Personality Testing

In my efforts to study and understand the personality types discussed in this lesson, I took two tests:  the Myers-Briggs test and the 9-type Enneagram test.  

On the Myers-Briggs tests, I tested as an ISFP.  This result was not a huge surprise; I have taken this test twice before and scored as an ISFP each time before.  The test itself was fairly painless, and I found the Yes/No format very easy to work with, but I did notice that several of the questions repeated themselves verbatim at later points in the test.  However, I think that this repetition is probably deliberate, and that they were testing consistency and/or contextual reactions to questions.  

As far as the result goes, it did not surprise me because after I took the test I took a look at the the other 15 personality types and read the descriptions for each one, and I think the ISFP really does describe me the best.  I knew that I would definitely end up classed as an introvert because although I really love being around people and exchanging ideas, I get exhausted by the process as well and I need time by myself to recharge and recover my energy.  I think the "S" part also fits me well because not only do I rely a lot on my senses, I tend to be very practical and methodical as I'm accomplishing tasks.  I'm not as sure about my "F" marking because although I place a lot of importance on my intuition I do try really hard to think through decisions logically and have a clear reason for why I make the decisions I do.  However, I do agree with my "P" designation because although I do tend to make decisions based on logic, not all of my processes are structured.

When I took the Enneagram test, I scored very highly for the Type 4 (Artist) and less highly for the Type 5 (Thinker).  My final result did not surprise me at all because everytime I've taken a Keirsey test or the Myers-Briggs test I've scored as an Artist personality type.  However, I found the process of taking this test a little more frustrating than the Myers-Briggs test because I felt that some of the statements that I was asked to give an "either/or" answer could have been answerd with "both" or "neither," and I found it very frustrating that I did not have this option.  

However, I think that my results for the test tend to be fairly accurate, in spite of my frustrations with taking the tests.  I tend to be very ruled by senses, and I'm usually a very independent, reserved, and intuitive, so I thought this description seemed fairly accurate.  

Although I do not believe that Myers-Briggs tests are the end-all be-all of any personnel decisions, I do believe that they can tell me quite a bit about the people that I work with.  I hope that when I'm managing people my awareness of my natural habits and biases will allow me to both see those biases in other people and be aware that not everyone approaches problems with the same processes that I do.  For instance, as an introvert, I tend to take a lot of time thinking about a problem or a question that I'm asked, but an extravert may not need as much time as I do to answer a question or form a plan.  However, as a manager, I also need to be aware that that extravert may not think through their answer before they speak up, so I will need to be a little more patient with the (to me) lack of polish that an extravert's answer might seem to have.  Also, I'll probably need to be aware that the "N" types tend to have a more creative, imaginative way of working through projects than I as an "S" would have, and I'll need to respect that creativity so I can take advantage of all of the resources that that employee might offer.  I think that being aware of these differences in handling situations will allow me to be a little more patient and a lot more effective when I'm managing my future staff members.

Conflict Resolution Scenario

Although each situation will have different dynamics in the workplace, I would try to approach resolving conflicts in this way:

Scenario:  Two people who have been working in completely different areas at one workplace get thrown together to work on a project that must get done.  Although each worker has their strengths and they do a good job individually, their personalities initially do not mesh with each other, and so there has been enough friction that it has come to my attention.  

Because I would not want this conflict to escalate any further, I would probably choose to schedule a sit-down meeting for as early in my schedule as is possible.  To prepare for the meeting, I would choose a meeting place that would not give either of the conflicting staff members a turf advantage, and I would ask them to prepare for the meeting by thinking about what they consider the problem and what they think their co-worker does well.

Once the two staff members had gathered in my designated meeting place, I would briefly set the rules in place.  I would make it clear that while I do not expect them to be best friends, I do expect them to act like professionals.  I would make it clear that I will not take sides in this conflict, and that I expect everyone involved to work towards an acceptable solution that allows for work to take place.  Additionally, I would make it clear that I will not tolerate name calling, off-topic rants, or interruptions from the other employee.  

After I set the ground rules for the discussion, I would ask each staff member to briefly summarize their view on the current conflict.  I would ask them to stay on-topic, and ask them to be as specific as possible when naming their grievances.  While each member is talking I would ask the other member to look directly at them but not interrupt them.  After each staff member has had their say, I would ask each staff member what specific actions they would like to see happen to solve the conflict.  

Through this time, I would try to keep the discussion as on-topic as possible, and I would not permit side-topic rants to distract us from coming to a solution.  After each staff member has talked about their perspective of the conflict and what actions they would prefer to see happen, I would try to use those suggestions to form a compromise that would allow each staff member to gain what they think is most important.  

