Be Better at Building Tomorrows Leaders

Today: Pairing MBTI Insights with

Lominger Competencies
Presented by
CPP, Inc., & Korn/Ferry International powered by LOMINGER
Todays Panel

Sherrie Haynie Evelyn Orr Kim Kenney-Rockwal

Organizational Director, Intellectual Director, HR

Development Property Development Executive Coach and
Consultant Business Improvement
Korn/Ferry International Leader
CPP, Inc. powered by LOMINGER
Health New England

2013, CPP, Inc. All rights reserved 2

Learning Objectives

Align talent with business strategy

Create targeted leadership development plans
Combine MBTI personality type with Lomingers
leadership competencies for maximum impact
Hear how Health New England obtained business results
through MBTI preferences and Lomingers leadership
competencies

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Align Talent with Business Strategy

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Align Talent with Business Strategy

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Create Targeted Leadership Development
Plans

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 Targeted Leadership Competency Development

How do personality preferences play

into the gaps?

What are the development priorities?

How can you address gaps by

building awareness of preferences?

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 Combine MBTI Personality Type with
Lomingers Leadership Competencies for
Maximum Impact

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What Is the MBTI Assessment?

Indicate preferencesinborn predispositions

on four pairs of opposite preferences

Extraversion E or I Introversion

Sensing S or N Intuition

Thinking T or F Feeling

Judging J or P Perceiving

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Focus of Energy

Extraversion E or I Introversion

Are energized by the Are energized by the

external world of internal world of ideas
people, activities, and and experiences
things Prefer to think things
Prefer to talk things through before sharing
through with others with othersan idea
an idea isnt real until isnt real until it has
it has been expressed been considered
and talked through internally
with others

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Take In Information

Sensing S or N Intuition

Prefer specific Prefer general

informationa precise informationa view of
and detailed view the big picture
Oriented to present Oriented to future
realities possibilities
Factual and concrete Imaginative and
Observe and verbally creative
remember specifics Remember specifics
when they relate to a
pattern

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Decision Making

Thinking T or F Feeling

Logical and objective Personal and

principles subjective values
Use cause-and-effect Guided by personal
reasoning values
Solve problems with Assess impacts of
logic decisions on people
Focus on principles Focus on
Generally favor circumstances
impartiality and Generally prefer to be
analysis, even if it appreciative and
causes conflict maintain harmony

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Orientation to the Outer World

Judging J or P Perceiving

Scheduled Spontaneous
Organize their lives Flexible
Oriented toward goals Oriented toward
and results exploring options
Make short- and long- Adapt, change course
term plans

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What are Lomingers Leadership Competencies?

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Combining Preferences and Competencies

Typical strengths

Typical challenges

Areas of overuse

What it looks like at work

Tips for being more effective

Suggested readings

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Leadership Development Based on Preferences
and Competencies

Strengths Weaknesses Overused Tendencies

Perseverance Dealing with ambiguity Not approachable
Task oriented Showing compassion Arrogant
ISTJ

Responsible Developing others Impatient

Orderly Innovation and strategy Failure to build a team
Honest Team building
Interested in trends

Warm Day-to-day management Lack of composure

Enthusiastic Drive for results Lack of follow-through
Imaginative Timely decision making Going with gut too much
ENFP

Future oriented Conflict management Impatient with procedures

Relationship builder Managing up Over-dependent on an
Developing others advocate
Appreciative
Leading groups

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ISTJ Competency Highs and Lows

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Leadership Development Based on Preferences
and Competencies

Strengths Weaknesses Overused Tendencies

Perseverance Dealing with ambiguity Not approachable
Task oriented Showing compassion Arrogant
ISTJ

Responsible Developing others Impatient

Orderly Innovation and strategy Failure to build a team
Honest Team building
Interested in trends

Warm Day-to-day management Lack of composure

Enthusiastic Drive for results Lack of follow-through
Imaginative Timely decision making Going with gut too much
ENFP

Future oriented Conflict management Impatient with procedures

Relationship builder Managing up Over-dependent on an
Developing others advocate
Appreciative
Leading groups

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ENFP Competency Highs and Lows

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Hear How Health New England Obtained
Business Results Through MBTI
Preferences and Lomingers Leadership
Competencies

