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Myers-Briggs Type Indicator Team ReportCopyright 1994, 1998, 2004, 2009 by Peter B. Myers and Katharine D. Myers. All rights reserved. Myers-Briggs Type Indicator, Myers-Briggs, MBTI, Introduction to Type, and the MBTI logo

are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a registered trademark of CPP, Inc.

Myers-Briggs Type IndicatorTeam Report

Developed by Allen L. Hammer

CPP, Inc. | 800-624-1765 | www.cpp.com

Team Sample

Report prepared for

JANE SAMPLEApril 2, 2010

Interpreted by

Tom Trainer

XYZ, Inc.

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Myers-Briggs Type Indicator JANE SAMPLE/ENFP

Team Report for Team Sample / ENTJ Page 2

A well-unctioning team can accomplish moreand oten betterwork than can an individual oreven a group o individuals working independently. eams provide dierent perspectives on problems,mutual support or achieving objectives, and a shared sense o accomplishment. Yet teamwork alsopresents challenges because it requires that individuals with dierent viewpoints work closely togetherto accomplish a goal. Members o a team must learn how to listen to and communicate with oneanotherto truly understand and appreciate how their teammates see the world and preer to work.

Introduction

Tis report applies inormation rom theMyers-Briggs Type Indicator (MBI) instrument to your team.

Te MBI tool was developed by Isabel Briggs Myers and Katharine Briggs and is based on Carl Jungstheory o psychological types. MBI results can help each team member better understand how his orher team works. Knowing about personality type can also increase the quality o interactions amongteam members. Tis reports objective is to use the MBI instrument to help all team members identiyteam strengths, potential challenges, and ways to improve perormance.

This Report Can Help Your Team and You

Identiy strengths and potential challenges

Work aroundor minimizepotential blind spots

Improve individual and group capacities to solve problems, communicate, and use conict constructively

Maximize the natural advantages that result rom the similarities and dierences o team members Develop team and individual action plans with specifc steps to help improve perormance

How Your MBTI Team Report Is Organized

Your teams personality type

Your teams strengths

Your teams potential blind spots

Your individual contributions to the team

Your potential blind spots

Team problem solving and your preerred problem-solving style

Team communication and your preerred communication style

Team conict and your conict style

Similarity/diversity on your team

Organizational inuences on your team

Team and individual action plans

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Your Teams Personality Type

Learning about your teams personality type will help you understand how the team unctions. A team

type can be derived in various ways; in this report, it is calculated by counting the number o teammembers with each preerence. Te type table below shows the MBI types o the people on your team.

Your Team Type: ENTJ

ENTJ teams are well equipped or situations calling or

decisive action toward a clear goal. They o ten excel at

seeing what is possible and then getting everyone aligned

to meet the objective.

Number o People on Your Team with Each Preerence

E ExtraversionS SensingT ThinkingJ Judging

I IntroversionN IntuitionF FeelingP Perceiving

ISTJ ISFJ INFJ INTJ

ISTP INFP

ESTP ESFP ENTP

ESFJ ENFJ ENTJ

ISFP INTP

ENFP

ESTJ

Successul teamwork doesnt oten come naturallyit takes commitment, skill, time, and eort. Whilethere is no such thing as a perect team, you may be able to continuously improve the eectiveness oyour team by taking the action steps presented later in this report. Appreciating and understanding yourteammates personality types is an important rst step.

1

1 1 1

1

1 1 2

5 4

3 66 35 4

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Your Teams Strengths

eams, like people, have strengths that ow naturally rom their preerred type. eams that understand and use

their natural and preerred ways o taking in inormation and making decisions oten achieve strong results. Ateam is most eective when it uses its preerred style to solve problems and perorm tasks.

Te chart below provides a snapshot o the strengths your team is likely to use. Not every strength willnecessarily apply, however, depending on the mix o individual preerences represented on the team.

