Hogan to Speak with Sirota at E-ATP

Posted by Hogan Assessments on Thu, Aug 25, 2016

EATP.pngHogan is pleased to announce that we are speaking at this year’s 2016 Gaining Advantage through Assessment conference hosted by the European Division of the Association of Test Publishers (E-ATP). This year’s conference, to be held 28-30 September at the Penha Longa Resort in Lisbon, Portugal, will focus on assessing and developing lifelong learners.

Don’t miss our presentation, The Dark Side of Engagement - A Better Path to Development presented by Ryan Ross of Hogan and Nick Starritt of Sirota, UK. This session will discuss why disengagement is a worldwide epidemic, why employees are disengaged, and what makes a leader engaging.

The Gaining Advantage through Assessment conference, now in its eighth year, provides a unique learning and networking opportunity for a wide cross-section of professionals working with assessments. To learn more and to register for Gaining Advantage through Assessment, visit the E-ATP website. We hope to see you there.

Topics: conference

Believe Me, Folks

Posted by Hogan Assessments on Tue, Aug 23, 2016

Build_TrustWith both candidates scoring record unfavorable ratings, the next president faces an uphill battle to earn the public’s trust in office.

“Believe me.” For anyone who’s been following the election, this is a familiar phrase. According to an article in the Boston Globe, presidential candidate Donald Trump used that phrase more than 30 times (at a rate 56 times higher than his opponents) during the Republican primary debates, and has continued to lean on it moving into the general election, even managing to pepper it into his acceptance speech at the Republican National Convention. Fitting, considering Politifact, a non-profit political fact checking website, rated only 14% of his claims on the campaign trail to be true or mostly true.

Hillary Clinton, for her part, isn’t doing much better. According to a Washington Post-ABC News poll, only 37 percent of people think of her as an honest and trustworthy person. Both candidates are entering the run-up to the general election with double-digit spreads between their favorable and unfavorable ratings. So why do we keep voting for them? Charisma.

“Charisma has long prevailed as one of the most celebrated attributes of leadership,” wrote Hogan CEO Dr. Tomas Chamorro-Premuzic. “A global survey evaluating everyday perceptions of leadership across 62 countries identified ‘charismatic’ and ‘inspirational’ as two of the most recurrent attributes linked to leadership."

“Indeed, most people struggle to name a famous leader who does not exude charisma, and after decades of mass-media penetration in worlds as diverse as sports, politics, and business, we seem to have habituated to the idea that leaders are worthless without it.”

It would be hard to argue that Trump or Clinton would have gotten very far without their charismatic personalities. When we talk about charisma, what we’re really referring to the sum of four dark-side personality characteristics measured by the Hogan Development Survey (HDS):

Mischievous: Seeming charming, spontaneous, comfortable taking risks, and circumventing rules to advance their personal agendas.

Colorful: Engaging, outgoing, and skilled at taking credit for group achievements to help them stand out from their peers and get noticed.

Bold: Fearless and self-assured, skilled at overstating their strengths and downplaying their shortcomings, and ruthlessly ambitious.

Imaginative: Creative, often to the point of eccentricity, which can help an individual seem bold and innovative.

Put together, these four characteristics can help people, including political candidates, stand out from their peers and competitors and seem like natural leaders. The problem is, these characteristics also erode the trust of the people around you. And where getting to the top is all about seeming like a leader, staying at the top is all about achieving results via an engaged and effective team.

For politicians, this means an agreeable congress and an engaged public putting pressure on their representatives to vote on way or another. Even as their respective national parties rally around them for the general election, there has been plenty of news in recent days surrounding both candidate’s inability to unify support, and that difficulty is unlikely to magically subside on January 20, 2017.

To find out each candidate could turn their unfavorables around without losing the characteristics that have helped them succeed this far, download our complimentary ebook,4 Ways to Build Trust.

Topics: trust

Hogan X and Know Your Crew Form Partnership to Revolutionize Team Building

Posted by Hogan Assessments on Thu, Aug 11, 2016

We’re excited to announce that Hogan X has formed a strategic partnership with NYC-based Know Your Crew, a tech company using analytics and psychology to optimize and strengthen team relationships. The new partnership aims to advance and revolutionize team building.

As technology continues to evolve and reshape industries across the globe, team building has remained largely unaffected by these technological advances. This prompted the development of Know Your Crew, a platform that integrates team building seamlessly into the workday and measures team dynamics. In combining Know Your Crew’s platform with Hogan’s decades of research and team analytics, both organizations can maximize their strengths to improve the global workforce.

“With so many changes in the workplace and the growing importance of collaboration and remote working, it became clear to us that new tools were necessary to enhance team performance,” says Alison Bloom-Feshbach, Know Your Crew co-founder and CEO. “Current development tools tend to focus on the individual, but the majority of work is the product of a coordinated team.”

Dave Winsborough, who is the head of Hogan X, views this as an opportunity to improve global leadership.

