Everyone has the potential to be a leader. We all have our unique approaches to how we lead. These approaches may be referred to as our preferred leadership styles. There are no ‘good’ or ‘bad’ leadership styles; just the ones that come naturally to us.
The prospect of receiving feedback on psychometric reports can be intimidating for some people. Understanding the implications of psychometric data and what it may mean to an individual’s sense of self, is not an easy endeavour. As a practitioner, I have found a few strategies useful while delivering feedback in difficult conversations. In my experience, being cognizant of how the client reacts to a new piece of information, can be useful in understanding the client better and helping them.
Delivering your first MBTI® feedback is often anxiety prone for practitioners. While the MBTI® framework and resources might make it easy to get started, doing it for the first time can be unnerving.
In the 90s, leadership development philosophies assumed that leaders fail when they are not able to manage their weaknesses; areas of low competence. However, Lombardo and Eichinger, through their study of derailed executives, found that leaders whose careers were derailed or were met with unrecoverable failures were those who couldn’t manage their strengths. While, it may sound odd, on reflection, it makes practical sense.