What’s Your Listening Score?

mimi-thian-lp1AKIUV3yo-unsplashListening is a powerful communication skill that affects your leadership influence and relationships. When you listen well, people notice. Why? Because most people don’t practice good listening. Instead, they typically focus on being heard.

Ribbers and Waringa (2015) define seven levels of listening which are:

  1. Continually interrupts people, impatient when listening, wants to hear him- or herself talk, doesn’t get to the point easily
  2. Restrains him- or herself enough to listen but with visible signs of impatience, prefers to talk about own experiences
  3. Listens to others, polite and observes standard conversational etiquette, reactive conversational partner, doesn’t actively draw out others to talk
  4. Lets others talk, asks for clarifications, prefers to keep conversations about business
  5. Always takes the time to willingly listen, comes across as interested in the other person, gives appropriate feedback
  6. Gets people talking, exchanges information, listens well to others while giving natural responses, asks questions to get to the heart of the subject
  7. Expresses sensitivity to the needs of others, makes time for people, asks questions to clarify, gives feedback, shows involvement

We can’t always listen at a level seven, and frankly, not all conversations require a seven. However, we should be holistically aware of where we tend to operate and decide whether we need to focus on improving our listening skill. These listening definitions can also help us identify which conversations require which level of listening in order to improve the outcome for both speaker and listener. With a defined scale as reference, it’s easier to target and measure improvement.

Reference

Ribbers, A., & Waringa, A. (2015). E-Coaching: Theory and Practice for a New Online Approach to Coaching. New York, NY: Routledge.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business consulting. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at coach.sandra.dillon@gmail.com or visiting her website at www.shinecrossings.com

E-Coaching: A Powerful Coaching Option

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Technology now allows us to write and send messages more efficiently and at our own comfortable pace. Gone are the days of conversation delays via trans-Atlantic letters and the Pony Express (a.k.a. snail mail). Because we can communicate in writing over the internet/SMS, e-coaching (e-mail/electronic coaching) was born and continues to grow in popularity.

E vs. Face-to-face Coaching

Coaching is a powerful process that can be delivered in many ways: face-to-face, video, telephone call, and through e-mail. Coaching has evolved with technology, and this has been to the benefit of the client. Some people like e-coaching more than face-to-face.

My clients enjoy e-coaching, because it allows them to deal with bite-size issues that fit with their personal situations better than the longer face-to-face sessions. They may be actively working toward their goals and only need to connect with a coach to bounce off an idea, brainstorm, or get a different perspective.

E-coaching can be just as effective, if not more than face-to-face coaching, because it allows clients the time and space to reflect, think, and consider their response. For people who have a preference toward introversion and a need for more self-reflection and introspection, e-coaching can feel more powerful, giving them a greater sense of control during the coaching process. If you’d like to learn more about your personal preferences toward intro- versus extroversion, read more about the Myers-Briggs.

Future of E-Coaching

E-coaching will continue to evolve with companies eager to apply its concepts on multiple fronts. Woosh5 incorporates e-coaching as an option to its resilience survey and platform of exercises. Shine Crossings offers a monthly subscription service that combines e-mail/small-call coaching on any topic a client needs help. Although face-to-face may continue to be the mainstream mode of coaching, e-coaching has a growing role in the coaching industry and may be the main catalyst for its growth.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business consulting. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra by reaching out to her at coach.sandra.dillon@gmail.com or by visiting her website at www.shinecrossings.com

Diversity & Inclusion: More Than a Women’s Movement

you-x-ventures-4-iZ147pSAE-unsplashFairness, justice, and opportunities for all are values that I believe resonate in the hearts of most people regardless of their profession. Aren’t these some of the founding principles upon which America was built? Unfortunately, despite the best intentions, life is not fair, never was, and likely never will be, but that doesn’t mean we shouldn’t keep striving to make those values come alive in our businesses. Who isn’t inspired to support women who want to put their passion, skills, and talents to work in industries primarily served by men? I don’t think many would disagree that it’s only fair to afford women these opportunities.

