Whitepaper
Combining Hogan Personality
and 360 Assessments for Effective
Leadership Development
Authored by: Peter Berry, Managing Director, PBC
A leader’s reputation
is their most
important asset
Reputation and identity They took the position that “the you that you know” is
hardly worth knowing. It is “the you that we know” that
Most of us think we know the quirks of our own thoughts, is responsible for life’s successes or failures. “The you
behaviours and motivators well – we are experts on our that we know” is observable, behavioural, and most
own personalities from an inside view, which is defined importantly, able to change with targeted effort and
as ‘identity’. What we think we know about ourselves is personal motivation.
often in contrast to how others perceive us, defined as
‘reputation’. Hogan personality assessments
Knowing this difference is key for leadership Hogan personality assessments capture natural
development. We are prone to misjudging ourselves, and likely behaviour as seen by others. The Hogan
being either too harsh on ourselves or inflating our Personality Inventory (HPI) or bright side, and the Hogan
capabilities. Therefore, we tend to have an incorrect Development Survey (HDS) or dark side, pinpoint
understanding of our own performance. Reputational behavioural tendencies that can help or hinder one’s
feedback keeps us in check and allows us to build our reputation. The Motives, Values, Preferences Inventory
self-awareness. (MVPI) helps to understand one’s idealised self, and
pinpoints how people derive meaning at work and in their
Leadership competency is driven by personality, personal lives. Behaviours are easier to change when
intelligence, experience and behaviour choices. one’s motivations are clear.
To best understand and improve leadership effectiveness,
identity and reputation should be measured
simultaneously through Hogan personality assessments
and Hogan 360 assessments respectively.
Assessing behaviours and performance Bright Side Dark Side Inside
Hogan personality assessments measure one’s
motivations and likely behaviour. They capture the inside, Hogan has pioneered the science behind emotional
the bright side and the dark side of personality, covering intelligence and derailment since the late 1970s. The
idealised self, an individual’s strengths and their potential five-factor model was the basis of what to measure and
derailers, as well as capturing internal values and how to measure. The Hogans used socio-analytic theory
motivators. Personality is truly important to leadership which is the study of human nature and how individual
as it drives the leader’s behaviour, performance and personality differences in getting along, getting ahead and
ultimately reputation. Externally, it impacts others, driving finding meaning are expressed.
employee engagement and team performance.
Hogan Assessments launched the HDS in 1992. Its
The Hogan 360 assessment measures workplace job is to predict strengths, that if overplayed, have the
behaviour and performance, captures one’s brand or potential to become derailers. It measures a capacity
reputation at a point in time, and identifies improvement for dysfunctional dispositions that inhibit interpersonal
opportunities. Emotionally Intelligent (EQ) behaviours are effectiveness, or the barriers to getting along and getting
measured, as are operational and strategic capabilities. ahead. Dark side behaviours can inhibit performance and
destroy reputation and teams.
Drs. Robert and Joyce Hogan, founders of Hogan
Assessment Systems and eminent business
psychologists, were the first to focus on the assessment
of personality from the standpoint of reputation.
Combining Hogan Personality and 360 3
Hogan 360 assessments
The Hogan 360 sheds light on reputation, or how
one’s behaviour is perceived by others. Feedback from The reputation of a
managers, peers, and direct reports highlights favourable leader is their most
and adverse habits and makes it possible to identify and important asset.
target behaviours should be continued and those that
require improvement. We are what we habitually do, so The culture and
developing good habits is paramount. performance of a
team is a reflection
Benefits of combining Hogan personality
of the leader.
and 360 assessments
The best leaders
When administering Hogan personality assessments care more about
in conjunction with the Hogan 360, we can immediately their teams than
identify if the predicted behaviour is confirmed by themselves.
observer ratings. Some managers exhibit a strong
sense of self-awareness as evidenced by learned
positive behaviours, while others may have a difficult
time overcoming dark-side derailment issues.