Developing a clear vision o what is possible

Thinking strategically

Planning, organizing, and mobilizing people around the strategic plan

Setting ambitious goals

Getting everything and everyone aligned to meet those goals

Being willing to consider new opportunities

Identiying logical but unintended consequences o actions

Considering the pros and cons o all possible solutions, not just the avored ones;

developing worst-case scenarios

Giving priority to the bottom line

Deciding things quickly and then taking action; making things happen

Your Teams Strengths: ENTJ How Useul Now?Team Strengths: ENTJ Needed?

Team Action Steps

} As a team, discuss each o these strengths.

} In the second column o the chart, place a check mark next to the strengths your team needs to solve its

current problem or accomplish its tasks.

} Identiy how you can best use these strengths to your teams advantage.

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Your Teams Potential Blind Spots

Just as each team has its strengths, it also has its likely blind spotsbehaviors team members dont

consider using or dont even see because they are so ocused on the behaviors associated with the teamspreerences. Blind spots can derail a team unless they are made visible and worked around.

Te chart below lists your teams potential blind spots and oers suggestions or managing them. I yourteam includes a team leader whose type diers rom the team type, or team members who are exible inthe use o their preerences, some o these blind spots may not apply.

May neglect to recognize or reward members

contributions because excellent perormance is

taken or granted

Make a conscious eort to identiy, recognize, and

reward positive contributions; explicitly build this into

the team process

May ail to consider how decisions will a ect

important customers or s takeholders

Interview an important customer or stakeholder or

have someone on the team role-play a customer or

stakeholder reacting to the teams decision

May make snap decisions and move to action too

quickly and then have to redo work later

Make sure the team has spent time discussing all the

acts, possibilities, and implications o its decision

Members may use their critical thinking on one

another rather than on problems

Focus on the content o the idea, not the person who

presented it; avoid harsh words; allow time to entertain

possibilities

The team may steamroll over any and all obstacles Try to determine whether the obstacle is a sign o ailure

to consider something important; try to infuence othersrather than overwhelming them with power

May orce-t solutions instead o attentively

listening to and empathizing with customers to truly

understand their needs

Dont assume you know what customers or other

important stakeholders want; ask them explicitly and

ollow up with questions designed to drill deeper into

their perspective

Team Blind Spots: ENTJ Suggested Remedies

Team Action Steps

} Have a team member whose type di ers rom the team type serve as an observer and suggest alternative ways

o proceeding.

} Invite an outsider to perorm this unction.

} Read about the strengths and challenges o teams with types di erent rom your teams type.

} Observe a team with a dierent team t ype to learn how that team accomplishes its tasks.

} Brainstorm ways or the team to overcome its blind spots; post a lis t o strategies.

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Your Individual Contributions to the Team

Each member o your team has strengths related to his or her personality type. Knowing more about

your type can help you better understand how you can use your strengths to help your team. You are atyour best when you are acting out o your natural preerences. According to the results o your MBIinterpretation, you expressed your preerences as ENFP.

ENFPs are energetic and enthusiastic. On a

team they generate new ideas and possibilities

to solve problems, and they continually push

or change.

ISTJ ISFJ INFJ INTJ

ISTP INFP

ESTP ESFP ENTP

ESFJ ENFJ ENTJ

ISFP INTP

ENFP

ESTJ

E ExtraversionN IntuitionF FeelingP Perceiving

Your Type: ENFP

Brainstorming new solutions

Thinking out loud

Stimulating others creative thinking

Generating long-range possibilities

Motivating others and getting their buy-in

Generating excitement about and enthusiasm or new projects or ideas

Seeing the big picture

Making decisions based on personal values

Reminding team members o common values

Negotiating win-win solutions

Seeing other peoples viewpoints

Driving change

Your Strengths: ENFP Used Now?

Individual Action Steps

} Determine which o these behaviors describe you and consider how they are working or you. How might you

use those behaviors to help the team?

} Place a check mark in the second column o the chart above or each behavior you use with the team. Are any o

your natural strengths not being brought to the team?

} With team members, discuss how your strengths can help the team achieve its objectives.

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Your Potential Blind Spots

Your type preerences carry with them potential blind spots as well as natural strengths. eam members

who identiy their blind spots can work around them. In the chart below are a number o potential blindspots along with suggestions or overcoming them.

