Myers-Briggs: Everything You Need to Know

A long standing client got in touch recently to ask for my support in assessing whether an individual might be right for a post the organisation is looking to fill. 

This assistance can take a number of approaches which can include support with the interview process, being on the interview panel, and considering what methods and tools can be used to find out whether the organisation is right for the individual and vice versa.

One of the tools that I recommend is the Myers-Briggs Type Indicator (MBTI). I know there a number of different psychometric and personality assessment tools available, but this is one I’ve used for many years.  It is simple to use, has a background and wealth of research numbering many years behind it. The reports are enlightening and empowering.  The process is easy to understand for all involved. So naturally this was one of my recommendations. 

I’ve heard many leaders state that attitude and personality are two things that are important yet difficult to train for.  And I do agree with this but know that these can be trained for but may take longer to embed than other skills. Another important factor is that people can pretend their way through the probationary period after which they settle down and other personality traits become evident. 

The benefits of the Myers-Briggs Type Indicator are that it helps individuals understand their preferences in how they perceive the world and make decisions.  This in turn supports recruiting organisations and leaders identify the best candidates looking at their skills, personality, likely attitude and aptitude. 

Here are a few more benefits of this tool:

• Improving Team Dynamics: When teams understand each other’s personalities, they work more harmoniously. Team members can anticipate how colleagues might approach problems or communicate, which can reduce misunderstandings and conflicts.
• Enhancing Communication: Effective communication is essential in any organisation, and MBTI can help teams understand diverse communication styles. For instance, Extraverts often prefer ideas storming (brainstorming) sessions, while Introverts might process ideas alone before contributing.
• Increasing Self-Awareness and Personal Growth: MBTI offers a framework to understand personal strengths and areas for growth. As a practitioner, I help leaders understand their personality type in relation to their leadership style. This knowledge can empower them to lean into their strengths while developing skills in areas that might not come as naturally.
• Supporting Conflict Resolution: When conflicts arise, MBTI provides a neutral language to understand differences in approach and resolve issues. By knowing each other’s personality types, team members can approach conflicts with greater empathy and understanding.

As an MBTI practitioner, my role involves much more than administering tests. Here’s what it means and why it’s so fulfilling:

1. Guiding Self-Reflection: I help people recognise and articulate their preferences, many of which they may have never explicitly considered. This introspection often uncovers surprising moments as individuals see how their traits influence everything from career choices to personal relationships.
2. Facilitating Growth: One of my favourite parts of being a practitioner is helping people use their MBTI type as a starting point for growth. For instance, a leader who naturally leans towards Judging (J) may work on flexibility in their approach, while someone with a Perceiving (P) preference might benefit from strategies to structure their work.
3. Supporting Organisational Goals: Being an MBTI practitioner in a corporate setting requires aligning individual insights with organisational goals. For example, in team workshops, I create exercises that enable employees to appreciate each other’s differences, leading to a stronger and more united team.

For leaders, self-awareness is essential to inspiring and guiding others. When leaders understand their MBTI type, they can embrace their natural style while also being mindful of the preferences of those they lead. This awareness can result in a more inclusive, adaptable, and effective leadership approach.

So what do the J, P, referred to above mean?

The Myers-Briggs Type Indicator is a personality assessment based on Carl Jung’s theory of psychological types. Developed by Katherine Briggs and her daughter Isabel Myers. Through a series of questions, the MBTI places people into one of 16 personality types, represented by four dichotomies:

• Extraversion (E) or Introversion (I) – how we gain energy and interact with the world.
• Sensing (S) or Intuition (N) – how we gather and process information.
• Thinking (T) or Feeling (F) – how we make decisions.
• Judging (J) or Perceiving (P) – how we approach structure and organisation.

These types can reveal insights into a person’s natural inclinations and strengths, creating a foundation for greater self-awareness, personal growth, and team dynamics.

While MBTI is sometimes critiqued for being too simplistic or “boxing” people in, it’s important to remember that it’s a starting point, not a complete psychological analysis. Organisations that view MBTI as one tool in their broader toolkit for personal and professional development can use it effectively to unlock new levels of understanding and collaboration.

Being a Myers-Briggs practitioner is deeply rewarding, and I’ve seen time and time again how this framework can be a catalyst for growth. For organisations, it’s not just about knowing each other’s types but about cultivating an empathetic, adaptable culture where everyone’s unique strengths are recognised and celebrated.

If you’d like to explore using Myers-Briggs within your organisation, reach out to me today for more information or book in for group workshops to help your team thrive.