The good news is that leadership can be learnt. It is
observable, measurable and improvable. Personality “Give me a manager’s Hogan
and 360 assessments used in tandem are the key to
personality assessments and
unlocking self-awareness, allowing a person to
effectively manage their reputation. It takes focus, their Hogan 360 results, and
motivation, deliberate practice and support. The Hogan they have no place to hide.”
360 is critical to bringing focus. Learning leadership
competencies requires disciplined self-management – Peter Berry
of one’s core personality and the necessary learned
behaviours to drive engagement and performance.
The Hogan 360 ticks a lot of boxes that need to be ticked
Reveals the real self to build the ideal self.
Measures self awareness by comparing the self rating against the selected raters.
A technical manual to demonstrate reliability and validity.
Validity coefficiency between the 360 and personality assessments.
Global benchmarks across industries, job levels and at top quartile percentiles.
Strengths and opportunities tables to accurately inform the development planning.
A 7-point scale which best captures the external benchmark percentiles.
Numerous whitepapers and extensive research.
Support materials including webinars and various guides.
Customisation flexibility.
Real value for money with the pricing of the 360 and the certification process.
Combining Hogan Personality and 360 4
Leadership & Teams
Ultimately, leaders are responsible for achieving Teams play a critical role in creating and executing
organisational goals and they rely on their teams to strategy, business plans and key performance indicators
deliver results. The reputation of the leader (measured - they value group success over individual success. They
through 360 assessment) influences the culture and are the engine room for driving employee engagement,
performance of the team, so it stands to reason that the customer experience and service/operational excellence
leader’s effectiveness is judged by the performance of in delivering the bottom line. Effective teams share a
the team. common purpose, are collaborative, and have a passion
to succeed; leading to stronger decision making and
Dr. Robert Hogan says, “Leadership is a resource for the the capacity to navigate increasingly agile and complex
group. I define leadership as the ability to build and business eco-systems. Building high performing
maintain effective teams. Leadership should be evaluated teams requires effort, measurement and continuous
in terms of the performance of a team compared to other improvement. Base-line team competencies should
teams engaged in the same activity.” He developed the include diversity, experience, IQ, and EQ.
language of “getting along and getting ahead” to describe
interpersonal effectiveness in driving results. In The Five Dysfunctions of a Team (2002) Patrick
Lencioni captured the attention of the business world by
Diagnostics claiming that dysfunctions are at the very heart of why
teams often struggle. He says while many talk about
Leadership and team effectiveness are measurable and
teamwork, few do it effectively. According to Lencioni,
improvable. A complete picture of leadership potential
trust is the cornerstone of high performing teams, and
and performance is best captured through personality,
that personality and 360 assessments help to build that
360 and team assessments, and team diagnostics are
trust. Vulnerability in an inclusive, psychologically safe
critical for improving team effectiveness. Comparing
space is critical for success and for team members
people assessment data with operational and financial
to feel valued and engaged with their work, team and
outcomes demonstrates the causal link between
organisation.
leadership and business results.
1. 2. 3.
Measuring and improving Measuring and improving Delivering better
leadership effectiveness engagement business results
• Hogan Personality • Employee Engagement • Organisational
Assessments Survey KPI’s
• Hogan 360 • Customer Satisfaction
• High Performing Team Survey
Assessment
Combining Hogan Personality and 360 5
Engagement Pays!
At PBC, our philosophy is that leadership drives Leadership is one of the most consequential forces
engagement which in turn drives performance. on the planet, making or breaking teams, enterprises
Research conducted by Gallup (2020) proves that and in extreme circumstances, even countries. A focus
employee engagement leads to better business on leadership, high performing teams and employee
outcomes, including: engagement is an investment in a sustainable bottom line
– it is no wonder that the use of leadership assessments,
• Higher revenue, sales growth and shareholder return. coaching and development programs is growing rapidly
throughout the world.
