Extraversion’s Split Personality

Posted by Michael Sanger on Wed, Jul 15, 2015

Amongst the characteristics of an effective leader are behaviors commonly associated with extraversion. Academics and practitioners agree that leaders who are outgoing and who strive for contact, power and status tend to experience better outcomes.

However, the latest research by Mark Do of Peter Berry Consultancy and Amirali Minbashian of UNSW Australia confirms there are two distinct components to the extraversion factor: agency and affiliation. The former describes the tendency to be confident and assertive, while the latter addresses the propensity to be expressive and sociable.

Their study investigated the separate effects agency and affiliation each have on leadership, and found that only the former is consistently important for leadership effectiveness. Their findings suggest that it is not simply extraverted behaviors that contribute to leadership success; rather, and more specifically, it is the motivational characteristics of extraversion that do so. These independent results are in line with the HPI’s initial validation, which compelled our separate measurement of the Ambition and Sociability scales.

The paper, titled “A meta-analytic examination of the effects of the agentic and affiliative aspects of extraversion on leadership outcomes” was published in and is available through Leadership Quarterly.

Click here to for the full study.

Topics: leader behavior

Distributor Spotlight: Peter Berry Consultancy

Posted by Michael Sanger on Thu, Jul 09, 2015

Peter Berry Consultancy (PBC) operates beyond the expectations of our Hogan distributor network. Recently I had the opportunity to support this team of psychologists and business professionals by participating in a whirlwind of high-impact events in Sydney and Melbourne, Australia. Alongside Peter Berry and Shayne Nealon, we facilitated CEO breakfasts, multiple executive learning sessions, and a Hogan Summit to update key clients on the latest product and research developments. We also attended and managed a booth at the Australian Psychological Society’s bi-annual IOP conference, where Hogan and PBC faciliated 8 sessions. 

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The Judgment inventory, Configure platform, and our latest cross-cultural research took center stage for most of the events, and more than 700 people in total attended discussions, presentations and panels. Particularly notable were the latest developments around our Hogan 360 Group Report, Judgment validation efforts, and actual from-the-boardroom stories applying Judgment results.

“It’s exciting to see just how many clients are searching for ways to predict decision making under ambiguous or stressful circumstances as well as feedback receptiveness,” said Ms. Nealon.

It’s even more exciting to know that high caliber firms like PBC are not only effectively helping clients understand best practices around such assessments, but also consistently winning opportunities to execute around the outputs.

Topics: distributor

You Might Not Be As Talented As You Think

Posted by Hogan Assessments on Tue, Jul 07, 2015

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From scouting promising athletes to debating over the best way to help gifted children reach their full potential, society’s focus on talent is ubiquitous. Identifying talent is beneficial to developing a person’s skills, and in organizations, it’s essential in matching employees to the right jobs. Effectively recognizing and nurturing talent allows businesses to develop leaders and reach growth targets.

However, despite the validity of psychological testing, there is still some apprehension in accepting talent evaluations. This is especially true when that evaluation is in conflict with our self-perception of our skills. We don’t like to hear that we aren’t as talented as we think we are. Self-delusional bias allows us to overestimate our abilities and competencies, while downplaying our weaknesses. This bias often carries over to the way we view others. Whether it’s seeing ourselves as more compassionate or hard-working, we tend to rate ourselves higher than we rate others.

Though talent evaluations might not always foresee future performance and development with 100% accuracy, they are often correct because our decisions are predictable.

To find out more about talent, read our ebook Why You Might Not Be As Talented As You Think You Are.

Topics: competencies

Hogan CEO to Facilitate Science of Coaching Pre-Event Webinar

Posted by Blake Loepp on Tue, Jun 30, 2015

Hogan Assessments CEO Dr. Tomas Chamorro-Premuzic will discuss Decoding Coaching in an International Coach Federation webinar on at 11 a.m. CDT on Wednesday, July 22.

This webinar will explain why some people are more coachable than others. Drawing from the science of personality and behavior change, he'll examine the role of bright and dark side personality characteristics, as well as drivers and motives, as determinants of people’s willingness and ability to respond favorably to coaching interventions.