Although we may agree on what the vision should look like, we may have different ideas on the best way to bring that ideal to fruition. Media, journals, conferences, and LinkedIn are aflutter with talk about Diversity and Inclusions (D&I) with named women’s groups promoted as the steps toward bringing awareness and action. These women’s initiatives are started by both industry societies and individual companies who are trying to support women.

As I wrote in What Role Do Men Have in Women’s Movements, any women’s initiative in a male-led industry that excludes men risks underserving its mission by eventually becoming a social outlet versus a sustainable empowering program. Why? Because when one sex holds the power, there are only two ways that power can be distributed: (1) those in power willingly sharing it and (2) the underserved taking it forcefully through legislation, guilt, bribery, or punishment.

Feminism, Affirmative Action, and the Me Too initiatives were all social and/or legislated initiatives that used some level of force to change the relationships between men and women. Although these approaches had positive outcomes, they also created unintended consequences such as resentment, fear, hiding, and hoarding, and are not fully sustainable when the applied pressure is released. A more sustainable approach to equalizing power is to encourage men to voluntarily share it.

I readily admit that we live in a world where many people are working towards accumulating power, so why would they give it away? Because some men are not primarily motivated by power and are willing to spread it around. How can this be achieved? By inviting men to participate in the process. Not only will men help build momentum, they’ll be able to help work through the guaranteed roadblocks.

My recommendation to women’s groups, who are trying to promote women in male-dominated industries, is to carefully think about strategy. Men don’t necessarily want to give support to a small defined cause, they prefer to donate their time, money, and influence to win a movement. Men want to get behind a vision that is bigger than themselves. As a business strategist, I would minimize any labels that make it appear as a women’s only initiative and give it a bigger appeal that would naturally be more inviting to men.

Putting energy into promoting a label of “diversity and inclusion” appeals to men, because it implies they are part of its movement. Men need to be included in the group for it to be diversified. Ask for their direct participation to help create more opportunities for women. Men will feel more comfortable claiming they are part of a “diversity and inclusion” movement versus a “women’s” movement.

In the end, aren’t women seeking a business environment that reflects diversity and inclusion? If this is true, call it that from the start. You may be thinking, “you say po-ta-toe, and I say po-tot-o, but it’s the same thing.” At its core, the objectives are the same, but a movement needs a good cause as well as a good marketing plan to engage the audience and get them to say yes. Don’t underestimate the power of marketing to advance women in traditionally male-led industries such as chemicals, oil & gas, high tech, and security.

Would love to hear comments from both men and women on this approach to a very current hot topic.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business consulting. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at coach.sandra.dillon@gmail.com or by visiting her website at www.shinecrossings.com

 

Ask Your Coach: Right-Sized E-Coaching Services

Sandra The Peoples Coach Rev 2


Why do people and teams hire coaches? Because they want to get better and win!


Shine Crossings offers an “email” and “small call” service that gives you access to an experienced coach when you need it most. Perfect for when you want a different perspective, bounce ideas off a professional, brainstorm options, and come up with your next steps in conversation with a trusted partner.

Do you have an issue in one or more of these areas: (1) managing teams, direct reports, and your boss, (2) job and career, (3) leadership, (4) financial decisions, (5) sales, (6) relationships and marriage, and (7) business strategy. You can get these services by enrolling in the “Ask Your Coach” monthly subscription, which gives you up to 60 minutes of email and call time. Think 15 to 30-minute calls a few times a month.

The introductory price for this new service is $97/month. Have a coach at your fingertips. The outcome of one coaching conversation can influence the success of your next decision. If you’d like to learn more, check out the FAQs. If you’d like to subscribe, reach out to me at coach.sandra.dillon@gmail.com or 281.793.3741.


Ask Your Coach FAQs

  1. How do your coaching services work?

With your paid monthly subscription, you get up to 60 minutes of call or email time per month to use in whatever way you need. Get perspective, ideas, and recommendations on topics covering leadership, team building, job, career, finances, relationships, parenting, and marriage. The only area that I don’t coach on is health, fitness, and wellness.

