Contents: Tips & Tools | Case Studies | Products | CPP in the News | Events

Issue Highlights

Welcome to the November issue of CPP Insider! In this issue:

	Learn the five core processes crucial to effective decision making in Using Type to Make Better Decisions.
	Read how JetBlue's use of the MBTI® tool assisted in developing leaders who earned the company Conde Nast's title of "Best Domestic Airline" for five years straight.
	The first-ever MBTI® qualification program was administered in the United Arab Emirates! Read more in CPP in the News.

We hope you enjoy the issue and, as always, look forward to hearing from you at cpp_insider@cpp.com.

- Christine Karscig, Managing Editor

Using Type to Make Better Decisions

When thinking about preferences, type, and type dynamics, know that no one type can be characterized as the best decision maker. Effective decision making requires the flexibility to shift between the Five Core Decision-Making Processes in response to real-life demands.

In the booklet, Introduction to Type^® and Decision Making, Katherine W. and Elizabeth Hirsh provide a helpful and realistic guide in decision-making processes and aid in understanding the decision-making processes of others.

These Five Core Processes are crucial to do effective decision making:

1. Approach a Decision-Making Opportunity
2. Generate Decision Options
3. Commit to a Decision Option
4. Implement a Decision
5. Reflecting on a Decision

In turn, these processes affect MBTI^® preferences in distinctive ways, such as the following:

• When approaching a decision-making opportunity, extroverts are more likely to identify others who could be involved in the decision, while introverts will ensure they are involved in the decision.
• People who prefer extraversion will mention all options that occur to them when generating decision options. On the other hand, introverts will mention only those options they are willing to pursue.
• If committing to a decision option, an extrovert will notify others immediately when a decision has been made. Whereas, an individual who prefers introversion will neglect to notify others immediately when a decision has been reached.
• Preferences for extraversion will include delegating liberally while implementing a decision, but delegation will be sparingly for introversion preferences.
• During reflection on a decision, extroverts have a tendency to consider how they can change their environment, while introverts consider how they can change themselves.

Decision-making can be influenced by innumerable factors, including work environment and cultural identity. To learn more about understanding your MBTI^® preferences and decision-making style, read Introduction to Type^® and Decision Making.

The number one reason people quit their jobs is because of their immediate bosses – not the pay, the organization's president, or the company's earnings. - Talent Management Magazine, June 2007

JetBlue Bridges Leadership Gap with Crewleader Development Program

JetBlue Airways Corporation experienced massive growth leading to a leadership gap within the organization. Read how the airlines created a leadership development program using the MBTI^® instrument to increase leadership effectiveness and bridge the gap. Read the case study >>

$6.4 billion – the amount spent by employers on help-wanted advertising in the U.S. in 2006. - Workforce Management, July 23, 2007

New from Davies-Black^® Publishing

Manager's Desktop Consultant

What do you do when you need to increase your staff's work hours and everyone's grumbling? How do you handle an employee who throws a temper tantrum when she finds out she didn't meet her sales goals for the month? How do you help staff members from two different departments collaborate?

As a manager, these are some very typical dilemmas that you probably face every day. You're more stressed than ever before. Deadlines keep getting tighter, workloads heavier, resources scarcer. You may feel that you're always looking for valuable ways to deal with "people problems" that crop up all too often in the workplace, disrupting productivity and peace of mind.

In Manager's Desktop Consultant, Co-authors, and Leadership and Management Consultants, Louellen Essex and Mitchell Kusy offer these top tips for managers to help solve personnel problems and make the workplace function better than ever before:

• Take charge.
• Make things happen.
• Get smarter every day.
• Listen more than you talk.
• Encourage talent.
• Surround yourself with mentors and advisors.
• Take care of yourself.
• Explain your expectations clearly.
• Link day-to-day management with a long-term strategy.
• Encourage your staff's career development.
• Be true to yourself.

Essex and Kusy's new book, Manager's Desktop Consultant, is the next best thing to a personal leadership coach or a management consultant. You can rely on this "guide on the side" the next time you need expert help with people problems at work. The authors' expert advice provides fresh, actionable tips with case examples and proven solutions for any pressing management issue.

Learn more about Manager's Desktop Consultant >>

90% of HR and learning officials report frontline managers will receive the most training this year. - T+D Magazine, July 2007

Myers-Briggs Interpretation Online - Human Resource Executive^®, October 2007

Read the announcement on the release of MBTI^®Complete from Human Resource Executive^®. Read the article >>

HR Professionals Take Part in Acclaimed MBTI^® Personality Assessment Course at AOWD - AME Info, September 2007

Read how the United Arab Emirates' inaugural Myers-Briggs^® qualification program impacted participants' knowledge and careers. Read the article >>

CPP, Inc. Case Study Illustrates Effective Conflict Handling Methods - CRM Marketplace, October 2007

Learn how effective conflict handling in customer interactions can directly increase customer satisfaction. Read the article >>

For more CPP featured articles click here >>

Free! Working with MBTI^® Step II Results Workshop

December 7, 2007
9:00 a.m. until 4:00 p.m.
Smart & Final Stores Corporate Headquarters
600 Citadel Drive
Commerce, CA 90040

MBTI^® Step II enables leaders and team members to get to know one another's personality preferences quickly, thus providing a neutral vocabulary with which to facilitate improved communication, problem solving, conflict resolution and team building. Join us for this workshop where you'll learn how to:

• Discover and explore the facets with teams
• Assist participants in identifying their own and their team's decision making styles
• Improve communication in teams
• Identify conflict styles
• Assist participants in identifying ways they can adjust to change

Space is limited. Contact Pamela Valencia for more information or to RSVP by November 15th.

2007 Conferences and Events

• ICDC - November 7-11, 2007 - Sacramento, CA
• Massachusetts Healthcare Human Resource Association (MHHRA) - Things That Might Keep You Up At Night Seminar - November 13, 2007 - Waltham, MA
• Mountain Pacific Association of Colleges and Employers Conference - December 5-6, 2007 - Denver, CO
• MBTI Workshops - Ongoing 2007-2008

Let us know if you're going to be at any of these shows—we'd love to meet you there. And if you have recommendations for other shows we should attend, we welcome your suggestions. Email us at cpp_insider@cpp.com.

MBTI, Myers-Briggs Type Indicator, Myers-Briggs, the MBTI logo and Introduction to Type are registered trademarks of the Myers-Briggs Type Indicator Trust. Strong Interest Inventory, FIRO-B, the FIRO-B logo, SkillsOne, CPI 260, the CPP logo, and Davies-Black are registered trademarks and CPI, California Psychological Inventory, and the CPI 260 logo are trademarks of CPP, Inc.

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