Facilitator Guide - Insightinventory
INSIGHT Inventorypersonality profile and interpretive bookletFacilitatorGuide
INSIGHT InventoryUsing this Insight Facilitator Guide.This Facilitator Guide describes how to present a training sessionusing the INSIGHT Inventory interpretative booklet or onlineinterpretative report. It aligns each slide with key content and linksto support materials available in the online Facilitator Center such asslides, videos, discussion activities, skill-building exercises, etc.Facilitator GuideRESOURCESFacilitator CenterUse this guide to: Plan your session and its objectives. Identify those areas of the program you want to investtime presenting. Select and match slides and discussion activities that bestsupport the points you wish to emphasize.onlineFacilitator Centerwww.insightinstitute.com Identify video clips for use in your sessions or to prepareyourself to make a successful session.Get familiar with the training resources.To conduct the best training session possible make use of the manytraining resources, examples, training aids, and interactive activitiescontained in the Facilitator Center.The online Facilitator Center resources provides: Presentation slides available in both Microsoft PowerPointand PDF. You can edit and customize them if desired.This icon indicates that thereis a tutorial video on thistopic in the online InsightFacilitator Center Videos of Dr. Handley presenting each slide. Use these foryour training session or watch them and then make your ownpresentation. Skill-Building Activities that help participants apply thecontent to real life situations. The Facilitator Center alsoprovides instructions for conducting each exercise. Technical Manual with the history of the development ofthe INSIGHT Inventory, theoretical basis, research data, andvalidity studies.Slides Extra tools and resources for facilitators, i.e. name tags, wallcharts, small group activities, etc. Discussion activities for small group learning and applicationof content. 2018, Insight Institute, Inc.Discussion Activities(1)
INSIGHT InventoryFacilitator GuideINTRODUCTION: Open the session.Welcome participants to the INSIGHT Inventory Program. Introduce yourself and your role as the trainer or facilitator. Consider starting the program with real life examples,i.e. a story about a working relationship that endedin conflict due to personality differences or a thoughtprovoking question about how personality traits impactcommunication, etc. Ask participants to introduce themselves by sharingpersonal stories about personality traits that either drewpeople together or lead to conflict and tensions.Slide #1IntroductionDescribe what the INSIGHT Inventory program is and isn’t. Make the point that the INSIGHT Inventory assessesstrengths and behavioral preferences, not weaknesses. Emphasize how the INSIGHT Inventory helps improve selfunderstanding and interpersonal communication. Point out that as participants, they will learn about theirindividual preferences and when to flex their styles toimprove relationships with others.Slide #2UnderstandReview the objectives of the program. Go over the objectives to give participants a cleardirection of where the program is headed. If you are using this program with other training materials,identify how this component links to the entire course. Emphasize the importance of creating positive, trustingrelationships with team members regardless of theirindividual personality traits.Slide #3Objectives 2018, Insight Institute, Inc.(2)
INSIGHT InventoryFacilitator GuideDescribe the program.Review the components of the program.Discuss the sequence of sections involved in this program:1) Completing the INSIGHT Inventory2) Learning about one’s own and other’s personality traits3) Understanding the different reactions to stress4) Identifying strategies for flexing one’s styleThese include: flexing to communicate with people havingopposite traits. flexing to communicate with people havingsimilar traits.Slide #4ComponentsIdentify how the INSIGHT Inventory helps people understandthemselves and others. Ask for a show of hands of how many people have takena personal style or personality assessment in the pastand then, after getting their results, said to themselves,“But I’m not that way all the time.” Explain that theINSIGHT Inventory prevents this by providing twoprofiles, based on behavior in different settings. Point out that the INSIGHT Inventory recognizes thatbehavior may change from one setting to another. Assuch, it doesn’t “type cast” people as always behaving acertain way. Emphasize that the INSIGHT Inventory focuses onpositive descriptions and strengths, rather thannegatives or weaknesses. Support material emphasizes“flexing” instead of trying to change underlyingpersonality preferences. Note that the INSIGHT Inventory is research-based,statistically normed, and validated. It is not a simplesurvey or self-comparison instrument. 2018, Insight Institute, Inc.Slide #5About INSIGHT(3)
