The Value of a Myers-Briggs Test

There seems to be a publishing cycle, where every year a new slew of articles are released to damn personality tests, such as the Myers-Briggs.  Lifehacker published one recently, and a book was released at the end of summer about the mother-daughter duo who created the assessment tool, which can be paired with a book released a decade ago discussing personality tests more broadly.

A few years back, I was thinking about my career, and I happened to take the test.  According to it, I’m a INTP, the Logician, an introverted big-thinker who is logical but adaptive.  A year later, I took the test again and I drifted into ENTJ territory; apparently in that time I became more extroverted and more rigid in my planning.

This, of course, is the biggest issue with these personality tests.  They tend to overly rely on generalizations of fluid behaviours and attitudes.  People rarely have stable traits over time, and the test tends to loosely clump these together in attempt to create a meaningful picture.  In this, the Myers-Briggs is nether reliable nor valid from a scientific point of view.  As the Lifehacker article points out, along with many others, it’s dangerous when you base decisions on the conclusions drawn from these tests for things like dealing with others or hiring employees.  The best thing you can do, the article claims, is to use it as a fun conversation starter and nothing more.

But I find value in the tests for another reason.

Humans are drawn to stories.  We like crafting narratives to explain events and give meaning to our lives.  While we would want our stories to align with true accounts of history or phenomena (a book I recently bought argues that it’s not possible), we can still find value in stories that are not, strictly speaking, true (I’m appealing to a coherence-model of truth, rather than a correspondence-model of truth; I never thought I’d drag that grad course back up in conversation again…).  We can find value in a story even if we are agnostic towards it being literally true or corresponding to a fact “out there” in the world.

When it comes to my career, one problem I have is that I have a hard time knowing how to sell myself.  When you are crafting your resume or CV, or when you are interviewing for a position, you are trying to create an appealing story of yourself.  You are painting a picture of the kind of person you are that aligns with the demands of the job or the needs of the employer.  Sometimes, it’s hard to create a compelling story for yourself.  You don’t know what to include, what to leave out, and what needs some mild spin.  You have to decide how to play-up key points and downplay unsavory details.  How you choose to connect the dots can make a large impact on what others will think of you as a candidate.  You don’t want to be dishonest, but sometimes the “truth” is very compelling.

One critical area that the Myers-Briggs can offer value is providing inspiration for how to tell that story.  It creates neat little packages that arranges details in interesting ways.  It allows you to take the generalizations and apply them to your own experiences.  It’s the same trick astrology uses – if you make a statement sufficiently ambiguous, you can find confirming evidence to support it.  Using this to your advantage, you can create a compelling backstory for yourself while also prompting you to fill in the details with good stories.

And if something does fit?  Leave it out and move on.

As long as you don’t pigeonhole yourself, you can tell a story about you that shows how valuable, interesting, and desirable you are to others.  The Myers-Briggs can offer some themes and typologies to help sell the best version of you.  Just don’t believe everything you read.

Stay Awesome,

Ryan

Post-Script: After I drafted this post last week, Seth Godin posted some thoughts about changing your story.  If I’m randomly coming up with ideas that coheres with advice from Seth, I count myself in good company.

~R

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Principled Thinking

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While I haven’t finished reading it, I have been thinking about the book Principles by Ray Dalio.  As the title of the book suggests, Dalio has published his comprehensive list of principles that Bridgewater Associates uses as part of its decision-making framework.  He encourages others to adopt this method for refining processes and capturing on paper a person’s or organization’s core beliefs  through carefully considered principles.  The thinking is that these principles create a process for filtering information so that decisions remain within scope by removing extraneous considerations.

I have a notebook that I use to jot down thoughts about myself and my personal development.  I needed a place to collect my thoughts in one place about where I am, what direction I am heading, and where I want to go in both life and career.

Recently, I started sketching out some ideas for what my own list of Principles would look like.  I suppose “principles” might be the wrong word.  “Beliefs” might be a better word; “aspirations” also fits in there because I know that I don’t always do the things that I believe I should do (for instance, 5a and 5b below are things I conveniently forget when I’m mad at someone).

This is an incomplete, work-in-progress list.  I’m not even sure that I’m heading in the right direction, but these were the five things that came to mind when I first sat down to start collecting these thoughts.  Below, I have transcribed the notes seen in the photo above.

Many of these ideas have been taken from the various books I’ve read over the last few years.  I suppose it’s a bit of a distillation of all the ideas that were strong enough to make an impression with me.  I expect that this list will need many more additions and revisions, but keeping it a living document would be beneficial to capture how I grow as a person over time.

