The High The High Performance TeamPerformance Team

The Temperament FactorThe Temperament Factor

Buddy DewarBuddy Dewar

The Value of The Value of Understanding TeamsUnderstanding Teams Understand why some team Understand why some team

members lack trust.members lack trust. Understand why some team Understand why some team

members are intimidated by members are intimidated by others.others.

Understand why breakdown in Understand why breakdown in communications occur.communications occur.

The Value of The Value of Understanding Understanding TeamsTeams Understand why some team Understand why some team

members seek too much control.members seek too much control. Understand why some team Understand why some team

members do not listen.members do not listen. Understand why breakdown in Understand why breakdown in

planning results occur.planning results occur.

A Team’s Collective A Team’s Collective Functional BehaviorFunctional Behavior1. Team members 1. Team members communicatecommunicate

with one another.with one another.

2. Team members 2. Team members filter information.filter information.

3. Team members 3. Team members make judgement.make judgement.

4. Team members 4. Team members reach closurereach closure by by making decisions. making decisions.

Team members Team members Come to the Come to the meeting and meeting and

function with function with four pairs of four pairs of preferencespreferences

Team Functional PreferencesTeam Functional Preferences

III

EE

SS

NN

TT

FF

PP

JJ

- IntroversionIntroversion

- ExtroversionExtroversion

- SensationSensation

- IntuitiveIntuitive

- ThinkingThinking

- FeelingFeeling

- PerceivingPerceiving

- JudgingJudging

CommunicationsCommunications

Filter InformationFilter Information

Make JudgementsMake Judgements

Reach DecisionsReach Decisions

Characteristics Of Team Characteristics Of Team Member PreferenceMember Preference

ExtroversionExtroversion– SociabilitySociability

– InteractionInteraction

– Multiplicity of Multiplicity of RelationshipsRelationships

– External External EventsEvents

IntroversionIntroversion– TerritorialTerritorial

– ConcentrationConcentration

– Limited Limited RelationshipsRelationships

– Internal Internal EventsEvents

II EE

Characteristics Of Team Characteristics Of Team Member PreferenceMember Preference SensingSensing

– SensibleSensible

– PracticalPractical

– ExperienceExperience

– ActualActual

– RealisticRealistic

IntuitiveIntuitive– ImaginativeImaginative

– IngeniousIngenious

– HunchesHunches

– PossiblePossible

– SpeculativeSpeculative

SS NN

Characteristics Of Team Characteristics Of Team Member PreferenceMember Preference ThinkingThinking

– ObjectiveObjective

– PolicyPolicy

– LawsLaws

– ImpersonalImpersonal

– JusticeJustice

FeelingFeeling– SubjectiveSubjective

– Social ValuesSocial Values

– Extenuating Extenuating CircumstancesCircumstances

– PersonalPersonal

– HumaneHumane

TT FF

Characteristics Of Team Characteristics Of Team Member PreferenceMember Preference JudgingJudging

– SettledSettled

– DecidedDecided

– FixedFixed

– PlannedPlanned

– ClosureClosure

PerceivingPerceiving– PendingPending

– Gather More Gather More FactsFacts

– FlexibleFlexible

– Open-endedOpen-ended

– Open OptionsOpen Options

JJ PP

ENTJ “Field Marshal”ENTJ “Field Marshal” ENTJ Traits:ENTJ Traits:

–Always wants to lead.Always wants to lead.

–Strong urge to give structure.Strong urge to give structure.

–Quick to find solution - not all Quick to find solution - not all solutions well thought out.solutions well thought out.

–Greatly impatient with Greatly impatient with inefficiency.inefficiency.

Field MarshalsField Marshals. Napoleon BonaparteNapoleon Bonaparte Julius CaesarJulius Caesar George C. MarshallGeorge C. Marshall Golda MeirGolda Meir Carl SaganCarl Sagan Edward TellerEdward Teller Margaret ThatcherMargaret Thatcher

Buddy DewarBuddy Dewar Eric GleasonEric Gleason Suzanne MayrSuzanne Mayr Holly GarveyHolly Garvey

Napoleon Bonaparte

Julius Caesar George C.

Marshall Golda Meir Faisal Nazary Carl Sagan Edward Teller Margaret

ThatcherENTJ Approximately 3-5 percent of the population ENTJ Approximately 3-5 percent of the population But 25% of NFSA RO But 25% of NFSA RO

INTJ “Mastermind”INTJ “Mastermind” INTJ TraitsINTJ Traits

– Enjoys theoretical and abstract conceptsEnjoys theoretical and abstract concepts– Likes to build the castle Likes to build the castle – Perfectionist with high expectationsPerfectionist with high expectations– Good at designing systemsGood at designing systems– Focused on the futureFocused on the future– Enjoys solitary work, most independent Enjoys solitary work, most independent

of all typesof all types

MastermindMastermind Ben Bernanke Dwight D.