INSIGHT InventoryFacilitator GuideSelect between two options, paper or online.Using the self-scoring printed version. If participants don’t have internet access or you wanteveryone complete the built in INSIGHT Inventoryquestionnaire at the same time, then the paper selfscoring interpretative booklet is the best choice. The self-scoring paper version makes it possible to keepall participants moving through the program togetherand eliminates the need for any prework that has to betracked and brought to the seminar. There are three components 1) the self-scoringassessment, 2) the interpretative guidelines, and 3) theoptional discussion activities. Select the activities that fityour training objectives or work through them in followup sessions. An optional feature allows individuals who havecompleted the paper version of the INSIGHT Inventoryto go online and enter their score totals withoutretaking the assessment. They can then generate theirpersonalized e-INSIGHT report. This provides a greatseminar follow-up and coaching guide.Paper BookletUsing the online e-INSIGHT Inventory. There are two online reports available:1) the Personalized Report that speaks directly to the user2) the Interpretive Report that matches the paper selfscoring interpretative booklet.Two online reports1) Personalized Report or2) Interpretative Report The pages of the interpretative report are exactly the sameas the paper interpretive booklet. However, it saves user’sscores digitally and allows participants to complete theassessment ahead of time and also generate Team Mapsas does the Personalized Report. The Team Map plots each team member’s scores on onelarge chart. This makes it possible to compare scores,spot gaps and overlaps, and discuss how personalitydifferences can help or hinder teamwork. 2018, Insight Institute, Inc.Team Profile Map 2015 Insight Institute, IncSample Team6/19/2013Team Map(4)
INSIGHT InventoryFacilitator GuidePART 1: Completing the self-scoring questionnaire.When using the paper, self-scoring booklet, instruct participantson completing the questionnaire and scoring it with the carbonless paper in the front of the booklet Emphasize that all the results are positive; therefore, behonest when checking the descriptive terms. Suggest that users press firmly when checking theirresponses so their marks show through on the scoringsheet of the two-part carbon-less form. Encourage users to complete the Work Style columnfirst and then complete the second column, the PersonalStyle. When finished, ask them to move to the secondsheet and follow the scoring instructions.Slide #6Slide #7Explain how to score the carbon-less form. Point out that instructions are provided on the scoringsheet. Often it’s helpful to demonstrate how to score aform by marking directly on a sample or slide image. Remind participants to be sure and use the numbers inthe boxes on the scoring sheet. These are different—forstatistical reasons—from the numbers on the first page. No score total can be less than 8 or more than 48. Askparticipants to recompute if scores fall outside this range. Expanded descriptions of terms can be found on theback of the scoring sheet.Slide #8Slide #9Chart the results in the INSIGHT Inventory booklet. Display an example of a completed chart to giveparticipants a vision of the end product. Otherwise,direct them to the small image in the upper right-handcorner of the page.Slide #10Encourage participants to make large solid points anddraw heavy dark lines connecting the points so theprofiles are easy to read.Slide #11 2018, Insight Institute, Inc.(5)
INSIGHT InventoryFacilitator GuidePART 2: Overview the traits and trait intensity.Give an overview of the four traits. Present a quick overview of the four traits. Emphasizeonly the general characteristics at this time. Explain that all people have these four traits. How theyexhibit their preference on each trait is reflected by howfar their score falls to the left or right of the center line.Slide #12Display the layout of the profile chart. Note how the colors of the traits are different and can betracked throughout the reports, slides, and booklets. Mention that each scale has been statistically normed;therefore, the locations where the scores are plottedhave different spacing.Slide #13The Four TraitsClarify the purpose of the shaded areas on the charts. Explain that the shaded areas provide an easy way toidentify how strong a preference is. Read each of the descriptions of the shaded areas andreassure participants that scores at any location are fine.There are no good or bad, pass or fail scores.Slide #14Discuss what the overall profile shape conveys. Explain that “personality style” is the combinationof trait preferences and the interactions of thesepreferences with each other. Describe the example. The person’s Work Style andPersonal Style are different. She is Direct at workbut Indirect at home. She remains Reserved in bothsettings. She is slightly Steady at work but very Steadyat home. And she remains fairly structured and Precisein both settings. Note that they may spot shifts such as these in theirown profiles. This will be discussed in more depthlater. 2018, Insight Institute, Inc.Slide #15Trait IntensitySlide #16Profile Shapes(6)
