Semper Vita Institute

Welcome to the SVI Blog!

It's one thing to talk about how MBTI and StrengthsFinder can maximize your potential, but if you're anything like us, sometimes it sinks in better if you can see it in action. That's what this blog is about. Here's where we share stories so that you can see what it looks like in the workplace. We'll also talk about our latest research and thinking on relevant topics.

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Merry Christmas 2012

Wishing you a very Merry Christmas!

Enjoy Good Friday!

Today is Good Friday. We wish you the grace of God, the love of Jesus and the joy of the Spirit on this day. 

Use Strengths to Avoid the 5 Most Common Ways People Ruin Their Careers

Do you identify with these five common career derailers? Psychology Today posted this article, "5 Most Common Ways People Ruin Their Work Careers," written by Ronald E. Riggio, Ph.D. In it he spells out how you can prevent failure at work.

Five common ways to ruin a career

According to Riggio, research identified several factors that can cause even high performing executives, leaders and professionals to fail. Nobody is immune from career derailment but there are warning signs. Which of these five might be true about you?

1. Poor Interpersonal Style. People will initially advance due to their technical expertise. However a poor interpersonal style likely will prevent promotion to the highest ranks. The article states, "Having an abrasive or arrogant style, being insensitive to those around you, or coming off cold and aloof can lead to derailment of managers and supervisors."

2. Over-Controlling and Inability to Delegate. It takes a team to succeed. Leaders and managers who micromanage, try to do it all or won't build a team face a higher failure rate.

3. Inability to Adapt. Change is a given and workers who cannot adapt have a greater chance to become obsolute and fail.

4. Lack of Transparency. Lack of integrity and transparency in dealing with people, especially in regard to decision making, also can lead to career derailment.

5. Inability to Think Strategically. When leaders fail to focus on the big picture and don't think strategically they are more likely to get bogged down in the day-to-day...which can lead to career failure.

Use your Strengths to avoid these five factors

When we know our five StrengthsFinder themes we can more easily navigate these five challenges. Not all of us will excel in interpersonal, strategic, adaptability or team building Strengths but we can all use our unique wiring to evade these career limiting problems.

How? The first step is fully knowing yourself. For you...and for your team! Only when you truly understand your unique wiring, can you create a sustainable plan to ensure career success. 

Do you know your Strengths? Do you fully know yourself? If not, let Semper Vita Institute help you bring out your best. 

Coming up next: Specific ways to address each of the five factors using Strengths!

Cartoon: J vs. P and Time Management

Can you relate? Which one are you? An illustration to go with the article on time management.

MBTI and Time Management Challenges

Peter Bregman's article, "The Biggest Myth in Time Management" on the Harvard Business Review Blog, offers hope for all of us dealing with too much to do and too little time. He makes it clear that all of us face time management issues. 

In the article, Bregman tells a story about Brad (not his real name...),

Brad is as hard a worker as anyone I know. He's not just busy, he's keenly focused on getting the right things done. And it pays off — he is the largest single revenue generator at his well-known professional services firm.

In the story Brad took a brief family vacation but the demands on him didn't stop. Emails kept coming and issues developed. He chose a time management approach that allowed him to spend time with his family.

As we all know, even when we get away there are ongoing demands on our time that could rob us of rest, fun and needed time away. Brad chose not to cave into the crisis and demands on his time.

We all are limited resources

"The idea that we can get it all done is the biggest myth in time management."

Peter Bregman

The article makes the point that we are all limited resources. We need to make choices about our time. Bregman writes, "Instead of letting things haphazardly fall through the cracks, we can intentionally push the unimportant things aside and focus our energy on the things that matter most." This reminded me of Professor Bev Wiens when I was at San Jose Christian College (now William Jessup University). She used to tell us that to manage life we needed to practice selective neglect. Wise words!

So how do we do this?

According to Bregman it requires knowing the "right things" to do and "doing them." He provides the following time management process:

1. Think about the time management problems you face. (Take Bregman's three-minute quiz to discover where you are distracting yourself the most.)
2. Once you've identified your biggest time management challenges, choose a single one to tackle. 
3. If that tactic works, repeat the process with another challenge. If it doesn't, try a new tactic. Continue to approach things this way, one at a time, so you can be sure what works for you and what doesn't.

Your MBTI and your time-management style

I like Bregman's suggestion of tackling one time management challenge with a specific approach. If it works, repeat it. If not, try something else! Good advice.

So often we try to embrace a solution that others say is best. It seems to me if you are wired in an organized, systematic and planned way (MBTI: J - Judging), some of the time management tools will work great. However, if you are more spontaneous, unplanned and late starting (MBTI: P - Perceiving), you will need a different approach. For both J and P preferences, trying to apply time management tools that are opposed to your style will not only fail but also drain you.

The key is to find the approach that works for you! There will never be enough time to do it all. Therefore, it's best to be realistic about your time demands AND about who you are.

Know your wiring. It will help in your time management.

Do you have time management tips? Please share your MBTI preference (J or P) and what works for you!

Survey: New Semper Vita Institute Banner!

I have been working with designer extraordinaire Jacqui Lott. I love her work! She redesigned the Semper Vita Institute website banner. Let us know what you think in this brief three-question survey! 

Jacqui is great. I love working with her! She allows me to be my random, "global thinking" self and manages to come up with great visuals that represent the essence of the person or organization. In this case she focused on Semper Vita Institute and our work to help people discover and deploy their best for themselves and for the people around them.