May ail to consider whether your ideas are easible Learn to ask the more detail-oriented team membersor eedback on your proposals beore presentingthem to the entire team

May give scattered or somewhat disorganizedpresentations to the team

Use an outline to help organize your thoughts andkeep it in ront o the team when you are presenting

May ail to make a clear distinction between apossibility and a decision Announce explicitly to team members when youare thinking out loud vs. when you have reached adecision; write down the decision and circulate it

May annoy team members by seeming to change yourmind requently

Let team members know when you are verballyexploring possibilities so they do not believe thatevery possibility you discuss is another action item

May burn out by running rom one possibility toanother

Stay ocused on a manageable list o priorit ies to helpprevent burnout

May neglect to consider the impact o your ideas onthe bot tom line

Explicitly communicate to team members andshareholders how your ideas will contribute toimproving the bottom line

Potential Blind Spots: ENFP Suggested Remedies

Your preferences for ENFP differ from your teams preferences for ENTJ. You will probably agree withand support how your team operates in some areas but not in others. Work at listening carefully andtrying to understand the viewpoints of other team members whose preferences are different from yours.Consider also, however, when your different way of seeing the world and approaching problems can bean advantage to the team.

Functioning well as an ENFP is how you will contribute the most to your team. But it is also importantto learn to be exible when the situation calls or it. Being exible does not mean changing your type.Being exible means that you have a clear preerence but are able to use an opposite preerence when youchoose to do so.


} Determine which o the blind spots in the chart describe your behavior on this team.

} Ask yoursel whether any o these behaviors are hindering your teams perormance. I yes, tr y the suggested

remedies and ask a team member you trust or eedback to chart your progress.

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Team Problem Solving

eam problem solving involves collecting inormation and then making a decisionthe two behaviors

that orm the core o psychological type. Isabel Myers believed that the best way to solve a problem is touse the our type unctions deliberately and in a specic order: Sensing, Intuition, Tinking, and Feeling.Te arrows in the diagram below illustrate this Z-model process.

Yet when most teams solve problems, they tend to rely more on their two preerred type unctionsinstead o using all our unctions in order. Because your team type is ENJ, the team will tend to relyrst on Tinking and then on Intuition, as these behaviors come most easily to your team. So the teamwill spend most o its time using the behaviors shown in the Tinking and Intuition boxes.

Feeling (F)

Involve all parties Consider eects o decisions on others Use values to evaluate options

Get buy-in rom stakeholders Work to keep harmony on the team

THINKING (T)

Analyze the underlying issue Dissect the problem Debate or argue to surace all opinions

Create or apply a model Question undamental assumptions

Sensing (S)

Identiy relevant acts Act based on experience Determine realistic constraints Devise and implement incremental solutions Question radical new approaches

INTUITION (N)

Consider all possibilities Brainstorm alternatives Solve multiple problems at the same time Consider the uture Identiy trends and patterns

Your team will have less interest in, and spend less time on, behaviors associated with Feeling andSensing. In act, it may short-circuit the Z-model process and use onlythe Tinking and Intuition steps.You may notice this dynamic at work in team meetings. However, i the team neglects to use Feeling,it may miss what is most important to its customers or clients. I it neglects to use Sensing, it may missrelevant acts that it needs to solve problems and make decisions. eam perormance may suer i all ourunctions are not considered.

Team Action Steps

} The next time the team aces a decision, work through the steps in the order indicated by the arrows above.

} Identiy team members, or someone rom outside the team, who can help your team address the Sensing and

Feeling aspects o problem solving.

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Your Individual Type and Problem Solving

As a person who preers ENFP, you likely preer a problem-solving style that primarily involves the use

o Intuition and Feeling. You probably like to create entirely new possibilities that can help others andtend to be concerned about the impact o your decisions on others. You are less likely to want to spendtime on acts and details, so your ideas may not be very practical. You also may neglect to consider thestrategic impact o your decisions.

