How to Lead a Myers-Briggs Team-Building Workshop

When you bring Myers-Briggs into your workplace, you’re usually starting from a good place. Most of the managers we work with already have a capable team and a sense that people care about doing their jobs well. Adding personality type into the mix gives everyone a new layer of insight, and teams are often very excited to share their test results with each other and start connecting the dots between “how I work” and “how we could work better together.”

A team workshop is where that all comes together. Once everyone has sat with their own personality report for a while, the next step is to turn personality into a shared topic the whole team can explore together. A live session gives people space to compare notes and learn how the same situation can feel completely different depending on someone’s type. You can also add some very practical exercises to help the lesson stick! 

In this guide, you’ll find a simple structure you can use to plan and lead that kind of session. The steps below build on Truity’s TypeFinder® for the Workplace assessments and show you how to turn those individual results into a practical, relaxed conversation that keeps the focus on your people and their day-to-day work. 

Why Myers-Briggs Workshops Work (And When They Don't)

Before you block time on everyone’s calendar, it helps to be clear about what this kind of workshop is good at, and what it’s not designed to fix. That way you can decide whether a Myers-Briggs workshop is the right tool for what you have in mind, and set expectations with your team in a straightforward way.

At their best, Myers-Briggs workshops help people understand differences in how they gain and use their energy, gather information, make decisions and organize their work lives, and they give teams a shared language for talking about those differences without blame or judgment. They work well when you want:

• More ease in everyday collaboration.
• Better communication in meetings.
• A clearer sense of how to match people with work that suits their natural preferences.
• Stronger connections across hybrid or remote teams.
• More constructive ways to handle disagreement and conflict.
• Support for teams going through change.
• More visible respect for each person’s strengths, along with better support for each other’s blind spots.

They are less effective when the real issue is something structural, like unclear roles, chronic overload, or serious conflict that has already become personal. In those situations, a workshop can still play a supporting role, but it should sit alongside other conversations about expectations, workloads and leadership. Keeping that distinction in mind will help you design a session that feels relevant rather than a forced solution looking for a problem. 

Now we have that out of the way, let’s dig into how you organize a workshop. 

Step 1. Plan Your Space (And Your Timing)

The practical setup has more impact on the session than most people expect, and a little planning upfront makes it much easier for your group to settle in and participate. Your Introverts, for example, will appreciate having plenty of lead time so they can think about their test results and prepare any questions they might have. Booking the workshop one to two weeks in advance usually works well to give everyone a chance to read through their report. 

If you can, avoid scheduling the session at the very start or end of a hectic period, when people are likely to be distracted.

Choose a room that matches the tone you want. A formal boardroom can work, especially if you can zone off some breakout areas, but many teams relax more easily in a space where they can move around a bit and shift between whole-group discussion and smaller conversations. A U-shape or clusters of tables often feels more natural and less “putting people on the spot” than rows of chairs. Check your tech setup ahead of time so any slides or online resources are ready to go and you’re not troubleshooting with a room full of people waiting.

If you plan to use simple, interactive exercises from Truity’s facilitator materials, make sure your room allows for that. You don’t need anything elaborate, just enough space for people to move into small groups when prompted.

Step 2. Define Clear Goals For Your Session

It is tempting to say “we’re doing a personality workshop” and leave it at that. In practice, a little more clarity goes a long way. The way you present the information and the activities you choose may look different depending on the makeup of your team — whether they’re a new team that is still figuring out how to work together, for example, or a team that has been together for a long time and wants fresh insight. You might be planning the session as part of a broader development program or as a stand‑alone learning experience. Any of these are valid starting points.

From there, pick one main outcome you would like to support. For example, you might want people to leave with a better understanding of their own work style and how it fits with others on the team. You might want more thoughtful communication, or more awareness of how different types handle change and feedback. Naming that outcome in your invitation and at the start of the session helps everyone see why they are there and what they can expect.

When you review Truity’s TypeFinder in the Workplace materials, you can choose slides and talking points that fit the outcome you care about most, rather than trying to cover everything at once. That keeps the session focused and respectful of people’s time.

Step 3. Make The Most Of The Assessment

Most of the value in a Myers-Briggs workshop comes from the combination of two things: people absorbing their TypeFinder® for the Workplace assessment results in a quiet, individual way, and then bringing those insights into conversation with others. The assessment is fundamental to the workshop, so make sure you’ve sent your  team the link to the TypeFinder® for the Workplace assessment and give them a clear deadline a few days before you meet. It helps to explain that the assessment is not a test to pass or fail; it’s simply a way to map out natural preferences, so they have language to use in the workshop. Encourage people to answer based on how they usually like to work, rather than how they think they are supposed to show up at work.

