How Coaches use Type Knowledge to help their clients achieve their potential

By: M. Hariharan

Just for a moment imagine that you work for the United Nations. You are currently posted in the capital of a particularly disturbed country in Africa. In the middle of an important meeting, your security officer rushes in to inform you that there is a bomb threat and all of you have to immediately evacuate the building. You look out of the window. There are TV crews, army and police personnel all over the place. 

What would you do first?

1. Call your families to let them know everything is all right and ask them not to worry?
2. Immediately go to find the manual on emergencies and the safe evacuation procedures for such a situation?
3. Straightaway step out to the hallway and help direct traffic safely, reassuring those who are in a state of panic?
4. Start discussing the role of 24 hour news channels in giving publicity to such things and thereby encouraging terrorists to manipulate the media, even as you move out of the building in a calm and orderly manner as directed by the security officers?

Whatever your answer, it is quite likely that what you choose to do first would be influenced by your psychological type because ‘type’ influences your every day choices and behaviour. In fact, my ‘type’ preference has played a part in how I have chosen to begin this article!

So what is psychological ‘type’? What can ‘type’ tell us about our own patterns of behaviour? How can we use knowledge of ‘type’ in enabling change in ourselves and in others?

The theory of Psychological ‘type’ was developed by Carl Gustav Jung, a Swiss psychologist, to explain normal differences among mentally healthy people. He observed and concluded that differences in behaviour result from people’s inborn tendencies to use their minds in different ways. These he called as ‘preferences’.

Each of us has a set of preferences for where we get and direct our mental energy, what we focus on in the information presented to us, how we make decisions and how we orient our lives based on our preferences.

Based on these preferences, Jung broadly classified people into 16 psychological ‘types’ with reasonably predictable patterns of perceiving and judging the world. In fact, most people are amazed at how accurately ‘type’ descriptions seem to describe them.

Undoubtedly, ‘type’ theory is gaining in popularity and appreciation all over the world in general and in the world of Coaching in particular. This is largely because it offers an easy to understand and rational explanation for why we behave the way we do.

The knowledge that all ‘types’ are normal, valuable and productive can be very liberating. To know that there are large numbers of people who see the world through similar lenses can be very reassuring as well.

It also facilitates a more open acknowledgement of the amazing diversity of approaches among people because ‘type’ is a powerful tool for shifting perspectives about how we see ourselves and how we relate to others. When used appropriately, the revelations about who we are and how we appear to the world seem limitless.

This is where the Myers - Briggs Type Indicator or the ‘MBTI’ comes in. The Myers-Briggs Type Indicator (MBTI) is a self-report questionnaire, designed initially by Katherine Briggs and Isabel Myers, to make Carl Gustav Jung's theory of Psychological Types understandable and useful in everyday life.  It is a tool that enables us to understand our preferences and is arguably the most widely recommended psychometric assessment tool in Executive Coaching to day.

At the same time, assessments are useful only to the degree they accurately mirror a person's true preference. Good ‘type’ practitioners or Coaches expect and are prepared for this outcome and also know how to Coach clients in a manner that hopefully culminates in an "aha" experience where they discover something new and true about themselves.

The Types defined

E-I Dichotomy:

“E” stands for Extraversion which refers to people who focus on the outer world of people and activity. They direct their energy and attention outward and receive energy from interacting with people and from taking action. “I” stands for Introversion which describes people who prefer to focus on their own inner-world of ideas and experiences. They direct their energy and attention inward and receive energy from reflecting on their thoughts, memories and feelings.

S-N Dichotomy:

“S” stands for Sensing, which describes people who like to take in information that is real and tangible - what is actually happening. They are observant about the specifics of what is going on around them and are especially attuned to practical realities. “N” stands for Intuition, people who prefer to take in information be seeing the big picture, focusing on the relationships and connections between the facts. They want to grasp patterns and are especially attuned to seeing new possibilities.

T-F Dichotomy:

“T” stands for Thinking, which refers to people who prefer to use thinking in decision making and like to look at the logical consequences of a choice or action. They want to mentally remove themselves from the situation to examine the pros and cons objectively. They are energised by critiquing and analysing to identify what’s wrong with something so they can solve the problem. “F” stands for Feeling - people who prefer to use feeling in decision making. They like to consider what is important to them and to the others involved. They mentally place themselves in the situation to identify with everyone so that they can make decisions based on their values about honouring people.

J-P Dichotomy:

“J” stands for Judgment, which describes people who prefer to use their judging process in the outer world. They like to live in a planned, orderly way, seeking to regulate and manage their lives. They want to make decisions, come to closure, and move on. Their lives tend to be structured and organised.  “P” stands for Perceiving, which means they are people who prefer to use their perceiving process in the outer world. They like to live in a flexible, spontaneous way, seeking to experience and understand life, rather than control it.  They seem to stay open to new information and last minute options.