Because your individual type, ENFP, is different from your teams type, ENTJ, your problem-solvingapproach will be different as well. You may be able to help the team work around some of its blind spotsby bringing your individual perspective to the problem-solving process. The approximate amount oftime and energy you and the team tend to spend on each function is represented in the circles below.What impact have these differences had on your role in team decisions and at team meetings?

SENSING INTUITION THINKING FEELING

ENTJ

Team

15%

50%

5%

30%

15%

50%

5%

30%ENFP

Individual


} Make sure you bring your strengths in the Intuition and Feeling steps o the Z-model to the teams problem-

solving process.

} Pay special at tention and be patient when the team is using Sensing and Thinkingyou may try to rush the

team through these steps. Use the questions in the Sensing and Thinking boxes in the Z-model as a guide.} Support anyone on the team who is using Sensing and Thinking.

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Team Communication

Many advantages o teamworkdierent perspectives on a problem, availability o more inormation

and experience, multiple ideas, and mutual supportcan be realized only i team memberscommunicate with one another eectively. Your team type aects how your team tends to communicate.

The majority o team members express a preerence or Extraversion and may:

Spend a lot o time communicating with one another, either ormally in meetings or inormally

Arrive at solut ions through discussion; they tend to think out loud

Move quickly rom one topic to another and interrupt others while doing so

Overwhelm the quieter team members

Team Communication Style: Extraversion

The majority o team members express a preerence or Intuition and may:

Spend a lot o time discussing new ideas and possibilities or the uture

Communicate in generalities or abstractions and nish each others sentences

Have diculty supporting their ideas with concrete acts, which will rustrate team members with a Sensing

preerence

Team Communication Style: Intuition

The majority o team members express a preerence or Thinking and may:

Like to discuss the pros and cons o each alternative

Enjoy a lively, riendly debate or argument

Pick apart one anothers communication, looking or inconsistencies or faws

Unwit tingly hurt the eelings o some team members who preer Feeling

Team Communication Style: Thinking

The majority o team members express a preerence or Judging and may:

Want to communicate only enough inormation to make a quick decision

Want to move systematically through the agenda, checking o topics as they go

Express impatience i anyone brings up issues that might delay taking action

Team Communication Style: Judging

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Team Action Steps

} Make sure that those who prefer Introversion have an opportunit y to speak, and when they do, dont interrupt.

} Ask those who preer Sensing to present acts or experiences that address the practicality o new ideas,

including the realistic constraints under which the team must work.

} Ask those who preer Feeling how the team can enlist cooperation rom others or improve cooperation within

the team.

} Ask those who preer Perceiving i there is any more inormation that needs to be considered beore a decision

is made.

Your Individual Type and Communication

You like to think out loud and tend to communicate whatever crosses your mind to a broad network opeople. You may interrupt others in your eagerness to share your thoughts. You generally communicatenew ideas and possibilities. Your energy and warm enthusiasm are oten apparent when you speak orwrite. Your communication tends to be about what could happen in the uture and may be abstract.You may jump quickly rom one topic to another and lose some people in the process. Additionally,you may not include enough concrete details or some o your listeners. You are concerned about howinormation or decisions will aect others.


} Stop talking occasionally and listen careully to what others have to say.

} When necessary, support your ideas with acts or data.

} Convey how your ideas will contribute to the bot tom line.} Let people know when you are just thinking out loud and when you have made a decision. Some o your

listeners may not be able to tell.

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Team Conict

A certain amount o conict can be expected on any team. Te rst step in addressing conict is to

identiy possible sources. ension or conict can result rom either similarities or dierences amongteam members preerences. Consider below whether some o your teams disagreements, either amongteam members or with people outside the team, may be due to how team members approach problemsand tasks.

I understood and handled appropriately and constructively, conict can be useul and even productive.It can provide an opportunity to learn how others approach problems and thus can increase creativity.Additionally, when conict is resolved well, the result can be buy-in and consensus.

How much should team members interact and how much discussion do we need? Extravertedtypes probably will want to discuss most issues and to arrive at decisions by thinking out loud.

They want to know what everyone is thinking. Tension may result i they eel that the Introverts are purposely

withholding inormation, which may lead the Extraverts to question the Introverts motives or commitment .