The success of coaching programs depends on the coach and his or her methods, as well as the client’s capacity to improve—and that capacity is mostly explained in terms of dispositional traits.

Register today!

Topics: coaching

What It Really Takes to Find Meaningful Work

Posted by Hogan Assessments on Mon, Jun 22, 2015

Even if you are not a philosopher, you have probably worked out that things don’t really have any meaning, unless we attribute it to them. Work is no exception.

But it's easy to persuade ourselves that our careers are inherently meaningful. So much so that the language we use has shifted from engagement to involvement, job vacancies to job crafting, and purpose to calling. All this suggests that work does have the capacity to fulfil our deepest existential needs, but does it? Should we feel guilty if our job is not rewarding? Do we need to change careers if our current job fails to provide us with a higher sense of purpose? To answer these questions, consider the five findings found in this article by Hogan CEO Tomas Chamorro-Premuzic, originally published in Fast Company.

Topics: EQ, emotional intelligence

Talent Vs. Motivation

Posted by Hogan Assessments on Thu, Jun 18, 2015

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“Talent is performance minus effort,” writes Hogan CEO Dr. Tomas Chamorro-Premuzic; meaning that when two people are putting equal effort into getting something done, the more talented person will generally do better. Conversely, when two people are equally talented, the one with more motivation usually has the better outcome. So what does that mean in terms predicting future performance?

For decades, researchers have made the argument that practice and motivation make the difference in the ability to master a task, not innate talent. Tiger Woods might have been the youngest winner of The Masters in history, but he already had 18 years of dedication to the sport by the time he arrived at the tournament. Having natural ability helps, but motivation is the driving force that determines success or failure. Although our motivation occasionally varies, it is consistent enough overall to make our performance predictable in the long run. Being talented is great, but drive and ambition are necessary if you want to develop your talent.

To read more about talent and motivation, check out our ebook Why You May Not Be As Talented As You Think You Are.

Topics: competencies

Recruiting Across Cultures – One Size Does Not Fit All

Posted by Michael Sanger on Tue, Jun 16, 2015

When scaling out a talent management program such as a wide-screening selection initiative, ensuring accurate interpretation of candidates’ assessment results across a team of recruiters is challenging in and of itself. That challenge is immeasurably amplified when these candidates hail from different regions and cultures, where expectations on an employee can vary wildly from those of headquarters. For HR leaders at multinational corporations, or at organizations operating in countries that share a talent pool with culturally distinct neighbors, this challenge tends to arise more often than not, and has been intensely magnified by the recent shifts in the macro-business landscape.

The recent global economic turmoil galvanized the localization of jobs across the world and resulted in organizational charts catering to the new era of emerging-market consumers. As companies quickly strategized to make up for the sagging established customer bases and to capitalize on diversity of perspective, indigenous benefactors of the developing world were suddenly being considered for jobs where they were asked to carry twice the responsibility of their expat predecessors—and to do so with half the resources and little if any preparation. Though the eye of the initial financial storm has since passed, it seems those in the talent management industry forgot to ask the most pertinent question when it came to deploying recruitment models across the globe: When we apply our recruitment processes and evaluation models in different regions, do our standard interpretations still hold?

Culture is nuanced, and so are the resulting leadership expectations. Even though the trademarks of a leader tend to be similar across boundaries, how those characteristics manifest behaviorally, and the consequential way to interpret assessment results, can vary by location. Take for example the age-old favorite “Drive”. No country in the world denies there’s a preference for driven leaders. Drive, and its many vague definitions, can seem to some countries (like the US, Germany and Australia) as unfettered self-initiation and a proactive method of taking charge; based on strivings for power, status and reward anticipation. Accordingly, those who decide first and rally followership later tend to appear more leader-like to their colleagues. However, in more consensus-driven societies such behaviors rarely rise through the ranks. Rather, in places like Mainland China, Japan and South Korea, those considered leaders tend to focus more on being dependable, self-disciplined and achievement-oriented; in these locations those who generate alignment first and then push forward are more likely to have the leadership label ascribed to them. Thus, when recruiters apply a Western-centric evaluation model of Drive to selection scenarios in Northeast Asia they often come up empty-handed. Ironically, it appears to indicate that those populating the managerial ranks in the fastest growing economies lack basic intrinsic motivation.