INSIGHT InventoryFacilitator GuideExplain the effect of environment.Discuss how environmental pressures impact behavior. Point out that the INSIGHT Inventory acknowledgesthat people may behave differently in various settings(environments) because of how they react to differentpressures and expectations. Note that the INSIGHT Inventory identifies behavior intwo general environments, Work and Personal. Thereare also many smaller, more specific environments(virtual teams, special time-limited project groups,leadership roles etc.) that may bring out other behavior. Emphasize again that the goal is to better understandgeneral behavioral tendencies. However, it is importantto avoid labeling oneself or others as always behavinga certain way. Different environments or situations canalter behavior.Slide #17Slide #18EnvironmentPART 4: Introduce the four trait descriptions.Review the descriptions of opposite preferences. Ask participants to follow along in their INSIGHT bookletor online report as you review the opposite preferencesof the four traits. Encourage participants to identify how well certainpreferences describe them by checking or underliningany phrases they find particularly descriptive of them. Remind participants that the phrases describe the veryextreme characteristics on each trait. It is unlikely thatthe descriptions will fit them perfectly. Collect stories and humorous material from your ownlife so you can make presenting this section personaland fun.Slide #19Slide #20Exploring Traits 2018, Insight Institute, Inc.(7)
INSIGHT InventoryFacilitator GuideReview the descriptions of Scale A: InfluencingProvide an overview of Scale A Point out that all people have the ability to influenceothers and will tend to use either a Direct or Indirectapproach. Emphasize that people using the Indirectstyle can be just as powerful and influential as peopleusing the Direct style. Note that this scale provides an indication of howpeople assert themselves and “attempt” to influenceothers. It doesn’t mean they always succeed; it onlydescribes their general tendency. Slide #21Scale A IntroductionRemind participants that given certain situations,pressures, or motivations, an Indirect person can beDirect and also, a Direct person can become Indirect.These aren’t mutually exclusive characteristics; theyare on a continuum.Review the descriptions of Indirect and Direct extremes. Present the slide and move through the traits oneextreme at a time. Go back and note how each description is closelypaired with an opposite on the other side. Add personal stories and examples or ask participantsto share theirs. It’s often easiest to identify personalones and then circle back and describe some that occurin the work setting.Slide #22Scale A IndirectScale A DirectScale A ComparisonsScale A JudgmentsScale A ExamplesReview the strengths of each preference. Keep the session strengths based and include any ofthe additional phrases.INDIRECT: creating harmony, minimizing conflict,negotiating peacefully, accommodating to buy time,willing to go second, pleasing others first, etc.DIRECT: pushing for results, holding others accountable,driving action, holding firm, focusing on tasks notemotion, saying no, setting boundaries, etc. 2018, Insight Institute, Inc.Slide #22Scale A Strengths(8)
INSIGHT InventoryFacilitator GuideReview the descriptions of Scale B - RespondingProvide an overview of Scale B Note that Scale B, Responding, measures the classicintroversion-extroversion dimension found on manypersonality instruments. Advise participants not to interpret Reserved asmeaning shy or insecure. Reserved people can be selfconfident, self secure, and enjoy others. However, theytend to choose to remain quiet in groups and may notopenly share feelings. Scale B IntroductionNote also that most Outgoing people need some aloneand quiet time. However, they don’t need as muchalone time as Reserved individuals. Plus, Outgoingpeople often tend to recharge and get energized whenaround others.Review the descriptions of Reserved and Outgoing extremes. Slide #24Present the slide and move through the traits oneextreme at a time.Go back and note how each description is closelypaired with an opposite on the other side.Add personal stories and examples or ask participantsto share theirs. It’s often easiest to identify personalones and then circle back and describe some that occurin the work setting.Slide #25Scale B ReservedScale B OutgoingScale B ComparisonScale B JudgmentsScale B ExamplesReview the strengths of each preference. Keep the session strengths based and include any ofthe additional phrases.RESERVED: comfortable with silence without needing muchattention or stimulation, non intrusive, willing to listen toothers without the need to talk much themselves, selfsufficient, etc.OUTGOING: attentive to others, noticing of other’semotional state, good at connecting and buildingrelationships, energetic and enthusiastic about peopleissues, sixth sense about others, etc. 2018, Insight Institute, Inc.Slide #26Scale B Strengths(9)