  1. How do I contact you to use the services?

You can either send me an email with your question or topic and let me know whether you want an email response or call.  You can also text me to set up a mutually agreed to time to talk. My time to provide feedback to your email question or with you on a call counts toward your coaching subscription time.

  1. Are our written and verbal conversations confidential?

Yes. If you want to subscribe, you will be emailed a simple contract that provides me with your contact information, addresses confidentiality between us, and outlines the fee structure. Once we both sign the contract, we can begin your coaching.

  1. How do I pay?

Two days before the start of your monthly subscription, you will receive a PayPal invoice to your email account. Simply pay the invoice by credit card and you’re set for the month. You will be put on an automatic monthly invoicing schedule with no credit card on file. When you no longer want the services, don’t pay the invoice.

  1. Is there a minimum monthly commitment?

No. It is a pay as you go plan, one month at a time.

  1. What happens if I decide I want more coaching services than 60 minutes per month?

We’ll have a conversation to determine your needs and adjust your plan. If the email/short call structure works for you, and you want access to more minutes, we’ll adjust the monthly subscription price. If you want to focus in depth on a specific issue, we can set up a face-to-face or video call to do a deep dive. Regular coaching services are billed at a minimum of 1 hour and prorated for additional minutes.

  1. How easy is it to get a hold of you when I need you for coaching?

For short calls, I try to schedule our call to take place within 48 hours of your contact. For emails, I usually respond in less than 48 hours. If I’m unavailable due to a vacation or business schedule, I notify subscriptions holders by email with blackout dates in advance.

  1. If I have further questions or want to enroll, what is my next step?

Send me an email at coach.sandra.dillon@gmail.com or give me a call or text to 281.793.3741

The Power of Cognitive Diversity to Solve Problems

cognitive diversity

Inclusion & Diversity is a hot topic in today’s business environment that holds the underlying belief that diversity will result in better decisions and outcome. The inherent thinking is that diversity, as embraced in the components of age, gender, and ethnicity, will provide different perspectives, points of view, and approaches that will enhance a company’s ability to solve problems and grow. The concept sounds logical, but surprisingly, research doesn’t support that differences in age, gender, and ethnicity, by itself, contribute to higher team performance. Reynolds and Lewis (2017) found that demographic diversity had no correlation with team performance.

The research found that the highest performing teams had diversity in perspectives and methods of processing information when working with new, uncertain, and complex problems (Reynolds & Lewis, 2017). Referred to as Cognitive Diversity, what the best performing teams had in common were the: (1) ability to leverage existing and generate new knowledge and (2) preference to use their own expertise and put into effect the know-how and ideas of others.

There’s a high positive correlation of cognitive diversity with performance, which is independent of education, culture, and other social conditioning (Reynolds & Lewis, 2017). A person’s cognitive approach is an internal trait that’s hard to identify in the hiring process, so companies typically focus on other attributes. Unfortunately, people have a tendency to bring others aboard who think and express themselves the same way as they do. It’s also not uncommon for those who think and reason differently than the prevailing culture to suppress their different ways of looking at things in order to fit in and be part of the team.

Successful companies encourage cognitive diversity by making it safe for their employees to express their natural cognitive tendencies and authentic selves. With authenticity and leadership as two of my top five core values, I truly believe that servant leaders lead with authenticity and help others lead with theirs as well.

Reference

Reynolds, A., Lewis, D. (2017). Team Solves Problems Faster When They’re More Cognitively Diverse. Harvard Business Review


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business consulting. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at coach.sandra.dillon@gmail.com or by visiting her website at www.shinecrossings.com

 

What’s Your Definition of Success?

core values

In our success-stressed and driven world, there’s hot debate on what is success and what does it looks like. In my conversations I get a variety of answers, but most have a common theme that involves material status, possessions, wealth, or some form of recognized achievement. So, what’s your definition of success?

I’ve come to realize that I don’t share the same world view of success as most people. Although status, wealth, and fame can certainly be part of an equation for personal success, I believe they may be part of the reward but not the definition. I cross paths with many people living successful lives without those tangible results.

