How the MBTI Can Enhance Coaching

Training professionals understand that you can’t truly teach someone if you don’t understand them. So it should come as no surprise that over the last few decades, we’ve seen a steady increase in the use of personality assessments in executive, professional and team coaching programs. The reason is simple—they generate data-driven insights into what makes people tick. While HR and training practitioners largely agree on the value of science-backed personality assessments, the question remains: How should these tools be applied to maximize their impact?

In this article, I’ll explore this from the vantage point of the Myers-Briggs Type Indicator® (MBTI), which remains the most widely used personality assessment.

What Does the MBTI Assessment Tell Us?

Based on Carl Jung’s groundbreaking theories regarding personality, the MBTI tool measures an individual’s natural tendencies or preferences along four dimensions of thought and behavior:

Extraversion (E) vs. Introversion (I) examines whether someone tends to be energized from interacting with other people (E) or through downtime spent alone (I).

Sensing (S) vs. Intuition (N) looks at how a person tends to take in information—whether through tangible facts and details (S) or more abstract patterns and possibilities (N).

Thinking (T) vs. Feeling (F), looks at how people naturally tend to make decisions. Those who prefer Thinking are inclined toward logic and objectivity (T), while those who prefer Feeling gravitate toward how those decisions align with their personal values, and their impact on people.

Judging (J) vs. Perceiving (P) looks at peoples’ approach to structure and organization. Those who prefer Judging tend to favor a high degree of it, while their more spontaneous Perceiving counterparts tend to work better when given a higher degree of flexibility.

Based on which side people fall along these dimensions, the MBTI assessment classifies them according to 16 personality types, each of which is represented by a four-letter “type.” For example, someone with a personality type of INTJ has natural preferences for Introversion, Intuition, Thinking and Judging. These personality types offer a wealth of insight into how people think and act, and allow coaches to structure learning in a way that works with, rather than against the natural tendencies of the people they’re working with.

How Can Coaches Best Use Personality Insights?

Understanding personality preferences gives coaches an immediate view into the natural tendencies that underlie the behaviors they exhibit at work. This view makes it possible to tailor coaching in a way that builds on natural strengths while giving people tools to address their potential blind spots.

For example, a leader with a preference for Introversion may need to develop skills to communicate in a more engaging way in team settings, while someone with a preference for Extraversion may need to work on listening and giving other team members a chance to speak.

A one-size-fits-all coaching approach, on the other hand, may overlook how individuals are most likely to internalize and act on the information they’re getting. Consequently, it may wind up being little more than a box that one must check that indicates, “yes, I jumped through this hoop.” It becomes a cost center that mostly fails to engage participants and yields very little growth in return.

Consider, for example, how an employee might respond to a highly structured coaching program with well-defined goal-setting. If they prefer Judging (J), this might be extremely engaging. Yet, the same program may feel stifling for someone with a Perceiving (P) preference, who thrives in flexibility and spontaneity. Similarly, a program that involves a high degree of group discussion might capture the full attention of an employee who prefers Extraversion (E), while at the same time alienating more Introverted (I) employees, who need time along to reflect on learnings.

Let’s discuss a few key ways that the MBTI can help in creating tailored coaching that fully engages employees.

Customizing Communication

Understanding how an employee naturally tends to communicate can take coaching to the next level. In this case, identifying the implications of the Introversion/Extraversion dimension is particularly important. Those with preferences for Extraversion (E) often need to process their thoughts through discussion with others. For these, open-ended, impromptu group discussions may prove highly effective at producing deep insights.

On the other hand, those who prefer Introversion (I) may be stifled by this approach and may need sufficient time to think things through before being required to express their thoughts to a group. For these individuals, giving them a little time to pause and think may allow them to contribute more meaningfully to group-oriented training.

Understanding Learning Styles

MBTI assessment results can give coaches the ability to tailor learning to resonate with how each employee naturally tends to process information. Those preferring Sensing (S), for example, are likely to respond better to information delivered in a factual, detail-oriented way, and will appreciate training that is infused with real-world examples with plenty of practical applications. They also may appreciate step-by-step action plans that allow them to implement learnings in their own work.

Those with a preference for Intuition (N), on the other hand, tend to take in information in a big-picture way. As such, they’re likely to respond well to abstract concepts, vision-oriented conversations, and more metaphorical examples.

Building on Strengths

Each MBTI personality type comes with a common set of natural strengths—insights that a coach can leverage by working with people to build upon these strengths in ways that sharpen skills and build confidence. For instance, someone who prefers Thinking (T), who will likely place value on logic and objectivity, may respond well to highly structured problem-solving exercises and decision-making matrices. Giving them opportunities to sharpen their analytical skills during training is likely to be a confidence booster.

Someone who prefers Feeling (F), on the other hand, will take a values-driven approach to decision-making, and is likely to place a high degree of emphasis on harmony with other employees, and an empathic culture. A coach might find that role-playing is an effective way to engage these individuals, along with in-depth discussions on how their personal values impact their work.

Addressing Potential Challenges

Contrary to what some believe, the MBTI does not just promote an “I’m good, you’re good” mentality. In fact, it can be a powerful tool for identifying someone’s blindspots. For example, a Judging (J) type, who places high value on structure and decisiveness, may struggle when working with a team or individual with a Perceiving (P) preference, who may be more spontaneous and enjoy a high degree of flexibility. Armed with type awareness, the coach can steer the Judging type toward a higher level of flexibility, while simultaneously helping the Perceiving team members to appreciate the value of a certain degree of structure.

Similarly, an employee with a Thinking (T) preference, who values logic and efficiency, may find it difficult to develop a collaborative relationship with a colleague who prefers Feeling (F), who places high value on harmony and empathy. Knowing this allows the coach to prioritize development of emotional intelligence for the Thinking type, while working with the Feeling type to infuse more logic into their approach.

Conclusion

By dealing with personality differences head on, a coach can bridge gaps and create stronger working relationships. MBTI insights allow coaches to tailor training to individuals in a way that accounts for their communication style and learning preferences, and that builds on their strengths while identifying and developing areas of weakness. Unlike more generic coaching approaches, this helps individuals build greater self-awareness, as well as the confidence that they need to grow in their roles.

Just as importantly, understanding of the role of individual personality with a team allows coaches to address workplace dynamics, offering organizations the ability to incorporate the rich diversity of thought that comes with an environment in which all personality types are understood and appreciated.