“While we recognize the importance of individual effort, we have long advocated that the hallmark of good leadership is building and sustaining a winning team,” says Winsborough. “The innovative, scalable team-building platform Know Your Crew has built allows leaders to measure their team’s performance while also making it fun.”

With new product offerings expected later this year, the focus of both organizations is centered on the future of team building and leadership performance.

“The world of work is changing rapidly to deal with the faster pace of innovation and increasing globalization,” says Winsborough. “Nearly all worthwhile achievements in human history were the result of a team, which is why smart firms in today’s society are increasingly turning to teams to get business done.”

Topics: teams, teambuilding, teamwork, hogan X

Applying Data-Based Leadership Evaluation Models in ASEAN

Posted by Michael Sanger on Fri, Jul 15, 2016

The following write-up will appear as part of a larger whitepaper to be published by Singapore Management University. For more information, please contact me at MSanger@HoganAssessments.com.

Without effective leaders in place, teams will fail to outperform the competition. When organizational strategies and tactics enter the international stage, cross cultural implications take the spotlight. Examples include international mergers and acquisitions (M&A); State Owned Enterprises (SOE) and Government Linked Corporations (GLC) looking to compete globally; assessment for expatriate and relocation assignments; cross-border contract negotiations; and development of regional managers with cross-country purview. Each of these opportunities brings forth debate around the benefits and drawbacks of a singular versus adaptable leadership assessment model.

Specifically, the cultural variance within Asia introduces especially complex challenges when deriving a data-based model for effective management. Implicit leadership theory posits that people define leadership through their understanding of those already in power. Research shows that a location’s unique cultural, macroeconomic, and political circumstances can influence which characteristics tend to be rewarded by way of talent promotion. That is not to say there are not certain non-negotiable needs for leaders to address.

To be clear, there are universal characteristics indicative of effective leadership. No matter where in the world leaders are assessed, subordinates demand integrity, competence, a record of good judgment, and the ability to craft and articulate a vision. However, when leadership emergence is studied with sound personality metrics, aspects such as appropriate ways of demonstrating one’s motivational drive, preferred communication style, and tolerated derailing behaviors tend to vary by location.

It comes as no surprise we find commonalities as well as key differences in leadership expectations across the Association of Southeast Asian Nations (ASEAN). Emotional stability, inclination to proactively communicate, and openness to new experiences tend to see the same levels of saliency in managerial ranks across the world.

However, when we examine levels of agency and conscientiousness (each relating to drive and achievement) as well as agreeableness (indicative of communication style), we find tremendous differences, not only around the globe but also across Asia and within ASEAN. Northeast Asian countries (mainland China, Japan, and South Korea) tend to reward leaders who seek consensus on decisions before moving forward, and drive others through a keen process orientation. Although business negotiation cycles can take longer as a result, once all stakeholders are on board a deal needs to close fast or there is risk of jeopardizing the agreement. Leaders from this part of Asia tend to be prudent and are more focused on potential threats than rewards. They also tend to be comfortable engaging in debate as well as confronting poor performance timely.

In ASEAN markets like Singapore and Malaysia (as well as in places such as India and Hong Kong), leaders who self-initiate and demonstrate flexibility on how to achieve a goal tend to ascend. Characterized by more individualistic leanings, the managerial ranks in these locations are constituted by opportunistic leaders who tend to be ambitious risk takers. Checking in frequently with team members is necessary to compensate for their tendency to change course according to an evolving business landscape; they may overlook the need to ensure others are continuously aligned, and are keeping up with shifting plans. Leaders from these parts of Asia are also inclined to maintain harmony when disagreements arise. Therefore, confrontational debate can feel awkward, and they may try to avoid circumstances that feature conflict, even if it’s constructive. Still, other countries in ASEAN (e.g. Thailand and Indonesia) tend to value organizational leaders who resemble northeast Asia when demonstrating motivational drive; but whose agreeable communication style is more similar to that of their southeast Asian neighbors. With such diverse and nuanced behavioral expectations for local managers, multinational corporations (MNCs) headquartered in Australia, US, or the EU have difficulty deploying a singular framework for leadership evaluation.

Organizations agree that communication effectiveness and motivational drive is a must-have for managers in every business unit location. However, the characteristics that support these perceptions vary. Based on our research into these factors and, given the overwhelming reference to ASEAN's diversity from the CEOs in this study, we recommend local leadership benchmarks and other emergence data (e.g. personality data) be considered before finalizing an international talent management strategy. These data can alert those assembling or mapping corresponding evaluation models to where adverse impact could be expected. Qualitative, theoretical, and empirical data will help to understand where and how such models should be altered, so as to ensure fair and accurate assessment across ASEAN. In order to participate in ASEAN's economic growth story, an organization needs to have a stakeholder model of leadership that can work in concert with this great diversity.