• Greater levels of customer retention and higher net
promoter scores. Through self-reflection, personality and 360 assessments
help leaders to identify behaviours they should
• Increased productivity, quality and safety.
continue, cease or change in order to create more team
• Improved employee retention and wellness with engagement, foster cohesion, and encourage a shared
lower absenteeism. passion to deliver organisational goals.
According to research from survey providers AON,
Glint and Mercer/SIROTA 30-35% of employees are Leadership
disengaged, and therein lies the challenge. These
employees are ready to quit their boss, the team or the
job. Some of these people share their misery with others,
impacting morale, performance and retention. Gallup Employee
found that 70% of the variance in engagement can be Engagement
attributed to the team manager.
Analytical work by the Shell Corporation shows that
leadership drives engagement, safety and business
Organisational
results, with leadership at the team or organisational level performance
accounting for 50% of employee engagement.
“The quality of people’s lives depends on their careers. The quality of
people’s careers depends on the organisations in which their careers
are embedded.
The success of these organisations depends on their leadership.
The effectiveness of the leadership depends on the characteristics
of the people in leadership roles. Ultimately, then, personality drives
leadership, leadership drives organisational performance, and who
is in charge matters greatly for the fate of organisations and the
people in them.”
– Dr Robert Hogan
Combining Hogan Personality and 360 6
Learning Leadership
Leadership skills can be learnt if a leader has the Deliberate practice
motivation and desire to improve. Effective leaders
understand that their team influences and reflects their Once a person understands that they can take personal
reputation. Being a better leader means being a better responsibility for their reputation, the journey to becoming
learner which requires motivation and deliberate practice a better version of themselves begins – it takes focus,
to build new competencies and mitigate negative desire and drive. PBC’s approach is to coach a leader
behaviours. to build new behavioural and business competencies
through strategic and targeted effort. Deliberate practice
Leadership behaviour drives strategy, team performance, has four components:
employee engagement and culture. High performing
teams should be a goal in business. 1. Specific goals must be set.
There needs to be a strong strategic planning cycle, 2. Goals must be measurable.
focusing on both the long term and the short term.
3. The leader should consciously step out of their
A one-page business plan should be used for high-
comfort zone.
level clarity, accountability and communication. Key
performance indicators should cascade into second tier 4. The leader must seek continuous feedback.
teams. A balanced scorecard approach should be taken,
which includes a measure of employee engagement. The New habits come from repeated actions which teach the
focus on strategy and people needs to be connected brain new neural pathways. Over time the new behaviours
by understanding that people deliver results and and confidence become second nature. The hard work
engagement is not an end in itself but the means to is rewarded with better reputation, results, and career
delivering superior results. The leader’s team is absolutely success.
the core driver of performance.
Self-awareness
The starting point for improvement is accurate self-
awareness gained through personality and 360 data.
Strategic self-awareness only happens when a leader
benchmarks their results against others, which can
be confronting. The purpose of the assessments is
to provide the scaffolding to deliver behavioural and
reputational change to improve individual and team “We often suffer from a
performance, and employee engagement and business disconnect between the self
outcomes. To accurately identify areas for improvement,
we think we are, and the self
leadership development and coaching needs to be
science-based and tied to performance outcomes. that everyone else sees. The
best method for identifying
Leaders are encouraged to use assessments to best strengths and weaknesses is
gain an understanding of their competencies at a single
360 feedback”
point in time, and more importantly to identify areas of
untapped potential. We encourage people to begin with – Marshall Goldsmith
the end goal in mind – who do they want, and need,
to be?
Combining Hogan Personality and 360 7
Coaching trends
360
While personality, 360 and team assessments provide a
snapshot in time, interpreting the results and determining
a course of action should be guided through coaching.
92% 71%
Investment in leadership assessments, coaching and
development programs is growing globally with good
reason as it impacts the bottom line.
Return on investment
Personality and 360 assessments can be used to
measure and accurately compare a leader’s effectiveness
“Hogan has easily experienced the
pre and post intervention.
fastest jump of any assessment
While return on investment has always been important we have studied over the years.”
on an operational level, there is an emerging trend in
identifying return on investment in human capital. This – CoachSource
can be measured by individual and team performance,
employee engagement, and ultimately the balance sheet.