Each of us has an identity created by our faith, talents, strengths, and purpose. Some people take longer than others to figure out those areas of life and usually learn from mistakes made along the way. Pain can certainly become a platform for success. I believe people achieve life success when they remain true to themselves and continually live out their top five core values.

Your core values are the center of your being and define who you are and what you stand for. When you aren’t able to live out your core values, you may become frustrated, angry, depressed, and disillusioned, even if you have wealth, fame, or status. How many times have you heard someone who appears to have everything say:

  • Is this it? How come I don’t feel happy?
  • I thought I would feel happier.
  • That’s it? I still feel like something is still missing in my life.

When people are able to structure their lives around their core values, they tend to flourish and feel fulfilled.

My top five core values are leadership, authenticity, service, love, and obedience, which explains much of what and why I feel as I do. Although I love to lead, I don’t have to and can easily follow. However, I recently experienced how conflict with my leadership value created an overwhelming degree of frustration that most people wouldn’t have felt. Because of my gifts of administration, I gladly organize most mission trips. However, when I agreed to join another team, I became incredibly frustrated with its poor leadership throughout the entire process. I realized that if I wasn’t allowed to lead, I had to ensure that my core value of leadership was honored by only joining a team that was led well.

I propose that success has nothing to do with what you have but instead living a life that allows you to express your core values on a daily basis. Living out these values doesn’t necessarily mean you will have money or fame. My daughter is an animal advocate, dog foster, vet technician, and runs a non-profit dog rescue. I don’t know what her future holds, but I don’t imagine she will assess huge wealth. I consider her successful, because she’s living out her passion and core values. So, I ask again, how do you define personal success?


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at coach.sandra.dillon@gmail.com or by visiting her website at www.shinecrossings.com

 

Why Innovative Businesses Offer Coaching for All Professionals

Coaching Has Power

Competition drives businesses to innovative—but innovation isn’t just for the products and services they market. Innovation also includes how companies get the product to market. With “people operations” being a large cost to the bottom line, businesses are looking for ways to reduce pay or get more productivity from their employees. With change comes opportunities as well as challenges. With a changing mix of generational work preferences and soft skills, business leadership should be asking how the increase in remote working, competition for talent, and managerial coaching will affect their profitability in the future.

Remote Working

In more recent history, the open-floor plan with cubicles and few closed-door offices exploded throughout corporate America, touted by consultants as the next best thing to sliced bread as far as office design went. C-Suite took their bait on the selling points of innovation and productivity. How that concept passed any reasonableness test still baffles me today, but it’s easily explained as a cost reduction exercise in rent per employee under the disguise of collaboration. Open floors drove people to mediate their circumstances by either working from their home office or donning headphones to block noise and distracting hallway conversations. I would argue that employee collaboration took a step back, as technology allowed employees to work more remotely and independently.

Some employees who enjoy the freedom of working from a home office express feel less connected from their co-workers. Without face-to-face engagement, relationship bonds can weaken, and in many cases, remote employees never forge a relationship with new employees. Remote staff have limited opportunities for casual conversations in the break room while grabbing a cup of coffee or in the conference room before a meeting. Connection is built in small interactions over time and keeps the team accountable to each other.

Generational Work Preferences

Technology has enabled people to isolate themselves while working remotely. Even when a boss requires an employee to work in a cubicle, email and SharePoint allow one to communicate without a verbal conversation. Need to learn something new? YouTube probably has an instructional video.

Effective communication requires one to use all parts: words, tone of voice, and body language. Did you know that words comprised only 7% of the message? How much is lost in translation when one primarily uses email and other forms of word-based technology to convey messages.

A teacher recently shared that with every incoming 4th grade class, the students resist more and more when asked to work in groups. They beg to do the assignment by themselves. What happened to the days when the teacher announced a group project, and the kids responded by raising their hands and pleading who they could work with. Are soft skills under attack and underdeveloped based on the technology advances?

