Employees aren’t one dimensional. Which is why a single personality assessment rarely reveals the whole picture of the person you’re hiring or managing. Each test gives you a single slice, rather than a complete whole.

The Talent Insights MAP™ assessment addresses this issue by using three personality-based assessments to give you a complete picture of your employee. What motivates them, how they communicate, what kind of work energizes them, and what drains them.

By understanding the differences in management styles, you can place your managers in roles where they can thrive and achieve their full potential. Let's take a closer look at the 16 Myers and Briggs Personality types as managers to get a glimpse into the strengths and weaknesses of each.

When you take your MAP™ assessment, you’ll notice it is divided into three tests and the report is divided into three sections. These are called Motivators, Actions and Personality (MAP™). It can be helpful to know a little about the theory that underpins each section of MAP™. The technical name of each assessment is as follows:

• Motivators uses the Holland Code model
• Actions utilizes the DISC model
• Personality uses the Myers and Briggs model of personality

Take the MAP™ for Free

Each assessment is well known, robust, thoroughly tested and has been helping people in their careers for decades. Let’s take a brief look at each.

Employees aren’t one dimensional. Which is why a single personality assessment rarely reveals the whole picture of the person you’re hiring or managing. Each test gives you a single slice, rather than a complete whole.

The Talent Insights MAP™ assessment addresses this issue by using three personality-based assessments to give you a complete picture of your employee. What motivates them, how they communicate, what kind of work energizes them, and what drains them.

By understanding the differences in management styles, you can place your managers in roles where they can thrive and achieve their full potential. Let's take a closer look at the 16 Myers and Briggs Personality types as managers to get a glimpse into the strengths and weaknesses of each.

When you take your MAP™ assessment, you’ll notice it is divided into three tests and the report is divided into three sections. These are called Motivators, Actions and Personality (MAP™). It can be helpful to know a little about the theory that underpins each section of MAP™. The technical name of each assessment is as follows:

• Motivators uses the Holland Code model
• Actions utilizes the DISC model
• Personality uses the Myers and Briggs model of personality

Take the MAP™ for Free

Each assessment is well known, robust, thoroughly tested and has been helping people in their careers for decades. Let’s take a brief look at each.

Motivators = Holland Code Theory

Dr. John Holland developed the RIASEC model, which proposes that job satisfaction stems from an alignment between a person's personality type and their work environment. He identified six core personality types: Realistic, Investigative, Artistic, Social, Enterprising, and Conventional. Each represents a mix of interests, preferred activities, beliefs, abilities, values, and characteristics.

Briefly, each type can be described as follows:

• Realistic types are doers. They are practical, hands-on, structured, athletic, and hardworking. They prefer to build, mend and repair things. They often work in jobs such as engineer, technician, furniture designer, jeweler, or construction foreman.
• Investigative types are thinkers. They are logical, scientific, intellectual, curious, and independent. They prefer to read, think, and reflect before solving problems. They often work in jobs such as scientist, academic, technical consultant, medical specialist, or actuary.
• Artistic types are creators. They are idealistic, imaginative, expressive, creative, and original. They prefer to spend time being inspired by others' creative work and want to work in a less structured environment. They often work in jobs such as designer, writer, performer, art teacher or art critic.
• Social types are helpers. They are friendly, connected, accepting, concerned and loyal. They prefer to spend their time talking or connecting with others. And can often be found working as nurses, counsellors, mediators, teachers, and social workers.
• Enterprising types are persuaders. They are outgoing, competitive, optimistic, ambitious and can dominate an environment. Charismatic and goal-oriented, these types prefer to be in leadership, management, or sales roles.
• Conventional types are organizers. They are detailed, structured, precise, responsible, and careful. They value policies, procedures, rules, deadlines, and clarity. Hence, they are drawn to jobs such as auditor, budget analyst, librarian, Information Technology, administration.

When someone’s top two to three Holland code’s match their work tasks and work environment, they demonstrate stronger work performance and satisfaction.

For more information on how to use the Holland Codes to help you hire the right people, read this article.

Actions = DISC Theory

The DISC model was developed based on the work of William Moulton Marston to help understand how people work and communicate with others, and to identify strategies for improving teamwork and productivity.

Researchers identified two key observations that form the foundation of DISC and how these types appear in the workplace. They are:

1. Some people are more outgoing, while others are more reserved. This translates to ‘pace’ or how quickly someone can respond to a situation. Some respond very quickly and are always ready to go. And others take more time, moving slowly and cautiously.
2. Some people are more task-oriented and others are more relationship-oriented. This means some people are more focused on getting things done and others are more focused on tuning into how people are feeling.

These two continuums combine into four primary types. The common characteristics or observable traits of the four types are:

• Dominance types are more likely to be demanding, determined, daring, forceful, driven, and competitive.
• Influence types are more likely to be persuasive, gregarious, enthusiastic, sociable, inspiring, and persuasive.
• Steadiness types are more likely to be patient, consistent, consistent, calm, cooperative and dependable.
• Conscientiousness types are more likely to be cautious, systematic, analytical, orderly, analytical, and accurate.

There are no better or worse types, and all workplaces benefit from a mix of styles. To learn more about the four types at work, read this article. this article.

Personality = Myers and Briggs Theory

The Myers-Briggs personality model and assessment were developed by Katherine Briggs and Isabel Briggs-Myers. The model was inspired by Carl Jung’s psychological types, now commonly referred to as cognitive functions.

Like Holland, Briggs work was influenced by the need to get people into the right roles and to help people work better together.  They identified four key continuums or preferences that represent a range of traits people express. Each preference is represented by a key question. These questions are:

• How does someone get their energy? (Extraversion <> Introversion)
• What kind of information does someone trust or prefer? How do they prefer to communicate? (Sensing <> Intuition)
• What criteria does someone use to make decisions? (Thinking <> Feeling)
• How does someone organize their environment? Or what kind of environment do they prefer to work in? (Judging <> Perceiving)

People can express each preference in a mild, moderate or strong way. Which often appear as follows:

• Energy: Extraverts get energy from interacting with people and are often outgoing, energetic, and communicative. Introverts get their energy from integrating information and are often reserved, thoughtful and observant.
• Information: Sensors focus on concrete and practical information, and tend to communicate in realistic, pragmatic, and concrete facts. Intuitives focus on abstract and conceptual information and tend to communicate in metaphors, theories, and patterns.
• Decision-making: Thinkers use objective data and impersonal analysis to make decisions and tend to be blunt, businesslike, and unsentimental. Feelers use subjective data and personal analysis to make decisions and tend to be tactful, compassionate, and empathetic.
• Environment: Judgers like a structured work environment. They tend to follow rules and regulations and stick to plans and schedules. Perceivers prefer to work in an unstructured environment and tend to go with the flow, make last minute changes, and make the rules up as they go.

Each of these preferences help to form the 16 Myers Briggs types, all of which bring different strengths and blindspots into the workplace. To learn more about each of the 16 types, read this this article.