Myers-Briggs (MBTI®) Personality Profiling Gives Construction Leaders Competitive Edge

Successful leadership in construction and engineering requires strong business skills, project skills, and people skills. For construction leaders in an increasingly international market, communication skills are more critical than ever. Leaders and managers need excellent communication and people skills for building great teams, managing change, and ensuring that innovation leads to increased productivity and better customer relationships.
Myers-Briggs (MBTI®) personality profiling can help construction leaders build dynamic, integrated teams and increase productivity and client satisfaction. Myers-Briggs training courses can give managers and personnel the competitive edge in full-cycle customer relationship management.

What’s Your Personality Type?

The Myers-Briggs Type Indicator® (MBTI®) has been used by millions to gain powerful insights about the personality preferences that guide interaction. Leaders in construction and engineering can use training courses on this practical tool to drive business strategy.
MBTI® breaks personality preferences into four dichotomies: introversion/extraversion, sensing/intuition, thinking/feeling, and judging/perceiving. These dichotomies can provide construction and engineering leaders with critical information about clients and the people they manage, and they can also reveal their own management styles and preferences.

Introverts tend to focus their attention inward; quiet reflection and solitude energize them. Too much interaction with others can drain introverts, causing them to pull away from the team. Extraverts, on the other hand, focus their attention outward. Action, conversation, and interaction with others energize extraverts. When isolated, extraverts can become drained or even depressed. The strongest teams tend to balance these opposite personality profiles.

Information Gathering
Different types attend to different types of information. Sensing types focus more on concrete facts and the present. They tend to excel in task-driven mid-management positions. The intuitive type focuses more on high-level leadership. They consider the overall vision of an organization, abstract ideas, and future goals. Strong leaders understand what motivates their teams from top to bottom—and their clients.

Decision Making
Thinkers are logical and rational. Rule followers, they make consistent decisions but tend to focus on what’s wrong with a situation. The truth of a matter, even when it’s ugly, matters to a thinking type. Feeling types, however, strive for consensus and balance. They may be inconsistent and emotional, but they offer frequent praise and highly value optimism. The chasm between these two types can be a source of conflict in many organizations.
World View
Most managers fall into the judging type rather than the perceiving type. Judging types are direct and goal-oriented, list-makers with action plans. They, too, prefer logic over feeling. Perceiving types tend to be more empathetic managers, and as employees, are often more flexible and open to change.

Excellence in Construction and Engineering

The construction and engineering industry is rapidly evolving. Construction leaders need practical strategies for excellence in construction. Strong leaders must apply both business skills and people skills to drive solid, innovative business strategy. The Academy of Constructing Excellence’s MBTI® Personality Profiling course can equip leaders and personnel with the best strategies for effectively managing an ever-changing workforce and navigating an increasingly complex industry.

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