I would set some specific goals, actions,  and deadlines for implementing those actions, and  I would also set a meeting time for a couple of weeks into the future to evaluate whether these actions are helping to generate a solution to the conflict.  Before that follow-up meeting, I would make sure to notice and compliment any positive changes that I notice from each of the workers. 

Hopefully these actions and the plan will provide the necessary tools for the staff members to resolve their conflicts and deal with thier disagreements in a constructive fashion, but if the actions did not help, I would probably try to seek outside help such as a mediator.  Addionally, if I feared for the life or safety of any of my workers, I would immediately involve the security office. 

Disaster Prevention for My Organization

I chose to look at one very likely disaster for my organization, a fire, and how I would deal with that disaster.  

First, I would try my best to do as much preparation and planning ahead of the fire as possible.  I would probably begin by conducting risk assessment surveys to identify any problem areas in my museum before we had an actual fire.  After I did the first risk assessment, I would probably schedule a regular time to repeat the risk assessments, and I would also probably consult with other museum directors  and local businesses so I could get an idea of how they are handling problems like these.  The next thing I would do is consult with the local fire department to locate any missed problem areas and design smart escape routes.  Acting upon their suggestions, I would install any fire alarms, smoke detectors, sprinkler systems, and any other necessary equipment.  After I complied with the fire department's requirements, I would probably verify my museum's insurance coverage and make arrangements for any supplementary coverage that I need.  

After I dealt with these people, I would probably begin making the necessary in-house arrangements.  First, I would an employee list and store it in my disaster preparation kit (below), and then I would probably take the fire escape plans that I made with the fire department and form an official emergency procedure for my employees that would include a notification system, a fire escape plan for everyone (including the elderly and infirm workers), a meeting spot for all employees, and general "what-to-do" checklists for my employees.  I would post these plans on the intranet, in the employee lounge, and I would give a copy to each supervisor and each employee.  After I made these plans, I would schedule and follow through on practice runs of the plan so no one gets caught unprepared.  I would also put one of these plans in my home, a couple at nearby off-site locations, and one in my disaster preparation kit (below).  

After I dealt with my employees' safety, I would next concern myself with the in-house items and documents under my care.  I would probably arrange for any preventitive measures possible, but I would also include checklists and priority lists for the proper salvage of my museum's artifacts.  I would also arrange for a backup of all of the documents and records in the building, and then I would arrange for a backup of that backup material.  I would also make copies of my checklists, priority lists, and any insurance and financial documents, and those copies would also go in my disaster preparation kit (below).  

After I made the necessary arrangements for my employees and the items and documents under my care, I would begin making the final preparations.  I would assemble my disaster preparation kit which would include all of the checklists and lists above plus first-aid kits, insurance and bank policies, fire extinguishers,  gloves and masks, and any salvage/repair equipment necessary.  I would place the kit in an easily-accessible place that would remain unlocked.  After that kit has been assembled, I would then arrange for a person (probably me) to talk to the press, board members, and employees, and I would also arrange for a person to take care of any necessary de-contamination/post-emergency rides that my employees would require.  Finally, I would practice my emergency procedures with my employees at least a couple of times a year so that they know what to if a fire should occur.   

If the worst occurred and a fire did happen in my museum, I would try to remain calm.  The first thing I would do is sound the alarm, thereby alerting both my employees and the fire department.  I would tell my employees to grab any necessary items such as purses, car keys, and house keys.  Next, I would make sure that any visitors/public persons get out of the building, and I would be calm but very firm and try to get them out as quickly as possible.  Next, I would grab all of my emergency supplies, kits, checklists, and other information before I followed my employees out of the burning building.  Once everyone assembled in our meeting place, I would use the employee list that I had assembled to verify that everyone made it safely out of the building.  If its safe and applicable, I would send them home after the appropriate amount of time, and I would make sure that they had appropriate transportation home.  If they needed to go to the hospital for de-contamination, I would provide a ride that would follow after the ambulance and take them home.   

After I verified my employees and visitors safety, I would speak to the appropriate board members, press members, and any other persons that desired information.  After this, I would go ahead and deal with any other problems that arose, wait until the fire dies down, then begin to assess damage, begin salvage operations, contact my insurance company, and deal with any other issues that arise.   

Although a disaster like a fire is never desirable, I would hope that my advanced preparations would both save lives and minimize the damage that such a fire could cause.  