Ask everyone to read through their report before the session and to notice anything that stands out. Some people recognize themselves immediately and feel relieved to see their patterns described so clearly. Others have questions, or feel that one or two points do not quite fit. All of these reactions are valid and a useful starting point for reflection and conversation.

As the organizer, you may want to glance over the reports or a summary of types in advance, especially if you are using Truity’s business platform. You might notice, for example, that your group includes a wide range of preferences, or that you have an abundance of Introverts, or Thinkers, or Perceivers on the team. That awareness can help you choose examples and questions that will land well with your particular mix of people.

Step 4. Select Resources That Support You

As you’ve probably gathered, you don’t need to build a workshop from scratch! Truity’s presentation materials are a ready-made backbone and include everything you need to plan your session. This free download includes:

• TypeFinder in the Workplace Study Guide  (view sample): A straightforward way to get comfortable with the core ideas behind Myers-Briggs at work. Reading it before your session helps you talk about the four preference pairs in everyday language, without needing to be an expert in personality theory.
• Presentation Guide and slideshow (view sample): A ready-made structure you can follow or adapt. The slides walk through key concepts in a clear sequence, and the guide suggests where to pause and invite discussion, and where to add a simple exercise to keep engagement high.
• Sample presentation script: A word‑for‑word option you can use as a safety net, especially if you are new to leading this kind of session. You can follow it closely the first time, then start to adapt the language as you get more comfortable with the material.
• Team-building and training exercises: Optional activities you can add when you want more interaction. You can pick and choose the exercises that fit your team and the amount of time you have, and build them into your session at your own pace.

Having printed reports, a simple slide deck, and a few clear prompts is usually enough to create a thoughtful, engaged conversation. The aim is to give everyone a chance to talk together about what they have learned and how it shows up in their daily work, not to confuse people with complicated games!

Step 5. Do A Dry Run And Set The Tone

A short practice run can ease nerves and make the live session feel smoother. Walking through the order of your slides, your key points, and your transitions out loud should help you catch anything that feels awkward before you are in front of the group.

As you rehearse, think about the tone you want to set. Most teams respond well to a light, curious approach. You might share a brief example from your own report, especially if you are comfortable talking about both a strength and a challenge you recognize in yourself. That kind of openness makes it easier for others to join in.

At the start of the workshop, it often helps to say a few simple things explicitly. For instance, you can note that there are no “good” or “bad” types, that everyone uses all of the preferences at different times, and that the point of the session is to understand patterns, not to box anyone in. You can also set a basic ground rule that people speak about themselves and their own experience, rather than labelling others. These small steps go a long way toward creating an inclusive room where people feel comfortable participating.

Make sure you know how you plan to close the session as well. Leaving a few minutes at the end for people to name one insight they are taking away or one small change they want to try in their working relationships can help the learning carry over into everyday life.

Step 6. Follow Up After The Workshop

Soon after the workshop, you might send a short note thanking people for their participation and briefly recapping the main points you covered. You can include a reminder that their reports are there to revisit whenever they like, along with a link to any Truity resources you want to highlight. Some managers also like to ask for quick feedback on what felt most useful and what people might like more of next time.

Over the next few weeks, look for small, natural ways to bring type language into existing conversations. That might mean acknowledging different preferences when you plan meetings, or considering each person’s workstyles when you assign tasks. It doesn’t need to be a big production. Even simple comments like “Let’s give everyone time to read this and come back with thoughts” or “It helps that we have both detail-focused and big-picture people on this project” show that you are taking personality patterns into account.

If the workshop has gone well and you want to go further, you can build on this foundation with additional sessions or deeper dives using Truity’s training materials. Because your team already has a shared understanding of their types, it becomes easier to explore topics like communication, leadership styles or growth and development through that lens.

That's it! You're Ready to Hold your Team-building Session

Using the materials you’ve chosen, you’re now ready to lead a workshop on Myers-Briggs personality type in the workplace and help your team make real use of their results in everyday work. You can keep building on this foundation with future sessions or deeper dives into specific topics, and draw on Truity’s tools whenever you want extra structure or a fresh angle for the conversation.