using the mbti type tool in corporate stroytelling

Simon PENNY

The Multiple Models

Core Needs and Values—the Characteristics that Drive

Our Behaviors

How We Influence Others and Define Relationships

16 type patterns based on integration of self-

discovery

Temperament Patterns

Interaction Styles

1

Best-fit Type

La GPECNégocier la

mise en place de la stratégie

européenne

Déterminerles écarts entre

notre capital humain

d’aujourd’hui et celui dont on aura besoin

demain

Construction d’une offre de formation à la

fois collective et individuelle Construire un parcours

de professionnalisation permettant chaque salarié d’entretenir son employabilité

Augmenter la valeur intangible de

l ’entreprise en développant les

compétencesIndividuelles des

salarié

Stratégie clairement

expliquée aux représentants du personnel

Vision &

Strategy

CUSTOMER“To achieve our vision, how should we appear to our customers?”

Objectives Measures Targets Initiatives

FINANCIAL

“To succeed financially, how should we appear to our shareholders?”

Objectives Measures Targets Initiatives

INTERNAL BUSINESS PROCESSES

“To satisfy our shareholders and customers, what business processes must we excel at?”

Objectives Measures Targets Initiatives

INNOVATION AND LEARNING

“To achieve our vision, how will we sustain our ability to change and improve?”

Objectives Measures Targets Initiatives

Strategic Objectives:

What the strategy is trying to achieve.

Measures: How success

or failure (performance)

against objectives is monitored.

Targets: The stated

level of performance

or rate of improvement

desired

Initiatives: Breakthrough

action programs initiated to achieve targets

NPS

Management de la Performance

Hertz Improvement Processus

Balanced Scorecard

The Balanced Scorecard & Hertz

Storytelling!

HOW?

Talent Management

Business Strategy

Business Results

Performance & career

• Achievement / reward• Feedback culture

• Cascade objectives

Competency management architecture – Hertz France

Succession & potentials

• Assess gaps• Mobility across organisation

Gestion Prévisionnelle des Emplois et Compétences - GPEC

Measure

Anticipate

Organizational Learning & Development

Our MissionOur Vision Our Values

Strategic initiative

Balanced scorecards

Selection & recrutement

• Core competency• attract & retain talent

Guide

Four Temperament Patterns

Improviser

Stabilizer

Theorist

CatalystCore needs : Meaning & Significance Unique IdentityTalent: Diplomacy

Core needs : Knowledge & Competence MasteryTalent: Strategy

Core needs : Free to act…Now! Ability to make an impact

Talent: Tactics

Core needs : Responsibility & Duty Membership

Talent: Logistics

Integration of Self Discovery Models The 16 Type Patterns

Foreseer Developer

Directing Informing Directing InformingRe

spon

ding

Resp

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ngIn

itiati

ngIn

itiati

ngAFFI

LIAT

IVE

PRAG

MAT

ICABSTRACT CONCRETE

Chart-the- Course

Chart-the-Course

Chart-the- Course

Chart-the- Course Behind-the- Scenes

Behind-the- Scenes

Behind-the-Scenes

Behind-the- Scenes

In-Charge

In-Charge In-Charge

In-Charge

Get-Things- Going Get-Things- Going

Get-Things- Going Get-Things Going

HarmonizerClarifier

PlannerInspector

ProtectorSupporter

EnvisionerMentor

DiscovererAdvocate

ImplementorSupervisor

FacitlitatorCaretaker

ConceptualizerDirector

DesignerTheorizer

AnalyzerOperator

ComposerProducer

StrategistMobiliser

Explorer Inventor

PromoterExecutor

MotivatorPresenter

Integration of Self Discovery Models The 16 Type Patterns

ISFJISTJ

ENFJ ESFJESTJENFP

INTJ ISFPISTPINTP

ENTJ ESFPESTPENTP

Directing Informing Directing InformingRe

spon

ding

Resp

ondi

ngIn

itiati

ngIn

itiati

ngAFFI

LIAT

IVE

PRAG

MAT

ICABSTRACT CONCRETE

Chart-the- Course

Chart-the-Course

Chart-the- Course

Chart-the- Course Behind-the- Scenes

Behind-the- Scenes

Behind-the-Scenes

Behind-the- Scenes

In-Charge

In-Charge In-Charge

In-Charge

Get-Things- Going

Get-Things- Going

Get-Things- Going

Get-Things Going