Managerial Coaching

Technology has also shifted the responsibilities of supervisors by pushing more administrative duties onto their plates. Managers had to make room for these tasks, and in some cases, even added work assignments to the mix for the sake of increased productivity. What would you think was prioritized out of their day? If you answered, “time coaching their team and helping their direct reports be successful,” you’d be correct. Managers would like to spend 25% of their time coaching, yet many have no time left over other than to make sure the work gets done.

A Professional Coach Is One Solution

How will businesses respond to the changing work climate? They can certainly restructure work and put coaching at the forefront of a manager’s responsibilities. Given the prolonged impact of technology, some managers have never developed the skill of coaching or perhaps need a refresher. A professional coach can help a manager learn to be a better coach for his or her team.

A second option is to make business and leadership coaching available as an investment for all professional employees. In the past, coaching has been reserved for top executives, but the benefits of coaching can be leveraged at any level so long as someone wants to be coached. Many employees like the confidentiality afforded in a coaching relationship and feel less vulnerable asking for help from a coach as opposed to their direct manager.

Coaching Can Be Justified

Companies offer tuition reimbursement, training, and other educational options as a benefit to attract talent. Many also budget for personnel development. How much does your company spend per person on employee education and training? Coaching can be a value-add to this portfolio. Personalized coaching is a win-win and can be a company differentiator in attracting top talent, because it sends the message that we value you and want to invest in you if you are willing to invest in yourself.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at coach.sandra.dillon@gmail.com or by visiting her website at www.shinecrossings.com

 

 

Assess Yourself on 13 Critical Selling Activities

Sales DialYou may have read or heard of the book Getting to Yes, Negotiating Agreement Without Giving In. Many people don’t appreciate the difference between negotiating and selling with some thinking that selling is telling customers why they should buy, highlighting the features, benefits, and great value, whereas negotiating is the fine art of coming to an agreement on terms. I propose that selling is a process that encompasses 13 activities that drive customers to say “yes” over and over again and is much bigger than negotiating.

All sales people have limitations in their selling abilities and strengths. Even if they’re strong in most areas, they only have 24 hours in a day like everyone else. What salespeople should understand are the critical factors for selling success, self-evaluating themselves across those parameters, and finding ways to cover weaknesses within the defined boundaries of work-life balance. Those 13 critical selling activities are:

  1. Defining the competitive landscape
  2. Prospecting
  3. Qualifying leads/customers
  4. Planning calls
  5. Building relationships
  6. Identifying customer needs
  7. Presenting value
  8. Managing customers objections
  9. Negotiating
  10. Closing the sale
  11. Managing accounts
  12. Managing sales portfolio
  13. Developing a customer pipeline

Sometimes a sales coach can provide perspective and tools to organize, prioritize, and help strengthen these selling areas. Sales coaches can be a resource in brainstorming techniques in specific sales situations and markets. They can help you self-assess your impact and work as a partner toward improving skills while providing a non-biased and safe relationship. Dial in your sales success by investing in a sales coach.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership, sales, and business coaching. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at coach.sandra.dillon@gmail.com or by visiting her website at www.shinecrossings.com

When to Choose Myers-Briggs vs. DISC

DISCMBTI

Perhaps you’re ready to learn more about what motivates you, how you naturally show up to others, and why you experience the emotions you do. Two of the most common preference tests available are the Myers-Briggs (MBTI) and DISC. Even if you’re familiar with what each measures, you may question which one is best for your situation.

Both tests measure specific innate preferences, while acknowledging that people can and do choose behaviors different to their preferences because of external pressures and factored outcomes. However, when people are free to choose without constraints, they act in predictable ways. Awareness of your personality attributes and behavioral preferences are useful for career and job selection, team-building, and leadership.

D-I-S-C

The DISC personality profile is a two-dimensional behavioral assessment best suited for those who are starting to learn more about themselves and how they naturally show up to others. As a logical first step, it measures how out-going (faster paced) versus reserved (slower paced) you prefer to be as well as whether your engagement is more task- versus people-oriented. Your survey answers report both your natural tendencies and how much you adjust those preferences based on your environment.