Introvertedtypes probably will want to think things through beore discussing them. They want to be surewhere they stand beore they announce a decision. They may eel constantly interrupted and unable to get their

work done because they are always being called to meetings or conversations with the Extraverts.

Conlict Source: ExtraversionIntroversion Dierences

Should the team emphasize experience and tradition, or new opportunit ies and possibilities?

Sensingtypes probably will want to stick close to the acts and base decisions on their experience with whathas worked in the past. They may believe that most ideas rom the Intuitive t ypes are unrealistic and not worth

wasting time on.

Intuitive types likely will want to identi y new opportunities and possibilities and pursue them with enthusiasm.They may eel that the Sensing types quash their ideas, and thereore their motivation, beore giving them a

chance.

Conlict Source: SensingIntuition Dierences

Should the team make decisions by objectively weighing pros and cons, or by subjectively considering values and

impact on others?

Thinking types will want to make logical decisions based on sound and agreed-on principles that can be appliedairly and evenly. They may believe that the Feeling types are playing avorites or are unwilling to make the

tough decisions needed.

Feeling types preer to make their decisions based on valueson what is most important to them or to others.They may perceive the Thinking types as cold or uncaring.

Conlict Source: ThinkingFeeling Dierences

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How much scheduling and organization do we need to accomplish our tasks? How much inormation does theteam need to make a decision?

Judging types will want to get things decided, organized, and scheduled right away. They like to plan the workand work the plan. They may see the Perceiving types as wishy-washy, indecisive, and unorganized.

Perceiving types preer to work at their own pace, which sometimes means nishing in a burst o energy at thelast minute. They like to hold o on decisions to make sure they have all the necessary inormation. They may

see the Judging types as controlling.

Conlict Source: JudgingPerceiving Dierences

Team Action Steps

} Adopt an atti tude o respect and appreciation or the other members o your team.

} Review the our potential sources o confict and discuss whether they are causing tension, confict, or s tresson the team.

} In discussing any confict, be open and honest yet calm about your thoughts and eelings. Invite eedback rom

others, and then listen careully to what they have to say.

Your Individual Type and Conict

As a person who preers ENFP, ask yoursel whether you are contributing to team tension or conict inthe ollowing ways:

Am I overwhelming quieter team members or constantly interrupting them?

Am I presenting unrealistic ideas with no supporting data?

Am I more interested in people and process than in results?

Am I delaying team action by constantly bringing up new inormation?


} Refect urther on the questions above and consider any adverse impact on the team.

} I you are not sure o your impact, ask or eedback rom the team or rom a trusted team member.

} Choose one or more team members whose preerences are dierent rom yours and discuss any tensions or

conficts resulting rom your dierent styles.

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Similarity/Diversity on Your Team

Te degree o type similarity or diversity on a team can aect the teams perormance. Your ENJ

team is neither very similar nor very diverse but rather alls somewhere in between.* eam membersmay take a similar approach to some problems but dier in their approach to others. It depends onwhich preerences are being called upon by the task. eam similarity/diversity aects two aspects operormance: theprocess, or howyour team goes about perorming its tasks; and the outcome, or howwellit perorms its tasks. eams like yours may nd that the strengths and blind spots associated withan ENJ team are sometimes, but not always, applicable.

Your team alls in the middle o the similarity/diversity continuum. Some team members may tend to:

Be open with certain team members but more cautious with others

Mediate to help team members o dierent types understand one another Share similar values with at least some other members o the team

Feel comortable with, understand, and get along with most other team members

Believe their opinions can infuence at least some o their teammates

Support the ideas o others and eel appreciated most o the time

Form cliques or subgroups with team members who share their type preerences

Process

Because your team has a mix o both similar and diverse types, team members may tend to:

Finish some tasks quickly but struggle with others Make good use o team resources, identiy ing and using the talents o the right person or the task

Produce either conventional or original solutions to problems, depending on the task

Produce somewhat more limited or constrained solutions than do highly dissimilar teams

Outcome and Perormance

Team Action Steps

The key to achieving positive outcomes with a mixed team is to make eective use o similarities and dierences

during the process phase:

} Discuss the team members individual type descriptions and note how each types strengths can be an asset to

the team.