INSIGHT InventoryFacilitator GuideReview the descriptions of Scale C - PacingProvide an overview of Scale C. This scale, Pacing, provides an indication of people’sstyle of making decisions and taking action. Thisdimension has a time component: fast and quick vs.steady and deliberate. Point out that the quality of a decision, whetherit is good or bad, relates to the decision-maker’sknowledge and experience with the issue not the paceat which the decision was made. Slide #27Scale C IntroductionEmphasize that people with either the Steady or Urgentpreference can make good decisions. However,the speed at which they make the decisions and theprocess they go through will be quite different.Review the descriptions of Urgent and Steady extremes. Present the slide and move through the traits oneextreme at a time. Go back and note how each description is closelypaired with an opposite on the other side. Add personal stories and examples or ask participantsto share theirs. It’s often easiest to identify personalones and then circle back and describe some that occurin the work setting.Slide #28Scale C UrgentScale C SteadyScale C ComparisonsScale C JudgmentsReview the strengths of each preference. Scale C ExamplesKeep the session strengths based and include any ofthe additional phrases.URGENT: puts energy to movement and change, willing todecide quickly and reassess results later, jumps in fast,brings variety and action to life, etc.STEADY: puts energy towards stability, changes onlyafter getting comfortable, establishes harmony andpeacefulness, deliberates before deciding, bringssecurity and consistency to life, etc.Slide #29Scale C Strengths 2018, Insight Institute, Inc.(10)
INSIGHT InventoryFacilitator GuideReview the descriptions of Scale D - OrganizingProvide an overview of Scale D. Point out that how a person Organizes the details in theirlives is an important component of this scale but, thescale is actually broader in nature. It also involves theneed for structure, time management, and order. Emphasize that both Unstructured and Preciseindividuals can produce high quality results requiringprecision. However, they will go about the process ofcompleting a task quite differently, i.e. files vs. piles. Note that Unstructured people’s need for flexibilityaffects how they manage time. Time is approximate forthem. On the other hand, Precise individuals tend tomanage time by the clock. It’s an exact science for them. Point out that most Unstructured individuals haveone or two areas in their life that they order and keepmeticulously perfect. Likewise, most Precise individualshave an area or two that they let get disorganized.Review the descriptions of Unstructured and Precise extremes. Present the slide and move through the traits oneextreme at a time. Go back and note how each description is closelypaired with an opposite on the other side. Add personal stories and examples or ask participantsto share theirs. It’s often easiest to identify personalones and then circle back and describe some that occurin the work setting.Slide #30Scale D IntroductionSlide #31Scale D UnstructuredScale D PreciseScale D ComparisonsScale D JudgmentsScale D ExamplesReview the strengths of each preference. Keep the session strengths based and include any ofthe additional phrases.UNSTRUCTURED: lives life in shades of gray rather thanblack and white, starts projects freely before organizing,sees creative ways around unneeded rules, etc.PRECISE: able to draw clear lines in what otherwise lookslike gray zones, good at finishing projects and wrappingup details, finds rules that help them navigate systemsin creative ways, “use rules rather than fight them,” etc. 2018, Insight Institute, Inc.Slide #32Scale S Strengths(11)
INSIGHT InventoryFacilitator GuideProfile Shape and Trait IntensityExplain what is meant by Profile Shape and Trait Intensity. Discuss how people tend to be known by one or two oftheir most intense traits. Ask participants how they would view the person who’sprofile is presented in the slide. Then ask them to reflecton how people tend to create shortcuts when describingothers.Slide #33Profile Shape & IntensityClarify how the profiles describe Traits not ValuesDiscuss the meaning of traits vs values People can have the same profiles but apply themdifferently because they value different things. In theexample, the minister values helping people while thedrug dealer values taking advantage of others for money. Engage participants in a discussion of what other valuesinfluence how traits are used and the impact.Slide #34Traits & ValuesPART 5: Explore how environment
Facilitator Guide Using this Insight Facilitator Guide. Get familiar with the training resources. This Facilitator Guide describes how to present a training session using the INSIGHT Inventory interpretative booklet or online . form by marking directly on a sample or slide image.
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