Department of the Treasury

Organization: US Department of the Treasury / Office of Intelligence and Analysis

Participants: 180 GS Employees (GS 12 – SES)

Overview: We provided certified facilitators this team building training/professional development and executive coaching over 6 business days. Our support included:

• Administration of the MBTI on-line assessment to each participant.
• Review and interpretation of individual and team results.
• Provided interactive, four hour workshops on understanding their MBTI assessment results, interpersonal communications and team dynamics for 12 departments. The Senior Executive (Presidential Appointee) was so impressed with the immediate results, she asked for an additional session for her senior leadership team (direct reports).
• Provided each participant a 30-minute coaching session based on their MBTI assessment results and team results.
• Provided a process for on-going self-development through our action planning sessions.nt part and identifying characteristic of the US NRC

Business Results: Our recommended program combined the MBTI assessment and an in-class workshop to achieve organizational goals. Our team provided training to develop the skills of the OIA staff in order to:

Enhanced Personal Effectiveness

• Participants now understand how the preferences are seen during communication and describe how personal communication styles affect other styles.
• Participants now understand how to use their preferred communication style to overcome a communication challenge.
• Participants now understand how their acknowledged assets, unacknowledged assets, acknowledged vulnerabilities and unacknowledged vulnerabilities.
• Participants now understand how to develop their natural preferences and build skill in areas which are not their natural preference.

Enhanced Team Effectiveness

• Team members gained an understanding of their preferences, particularly related to information gathering, energy source, decision-making and lifestyle/work patterns.
• Team members gained a greater understanding of the behaviors and values which drive their interactions with others and the activities of their roles.
• Team members learned to value rather than condemn the differences in approaches other team members have.
• Teams learned which team members are suitable for specific tasks and projects.
• Teams learned a language which allows them to address differences respectfully and productively.
• Team members learned that approaching problems in different ways can be healthy and productive for an organization.

Assessment: Myers Briggs Type Indicator (Step I)