Eisenhower Bill Gates Ulysses S. Grant Stephen Hawking Isaac Newton Ayn Rand

Ray LonabaughRay Lonabaugh

Approximately 2.1 percent of the population are INTJs

ENFJ – “Teachers”ENFJ – “Teachers” Teachers are introspective, directive, Teachers are introspective, directive,

cooperative, and expressive. cooperative, and expressive. They tend to look for the best and to expect it They tend to look for the best and to expect it

from those around them.from those around them. Teachers communicate a belief that everyone Teachers communicate a belief that everyone

has the potential to succeed.has the potential to succeed. They may motivate others to meet the Teacher's They may motivate others to meet the Teacher's

positive expectations.positive expectations. Teachers may unintentionally overpower others Teachers may unintentionally overpower others

with their idealized vision.with their idealized vision.

ENFJ “Teachers”ENFJ “Teachers”

Mikhail GorbachevMikhail Gorbachev Pope John Paul IIPope John Paul II Margaret MeadMargaret Mead Ralph NaderRalph Nader Oprah WinfreyOprah Winfrey John WoodenJohn Wooden

Bob TinucciBob Tinucci Lorrell BushLorrell Bush Wayne WaggonerWayne Waggoner

Approximately 2-5 percent of the population are ENFJs

ESFJ “Provider”ESFJ “Provider” Providers are observant, cooperative, Providers are observant, cooperative,

informative, and expressive. informative, and expressive. They are greatly concerned with the health and They are greatly concerned with the health and

welfare of those under their care.welfare of those under their care. Providers are the most sociable of the Providers are the most sociable of the

Guardians and they strive to provide friendly Guardians and they strive to provide friendly social service. social service.

They spend a lot of their energy making sure They spend a lot of their energy making sure social functions are successful, traditions are social functions are successful, traditions are upheld, and the needs of others are met.upheld, and the needs of others are met.

ESFJ “Provider”ESFJ “Provider”

Dolly MadisonDolly Madison James Cash (J.C.) James Cash (J.C.)

PennyPenny William Howard William Howard

TaftTaft David ThomasDavid Thomas Barbara WaltersBarbara Walters Sam WaltonSam Walton

Bruce LecairBruce Lecair

Approximately 9-13 percent of the population are ESFJs

ISTP “Crafters”ISTP “Crafters” Crafters are tactical operators, concrete in speech Crafters are tactical operators, concrete in speech

and utilitarian in action. and utilitarian in action. Crafters are masters at using tools of every type—Crafters are masters at using tools of every type—

artistic, technological, martial. Although they are artistic, technological, martial. Although they are introverts, they are authoritarian in their interactions introverts, they are authoritarian in their interactions with others and forceful at influencing people. with others and forceful at influencing people.

They focus on accomplishing tasks efficiently and They focus on accomplishing tasks efficiently and skillfully. skillfully.

To master the tool of their interest, Crafters require a To master the tool of their interest, Crafters require a certain degree of seclusion in which to practice. certain degree of seclusion in which to practice.

ISTP “Crafters”ISTP “Crafters”

Woody AllenWoody Allen Tiger WoodsTiger Woods Alan ShepardAlan Shepard Michael JordanMichael Jordan Katharine HepburnKatharine Hepburn Michael DouglasMichael Douglas

Chris GautChris Gaut

Approximately 4-6 percent of the population are ISTPs

ESFP “Performer”ESFP “Performer” Performers are tactical entertainers, Performers are tactical entertainers,

concrete in speech and utilitarian in action. concrete in speech and utilitarian in action. The most fun-loving of all the types, The most fun-loving of all the types,

Performers excel at delighting others with Performers excel at delighting others with their artistry and humor. their artistry and humor.

They continually seek stimulating They continually seek stimulating experiences with those around them. experiences with those around them.

Incurable optimists, they are generous to a Incurable optimists, they are generous to a fault. fault.

ESFP “Performer”ESFP “Performer”

Bill ClintonBill Clinton Ronald ReaganRonald Reagan Leonard BernsteinLeonard Bernstein Magic JohnsonMagic Johnson Elvis PresleyElvis Presley Elizabeth TaylorElizabeth Taylor

Cindy GiedraitisCindy Giedraitis

Approximately 4-9 percent of the population are ESFPs

ESTJ “Supervisor”ESTJ “Supervisor” Supervisor are civic-minded individuals who dedicate Supervisor are civic-minded individuals who dedicate

themselves to the mission.themselves to the mission. They often rise to positions of leadership in service They often rise to positions of leadership in service

organizations and in their careers. organizations and in their careers. Supervisors are strong believers in rules and Supervisors are strong believers in rules and

procedures, and they prefer tried methods to procedures, and they prefer tried methods to experimental ones.experimental ones.