Source - MBTI MANUAL

How does knowledge of ‘type’ facilitate Coaching?

Perhaps the most important perspective that a Coach can offer an individual is that there is no single formula that defines the path to personal success. We have different strengths and weaknesses that are a part of our inherent personality ‘type’ and we all have different goals and priorities, which means that different activities and attitudes will make us feel good about ourselves. Coaches can help clients understand, accept and work with this knowledge.

Coaches can use ‘type’ knowledge to support clients to utilise their natural strengths while challenging them to not hide behind their weaknesses. For example, SJs are most comfortable with predictability, stability, standard operating procedures and responsibility. They are likely to face challenges in delegation, strategic thinking or when the environment is in flux and requires speedy response.

SPs are just the opposite. They want spontaneity because they trust their ability to handle whatever comes up. They need the freedom to choose their next course of action. So their challenges are in routines and in ensuring that all the projects that they enthusiastically kick off reach completion.

NFs on the other hand are constantly searching for identity and meaning and want to make the world a better place by developing the potential in oneself and in others. They struggle with offering practical ways of executing their grand designs and also when it is necessary to confront others.

NTs seek to understand the principles on which the world works and focus on strategies that achieve long term goals through competence and knowledge. They can come across as demanding, arrogant and cold when dealing with people.

Coaches who are aware of these ‘type’ tendencies are better placed to influence change efforts.

Coaches can also use ‘type’ knowledge when offering perspectives to their clients. For example, when working with a Coachee who has an ST preference, recognise that they prefer precise, step by step instructions apart from logical, practical reasons for doing something while SFs require all this and also require frequent, friendly interaction and approval. NFs, on the other hand, only want general directions, with the freedom to do things in their own way but again with frequent positive feedback. NTs are most enthusiastic when given a big, complex intellectual problem to solve, with the freedom to work it out on their own. 

The weaknesses associated with any given personality type are often quite apparent to others. Sometimes they overshadow the individual's natural strengths. Such a drastic imbalance is not uncommon and could be the result of either developmental conditions, high pressure of cultural expectations or continuous and extreme stress. Most people will experience situations in their lives during which they are stressed to this point of serious imbalance.

When this happens, Coachees appear to be “in the grip” of their inferior function. What this means is that the Coachee is under tremendous internal stress that their less developed, non-preferred functions erupt almost uncontrollably and they lose access to their natural ways of operating. In this state they cannot see the light at the end of the tunnel. The Coach’s ability to offer ‘type’ relevant ways to de-stress and return to preferred ways of functioning would add immeasurably to the effectiveness of the engagement.

Sometimes the challenges are a result of a ‘type's’ dominant function overtaking the personality to the extent that the other functions become slaves to the dominant function. A personality that has developed with a goal of serving only the dominant function above all other considerations also results in a person who is imbalanced. A Coach can call attention to this and in the process; challenge the effectiveness of this over-reliance.

It is natural and healthy that each personality type is ruled by a dominant function, and that the other functions support the ruling function. By definition, a kingdom needs a king in order to exist. However, a kingdom with a well-developed and effective king (the dominant function), who has well-trained and educated advisors (the supporting functions) will thrive more than the kingdom ruled by a domineering or neglectful king who is supported by inexperienced or fearful advisors. Coaches who are familiar with ‘type’ can call attention to this necessity.

Some Watch Outs

In all of this, a word of warning would be that, as a Coach, you need to constantly be aware of your own ‘type’ preferences and how that influences your approach and the perspectives you offer your own Coachees. Your own ‘type’ preference could either facilitate or disrupt the relationship and the effective progress of your engagement.

For example, if you have an SF preference and you are working with a client who has a NTpreference, be aware that you are likely to be more supportive and emotionally tuned in and less inclined to intellectually challenge the client. The client on the other hand would welcome a little more interpersonal distance and would prefer someone who can challenge and confront ideas and approaches. On the other hand, if you have a preference for STJ and you have a client with an SFP preference, your own preference for clarity and closure may influence your approach which may be experienced as very direct, to the point and very uncomfortable for a ‘type’ that first prefers establishing personal relationships and comfort apart from an open ended exploration without prescriptions, before being ready to be challenged by you.

In conclusion, Psychological ‘type’ is a powerful aid in the quest for personal excellence for all of us but it is not the actual solution. It is a model that helps expand our understanding of human nature, helping us and others find, follow or expand our unique paths. 

M.Hariharan, ENFJ

M. Hariharan is a Freelance Organisational Consultant and Executive Coach. He is a guest Faculty for Executive & Business Coaching Foundation India Limited.