Principles

1.) Establish a locus of control
a.) Live intentionally, not reactionary/re-actively
b.) Don’t fly on autopilot on non-value added things (watching Netflix, YouTube)
c.) Automate necessary tasks; set-it-and-forget-it routines

2.) Extreme Ownership
a.) Take ownership over outcomes
b.) Bad stuff happening might not be your fault, but it’s your problem and your responsibility for the solution
c. View setbacks as opportunities for new or different things (“Good” ~Jocko)

3.) Radical Forgiveness
a.) Accept that you are flawed and subject to irrationality
b.) You will make mistakes (and have bad judgement)* – be comfortable with that
c.) Mistakes are fine as long as you learn and grow from them.  Don’t do it again
d.) Dust-off, re-centre, recalibrate, re-engage

4.) Define the problem – Gene Kranz
a.) Determine the scope
b.) Focus on delta’s, not negatives
c.) Never bring problems to your boss unless you genuinely can’t solve them

5.) Empathy
a.) Remember the Fundamental Attribution Error
b.) You don’t know the struggles people are grappling with, or their history prior to your interaction
c.) People want assurance that they are being heard;  that they matter
d.) Never attribute to malice which can be accounted for by ego, ignorance, or differing priorities

*Note added after I photographed the page from my notebook

Stay Awesome,

Ryan

My Best Blog Post (to date)

I set up  this blog as a way to force myself to write.  With a few minor exceptions, I’ve managed to put out a post every Monday morning for the last few years.  While the tone and theme of the blog shifts around a bit, it’s been a pretty consistent thing.

One thing that is surprising to me is the top blog post on the site.  There is one post that consistently gets more traffic than any of the others (almost daily, in fact).  If I didn’t have access to the metrics, I would have never guessed which one it is.

My best blog post, to date is ……. (*drum roll*)….

Zombies, Run! 5K Training App Review

Yeah, no kidding.

It’s far and away the most popular post.  It’s more popular than my landing page, which means that people often find my blog through a Google search before clicking through to the rest of the site.  Below is my top 15 pages according to views.

Top 15

I suppose there are a few good takeaways I could make use of if I were looking to optimize this blog for hits or monetization.  First, writing reviews of popular apps gets a lot of clicks.  As does talking about health and fitness (or, more specifically, failing at health and fitness).  And finally, people like reading about life/career developments – and posting your content to Facebook for your friends and family to read will get you a good number of hits each time.

I suppose now I have a goal to write something that will drive more traffic than Zombie, Run!  Good luck to me.

Stay Awesome,

Ryan

Office Cards

Until I started working in an office, I had never experienced the “office cards” thing myself.  I actually didn’t realize it was a thing until recently, either.  This is likely to be attributed to the gendered roles of emotional labour – I, as a man, don’t really think about these sorts of things because they aren’t expected of me.  But, in our office, cards are reliably circulated and initiated by the women of our office.  I’m not saying this is right or fair.  The truth is, I should take a more proactive role in these sorts of community-building activities because of my membership to the group.   In my personal life, I’ve taken the habit with a few friends to regularly send letters or thank-you cards for things that happen, but within a work context, I’ve yet to take the initiative.

Before I left the office for my wedding, my colleagues and bosses gathered around my cubicle to give me a card and wish me well for my upcoming nuptials.  The gave me a card with a gift inside.  The gift was thoughtful, but truthfully I appreciate the card more.  Everyone in the office had signed it without me knowing (as is protocol).  A part of me knows that taking a moment to sign a card (especially when everyone is doing it) is a fairly low-effort discharge of obligation; you sign it because someone puts it in front of you and you’d be rude to refuse.

Nevertheless, when I read over the card, and saw everyone’s signatures and well-wishes, it made me happy to be included.  I felt a surge of warmth that my colleagues took the time to do this for me.  I felt the same way when some of the faculty also signed a card to my wife and I.

And this morning, a card was circulated to celebrate one of our faculty members becoming a grandmother.  I felt joy to sign the card, to wish my colleague well and celebrate the birth of her grandchild.  It’s such a small but powerful gesture.

But it’s something I felt like I’ve lost until only recently.  I don’t know if it’s because it wasn’t as common with my family to give cards when I was growing up, or (the more likely case) that as a child I didn’t understand its significance.  That lack of understanding and awareness then was transformed during my transition to adulthood by my lack of care for these sorts of emotional efforts in general.  As I mentioned at the top of the post, men aren’t socialized or expected to perform these sorts of tasks, and I’m no exception to this.  It isn’t asked of me, nor am I expected to think of these things.  Further, no one would blame me for not thinking of this, and I would likely receive a lot of praise if I did.

Truthfully, I’m a lazy person, and I like that this kind of expectation isn’t placed on me.  It gives me a free pass to coast and disengage.  But, I also acknowledge two things: first, it’s not fair that I get a pass for being a guy while these tasks are expected of women; and second, that receiving signed cards brings me joy, which should motivate me to do the same for others in similar circumstances.

