Type Tips for Effective Proposals Many of the MBTI® practitioners I have helped certify inevitably work in organizational settings, using the assessment for various applications that often include team-building, leadership development, communication, and change management to name a few. However, before they can hope to begin using the MBTI instrument in any of these contexts, the first step is often to get the “go ahead” from the powers-that-be. The onus is often on the practitioners themselves to gain acceptance from the organizations, especially when the MBTI assessment is an unfamiliar tool or when these programs signify a new direction in Learning and Development. So as practitioners, how do we appropriately – and effectively – create a proposal that captures the value of an MBTI workshop or coaching program? Linda Kirby, Nancy Barger and Roger Pearman have outlined some suggestions for using type knowledge itself in order to actually create an effective proposal that meets the basic needs of any decision maker – regardless of his or her individual preferences: To maximize the impact of your proposal, remember all the preferences: Send written information ahead of time (I) and have a follow-up question and answer period that allows for live discussion (E). This will cater to both ideal ways of processing new information. Include specific information related to costs, time, participants and materials. It also helps to give examples of how other organizations have used – and benefited from – the MBTI tool (S). Make sure to include broader objectives and a vision of how the MBTI assessment will bring about a meaningful change from the present situation to a more positive future (N). Provide an objective analysis of the predicted costs and benefits of the proposed program making sure to highlight impersonal outcomes such as productivity or efficiency (T). Additionally, highlighting also the program’s positive effects on people, values and/or organizational mission will make sure you emphasize the human element as well (F) Include a hypothetical agenda for the workshop in terms of plans and timeframes (J), while leaving caveats for how the course can be adjusted to meet emerging group needs and customized objectives (P). Using these suggestions will help you create a well-rounded proposal that provides each individual type with the information they tend to look for – and buy into. The result? Hopefully, a decision to invest in your valuable program or workshop. Good luck my fellow practitioners and consultants!
