I wanted to elaborate on the Myer's Briggs Type Indicator test that I mentioned yesterday and rely on in my job since becoming a certified practitioner in 2009. It's a goal of mine to develop this into a Golf Industry specific program that could be used for team building in the golf course management industry with my peers. Let me give you a few practical examples of how this can be effective:
1. Introverts vs. Extroverts: This is the simplest of all. A rough mower at Highlands CC is always an introvert. To spend that much time alone you have to be. An extrovert could do the job but they wouldn't enjoy it. I've also experienced an extrovert rushing through it, doing a poor job, so they can get back to a job where they are surrounded by people. On the flip side of that, a bunker crew is best made up of extroverts. Putting a quiet person in the middle of that will not lead to success. It's my goal to put my staff in positions to succeed. An introvert can work with other people but it may be stressful on them. I personally feel too many managers have the mentality of, 'you will do what I tell you and like it and if you can't, you're fired.' While there are times we have to suck it up and do a certain job (storm clean up, for example) most activities allow us to plan and pick the best fit for the job.
2. Sensing vs. Intuition: Most people who enjoy the golf maintenance business are sensing. This is how we take in information. We like very concrete facts. We do things a certain way and in a timely manner. We have to if golfers tee off at 8am and we need to stay ahead. As Superintendents, we have to be quick on our feet, make decisions constantly that have MAJOR consequences and make those decisions with confidence. We rely on factual data like weather conditions and know variables like tee times and schedules. We love the instant gratification that comes with maintaining a golf course; we watch an operator mow a fairway in 20 minutes with beautiful results! We can obviously think big picture given the right mind set but the day to day requirement of a maintenance staff is rooted in the here and now. Changing pins each morning is better suited for a sensor over an intuitive employee. I want someone who can get it done and not read too much into it. When working on a project, like building a wall on the 5th tee, this impacts how we deliver directions. A sensor wants to be shown, by pictures or another hands on method, how it should be done. An intuitive employee doesn't want any directions...just tell them I want a wall and let them dream it up. An intuitive person usually needs a short leash for a period of time until I am comfortable with their abilities. All employees must follow directions but intuitive people can be dangerous if the manager doesn't outline the goals and objectives beforehand.
3. Thinking vs. Feeling: This deals with how we make decisions and the best example for this dichotomy is rain. If it's raining, I usually say to my staff, I bought you excellent quality rain suits, lets put them on and head out. A feeler may worry about how the staff will feel if they are told they need to work in they rain. Will morale be affected? As Superintendents, our staff means the world to us but we are at the mercy of a membership who want top notch conditions each day and we are committed to delivering it. This means working in adverse weather, regardless of if we like it or not. Therefore, before hiring staff, I am very clear about this. It's part of the job and be ready to work in 20* temperatures or light rain. We have no choice and can't go home every time it isn't 70* and sunny. Having a feeling preference is great provided it can be balanced with thinking.
4. Judging vs. Perceiving: I (a Judger) am very organized and methodical. I am a communicator, often times I may drive people nuts with it. I get frustrated when my fellow staff members don't communicate. It stresses me out because it affects my ability to plan. I am not a last minute person and prefer my Assistants to be structured similarly. If I have a project, I have a well thought out daily schedule. Many of my fellow department heads are last minute people who are energized by the push to complete something in 30 minutes, even if they had 30 days to do it. Neither one of us is wrong. Again, it is just a preference. But it is total and complete ignorance to tell a fellow department head that you will get that information to them when you have the time. You might as well say to that person, 'my time is more valuable than yours and you will work at my pace.' The MBTI is about understanding the preferences of each one of us and then compromising for the good of the Club and the team.
Hopefully that gives you some idea of how this is used. It takes understanding and commitment to make it work. All of my staff (all 21 members) has done this test and we talk about it regularly as well as in staff meetings and team building exercises. I love the quote at the top that I started this post with!
Again, I am an ESTJ, Christian is an ISTJ, Chad is ESTJ and Paul is an INFJ. This makes for an interesting work dynamic and for the most part, we are a cohesive unit. We've learned through experience what each on of us requires and how we present information to one another. We accept these differences and recognize they all benefit the Club differently. We also don't expect anyone to be just like us but we do expect each member of the staff to compromise with one another, with the same goals in mind.