Madisonville Library In-box Assignment Results

I chose to go through the Madisonville Library in-box assignment. This is how I would handle each of the 16 items listed:

Because time and resources are the major commodities of my public library, I see the first item, about the delinquent periodical bill, as the first and most urgent thing to take care of. I would probably immediately find out why the bill has not yet been paid and then I would call them and (if possible) assure them that payment is on its way, and then I would ask them to process the current request for us.
Because the display of science fair projects is scheduled to be set up today, I would probably deal with #3's issue next. In this case I would probably delegate the task to one of Marie's assistants, because they would probably be more familiar than I with what Marie wanted to do.
Because time is also an important factor and it wouldn't take very long to make my administrative assistant happy, I would probably go ahead and okay Sheila's request (#14) to take her lunch hour to go to the hairdresser today next.
Because keeping my mayor (essentially one of the most important people in town) happy is important, I would probably go ahead and return the mayor's urgent call (#8) next.
I would probably go ahead and deal with the snafu surrounding Leon's leave time (#7) next, because it would be important to understand why I missed that rule in the first place and what options I have for dealing with Leon's request before I talk to him personally.
I would probably go ahead and schedule a meeting with Brenda next (#4), because it would be important to assure her that she had my support and to see what I could do to help her meet her work goals until we fill Phyllis's position with someone. Because she's out of town for this week I would probably go ahead and send her an email telling her to get in contact with me as soon as she's back.
Because dealing with my current staff needs is important, I would probably go ahead and deal with Jerry's request for a meeting (#6) next.
Because Leon's message about the elementary school books is important and because I will want to get his input before I make a decision, I would probably want to schedule a meeting with Leon to deal with #16 next. When I meet with Leon I would probably deal with his leave request at this time.
After I have dealt with the meeting requests from my staff members, I would probably deal with the outside requests next. Because of the sensitivity of the issues in #15, I would probably try to acknowledge their decency complaint in a formal letter before meeting with them, consult the relevant policies, and schedule a staff meeting with all of the relevant staff members to figure out how to handle this situation before their group shows up on Friday.
Next, I would probably turn to the lawyer's letter (#10) for the Deweyville Public Library. I'm not sure if this library is another name for our library(?), so I would probably try to determine that first. If I found that this library name is indeed another name for our library, I would probably write to the lawyer to acknowledge the generosity of the donation and to assure him that we will officially accept or decline the gift very soon. After I wrote the letter I would probably consult with the collection policy for our library and then schedule a meeting with the relevant personnel to determine whether to accept this generous gift or not. If I determined, however, that this library is actually a different library than ours, I would then write to the attorney advising him that we received the letter by accident.
After I dealt with these issues, I would probably turn to the items that did not take as much time to deal with or are not as urgent as the previous issues. I would probably deal with Jean's appendectomy next (#2) by asking Leon to be responsible for collecting signatures on a staff card while asking Sheila to order flowers for Jean on behalf of the library.
I would next write to George C. Granite (#9) thanking him for his kind words about Kermit, and then I would pass along the letter to Kermit while noting it in his employee file.
I would next consult our meeting room schedule for John Pushey's regional sales meeting request (#11). If the meeting room is available for Jack Martin's meeting, I would then go ahead and reserve the meeting room for that meeting and then go ahead and call John back to confirm the booking.
After I took care of that booking request, I would then write a brief reference letter for Jan Stevensen (#5) indicating my support for her loan. I don't know if I would cosign the note unless it was necessary and without any details, but I would consider it while I was taking care of the other tasks.
After I took care of Jan Stevensen's financial request, I would go ahead and take care of the professional request made by Steven S. Suntan (#12) by writing an appropriate reference letter for the occasion.
After I dealt with the staff-related meeting and reference requests, I would probably turn to the library student's letter (#13) about job requests. I do not know how much I could legally tell him/her about potential openings that had not been created or approved yet, but I would probably encourage them to submit a resume for our review and wish them luck with their job search.

Termination Checklists Exercise

For this post, I will create two separate lists.  The first list will list all of the disciplinary steps I would take before I decided to terminate an employee.  The second list will describe the procedures I would follow in carrying out the termination decision.

Disciplinary Steps

When dealing with discipline problems, I as a company manager would try to:

1)  Set standard rules and disciplinary procedures before any employees commit infractions.

2) When new employees begin their work, sit down with them and outline the disciplinary rules, procedures, and policies.  Encourage the new hires to talk to their supervisor (me!) any time they have questions about the disciplinary policies.

3) Use progressive disciplinary steps, including:

a) At least one verbal warning, given without formal documentation.

b) At least one verbal warning, given with formal documentation.

c) At least one written warning indicating the nature of the offense, how to rectify the problem, and the consequences for continuing the offense.

4) Work with the employee to develop an appropriate written plan to rectify the problem.

5) Allow enough time for the employee and supervisor to implement the above-mentioned plan and make any adjustments necessary.

