As an experienced accredited user of the Myers-Briggs Type Indicator (MBTI) I am continually surprised at its misuse and misapplication. It is the world’s most popular personality profiling tool and therefore, there are a lot of people with some knowledge of it but the feedback should only be provided by a qualified professional that is dedicated to using it ethically and with best-practise.
The clue to its use is in its title – it is an indicator! However I nearly always hear it being referred to as a test. A test suggests that there are right or wrong answers, whereas the Myers-Briggs Type Indicator is non-judgemental with ‘good day’ and ‘less-good day’ behaviours for all types.
The MBTI reports preferences across four dimensions of personality. In practise we all use both sides of each dimension but we will all have a preference for one side or another. However again I very often hear the Myers-Briggs Type Indicator being used by people to stereotype rather than to understand themselves and others. Equally, because the MBTI only looks at preferences the tool should not be used for recruitment or selection but again quite often, in the wrong hands, it is. It should not be used for selection because there is no measure of ability, no checksums or measures to check for faking and no way of knowing if your candidate will display all the ‘less-good day’ behaviours once they are on board! In fact you could be taken to a tribunal for an unfair selection process if you use the Myers-Briggs Type Indicator for recruitment.
The process for providing feedback on the questionnaire is also another area that is often misunderstood. The feedback process involves the participant working with an accredited practitioner to get to their ‘Best fit’ Type which may or may not be the outcome from the questionnaire. Often we find that participants have completed the questionnaire under time pressure, in a work environment, worried about what people may think of them – all not particularly conducive to getting an indication to the underlying personality of the person and hence the need for the best practise of always getting to the ‘Best Fit’ Type.
The Myers-Briggs Type Indicator is, in my experience, an excellent tool for use in the development of leaders, managers, teams and individuals. It helps people increase performance by understanding themselves better and helping them to understand others. Research in a number of areas including Emotional Intelligence by Goleman and Leadership by Kouses and Pozner suggests that self-awareness and awareness of others are cornerstones to enhanced performance at work.
To use the Myers-Briggs type Indicator it should always be administered using the official and trademarked Myers-Briggs Type Indicator questionnaire and the feedback should only be provided by a qualified professional that is dedicated to using it ethically and with best-practise.
For details of our range of Myers-Briggs based workshops please visit www.iridiumconsulting.co.uk.
