Valuing our differences—appreciating colleagues who work very ‘differently’ to you, a blog by Sally Howard

Summary

In this updated blog (first published in 2020), Sally Howard talks again about psychological types and why understanding our preferences and how they differ to others can be incredibly valuable. This knowledge can be used to strengthen teams, encouraging people to value diversity and work more effectively together.

Content

Ever have one of those days when you feel you are constantly walking up the down escalator, when it just feels tougher than it should? In these current times, when there’s so much to be done, our stress levels will rise and its easy to fly off the handle or simply not listen to those around us.

Taking a moment to think about the way you are naturally wired, and how others may be wired differently, can help us better understand and get the best out of each other. Or, to put it in the words of Swiss psychiatrist, Carl Jung, "everything that irritates us about others can lead to an understanding of ourselves".

We all have a ‘type’…

The theory of psychological type comes from Jung who said that what appears to be random behaviour is actually the result of differences in the way people prefer to use their mental capacities. In 1921 he published Psychological Types, introducing the idea that each person has a psychological type. However, the academic language of the book made it hard to read and few people could understand and use the ideas for practical purposes. Isabel Briggs Myers and her mother Katharine Cook Briggs set out to find an easier way for people to use Jung's ideas in everyday life.  

The Myers-Briggs Type Indicator (MBTI) personality inventory makes the theory of psychological types described by Jung understandable and useful. I have used this both with individuals and teams over the years. To complete an MBTI assessment properly you do need to complete a questionnaire and have a follow up conversation with an MBTI practitioner.

However, having a basic understanding of the principles can really help ensure we get the best out of each other.

The four ‘dimensions’ of MBTI

1 How you gain your energy and re-charge your batteries

Some of us gain energy through interaction with others, others through quiet reflection. Our work settings are often designed for extroverts, the noise and the constant interaction, not great for introverts who do their best work in a quieter setting. People with an extroverted preference will ‘speak think speak’, whereas those with an introverted preference will ‘think speak think’.

Those of us who do a lot of the talking in ‘online ‘and face to face meetings are natural extroverts. The downside of course is that others cannot get a word in edge ways and, as a team, we miss out on a lot of key information. 

So make space for both preferences. If you don’t know what an extrovert is thinking, you have not listened, in fact you have probably switched off. If you don’t know what an introvert is thinking, you have not asked but you really should.

2 What type of information you prefer to take in, trust and offer to others 

When I talk to people about this dimension, I often show them a Salvador Dali picture. People who have a strong preference for factual concrete information will give me a list of the painting contents—an apple, a knife, a bird, etc. Others will be reading between the lines and creating possibilities, "something has happened here, it’s unsettling".

If I prefer the big picture, any presentation of ideas with a compelling vision will grab my attention. For those of us with a strong preference for concrete information an absence of detail to back it up is going to raise more questions than it answers. We need to pay attention to both. Check in with those around you to explore "what’s missing here?". Its so very relevant when we are working together to provide the best care and treatment for our patients.

3 How you prefer to make important decisions

Some of us prefer a logical ‘thinking’ lens. We look at the pros and the cons, we want to help people to solve their problem. Others are concerned about how what is about to happen and how it will impact on others, their values, the ‘feeling lens’.

If you always start your decision making with a ‘thinking’ lens, you will struggle to have a pros and cons conversation with someone who you think is taking this all a little too personally. The challenge is that they have a different starting point. They prefer to begin with their ‘feeling lens’. There is simply a difference in your preferences.  Once you realise this, its so much easier to work together.

This is simply about where you start your decision making. People with a thinking preference take a big step back, start with a detached view and then step in. People with a feeling preference do this in reverse. Both are equally important.  

4 How you prefer to live your life

Some of us are natural planners, others spontaneous, sometimes VERY last minute. I learnt many years ago that asking for things at the last minute was a great way to hack off your colleagues. We don’t live in a perfect planful world, but a little consideration goes along way.

If you like structure, if the word ‘finished’ inspires you, spare a thought for others who may lob something in at the last minute. Your last minute contributor may have come up with the best idea since sliced bread. If you shut them down they may not bother you again with their great ideas. Your loss.

And if you love the words ’just finishing’, try where you can to minimise how often you let things run on until the last possible moment and apologise when you do—it can very stressful for colleagues, friends and family who like to plan.

In MBTI, all these four dimensions come together for us into 16 different types. MBTI then paves the way for us to better understand our responses to conflict, stress, our contributions within our team and how we can be even better. And, it can also help us understand why some are really wired to deal with change and others less so. 

Final thoughts

And finally, I wanted to add a few more things that are useful to bear in mind:

• This is simply about understanding your natural preferences and sometimes adjusting them.
• People sometimes say "I do both of these". We learn that adjustments to our natural preferences can be helpful. For example, I am very planful in work settings, but for me at home it’s all a bit last minute.com unless I try very hard! Which leads into my last point.
• Expect to be more tired on occasions. If you are required to deal with a lot of detail when you prefer the big picture, be aware it may feel surprisingly tiring. It takes your full concentration, just like folding your arms the other way, also surprisingly tricky for most people I know. Try it!

In the meantime, I hope my blog helps you to get your head around why you may find some of the super people around you not so super at times and how you can adjust your approach to accept and value their differences.

If you are interested to learn more, go to your local NHS Leadership Academy to find your local MBTI practitioners and take a look at the Myers Briggs website.

More blog from Sally

• Leading for improvement
• Immunity to change
• Getting to grips with your imposter syndrome
• Are you having to bite off more than you can chew?
• How a single piece of paper could help solve complex patient safety issues
• The art of wobbling: Part 1
• The art of wobbling: Part 2
• Looking after each other in times of change

About the Author

Sally has held national and local leadership roles within the NHS in a career spanning more than 30 years. A respected leader, passionate about improvement and inclusivity, she is trained in quality improvement methodologies and has spent the last 20 years in their practical application.