Thanks Jacqui! It's always a pleasure working with you.

MBTI iNtuitive Cartoon

iNtuitives (N's) gather data through their five senses and use their gut instinct too. Their hunches are often, even mostly, accurate. But not always...

This approach can frustrate Sensing people (S's). What's your preference? N or S?  

S to N: That's Not Data!

S stands for Sensing: An S gathers facts and data
N refers to iNtuition: An N focuses on intuition and the big picture

Getting the right information

When working with a team, explaining the meaning and function of Sensing (S) and iNtuition (N) can create some challenges. This part of the Myers-Briggs Type Indicator (MBTI) deals with how each type collects and views information. Most people struggle with understanding Sensing and iNtuition. Until they see it in action...

In one workshop I placed each group on opposite ends of the room, S's on one side and N's on the other. Then I asked them to talk about how they gather information. First the Sensing group discussed how they collected it from books, experience, through interviews or via research. The group unanimously agreed that hard numbers and verifiable facts constituted data. They researched the information and were able to cite their sources. 

The iNtution group looked bemused. Collectively they communicated that this was a lot of work which they felt was often unnecessary. In fact this group admitted that most of the time they just knew the required information and did not need to research it. If necessary they would find additional data. Some rarely noted their sources. Additionally they explained that they observed trends and patterns. The conclusion was that they just "knew stuff." They looked for just enough information, or relied on what they already knew, to move forward.

That's not data!

The Sensing types looked stunned. Incredulously they exclaimed, "If you cannot verify it or source it, it's not data!" For this group just "knowing it" was not enough. The iNtuitive types were offended. "Of course it's data!" 

To bring the groups back together before punches were thrown, we discussed the accuracy of each type's data in general and why both are valid ways to gather information. Sensing people use their five senses. iNtuition people use an additional sixth sense. When asked, the N's all agreed that their information typically was 85 to 95% accurate.

The differences

People with a preference for Sensing focus on what they can perceive by their five senses. They are:

• Concrete: need exact facts, are literal, look for the tangible
• Realistic: are sensible and matter-of-fact and seek efficiency
• Practical: pragmatic and results-oriented
• Experiential: prefer hands-on, rely on empirical evidence and trust experience
• Traditional: rely on the conventional, customary and tried-and-true

People with a preference for iNtuition focus on perceiving patterns and interrelationships. They are:

• Abstract: relying on the figurative, sybolic and intangible
• Imaginative: resourceful and inventive, they seek novelty
• Conceptual: scholarly, idea-oriented and intellectual
• Theoretical: seek patterns, look at the hypothetical and trust theories
• Original: Unconventional, like something different and tend to the new and unusual

S and N need each other

The bottom line is that we need each other. Sensing brings in the accurate, specific data. iNtuitive spots the trends and patterns. Both ways of observing the world and gathering information are valid and useful. A team is at its best when both preferences are used well.

Which one are you?

Use Strengths and MBTI for Teamwork

"We don't realize that culture is more important than vision." Phil Cooke

On his blog, Phil Cooke wrote about "The Secrets of Building Great Teams." Number 7 on his list is that culture is more important than vision. What does he mean? He writes,

I know plenty of powerful, visionary leaders who have created an oppressive, dark culture. Create a powerful, creative culture, and trust me, a vision will happen.

Jim Collins speaks about having the right people on the bus in the right seats before driving it anywhere! Phil Cooke and Jim Collins both agree that the people on the team and culture of the team affects everything from vision to productivity to success.

Invest in your team

Culture matters. Your team matters a great deal. Having the right people matters. Yet don't stop once you have the right people on your team. Invest in your team and make it the best it can be!

Great culture happens when team members respect and understand each other. One effective and practical way to accomplish a greater team IQ is by having everyone understand their own and each others' Strengths and MBTI.

Semper Vita Institute uses individual coaching combined with a team building workshop to raise team IQ and transform culture. Watching a team grow in unity and effectiveness is simply awesome.

Ready to improve your team's culture? Contact us at Semper Vita Institute.

Team Culture Impacts Teamwork

"Chemistry. You have to get people who will get along." Phil Cooke

Job satisfaction depends greatly on who you work with

People! Liking your job often relates to liking the people you work with. A 2010 survey sponsored by Randstad, a professional staffing and HR solutions provider, revealed that 67% of workers reported "having friends at work makes their job more fun and enjoyable." Additionally, "55 percent feel that these relationships make their job more worthwhile and satisfying." These friends can be colleagues, work friends and acquaintances.

Having friends at work becomes even more important in times when career growth opportunities may be limited and salary freezes the norm.

Surveys says:

According to the survey there are significant benefits to workplace friendships. Having friends at work:

• Creates a more supportive and friendly workplace: 70%
• Increases teamwork: 69%
• Increases workplace morale: 56%
• Increases knowledge sharing and open communication: 50%
• Higher job satisfaction: 45%
• Makes employees more motivated: 36%
• Reduces employee turnover: 36%
• Creates a stronger commitment to company/organization: 32%
• Increases employee engagement: 31%
• Increases productivity/performance: 30%

Create a great culture!

Understanding each other goes a long way to developing positive workplace relationships. Many companies and their employees have benefited from investing in team chemistry and culture. 

How is your company's culture? Do people work well together? Have you invested in creating the chemistry that helps people to get along?