} Work to avoid the ormation o subgroups composed o those whose types are similar; make sure there is a mixo types in all subgroups.

} Choose a team member whose type is opposite to the teams type to review the teams decision or product

beore it is released.

} Try brainstorming solutions individually beore coming together as a team.

} Identiy a team member whose particular skill is consensus building or group process and have him or her

acilitate meetings. I that doesnt work, or i no team member is willing to assume this role, consider using an

outside acilitator.

* Team similarity/di versity is determined by comparing whole types on the team. It is based on research in communication style and

psychological type.

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Organizational Inuences on Your Team

It is likely that your team behaves like an ENJ team and the description o your teams strengths and

blind spots provided earlier in this report ts airly well. Additional actors, however, may inuence theextent to which your team behaves like an ENJ team. Tree actors are discussed next.

Leadership

Te extent to which your team behaves as an ENJ team also may depend on the personality type othe team leader. I the team leaders type is very dierent rom your ENJ team type, he or she mayinuence the team to use dierent preerences. I that happens, some o the strengths and blind spots oran ENJ team listed earlier in this report may not t.

Organizational Culture

Organizational cultures oering a lot o reedom around how tasks are perormed increase teammembers opportunity to use their various type preerences. I you work in such an environment, yourteam will be able to exercise its natural ENJ preerences. Alternatively, i the organizational culture isrigid and requires behaviors that are not natural or an ENJ team, not all the strengths and blind spotsin the ENJ team description may t. I your team operates or too long in a culture that does not allowthe expression o its members type preerences, stress or inefciency may result.

Team Task

Te extent to which your team behaves like an ENJ team also may depend on the kind o workor which the team is responsible. I the task currently assigned to your team is very specic, can becompleted over a short time period, and requires behaviors that are associated with opposite typepreerences, then the ENJ description o strengths and blind spots may not t or your team at thisparticular time.Ater your team moves on to another assignment, especially i the task is a closer t orteam members natural preerences, more aspects o the teams type description may t.

Team Action Steps

} Discuss how your organizations culture ts with your ENTJ team type. What are the similarities and

dierences and what eect does each have on your teams perormance?

} List some o the behaviors required to complete the work your team does. Are those behaviors consistent with

your ENTJ team type? I not, what preerences are required by the tasks that the team perorms?

}Compare the type o the team leader with the team type. Review similarities and dierences and discuss theeect o each on team perormance.

} What can the team do to encourage each member to express his or her natural preerences?

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Action Plan or Your Team

Use the chart to make explicit your teams plan or working together better. In a group discussion, choose

team goals. In the chart, list the goals and the actions the team will take to achieve each one. Brieydescribe metrics that will be used to indicate success. Set a date to discuss team progress.

Team Goals Actions NeededWhat Will Success

Look Like?Date to Discuss

Progress

1.

2.

3.

Your Individual Action Plan

Complete a plan or yoursel as well. Tink o goals you could achieve that would help you be an evenmore eective team member. In the chart, write your goals, actions to take to achieve them, and how youwill know you are succeeding. Set a date or discussing your progress with the team or with a coach.

My Goals Actions I Will TakeWhat Will Success

Look Like?Date to Discuss

My Progress

1.

2.

3.

Ask yoursel these additional questions:

Aremyindividualgoalsinlinewiththoseoftheteam?

ArethegoalsIlistedrealisticwithinthetimeperiod?

WhatkindofhelporresourcesdoIneedtoachievemygoals?

HowcanIhelpothersontheteamachievetheirgoals?

HowwillIrewardmyselfwhenIachievemygoals?

For more than 60 years, the MBTI tool has helped millions o people throughout the world gain a deeper understanding o

themselves and how they interact with others and improve how they communicate, work, and learn. Visit www.cpp.com to

discover practical tools or lietime learning and development.

CPP, Inc. | 800-624-1765 | www.cpp.com Full copyright information appears on page 1.

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