Myers-Briggs Type Indicator® (MBTI®)

Tool for personality assessment

The MBTI® (Myers-Briggs Type Indicator®) instrument is the best known and most trusted personality assessment on the market. Far more than just personality tests, MBTI Step I and Step II provide a constructive, flexible and liberating framework for understanding individual differences and strengths that can be applied to all areas of human interaction and personal development.

By defining personality type, the MBTI profile reveals how we see and interact with the world, giving insight into our motivation and the motivation of others. This builds a strong foundation for personal growth and a far-reaching and life-long development journey, underpinning enhanced personal effectiveness, which embraces many common challenges in the workplace: Resilience, Communication, Teamwork, Conflict, Emotional Intelligence, Decision-making, Influencing, Leadership, Career Development, Managing Others, Change.

MBTI Step I is a powerful, versatile personality type assessment that provides the foundations for a deep understanding of personal motivations and group interactions. It can be applied to multiple personal and business issues, and revisited over time as new challenges arise. By providing multiple quality-assured insights with a single questionnaire, the MBTI assessment’s scalability and relevance to all organisational levels delivers a high return on investment.

MBTI  Step II hits at the heart of who someone is by tapping into the facets within each Step I Type preference. It can help you understand the DNA of an individual’s personality, revealing what makes them different to others of the same Step I Type, and similar to those with a different MBTI Type. The result is a highly personalised profile and development plan that is perfect for coaching, action planning and building cohesive teams.

Embark on the MBTI journey and experience a compelling and resonant framework garanteed to enlighten, inspire and challenge individuals and teams at all levels.

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