Myers-Briggs Type Indicator (MBTI) Training: Improving Our Organizations

Myers-Briggs Type Indicator (MBTI) Training

A Tool for Greater Team Effectiveness, Improved Internal Communication, and Productive Meetings

The MBTI personality preference tool can bring your staff greater self-awareness, improved internal communication, team-building and work productivity by encouraging appreciation for personality type differences, strategies to enhance team work and applications for the workplace.

Evelyn deFrees is a certified MBTI practitioner, administers the assessment and gives interpretive report feedback sessions to individuals and groups. She received MBTI certification training during a week-long Center for Applications of Psychological Type (CAPT) course in November 2013.

Evelyn explains, “I worked at a busy non-profit organization that experienced various internal communication challenges. MBTI training for staff lead to improved internal communication, more effective meetings, and more inclusive decision-making. It changed the culture around the office at that time. Knowing the power of MBTI training to help team members recognize and appreciate differences, I am now pleased to be able to offer this valuable training to individuals and groups here in Maine.”

Contact Evelyn deFrees to bring this tool to your workplace (


The Myers-Briggs Type Indicator (MBTI) assessment is the best-known and most trusted personality assessment tool available today—as many as 1.5 million assessments are administered annually to individuals including use by most Fortune 500 companies and innumerable organizations worldwide.

The MBTI is a psychological preference tool which measures the normal differences in healthy people regarding how they take in information and how they make decisions. Katherine Myers and Isabel Briggs—a mother and daughter team –developed the MBTI instrument based on the psychological research of Swiss psychologist Carl Jung in order to give individuals access to the self-understanding that comes from recognizing our own preferred ways of functioning. Jung concluded that differences in behavior result from people’s innate tendencies to use their minds in different ways. The essence of the theory is that much seemingly random variation in human behavior is actually quite orderly and consistent, and results from basic differences in the way individuals prefer to use their perception (taking in information) and judgment (making decisions).

Using the MBTI to learn about our individual type preferences can lead to recognition of and respect for the differences among people and an appreciation for the value of the differences. Understanding of these innate personality preferences as a result of staff training and team workshops can lead to improved internal communications, team-building, problem-solving, decision-making, leadership development and conflict resolution at an organization.

In developing the MBTI, Myers and Briggs sought to sort personality preferences using four dichotomies which Carl Jung had presented in his studies. The MBTI assessment (a 93-item forced choice questionnaire) reports preferences on the four dichotomies, or pairs of preferences:

  • Where people prefer to focus their attention and get energy from—shows preference for Extraversion or Introversion;
  • The way people prefer to take in information—shows preference for Sensing or Intuition;
  • The way people prefer to make decisions—shows preference for Thinking or Feeling;
  • The way people orient themselves to the external world, with a judging or a perceiving process—shows preference for Judging or Perceiving.

There is no right or wrong about the preferences.  Each preference identifies normal, valuable human behaviors. Each of us has all eight of the dichotomies, but prefers using one part of the dichotomy or another. Psychological type is an underlying personality pattern that emerges as a result of the dynamic interaction of our four preferences, environmental influences and our own choices. As staff learns about their own and each other’s type preferences and ways to accommodate differences, there can be positive results for organizational communication and decision-making that increases effectiveness overall.

For more information

CAPT—Center for Applications of Psychological Type, Inc—since 1975, providing MBTI training, publishing and distributing MBTI materials, conducting MBTI research and data collection:

CPP, Inc.—since 1975, the exclusive publisher of the MBTI assessment:

Evelyn H. deFrees
E. deFrees Consulting | 207-462-0815

Why Hire an Interim Director?

Could an Interim Director Help Your Organization?

Is your executive director resigning or retiring?  Is your search process taking a while to get off the ground?  Would this upcoming transition be a good time to look at foundational issues and questions before hiring the next permanent leader? Have you just been through an unsuccessful search for a new leader?

These are just some of the reasons your organization could consider hiring an interim executive director for some period of time (on average, four to eight months).  With a part-time interim leader on staff, your organization can take time to do important planning and searching while ensuring that day-to-day operations will carry on efficiently.

An interim leader can help your organization in various ways depending on what is needed:

  • Providing a steady management hand and listening ear to an organization of any size going through transitions
  • Ensuring critical project work and organizational administrative duties are completed as promised and expected
  • Digging into organizational systems and administrative tasks to prepare for a new leader
  • Reassuring staff, board members, stakeholders, and funders of continuing organizational productivity and capacity
  • Ensuring direct and transparent communication among organizational groups including staff, board, funders, partners, and other stakeholders
  • Helping the board address important systems and capacity issues
  • Creating time and space for a thoughtful planning and search process
  • Establishing an assessment process to review organizational vision, operations and plans in order to ensure job description for new permanent leader is in line with organizational needs
  • Developing a broad view of the organization from both the inside and the outside to inform decisions about leadership needs and organizational growth
  • Sharing information with organizational leadership about opportunities and challenges meriting attention in the planning process
  • Allowing consideration of fresh perspectives and new ideas on organization pathways and needs
  • Working with the search committee to ensure timely forward process
  • Developing internal process and materials to help smooth the transition to a new leader
  • Ensuring that the organization emerges from the period of transition, strengthened by the process of assessment, planning, decision-making and successful in its ongoing project work.

Evelyn deFrees has been an interim director for three different organizations. To learn more or explore how interim leadership could help and enhance your organization,  contact her at

Evelyn H. deFrees
E. deFrees Consulting | 207-462-0815

Meeting Facilitation

Meeting Facilitation

How It Helps Groups

What is facilitation?  It is a way of providing leadership without taking the substantive reins of a meeting or decision process.  A facilitator’s job is to enable others to assume responsibility and take the lead.  The facilitator role includes:
  • Helping a group define its overall goal and specific objectives
  • Helping members of the group asses their needs and create plans to meet them
  • Providing processes that help members use their time efficiently to make high-quality decisions
  • Guiding group discussion to keep it on track
  • Making accurate notes that reflect the ideas of members
  • Helping the group understand its own processes in order to work more efficiently
  • Making sure that assumptions are brought to the surface and tested
  • Using consensus as the primary method for making group decisions, taking all members’ opinions into account
  • Providing feedback to group members so that they can assess their progress and make adjustments
  • Managing conflict using a collaborative approach
  • Helping the group communicate effectively
  • Creating an environment in which members have a positive, growing experience while working to attain group goals
  • Fostering leadership in others by sharing the responsibility for leading the group
  • Teaching and empowering others to facilitate
The facilitator uses core practices to ensure an effective process by staying neutral on content, listening actively, asking questions, paraphrasing clearly, synthesizing ideas,  staying on track, giving and receiving feedback, testing assumptions, collecting ideas, and  summarizing clearly. Text adapted from Ingrid  Bens’ Facilitation At a Glance, 2nd edition (2008). A GOAL-QPC publication.

Evelyn H. deFrees
E. deFrees Consulting | 207-462-0815