by Trigena Halley | Aug 19, 2016 | Blog
When we think about taking in information, we tend to think in terms of gathering information, disseminating information and the process of sifting through information. An important factor for the flow of information is how we take in and what we consider as it relates to information. For instance, do you see information more literally and through your five senses – see, touch, smell, taste, hear - or do you look for patterns and connections and use more of a “gut feel” and theoretical approach as you consider information. According to the Myers-Briggs Type Indicator (MBTI) - one of the most widely used personality assessments in the world - there are two ways in which we take in information – as a Sensor or an Intuitive. According to the MBTI, individuals who take in information and look for what is real and tangible, are observant about specifics and are interested in practical realities of the situation are Sensors. Intuitives, on the other hand, take in information and look for the big picture, consider the relationships and connections between the facts and are especially interested in seeing possibilities. Sensors and Intuitives can gather and synthesize information similarly – the difference is what they perceive in the information. For Sensors, key words are facts, specifics and details. When working with information, they value experience, the practical application of the information and prefer what is “tried and true”. For instance, a Sensor child will want to know the specifics about requests, will be matter-of-fact in how they work with others and want you to provide instructions and directions in a step-by-step manner. ...
by Trigena Halley | Jul 22, 2016 | Leadership, News
When we think about making decisions, we tend to think in terms of the situation or problem we need to address, information we need to process the decisions and how we implement that decision. Very rarely do we consider the process we naturally utilize to make that decision – such as are we more inclined to be subjective or objective in our process, are we task or people focused and is our approach “tough minded” or “tender hearted”. According to the Myers-Briggs Type Indicator (MBTI) - one of the most widely used personality assessments in the world - there are two ways in which we make decisions – as a Thinker or a Feeler. When most of us hear Thinker or Feeler we might generally think of the common following definitions: Thinkers – think a lot, in our “head” Feelers – lots of feelings, proceed with a “heart” approach According to the MBTI, when it comes to our personality we have a slightly different definition of Thinkers and Feelers. Individuals who make decisions looking at the logical consequences of a choice or action and objectively examine the pros and cons of a situation are likely to be Thinkers. Feelers, on the other hand, are defined by considering what is important to them and others involved and mentally place themselves in the situations and make decisions based on their values and honoring others. Thinkers and Feelers both want the same general outcome – the difference is what they focus on as they make their decision. For Thinkers, key words are logic, objectivity and fairness. When working to solve a problem...
by Trigena Halley | Jul 19, 2016 | Blog
When we think about making decisions, we tend to think in terms of the situation or problem we need to address, information we need to process the decisions and how we implement that decision. Very rarely do we consider the process we naturally utilize to make that decision – such as are we more inclined to be subjective or objective in our process, are we task or people focused and is our approach “tough minded” or “tender hearted”. According to the Myers-Briggs Type Indicator (MBTI) - one of the most widely used personality assessments in the world - there are two ways in which we make decisions – as a Thinker or a Feeler. When most of us hear Thinker or Feeler we might generally think of the common following definitions: Thinkers – think a lot, in our “head” Feelers – lots of feelings, proceed with a “heart” approach According to the MBTI, when it comes to our personality we have a slightly different definition of Thinkers and Feelers. Individuals who make decisions looking at the logical consequences of a choice or action and objectively examine the pros and cons of a situation are likely to be Thinkers. Feeler’s, on the other hand, are defined by considering what is important to them and others involved and mentally place themselves in the situations and make decisions based on their values and honoring others. Thinkers and Feelers both want the same general outcome – the difference is what they focus on as they make their decision. For Thinkers, key words are logic, objectivity and fairness. When working to solve a problem...
by Trigena Halley | Jun 19, 2016 | Blog
When most of us think about working together effectively we think about how we communicate, how we show empathy, how we collaborate and how we handle conflict. Very rarely do we consider the impact that “structure” has on our relationships and our ability to work together effectively. According to the Myers-Briggs Type Indicator (MBTI) - one of the most widely used personality assessments in the world - there are two ways in which we structure our world – as a Judger or a Perceiver. When most of us hear Judger and Perceiver we generally think of the common following definitions: Judger – judgmental of others Perceiver – how we perceive the world around us According to the MBTI, when it comes to our personality we have different definitions of Judger and Perceiver. Individuals who structure their world in an orderly fashion, make a plan and work the plan, like to make decisions, come to closure, and move on are likely to be Judgers. Perceiver’s, on the other hand, are defined by their ability to adapt quickly, turn on a dime, leave their options open and seek out more data in situations. Judgers and Perceivers both have of structure – the difference is how they operationalize that structure. For Perceivers, the key word is flexibility – an 8:00am appointment means showing up between 8:00-8:15am – time is flexible and more information and data is always better than making a decision too quickly or coming to closure prematurely. Leaving your options open is preferable; plans usually are made, and changed, at the last minute with no anxiety. For Judgers, the key...
by Trigena Halley | Jun 16, 2016 | Resiliency
10 protective factors and a model for Resiliency How good are you at protecting and promoting YOUR resiliency? Resilience is defined as the ability to bounce back and subsequently flourish following adversity (Lutherar & Cicchetti, 2000). The Liberty Mutual Olympic commercial touts “Every setback sets the stage for a comeback”, which is true if you are resilient. Without resilience, both leaders and followers stand a greater chance of not reaching goals and desired outcomes. Resilient leaders produce superior results, are more productive and are better positioned physically, emotionally and mentally for the long term. Today’s leaders are challenged with an ever-changing environment filled with uncontrollable, external demands. Resilient leaders are adept at navigating emotionally and relationally demanding situations while also meeting or exceeding performance standards. Resilient leaders relentlessly search for the learning opportunity associated with the hardship and/or crisis. Drs. Nicole Detling, Stephen Gonzalez, and Nick Galli, sport psychology consultants, developed a framework for resiliency in sports, which has been adapted for application to leadership: This framework characterizes the development and demonstration of resilience. Resilience begins with protective factors, which underpin resilient qualities and behaviors. The experience of adversity itself along with positive adaptation and behavior regulation promotes resilience. Finally, [INS: f :INS] eedback gained though the positive adaptation phase supports learning and solidifies resilient behaviors into professional habits. The first step in the process is to develop your protective factors. The 10 protective factors of resilient leadership according to Trigena H. Halley, PCC, BCC and Dr. Nicole Detling are the following: * Difficult Opportunities – growth opportunities through difficult situations, usually voluntary. * Self Care – strategies to support...