Now, the need for such informed understanding of where recruitment models can go wrong in another culture isn’t always as imperative across the board. A pilot is still a pilot whether he or she works for United, Qantas or Korean Air. With the technical nature of the job and the specific environment in which a pilot is expected to operate, job requirements trump cultural differences and certain individuals’ profiles just won’t work out well in terms of performance. However, when it comes to general leadership recruitment or high potential identification across regions, it’s important to ask ourselves whether our evaluation lens is focused too sharply on our own culturally-informed leadership behaviors. If they are, we will likely miss out on key hires; and even if we find someone who fits our aspiring universal mold, they may face unforeseen challenges as they struggle to fit the expectations of their local subordinates.

 

This article originally appeared on Recruiter.com.

Topics: selection, recruiting employees, recruiting,, global recruiting

Persuasion Depends Mostly on the Audience

Posted by Tomas Chamorro-Premuzic on Mon, Jun 15, 2015

Some people are generally more persuasive than others. These charismatic, politically savvy, and socially skilled individuals tend to be sought-after salespeople, managers, and leaders. Thanks to their higher EQ, they’re better equipped to read people and are able to leverage this intuitive knowledge to influence others’ attitudes and behaviors. And because they seem more authentic than their peers, we tend to trust them more, to the point of outsourcing our decision-making to them. This is what most people hope to get, but not always receive, from their politicians.

Yet we may be giving these alleged superstars of persuasion more credit than they deserve. In fact, a great deal of psychological research indicates that, much like Dale Carnegie suggested, the key triggers of persuasion take place in the receiver of the message, whereas persuaders typically account for less than 10% of the effect. What, then, are the main psychological forces that explain when and why we are likely to be persuaded by others?

Read the full article which originally appeared in the Harvard Business Review.

Topics: EQ

Embrace the Negative

Posted by Hogan Assessments on Tue, Jun 09, 2015

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Anyone on the receiving end of negative feedback knows that it's a blow to the ego. Although most of us say we want honest critique, what we really hope is for a “job well done” and a pat on the back. Unfortunately, constant positivity can distort your perception of your talents and, ultimately, derail your career.

“Our attempts to maintain positive self-views undermine our ability to accept negative feedback from others,” says Dr. Tomas Chamorro-Premuzic. Receiving and learning from criticism is essential to developing our talents. Those who handle negative feedback with grace are more likely to succeed. So, instead of becoming defensive or deflecting blame, here are a few ways to deal with negative feedback in a positive, constructive way:
  1. Don’t become argumentative or make excuses. When your supervisor addresses performance issues, it’s easy to fixate on the negatives. Instead of taking negative feedback as a personal attack, see it as insight into how you can improve your performance and grow your career.

  2. Use this feedback as an opportunity to reflect on yourself, your strengths, and your weaknesses. Focus on the facts presented and what steps you can take to make the necessary changes to improve.

  3. Be proactive and ask questions. Allow yourself to be open to suggestions on how to improve and make a clearly defined, measurable plan of action to get the results you want. Having less ambiguity in your plan improves your chances of succeeding.
Accepting negative feedback doesn’t always prevent people from making mistakes or occasionally underperforming. However, having an understanding of your weaknesses can help prevent career derailment when a problem surfaces and allows you the opportunity to develop skills you might have otherwise overlooked. Negative feedback isn’t pleasant, but it can make the difference between your career moving forward or stagnating.

To find out more about how negative feedback can help you, check out our ebook Embrace the Power of Negative Feedback.

Topics: strategic self awareness, feedback, self awareness

Hogan CEO Honored at SIOP Conference

Posted by Hogan Assessments on Thu, May 28, 2015

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We’re happy to annouce Hogan CEO Dr. Tomas Chamorro-Premuzic received the 2015 Raymond A. Katzell Award in I-O Psychology at the SIOP conference in Philadelphia in April.
 
The award recognizes a SIOP member whose research and expertise addresses a societal and workplace issue and has been instrumental in demonstrating the importance of I-O related work to the general public.
 
Join us in congratulating Tomas and keep up with his insights on Twitter @DrTCP.

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