The challenge is to measure correlations and causality to
Interestingly, the research found that the 599 external
understand and improve linkages between an individual,
coaches who participated in the survey are most often
their team and the employees in terms of engagement
asked to coach on emotional intelligence (EQ), while
and organisational performance.
corporate practice managers rank executive presence
as the number one priority for coaching. The top four
Importance of assessments in coaching
development areas were found to be:
Personality and 360 assessments are an essential first
step in coaching and developing leaders as they not
1. Executive 2. Emotional
only provide a baseline from which improvement can
Presence Intelligence
be measured, they can also accelerate the coaching
process, quickly identifying areas for improvement.
CoachSource is a global coaching and research
business. Their research in 2018 and 2020 provides
invaluable data on coaching trends. It found that 360 3. Vision 4. Influencing
assessment tools are used 92% of the time to inform the & Strategy others
coaching program, and Hogan personality assessments
are used in 71% of cases.
These assessments are important tools for promoting
self-awareness and are critical to personal and
interpersonal development. PBC’s research shows that C-suite leaders scoring in
the top quartile (that is, at or above the 75th percentile)
in the Hogan 360 benchmarks demonstrate these four
competencies.
Combining Hogan Personality and 360 8
Executive presence
Executive presence influences the level of motivation employees have in achieving strategic goals. PBC found that
the four top development areas identified by CoachSource’s global coaching trends are congruent with our research.
C-suite leader strengths
According to PBC research into Hogan 360 data, the four standout strengths of C-suite leaders are:
Achievement Focus: Inspiring:
• Is competitive and determined • Has the passion to make a difference
• Is assertive and energetic • Motivates and inspires others
• Is driven • Works hard to improve morale
• Sets high performance expectations • Brings a positive attitude to work
• Sets clear goals and drives results • Is customer focused
• Has strong influencing and negotiation skills • Creates a positive working environment
Strategic: Emotional Intelligence:
• Thinks about new long term opportunities • Is calm and even tempered
• Is visionary and strategic • Has high personal self-awareness around personal improve-
• Communicates a long-term vision ment opportunities
• Sets long term stretch goals • Manages emotions maturely and intelligently in stressful
situations
• Often suggests new and original ideas
• Has excellent people skills
• Always looks for improvement opportunities
• Makes people feel valued
• Is friendly, warm and thoughtful in relationships
with others
Executive Presence drives high
Achievement performing teams, employee Inspiring
Focus engagement and organisational
performance.
Emotional
Strategic Intelligence
Combining Hogan Personality and 360 9
Emotional
intelligence
Hogan personality and 360 assessments are effective for We know which personality and 360 measures
capturing a person’s EQ potential and performance. The predict job and leadership performance for each of
360 competencies that best measure EQ are resilience the competencies. The highest HCM correlations
and people skills. These have the strongest correlations with Adjustment are managing conflict, handling
in the Hogan Personality Inventory with the Adjustment stress, positive attitude and self-management. The
and Interpersonal Sensitivity scales. Prudence also has highest correlations with Interpersonal Sensitivity
a significant correlation. The Correlation with Adjustment are networking, customer focus, team building and
displays as being calm and even tempered, managing relationship building.
emotions maturely and having a positive attitude.
Interpersonal Sensitivity displays as being friendly, The combined personality, 360 and HCM mapping show
warm, passionate, making people feel valued and that the Adjustment competencies are intrapersonal.
having excellent people skills. The Interpersonal Sensitivity competencies are
interpersonal. The combination of intrapersonal
The Hogan Development Survey also features. and interpersonal competencies gives a leader
The Excitable scale captures the dark side and relationship management skills for getting along or being
derailment regarding EQ behaviour. This manifests as not interpersonally effective. Relationship skills matter.
being calm and even tempered, not managing emotions
maturely, not being polite and considerate nor bringing Our research shows that Hogan 360 competencies
a positive attitude to work. for resilience and people skills can be mapped to EQ
behaviour and the HCM. These HCM descriptors give
PBC uses the world class Hogan Competency Model us invaluable insights into EQ behaviour.