Card that express joy for others fortunes, or cards that acknowledge pain and grief in others are worth sending, because it’s a small, uncommon way to stay connected to others in personal ways.  It’s something I should do more often.

Stay Awesome,

Ryan

Student Coaching

Lately, I’ve noticed that in addition to my roles of administration and teaching, I’ve been spending more time coaching students.  It tends to come up in small ways, such as offering suggestions on how to word emails or how a student should approach talking to their professor about something in their class.  At first I was a little uncomfortable with taking on a coaching role when it wasn’t really part of my job.  That’s not to say I’m uncomfortable with doing tasks that are not explicitly written into my job description.  Instead, I was uncomfortable because I wasn’t sure if it was my place to offer guidance.  Sure, I might be a decade older than most of the students, but I sometimes struggle with the impostor syndrome: what do I know?  I’m just a lowly administrative assistant.

Having said that, I recognized a fundamental truth that I think many people take for granted – students are young.  I don’t just mean young in age, but also young in experience.  Most students haven’t had the same experiences I’ve had, whether that is my post-secondary schooling, grad school, or work.  Things that I take for granted that come second nature to me are wildly new for students just coming into school.  It’s even worse for students who are first-generation college/university students (like I was).  For some, they haven’t had a lot of experience navigating systems on their own.

We bemoan the helicopter parents and make snide remarks that students don’t know anything (i.e. “life skills”), but I think we should have more empathy.  Post-secondary is a big, scary place to navigate.  If it’s your first time living away from home, having to manage your own schedule, finances, and life, would you not also feel overwhelmed?

Instead of starting with the assumption that students are lazy, or wanting everything fed to them on a silver spoon, I try to take the approach that students don’t know how to narrow down their options or choose a path.  They are the modern Buridan’s ass stuck between competing options with no practical way of making decisions or selecting priorities.  Instead they focus on what’s immediate and take the path of least resistance (for them at the time).  Without a longer view and a chain of successes, their choices may seem short-sighted, but in their context it makes sense to them.  If you couple that kind of decision framework with the complex, convoluted machinery that is “real life,” you can hardly be surprised when students make sub-optimal decisions.

In light of this, my response is not to infantilize them, nor chide them for what one would judge to be their bad decisions.  Instead, I offer my perspective and anecdotes to provide teachable moments.  I provide insight into byzantine rule structures and explain my reasoning.  And I ultimately leave decisions or action up to them.  They must take ownership of the process because they have to be accountable for the outcomes.  The point of education is to create a safe space to fail and learn.  Therefore, our goal should be to set students up for success but also provide them with the opportunity to learn through their mistakes, not by punishing them into doing the right thing.  Rote learning works in some contexts, but in order to make deeper connections between ideas and develop ones ability to reason, students need to be coached on how to shift their perspective and see new connections.

And so, I sometimes coach students.  It’s pretty interesting so far.

Stay Awesome,

Ryan

 

Public Speaking Bomb

Happy Labour Day!  Things have been busy here at work while we gear up for the new academic year.  Students are around, schedules are messed up, and people are scrambling to get back into the right mindset to kick off the new term.  Things are bustling and busy.

I don’t intent to keep a post trend going, but I wanted to ride some of the wave from last week’s psych-out post and talk about another recent failure I experienced at work.

Last week, I had to give a short presentation to college faculty about the research ethics board I’m on.  The purpose of the presentation was to remind faculty that the board exists, and to have them consider whether an ethics review is needed for their or their student’s projects.  I had a 15-minute block of time and a slide-deck provided by our board coordinator.

After the presentation, I sat down and wrote out all the ways the presentation sucked.  In fairness, two of my colleagues went out of their way to complement my presentation,  and that they took away the two main deliverables (that student research projects should be run by the board, and that I’m available on campus to answer questions).  I checked in with my boss and she, too, agreed that the presentation was not a failure as I saw it.  I know that my perception of how things went will be dramatically different than how others perceive me.  Nevertheless, I know that I am capable of doing much better and the main culprit of my failure was because I didn’t practice out loud before the talk.

Here is the list I generated:

Everything that went wrong (and why):

  • Didn’t practice the slides
  • Didn’t build the deck (it was pre-made and sent to me; building the deck would have made me more familiar with the content by necessity)
  • Too rushed
  • Unstable speaking patterns (rambling ticks)
  • Poor intro
  • Poor conclusion
  • Didn’t plan my transitions
  • Didn’t know how the transitions were set in the slide (i.e. need to click to reveal text)
  • Missed content from the page.
  • Had to look at screen to figure out where I was
  • Didn’t know I’d have to hold a microphone (I knew this from past All Faculty meetings, but I should have anticipated it)
  • I was holding the mic and the presentation remote – my hands were full
  • Didn’t pause to calm down or collect my thoughts
  • Bad presentation but saved with good will from prior relationships with faculty + my position (junior to the faculty)
  • finished in 8min or 15min.
  • Didn’t have a firm point in mind that I wanted them to take away from talk.
  • Didn’t edit slides to remove non-essential content

You can’t win them all, but it’s important to know where you go wrong so you don’t make the same mistakes again.

