1. How to Use Type Preferences to Work Together and
Communicate Effectively
Barry University School of Law – Presentation for Library Staff

2.  MBTI Certified Practitioner since 2009
 Director of Career Services
 Career & Professional Development
 Attorney at Law (CT Licensure)
Sonja Hayes, J.D.
ESFJ

3.  Get better acquainted with one another while
developing a stronger team dynamic
 Become aware of preferences for taking in
information and making decisions
 Discover individual and team problem-solving styles
 Foster an exchange of viewpoints
 Learn and practice better ways of working together

4.  Attack the problem, not the person
 Give everyone the opportunity to state his or
her opinion
 Remember that opinions differ; there may be
several perspectives on the same situation
 Talk solely about your own beliefs and
experiences—avoid blanket statements such
as “Everyone feels that …”; instead, try “I feel
that …”

5.  Present feedback in a constructive manner only
 Avoid side conversations, stay with the process,
and attend to whoever is speaking
 Keep all discussions during the teambuilding
confidential; unless the team agrees to share
information, what is said in the workshop stays in
the workshop
 Remember that resolving team problems is the
responsibility of team members; facilitating is the
responsibility of the teambuilder

7.  Type is innate
 Type can be influenced
 Type is not a box
 Type is non-judgmental
 Type is not an excuse
 Type doesn’t explain everything
 Type is a journey

8.  Type is about preferences; it is not about knowledge,
skills, or abilities
 There are no right or wrong preferences
 No preferences are unhealthy or inappropriate
 Type is not an excuse—we can all use every function
and every attitude
 Team members are the best judges of their own
preferences
 Type should empower team members, not limit them

9.  “What Type Am I”
 My story

10. HOW WE GAIN ENERGY

11. HOW WE TAKE IN INFORMATION

12. HOW WE MAKE DECISIONS

13. HOW WE APPROACH LIFE

16. EXTRAVERSION INTROVERSION
 Speak-Think-Speak
 Favor energetic atmosphere
 Desire action-oriented leader
 Enthusiastic approach to
change
 Prefer to start problem-
solving in group setting
 Find too little interaction
stressful
 Think-Speak-Think
 Favor calm atmosphere
 Desire contemplative leader
 Measured approach to
change
 Prefer to start problem-
solving individually
 Find too much interaction
stressful

17. SENSING INTUITION
 Talk in specific terms
 Value being surrounded by
realistic people
 Want pragmatic leadership
 Proceed step by step during
change
 Prefer to employ established
problem-solving methods
 Feel stressed when
overloaded with abstract
theories
 Talk in general terms
 Value being surrounded by
imaginative people
 Want visionary leadership
 Jump from step to step
during change
 Prefer to create new
problem-solving methods
 Feel stressed when
overloaded with specific
details

18. THINKING FEELING
 Offer objective advice
 Want standards that are fair
to people
 Desire just leadership
 Prefer change to be logical
 Look at problems in terms of
cause and effect
 Find incompetence stressful
 Offer supportive advice
 Want standards that are
sympathetic to people
 Desire compassionate
leadership
 Prefer change to be
harmonious
 Look at problems in terms of
their impact on people
 Find lack of cooperation
stressful

19. JUDGING PERCEIVING
 Want systematic
communication
 Prefer scheduled
environment
 Like planful leaders
 Take an outcome-oriented
approach to change
 Comfortable moving toward
a fixed solution
 Find indecisiveness stressful
 Want spontaneous
communication
 Prefer flexible environment
 Like adaptable leaders
 Take process-oriented
approach to change
 Comfortable keeping options
open
 Find premature closure
stressful