With their outgoing nature, Supervisors are quick to With their outgoing nature, Supervisors are quick to communicate their opinions and expectations to others. communicate their opinions and expectations to others.

They are hard-working, and they take their obligations They are hard-working, and they take their obligations seriously. seriously.

ESTJ “Supervisor”ESTJ “Supervisor”

George WashingtonGeorge Washington Sandra Day O’ConnorSandra Day O’Connor Vince LombardiVince Lombardi Mike WallaceMike Wallace Judith SheindlinJudith Sheindlin

Dan GenglerDan Gengler Tom BraceTom Brace

Approximately 8-12 percent of the population are ESTJs

ISTJ “Inspector”ISTJ “Inspector” Inspectors are careful and thorough in examining people and Inspectors are careful and thorough in examining people and

institutions. institutions. Comprising about 6 to 10 percent of the population, Inspectors Comprising about 6 to 10 percent of the population, Inspectors

are decisive in practical affairs. are decisive in practical affairs. Inspectors are people of their word, intent on preserving social Inspectors are people of their word, intent on preserving social

and family values. and family values. Inspectors reliably examine the people and products that fall Inspectors reliably examine the people and products that fall

under their tutelage—unobtrusively ensuring uniform quality and under their tutelage—unobtrusively ensuring uniform quality and demanding that certain standards of conduct are maintained.demanding that certain standards of conduct are maintained.

In both their professional and personal lives, individuals of this In both their professional and personal lives, individuals of this type are rather quiet and serious. Inspectors are extraordinarily type are rather quiet and serious. Inspectors are extraordinarily persevering and dependable. persevering and dependable.

ISTJ “Inspector”ISTJ “Inspector”

Queen ElizabethQueen Elizabeth Harry S. TrumanHarry S. Truman Warren BuffetWarren Buffet Queen VictoriaQueen Victoria John D. John D.

RockefellerRockefeller

David LafondDavid Lafond Ron BrownRon Brown

Approximately 11-14 percent of the population are ISTJs

ENFP “Champion”ENFP “Champion” Champions are introspective, cooperative, Champions are introspective, cooperative,

informative, and expressive. informative, and expressive. Champions have a strong desire to make their Champions have a strong desire to make their

thoughts known to the world.thoughts known to the world. Champions are greatly concerned with ethics and Champions are greatly concerned with ethics and

justice and have a strong desire to speak about justice and have a strong desire to speak about current issues and events. current issues and events.

Champions are keen observers of the people around Champions are keen observers of the people around them. them.

Champions are warm, energetic, spontaneous, Champions are warm, energetic, spontaneous, positive, exuberant and dramatic. positive, exuberant and dramatic.

ENFP “Champion”ENFP “Champion”

Joan BaezJoan Baez Charles DickensCharles Dickens Phil DonahuePhil Donahue Martin Luther KingMartin Luther King Sargent ShriverSargent Shriver

Dom KasmauskasDom Kasmauskas

Approximately 6-8 percent of the population are ENFPs

Best Team TemperamentBest Team Temperament

Diverse mixture of various Diverse mixture of various temperaments.temperaments.

Need Balance in all four Need Balance in all four temperament preferencestemperament preferences

Creating Temperament BalanceCreating Temperament Balance

E=12E=12 N=9 N=9 T=10T=10 J=13J=13I=4I=4 S=7S=7 F=6F=6 P=3P=3

E=120E=120 S=180S=180 T=200T=200 J=260J=260I=40I=40 N=140N=140 F=120F=120 P=60P=60

Team Will Adopt ENTJ TraitsTeam Will Adopt ENTJ Traits

X 10 X 20 X 20 X 20

Diversity?Diversity?Composite ScoreComposite Score

Team Composite ScoreTeam Composite ScoreScoreScore ActionsActionsAbove 65Above 65 You are on solid You are on solid

groundgroundBetween 40-64Between 40-64 There are some There are some

weaknesses that weaknesses that should be addressed.should be addressed.

Below 40Below 40 Teams will have Teams will have difficulty taking difficulty taking hold. Revisit team hold. Revisit team composition.composition.