The advanced reports highlight useful strategies in working with and leading people who are not of similar types and the pitfalls of overusing your preferences. DISC gives you a framework on how to understand others and self-adjust your behaviors to maximize connection and ultimately results.

Myers-Briggs

The Myers-Briggs Type Indicator is a more complex preference model with two levels of self-understanding. Step I focuses on the macro view of four personality types which are (1) introversion – extroversion, (2) sensing – intuitive, (3) thinking – feeling, and (4) judging – perceiving. With 16 possible personality type combinations, there is more to unpack and more depth analysis as compared to DISC.

Step II takes Step I to a deeper level by exploring 5 facets under each of the 4 trait combinations. For those looking for rich and complex insights into their personal preferences, Step II provides that insight. Myers-Briggs is a powerful resource for personal reflection and on how to collaborate with others of different types to drive results.

Why DISC or Myers-Briggs?

Today’s workplace is abuzz with Diversity & Inclusion (D&I). Although most people think of age, sex, and ethnicity as the areas to focus their D&I efforts, the more savvy work cultures realize that diversity and inclusion also capture differences in personality types. Inclusion integrates and celebrates the different contributions of those who prefer extroversion, introversion, sensing, intuition, thinking, feeling, etc. Step into inclusion by taking a DISC or Myers Briggs preference assessment.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at coach.sandra.dillon@gmail.com or by visiting her website at www.shinecrossings.com

Why You Should Take the Myers-Briggs Preference Test

Myers-BriggsYou may have heard people share their Myers-Briggs Type Indicator (MBTI) 4-letter code and wondered (1) what would it measure about me and (2) how could I use the information. MBTI measures how a person prefers to (1) take in or gather information, (2) make decisions and come to conclusions, (3) direct and receive energy, and (4) organize and approach the world. Although people routinely choose behaviors opposite of their natural preferences, knowledge of preferences can explain the source of personal satisfaction and discord among colleagues and family. The power of preferences allows people to make more informed choices.

What Does MBTI Measure?

MBTI measures aspects of your core personality and how you are naturally wired, independent of your circumstances and environment. With four pairs of opposite dimensions, there are a total of 16 personality combinations. The four opposing personality traits are:

Extroversion (E) – Introversion (I)

[where you get your energy]

Sensing (S) – Intuition (N)

[how you take in information]

Thinking (T) – Feeling (F)

[how you make decisions]

Judging (J) – Perceiving (P)

[how you approach your world]

These four dimensions are used to create your 4-letter preference code. MBTI is a reliable and valid instrument where 2/3 of all people have the same letter designation when they retake it more than once. [Note: I have taken the MBTI in my 20’s, 30’s, 40’s, and 50’s and self-validated as an ENTJ each time.]

How Would I Use My Results?

People use their MTBI results to improve individual performance as well as to work more collaboratively in teams. MBTI can be helpful in a variety of life situations:

  • Work Style
  • Decision-Making
  • Reaction to Stress
  • Communication Style
  • Leadership Style
  • Approach to Change
  • Team Style
  • Conflict Style
  • Career Preferences

With greater self-awareness and understanding of your personal preferences you can:

  • Improve communication and teamwork as you gain awareness of the personality differences you see in others
  • Work more effectively with those who may approach problems and decisions very differently than you
  • Navigate your work and personal relationships with more insight and effectiveness
  • Understand your preference for learning and work cultures and the activities and work you most enjoy
  • More successfully manage every day conflicts and stresses that work and life can bring
  • Achieve greater satisfaction by choosing a job or career that aligns with your preferences

How Can I Learn My Results?

A Certified Myers-Briggs® Administrator can send you a link to take an online survey after determining what report would be of most interest. After you take a 20- to 30-minute survey, the administrator will receive your results, schedule a coaching session to unpack your report, and help you determine how you might want to apply the knowledge.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She administers DISC® and Myers-Briggs® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra by visiting her website at www.shinecrossings.com or by reaching out to her at coach.sandra.dillon@gmail.com