The Birkman Method is Myers-Briggs on steroids.
Both were born out of the angst and idealism following WWII. The Birkman just goes leagues deeper. Myers-Briggs can be very useful to people who’re new to the world of understanding why we do what we do. The Birkman supplies depth. Both begin as fascinating palm readings delivered by a corporate swami. The Birkman, however, can be constantly mined for provocatively helpful insights. It truly delivers the kind of information that can turn a years-long conflict into a productive collaboration of diversity.
In short, the Birkman gives each person a way of understanding their strengths and needs – what they’re like at their best and what motivates them. And, if that weren’t enough, it goes on to describe what they’re like when they’re at their worst. Imagine a portrait of yourself at your worst that’s non-judgmental. Exactly! Its help is profound. Instead of defending yourself against an unfair portrayal, you can easily accept the Birkman’s picture of your fallibilities. Why? Because they’re presented articulately (easy to recognize) and fairly as the natural behaviors caused by unmet needs. The descriptions about you are neither right nor wrong. They’re empowering. They give you the chance to claim the true picture of what you’re like — without the aid of an airbrush.
Honestly, aren’t you ready to see yourself? Isn’t it time that your relationships at work were more responsible and clear?
Use The Birkman Method. Rely on its fifty-plus years of workplace validation.
A Birkman Story…
“You can do it! Jump!” I yelled up at the quivering, two hundred pound man, CFO and organizational disciplinarian for a major US manufacturer. He sat perched on what looked like a postage stamp: a two-foot platform, forty feet up a ramrod straight pine tree by the side of a black-water pond. “It’s safe! You’re not going to fall! Think ‘Sail’…and push off!””