If all of the steps above did not solve the problem, then I would begin taking more serious steps such as:

6) Begin to consult with any necessary supervisors, human resources managers, and attorneys to determine how to proceed with more serious disciplinary actions.

7) Provide any necessary follow-up documentation to the written warning in step 3c, including evidence of further infractions after the plan in step 4 was put into place.

8) Implement a more serious punishment for the employee, such as a suspension without pay or a final written warning that explicitly lists termination as a possible outcome of further infractions.

9) If step 8 does not bring desired results, I would probably consult with the human resources manager and/or employment lawyers about possible next steps.

10) If everyone involved in step 9 agrees it is necessary, I would begin the termination process.

Termination Checklist

If I decided, after step 9, to begin the termination process, I would probably follow these steps below:

1) Consult with the employement attorney about how to proceed and follow ALL of their directions and advice.

2) Notify any necessary outside personnel, such as a network administrator, to allow them to shut off computer, phone, and building access at the appropriate time.

3) Prepare the written reports necessary for step 5c below and obtain the employee's final paycheck for step 5f below.

4) Arrange for any necessary security precautions such as a guard or escort.

5) With an eyewitness present, meet with the employee and follow all of these steps:

a) Explicitly tell the employee that their employment has been terminated.

b) Give the reason for the termination, and assure them that the decision has been made by considering all possible factors, agreed on by all necessary managers, and it is final.

c) Provide a written summary of all benefits to date, including:

1) Severance pay.

2) Compensation for vacation and/or sick time.

3) Continuation of health or life insurance benefits.

4) Any other benefits or employee assistance available.

d) Ask them to provide any company-owned security codes, logins, or passwords (I would 

also probably verify that these codes are correct before I allowed the employee to leave

the premises).

e) Instruct them to turn over any company-owned items, such as access keys or credit 

cards.

f) Remind the employee of any confidentiality or non-compete agreements they signed 

when they entered employment at our company.

g) Give the employee their final paycheck, benefits, and/or vacation compensation (if the benefits will not continue after this meeting).

h) Instruct the employee on how to complete the human resources exit interview, gather their personal items, and leave the premises.

6) As the employee leaves, stand, offer to shake hands, and wish them success in their next steps.

7) Remain calm, courteous, and quiet the entire time, and try my best not to fall to pieces in front of my other employees that day (save my meltdown for either a private bathroom at work or my house when I arrive home that night).

8) Follow up on any necessary loose ends with the employee.

After the termination meeting has taken place, I would probably try to meet with any employees affected by the termination and take care of any necessary future steps, but I would be as discreet and polite about the termination as possible, and I would not reveal anything that the attorney has instructed me to keep quiet about.

Job Advertisement Exercise

Position:  Museum Curator (Music)

Company:  Women in Modern American Music Museum, New York, NY

Information:  Full-time (40 hours per week), salaried, permanent

The Women in Modern American Music Museum (WiMAMM), a non-profit organization, seeks a creative and self-motivated music curator.  As Museum Curator, you would collaboratively work with a small but motivated team at a museum within walking distance to both Lincoln Center and Central Park, designing attractive and effective exhibits that highlight women's contributions to American popular music.

Job Responsibilities:  

--Works with the museum staff, donors, board members, and other organizations to acquire and manage exhibit materials.

--Conducts background research into music, especially American popular music traditions.

--Leads the conceptual planning of museum exhibits and special events that highlight the contributions of women songwriters, composers, singers, musicians, and other artists to modern American music.

--Works collaboratively with the other museum staff members to bring exhibit plans and special events to fruition.

--Serves as a liason, expert, and/or consultant to government agencies, colleagues, educational institutions, foundations, and the general public.

--Other duties as assigned.

Necessary Qualifications:  

--An advanced academic degree in museum studies, musicology, history, or other closely-related field OR the equivalent in research experience.   

--Significant previous experience with museum operations, especially designing attractive and effective museum exhibits.

--Strong organizational and people skills.

--Experience with related computer programs.

--Residence in or or willingness to relocate to New York City.

--Eligibility to work in the United States

--Successful completion of a background investigation.

Preferred Qualifications:

--Terminal degree in musicology, history, or other closely-related field.

Compensation:

--Salary commesurate with qualifications (minumum of $75,000).

--Health insurance, paid vacations and holidays, and sick leave.

--Employee discounts to public transporation, certain local child-care facilities, and Lincoln Center performances.

--Tuition assistance for qualifying continuing education classes.

Contact:  

Interested applicants should send their resumé, portfolio of recent work, and cover letter to:

Hiring Manager

Women in Modern American Music Museum    

123 W. Leonard Bernstein Place

New York, New York 10023

The Women in Modern American Music Museum is an affirmative action/equal opportunity employer.

