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How to Become Interpersonally Competent
This article is about interpersonal competence. In my work as an executive coaching consultant, I have found that interpersonally competent people share at least three things in common: 1. Interpersonally competent people are self aware. They understand themselves, and as a result they understand others. 2. Interpersonally competent people build solid, long lasting mutually beneficial relationships with the people in their lives. 3. Interpersonally competent people are able to resolve conflicts with a minimal amount of problems and upset to relationships.

Square Peg Round Hole
In his wonderful book The Element, Sir Ken Robinson tells a story that I’m sure many people can relate to. In it, a young girl named Gillian is having trouble concentrating at school. The school – suspecting a learning disability – asks her mother to take 8-year-old Gillian to see a psychiatrist for evaluation. After hearing from the girl’s mother how the girl is always disturbing her classmates, her homework is sloppy and always late – the doctor asks to speak with Gillian alone. Before escorting the mother outside for a private conference, the doctor turns on the radio in the room to occupy Gillian. As soon as the music began to play, the girl was on her feet. From outside the room, Gillian’s mother observed for a few minutes as she moved beautifully to the music, dancing around the room, lost in a childlike trance.
Are You Talking to Me? Rx for Extraverts and Introverts
Are you an introverted or extraverted leader? This preference has an impact on your communication style. This article provides practical tips for improving communication for both groups.

Business Leaders and the Three Brains of Neuroscience
Business leaders continuously evaluate their business results and their business tactics to ensure optimum benefits for the business. They want to know what works best in terms of costs and of profits. When making this evaluation, leaders usually follow up with an evaluation of their personal strengths and weaknesses, because they know that the quality of their interpretation of events has a direct effect on business results. This sort of orientation is more or less standard for most progressive business establishments.

Other MyersBriggs Related Articles

Using the Myers-Briggs Type Indicator to bridge the leadership 'reality gap'
Latest research in the UK reveals a 'reality gap' between what leaders think of themselves and what their employees think! Maybe the Myers Briggs Type Indicator (MBTI) can help bridge the gap? According to the latest Employee Outlook survey from the Chartered Institute of Personnel and Development (CIPD) in the UK, while managers believe they are outstanding leaders their employers thinks something quite different. Some 72% of employers report a lack of leadership and management skills within their business. How do you best deal with this ‘reality gap’? What if you could empower these individuals to better understand the type of person they are? Maybe the MBTI can help.
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