The Great Boat RaceThe Great Boat Race

Hawk’s Cay, FloridaHawk’s Cay, Florida

The Manager Types MatrixThe Manager Types Matrix

ISTPISTP ESTPESTP ISFPISFP ESFPESFP

ISFJISFJ ESFJESFJ ISTJISTJ ESTJESTJ

INTPINTP ENTPENTP INTJINTJ ENTJENTJ

INFJINFJ ENFJENFJ INFPINFP ENFPENFP

SPSP

SJSJ

NTNT

NFNF

SP - The Troubleshooter ManagerSP - The Troubleshooter Manager Cleaver, graceful, flair, brave, bold.Cleaver, graceful, flair, brave, bold. Manger StrengthsManger Strengths

– Practical in every sense of the word.Practical in every sense of the word.– Easily adapts to new situations.Easily adapts to new situations.– Can observe organizational systems and Can observe organizational systems and

determine overall effectiveness.determine overall effectiveness.– Knows what is going on in the Knows what is going on in the

organizational unit.organizational unit.– Deals with concrete organizational Deals with concrete organizational

problems in an expeditious manner.problems in an expeditious manner.

SP - The Troubleshooter ManagerSP - The Troubleshooter Manager Weaknesses:Weaknesses:

– Ignores theory.Ignores theory.– will resist change created by others.will resist change created by others.– Doesn’t like the unfamiliar.Doesn’t like the unfamiliar.– Lives for the “immediate moment.”Lives for the “immediate moment.”– Forgets past commitments.Forgets past commitments.– Unpredictable to subordinates.Unpredictable to subordinates.– Becomes rigid when not Becomes rigid when not

troubleshooting.troubleshooting.

SJ - The Traditionalist ManagerSJ - The Traditionalist Manager Responsible, Thorough, loyal, Responsible, Thorough, loyal,

industrious and cautious.industrious and cautious. Manager StrengthsManager Strengths

– A stabilizer and consolidator.A stabilizer and consolidator.

– Focus on organization as a nourishing Focus on organization as a nourishing body.body.

– Draws up lines of communication.Draws up lines of communication.

– Establishes rules and schedules.Establishes rules and schedules.– Expects things to be clear and settledExpects things to be clear and settled..

SJ - The Traditionalist ManagerSJ - The Traditionalist Manager

Manager Weaknesses:Manager Weaknesses:– Resists change - difficult with paradigm Resists change - difficult with paradigm

shifts.shifts.– Impatient with delayed projects.Impatient with delayed projects.– Doesn’t notice required new things. Doesn’t notice required new things. – May not examine procedures.May not examine procedures.– Inclined to keep ineffective processes.Inclined to keep ineffective processes.– Sees some people as good, and some Sees some people as good, and some

people as bad. people as bad.

NT - The Visionary ManagerNT - The Visionary Manager Ideas, Concepts, Change, Emerging Ideas, Concepts, Change, Emerging

trendstrends. Manager Strengths:Manager Strengths:

– Works well with changing environment.Works well with changing environment.– Interested in the principles of an organization.Interested in the principles of an organization.– Capable of seeing the dimensions of systems.Capable of seeing the dimensions of systems.– Sees the need for an organizational system.Sees the need for an organizational system.– Focuses on creativity of staff.Focuses on creativity of staff.– Has awareness of behaviors that staff displays. Has awareness of behaviors that staff displays.

NT - The Visionary ManagerNT - The Visionary Manager Manager Weaknesses:Manager Weaknesses:

– Once the “castle is built” the NT loses Once the “castle is built” the NT loses interest.interest.

– Intellectually-oriented and may Intellectually-oriented and may unknowingly communicate, an attitude, of unknowingly communicate, an attitude, of not valuing employees. not valuing employees.

– Expects too much from self and others.Expects too much from self and others.– At loss for small-talk in social situations. At loss for small-talk in social situations. – Blames self when plans are not carried out.Blames self when plans are not carried out.

NF - The Catalyst ManagerNF - The Catalyst Manager Personable, Unique, Idealist, Personable, Unique, Idealist,

employee-oriented.employee-oriented. Manager Strengths:Manager Strengths:

– Possesses personable charisma and Possesses personable charisma and commitment to the employee.commitment to the employee.

– Allows contributions by all members of the Allows contributions by all members of the work team.work team.

– Can turn liabilities into assets in people Can turn liabilities into assets in people problems.problems.

– Sees the positive side of people and events.Sees the positive side of people and events.

NF - The Catalyst ManagerNF - The Catalyst Manager Manager Weaknesses:Manager Weaknesses:

– Poor with time management.Poor with time management.– Loses self-confidence if an idea is Loses self-confidence if an idea is

criticized.criticized.– Torn between needs of subordinates and Torn between needs of subordinates and

requests from superiors. requests from superiors. – Never schedules time for one’s self.Never schedules time for one’s self.– Makes administrative decisions based on Makes administrative decisions based on

personal likes and dislikes.personal likes and dislikes.– Wishes to please everyone.Wishes to please everyone.

Questions?Questions?