Interviewing Practice

This afternoon I sat down with my interview partner, aka my husband, to practice interviewing for jobs.  I have had some experience with professional interviews before, but not very much.  To put it more succinctly:  I've had two or three formal interviews for jobs, and one or two appointments as a result of those jobs.  When you look at those statistics, I guess you could say that I have been moderately successful with interviews.  However, it really does not feel that way when you sit down for an interview after even a brief vacation from that process.  

My partner and I took turns interviewing each other for about five minutes each, so we asked each other three different questions from a sheet that my course instructor had given everyone.  My partner played the interviewer first.  

The first question, "What led you to choose your major/field of study?," proved a little difficult for me because I started with one major (English literature), switched to another (voice performance and literature), and then switched to yet another for my master's degree (music history/musicology).  I tried to answer the question by pulling all three together and describing what I found interesting in all three, but I think that my answer was probably too long and much too complicated.  I think in the future that I would probably choose to either pick one and describe what's so fascinating to me about it, or identify the common thread in all of these choices that led me to them.  

The second question, "What motivates you to put forth your greatest effort?  Describe a situation in which you did so.," induced a little bit of panic at first, because I always try to give my best effort, but I couldn't think of a specific situation to use.  I panicked for a full thirty seconds, but I eventually settled on one story that I described briefly and then summed up with why it was so important in that situation to do my best work.  I think in the future I would really find it helpful to think about these questions in advance and prepare a few previous experiences that I could use.

By the third question, "What are your long-range goals and objectives?," I had gathered a little bit more confidence in myself.  This question proved much easier to answer because I have thought about it quite a bit, so I answered the question with quite a bit of detail.  However, I think that in the future I would probably choose to focus on organizing my answer a little bit better.  I had two career goals and three personal professional goals for the future, but I mixed them up so much that I confused even myself.  I think that I would probably focus first on my personal professional goals, then relate them to my long-term career goals.  That format, the "I want to get better at this and this so that I can go on to this professional position," might be a little bit easier for the interviewer to understand.   

I learned quite a bit about myself through this interview practice.  I found that I almost always have answers to these questions, and that none of them were impossible to answer.  However, to answer them well, clearly, and quickly, I clearly need to think a lot more about how I will answer these questions.  I also need to practice my answers so that I may say what I mean, not what I think I mean.  I also found that my answers tend to be long and quite complicated, so I think I should focus on clearness and brevity first, then add in more details as I get more comfortable with answering these questions.  

After I finished answering these questions, I then asked him three questions of my own, "What are the most important rewards you expect in your career?," "How do you think a friend or professor who knows you well would describe you?," and "Describe a situation in which you had to work with a difficult person.  How did you handle the situation, and is there anything you would have done differently?"  My partner has had a lot more experience with these interviews, so his answers tended to be much briefer and more polished than my answers.  Still, I found that even though I know him very well, it was fascinating to watch how he answered these questions, because so much of our normal communication is less formal than this type of situation.  While I listened to his answers, I looked for the same things I would look at in someone who I would considering hiring.  What is important to him?  How does he see himself?  Can he communicate well?  How does he handle conflict?  Is this someone I can work with and depend on?  

I guess these questions are the same types of questions the interviewers will be looking for in my interviews.  I also think that if they have taken the time to meet me and talk to me, they do want me to do my best, and at this point they are looking for reasons to keep me.  With that in mind, I will continue to practice these questions and think of ways to answer them better!

My Company Assignment

My fictional company will be centered around a museum.  Called the Women in Modern American Music Museum, the museum will focus on the contributions of women to all types of music, especially in American favorites like jazz, Broadway, popular, and rock music.  Located in downtown New York City near Lincoln Center, this museum will be open to the general public and will feature exhibits centered around important women songwriters, composers, singers, musicians, and their contributions to American culture.  

The supporters and staff of the museum hope to educate people on the importance of women in American music and to inspire future generations of women to make great contributions in music.  

The museum is primarily funded by a trust provided by a single generous donor, but it also draws financial support from national and local arts foundations, women's councils and foundations, and smaller private donors.  These funds keep the museum and its basic work operational, but they do not provide for too many extra expenses.  

As a result, the current museum staff is very small and consists of only ten people:  a general manager, me, a curator/music scholar, a special events/volunteer coordinator, two full-time and five part-time staff members that act as assistants and docents whenever and whereever they are needed.  The museum also gets volunteers from students in local colleges like New York University and the Julliard School of Music.  

Welcome!

Welcome to my new blog!