to improve effectiveness in managing oneself and the situation.
Emotional Intelligence includes the competencies most sought after in today’s leaders who must build productive, positive relationships and deliver results in high-stress environments. The EQ-i 2.0 reveals an individual’s level of engagement across 16 elements of emotional intelligence, the impact of each element on workplace behavior, and specific strategies for action.
What we like about it: The EQ-i 2.0 expands individuals’ awareness of the importance of emotional and social skills in leadership, and better yet, how to actually improve them.