(HCM) with 62 behaviours that have reliability and validity
evidence from competency algorithms.
“IQ contributes only 20% to your “Knowing yourself is the
success in life. The rest is the beginning of all wisdom.”
result of emotional intelligence, – Aristotle
including factors such as the
ability to motivate yourself,
persistence, impulse control,
mood regulation, empathy and
hope.”
– Daniel Goleman
Combining Hogan Personality and 360 10
The top 10 HCM and 360/ EQ correlations are::
Competency Definition
Caring about People Displays sensitivity towards the attitudes, feelings, or circumstances of others.
Customer Focus Provides courteous, timely, and helpful service to encourage client loyalty.
Handling Stress Manages pressure without getting upset, moody, or anxious.
Leveraging People Skills Gets along well with others, is tactful, and behaves appropriately in social situations.
Listening to Others Listens and restates the ideas and opinions of others to improve mutual understanding.
Relationship Building Develops collaborative relationships to facilitate current and future objectives.
Positive Attitude Displays a positive disposition towards work.
Networking Builds and maintains a system of strategic business connections.
Self-Management Demonstrates appropriate motivation, attitude, and self-control.
Teamwork Collaborates with others to achieve goals.
By using Hogan personality and 360 assessments, we use validated data and science to inform coaching. We use this
science to establish one’s baseline EQ competencies. We use leadership development programs and coaching to grow
EQ behaviour, leader effectiveness, team performance and organisational results.
True self-awareness
starts with 360
and personality
“I use the phrases getting along, getting ahead and assessments.
making meaning as shorthand terms to describe three
human motivations. Our needs for acceptance and social
The reputation
contact leads to behaviours designed to get along; our
of a leader, ultimately,
needs for status result in behaviours designed to get is what they choose
ahead; and our needs for predictability and order lead it to be.
to behaviours designed to make meaning.”
– Dr Robert Hogan Motivation,
deliberate practice and
coaching produce the
best results.
Combining Hogan Personality and 360 11
Continuous improvement coaching cycle
360 and personality
assessments
Hogan
Assessments
Employee engagement, Strengths, blind spots,
high performing team Return on True
derailers, values and
and KPIs Investment Self-Awareness opportunities
Changes
internalised, Becoming the
Confidence
improved
Gains Coaching person I need
performance to be
and behaviour
New mental Competence Being Having intrinsic drivers
muscles Gains Motivated
Rewiring Learning
the Brain Agenda
Deliberate practice, One or two goals;
working on habits and support needed
In PBC’s continuous improvement coaching cycle, we use Hogan 360 and personality assessments as a baseline.
These assessments provide an information-rich basis from which we create a development program aimed at helping
leaders to build their self-awareness. Through focus, motivation, ongoing coaching and deliberate practice, leaders can
improve their leadership performance and behaviour and ultimately deliver a return on investment in terms of employee
engagement, high performing teams and other KPIs. This continuous improvement cycle ensures improvement is
measured, sustained and ongoing.
Combining Hogan Personality and 360 12
About Peter Berry Consultancy (PBC)
PBC is a multidisciplinary global consulting firm with 30 years’ experience in the delivery
of solutions aimed at maximising the potential of individuals, teams, leaders and
organisations. We undertake research to support our evidence-based solutions and have
a network of partners and distributors globally.
PBC is the Australian and New Zealand distributor of Hogan Assessments and the
authors of a range of diagnostics including the Hogan 360 suite, Agile suite, High
Performing Team Assessment (HPTA), and co-authored the Hogan Safety Climate Survey.
Peter Berry Consultancy Pty Ltd Peter Berry Consultancy New Zealand LP
[email protected] | www.peterberry.com.au [email protected] | www.peterberry.co.nz
ABN 77007400606 NZBN 94 2905 0294 0295
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