Myers Briggs - Most People Don't Think Like You Do - Why This Matters in Change Management

The Myers Briggs [personality or psychological] Type Indicators are based on the theories of Carl Jung, which he developed to attempt to explain the differences between normal healthy people. Based on observations, Jung came to the view that differences in behaviour are the result of innate tendencies of people to use their minds in different ways. This has important implications for change management.

More blind to this than we realise

I know the idea of individual differences may seem obvious, yet over the years I have heard so many CEOs and directors complaining that their managers or colleagues "just don't get it". In my experience, the reality is that most of us are blinder to this than we realise. And that includes me!

I worked with a guy as a close colleague and friend for 17 years and I could not figure out why he didn't grasp and respond to some of my ideas and initiatives. He is a highly intelligent, gifted and experienced businessman with great people skills and yet this was a significant source of friction between us for years.

It was only when I became acquainted with the Myers Briggs Type Indicators, a few years ago, that I saw for quite clearly that our types were very different. For the first time I could see that he wasn't being difficult, he functioned completely differently to me. The result of this was that our mental processes were very, very different and despite the many things we had in common, despite our 17 years of shared business experience, there were certain areas where we "not on the same page".

The components of the Jungian types

As I studied the Myers Briggs Type Indicators and looked carefully at the 8 basic mental functions observed by Jung [on Myers Briggs types are based], I moved beyond understanding "why" we had not communicated to understanding "how" we did not communicate.

Based on Jung's observations, the start point is that when people's minds are active they are involved in one of two mental activities:

(1) Taking information in = Perceiving
(2) Processing information to reach to conclusions = Judging

He identified two ways in which people take in information, based on:

(3) Real time tangible data = Sensing
(4) Holistic,"big picture", pattern/connection data = Intuition

He identified two ways in which people process information, based on:

(5) Analytical logical, objective, "tough" evaluation = Thinking
(6) Empathic, subjective, "tender" assessment = Feeling

Jung also observed that people tend to be energised by one of two orientations:

(7) People, experience, activity, external focus = Extraversion
(8) Ideas, memories, emotions, inner focus = Introversion

Finally, Jung observed that people use these different functions in a form of hierarchy of preference, described by Jung as functions, namely: Dominant, Auxiliary, Tertiary and Inferior. The Myers Briggs model brings these components together into 16 very different types.

Less than 1 in 50 people think like you do

The practical ramifications of all this are considerable, and especially in a change management situation. Given that the typical Myers Briggs type of a business leader [ENTJ] is only shared by approximately 1.8% of the population, then chances are that less than 1 in 50 of your people will think in the same way you do. Yet as leader of a change initiative, you face the difficult challenge of getting your people to deliver your new change idea and achieve the organisational benefits that you anticipate.

But the reality is that people process information in very different ways. They also interpret life in different ways and are motivated by different things. Although they will hear what you say when you outline your vision and strategy, and will probably agree with you, most of them are not able to translate all that into productive purposeful action.

Grinding out your vision into actionable steps

This is not because they are stupid, and does not necessarily mean that they are resistant to it but it often does mean that the jump from vision and strategy to practical implementation is too big - without practical support. So this means that during the early stages they need hands-on, detailed management, [even micro management on occasions] in the specifics of how to do it.

As change leader - it really is your responsibility to make no assumptions, and to "grind out" and communicate those actionable steps.

So often, this just doesn't happen in change management situations. Leaders don't lead and managers don't manage. It is assumed that: "they've been told what to do and they'll go away and do it". Wrong! It is assumed that there isn't time and it isn't necessary to take the time to do this. Wrong again!

A significant aspect of successfully guiding your people through the implementation process is to take full account of their individual differences as you spell out the actionable steps you wish them to take. By doing this you will stand a far higher chance of integrating these processes as the new modus operandi.

This may seem like a lot of work - and the truth is that yes it often is! But, it will prove a very good investment of your time and you will dramatically increase your chances of success. Even more pertinently, you also save you an inestimable amount of time, hassle and money in the future.

In summary: an integral aspect of successful leadership in change management situations lies in understanding:

• The drivers of human motivation
• The difference in individual motivational drivers
• Individual differences in mental processing functions

And also, in realising that not only are their motivational drivers different to yours - their thought processes are different as well.