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Our HNE Associates

ISTJ ISFJ INFJ INTJ

9% 12% 2% 3%
ISTP ISFP INFP INTP
2% 6% 6% 5%
ESTP ESFP ENFP ENTP
3% 10% 10% 4%
ESTJ ESFJ ENFJ ENTJ
11% 11% 5% 1%

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HNE and the Health Care Industry

HNE HNE Vice

Directors Presidents

ESTJ ISTJ

Health Member
Care Services
Associates Associates

ISFJ ESFJ
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Example 1: Dealing with Ambiguity

Leaders make decisions

daily without all the facts

Industry changes daily

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 Example 1: Dealing with Ambiguity

Typical Strengths
ISTJ ISFJ INFJ INTJ

Orderly ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP
Persevering
ESTJ ESFJ ENFJ ENTJ
Responsible
Task oriented
Honest, fair-minded, and loyal
Business oriented, interested in trends

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 Example 1: Dealing with Ambiguity

Skilled Unskilled
Cope with change Not comfortable with change
Shift gears Prefers tried and true
Act without total picture Less efficient with ambiguity
Handle risk Too quick to closure

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 Example 1: Dealing with Ambiguity

Being a More Effective ISTJ

A Dealing With Ambiguity
ISTJ ISFJ INFJ INTJ
B Showing Compassion and Caring
ISTP ISFP INFP INTP
C Developing Others ESTP ESFP ENFP ENTP
D Innovation and Strategy ESTJ ESFJ ENFJ ENTJ
E Team Building

Break deliverables into smaller pieces

Shift vocabulary from perfect to excellent
Use facts while providing practical solutions

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 Example 1: Dealing with Ambiguity

Overusing ISTJ Tendencies

If you sometimes overdo your preferred behaviors you might need to work on:
A Becoming More Approachable
ISTJ ISFJ INFJ INTJ
B Curbing Arrogance
ISTP ISFP INFP INTP
C Better Listening and Patience ESTP ESFP ENFP ENTP
D Not Leaving a Trail of Bodies ESTJ ESFJ ENFJ ENTJ

Practice patience
Stay open to possibilitiesreserve judgment

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Example 2: Conflict Management

Leader jumps to
conclusions quickly

Seen as too direct

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 Example 2: Conflict Management

ESTJ

Unskilled Overuse Skilled

Excessively Overly Opportunities
competitive aggressive Reads
Avoidance Drive to situation
closure Listens

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Leadership Development That Transforms Culture and Drives Business
Results

Coaching is
personalized
for the
individual
MBTI is linked Annual
to competency engagement
development survey

Competencies Everyone
linked to Leading strives to
Insurance
leadership Carrier positively
development impact culture

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Cultural and Business Alignment
ENGAGEMENT IMPACT
4.26 / 5.00 overall employee engagement
High engagement ratio Sample quote text
99% participation rate during all
with4 years
this color region.
Process Improvement focus: Implemented
Extended text 21.5
for the
ideas per associate in 2012 quote is provided
Low turnover
here.
BUSINESS IMPACT Quote source
Quality focus: HNE placed 11th out of 538 private
health plansNCQA Annual Ranking
HNE Medicare Advantage is the only 5-star overall
rated plan for 2012 and 2013 in Massachusetts. This
is Medicares highest rating for quality and
performance.
Added 2 product lines with minimal staff
Consistent membership & financial growth

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MBTI Certification Program
Become a Certified Practitioner

Nationwide public and in-house

programs
Administer, score, and interpret
results
Dynamic learning: activities,
lectures, practice sessions,
assignments
Professional organization CEUs

To learn more, visit:

www.cpp.com/mbticertification

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Q&A

People immediately
understood the MBTIs
value for illuminating
conflict. We were able

Questions to view our differences

through a new lens.
Amy Trombley, Health
& New Englands Vice
President of Human
Resources Department

Answers While any type can

be effective, what it
takes to be effective
is very different.
Pearman, Lombardo,
and Eichinger

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 Thank You
For more information on the MBTI For more information on Lomingers
assessment: competencies:

CPP Customer Relations Lominger Customer Service

800.624.1765 877.345.3610
custserv@cpp.com customerservice@kornferry.com
www.cpp.com www.lominger.com

MBTI and the MBTI logo are registered trademarks of the MBTI Trust, Inc. The CPP logo is a registered trademark of CPP, Inc.