Stay Awesome,

Ryan

 

The Animated Bibliography

*Update: I’ve added bullet points to the bottom since the time of original publication.  New points are identified as “New.”

I’ve made references to the concept of the “animated bibliography” in a few recent instagram posts.  I first started conceiving of the idea when I wrote a short self-reflective critique of my habit of reading self-help books.

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-/16 The Achievement Habit by Bernard Roth. The concept of design thinking and Stanford's "D School" has been on my radar for a few months. The book was listed in an article I read so I checked it out. Given what I've read over the last year, it's pretty par for the course. It was refreshing that it wasn't an animated bibliography of research like other books I've read in the genre. Instead, it is written with a lot of anecdotes from the author's life as a mechanical engineer and professor, which I found quite enjoyable and a nice change. To be honest, the thing I was more excited about was that I listened to this for free on the #Libby app using my @kitchenerlibrary membership. While I like my Audible subscription, I love my library more and am glad they offer this for audiobooks. #books #reading #selfimprovement #books #nonfiction #productivity #habits #learning #audiobook

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I doubt I’m the first person to notice this trend in publishing, and I’m not entirely confident that this is a new trend at all.  The more likely explanation is that this is something that has gone on for a while and I’m just too stuck in reading the same books listed on every “must read” list to see the broader context.  Were I to read books that were published earlier than the last decade, perhaps I would see that book have always used this strategy to convey information.

Nevertheless, it would be fun to take on a bit of a research project to see whether this trend has proliferated from a certain point in time, who the early adopters were, and how quickly it’s accelerating.

For the moment, here are my early observations:

  • The animated bibliography is a style of nonfiction where the author uses a micro expression of some authority to explain or contextualize some broader universal “truth.”
  • The authority is either scientific studies or biographical case studies.  Biographical case studies are not always literal examples, but can also be mythical or metaphorical examples.
  • The material is rarely discussed from the negative; that is, the material is presented as a causal relationship to explain a phenomenon, but less commonly are counter-examples, counterfactuals, or false-positives discussed.
  • The author is usually repackaging the work of someone else, rather than the original author of the micro expression.  For example, there is a difference between Daniel Kahneman writing a book reflecting on behavioural economics and his original studies, and someone invoking a study published by Daniel Kahneman to explain an phenomenon.  The animated bibliography would be the latter, but not the former.  The animated bibliography is a presentation of the things the author has learned.
  • The animated bibliography has parallels to how research papers are written at the undergraduate level.
  • The animated bibliography can be thought of as a narrative stitched together.  A series of vignettes (chapters) that bring stories together under a broader meta-narrative that provides a unified theory.
  • The animated bibliography is a method of delivering nonfiction, but it is not necessarily meant to be a moral lesson.  It is protreptic in aim – it attempts to be explanatory, if not educative.
  • The animated bibliography typically falls under a few key genres of nonfiction: business, productivity, leadership, personal development or self-improvement.
  • In isolation, the animated bibliography is merely a geneology of ideas, but taken as a genre it becomes self-referential.  The same studies and case studies start popping up over and over.  These, in turn, get meta-referenced by popular authors who write about them.  For instance, a reference could take the form of a book referencing another author’s book about a series of published studies.
  • Hypothesis: this phenomenon (if it is a new phenomenon) is an emergence from the overlapping worlds of start-ups and founder idolization, social media-fed ennui, high technology, scientism, and people’s inability to move from idea to action.  The books are proliferated as instructionals and how-to’s to solve a behavioural problems.  They paint an ideal way forward, but the fact that they keep getting published, and that a market still exists, means that no one book can actually be held up as the definitive voice.  The plurality exists because they singly do not provide broad answers.
  • The market creates a series of urtexts that spawn and inspire secondary and tertiary levels of reference.
  • *New* The author takes on an authoritative tone in the books, but uses the references to others as the source of their authority.
  • *New* Rarely is the book the result of a lengthy period of research or work in the field as a practitioner.  Instead, the book is the product of some period of immersion or research in the topic at hand (e.g. the author spent a year working on the topic and is writing a book about it).

I’ve deliberately kept things vague in terms of which authors and books I have in mind when I make the observations above.  Perhaps in time, I’ll have more courage and name names of those I find to be the biggest offenders of the genre.  For now, though, I choose to remain silent.

Stay Awesome,

Ryan