Tomas Visits Colombia Distributor Thuoper

Posted by Hogan Assessments on Thu, Jul 07, 2016

Hogan’s CEO, Dr. Tomas Chamorro-Premuzic, visited Colombia in June to present a new perspective about leadership in the workplace. He referred to different leadership styles and how they influence business performance of organizations successfully worldwide. 4-1.jpg

Hogan distributor Thuoper Colombia hosted six conferences in Bogota and Medellin where Dr. Chamorro shared interesting insight with more than three hundred leaders from different companies. Dr. Chamorro stated how personality impacts leadership styles. Participants presented experiences and related case studies as well. In addition, they talked about how personal values impact the leadership style. Finally, Dr. Chamorro talked about toxic elements that prevent, or make it harder, to implement an effective leadership. 6_.jpg


Topics: distributors

Leadership Lessons from Muhammad Ali

Posted by Tomas Chamorro-Premuzic on Tue, Jun 07, 2016

Professional sports often illustrate important psychological and life principles, even for the world of business. Traditionally, discussions on leadership tend to focus on team sports, but occasionally individual athletes emerge who can teach us a great deal about leadership, too. Here are some lessons from the extraordinary Muhammad Ali:

1) Morality is antisocial: True leadership requires vision, and vision requires the inability to accept the status-quo. In that sense, all leaders are somewhat antisocial: they reject established rules and norms and provide a different - better - perspective on reality, which is the basis for their moral code. Importantly, true leaders have the integrity to live by their beliefs even if it means upsetting authority and sacrificing personal gains; and they deal with the consequences. They show high levels of consistency between what they say and what they do, and challenge the elite with defiance. And in the end, their thoughts and ideals prevail over the old order of things. To be sure, leaders will only inspire if their vision is congruent with the beliefs and values of their followers, and in doing so they will also repel those who think and feel differently. But one thing is certain: if you don’t stand for anything, have no visible convictions, or just follow what everybody else does, you are not a leader. This is why leaders are rare not only in the world of professional sports, but also in politics and business.

2) Personality is a talent accelerator:
No matter how much talent you have, the right mindset, a serious work ethic, and a desire to strive for perfection and be the best, will enhance your talent. It is often the case that individuals with an innate predisposition to develop exceptional skills lack the grit and determination to unleash their full potential. Despite Ali’s incredible talent, he trained and worked as if he had none. From early on in his career he was the first person to arrive at the gym and the last one to leave - and he hated training. When we consider that the most effective leadership development interventions involve leaders who are already more coachable to begin with - they sign up and engage in this programs because of their higher levels of curiosity, humility, and willingness to improve - it is clear that coaching tends to help mostly those who need it the least. Conversely, those who need it the most - mediocre or inept leaders - tend to resist coaching and development because they are arrogant, complacent, or unaware of their incompetence.

3) It ain’t bragging if you can back it up:
It would be hard to call Ali modest, and fewer personality attributes are more salient in him than his self-confidence. However, it is equally naïve to think that Ali was as arrogant as his self-presentation style suggests. First, his public self-confidence was clearly a calculated attempt to entertain the media and intimidate opponents. Second, it also helped him hide any nerves or fear, both from others and himself. Third, and most importantly, unlike most self-confident and arrogant people, Ali had the goods to back it up. This point was highlighted beautifully by Barack Obama: “Muhammad Ali was The Greatest. Period. If you just asked him, he’d tell you. He’d tell you he was the double greatest; that he’d ‘handcuffed lightning, thrown thunder into jail’. But what made The Champ the greatest - what truly separated him from everyone else - is that everyone else would tell you pretty much the same thing.” Along those lines, lay people are often quick to highlight negative personality characteristics in famous, mega-successful, leaders: e.g., Steve Jobs was emotionally volatile, Walt Disney was mean, and Henry Ford was ruthless. That may have been the case, but unlike most volatile, mean, and ruthless leaders they had the talent, work ethic, and vision to back it up. Although Ali may not have been a better boxer without his hubris, without his talents he would have looked more like Donald Trump.

This article orginally appeared in the Huffington Post.

Topics: leadership

Drinks with Hogan: How Can Hogan Help My Organization?

Posted by Hogan Assessments on Thu, Jun 02, 2016

Christopher Duffy, Global Solutions Partner, answers this question in today's Drinks with Hogan by discussing Hogan’s proprietary personality assessments, understanding and use of strategic self-awareness, the return on investment, and harnessing personality characteristics to achieve success for the individual and the organization.


Topics: Drinks with Hogan, self awareness, personality assessment

Chats from China: Hogan CEO Visits Shanghai and Beijing

Posted by Krista Pederson on Fri, May 27, 2016

Hogan CEO Tomas ChTomas1-1.pngamorro-Premuzic visited China to speak at several events in Shanghai and Beijing and highlight the shifting focus of the business world to a more Asia-Pacific driven economy. Tomas met with our three Chinese partners, Optimal Consulting, Mobley Group Pacific, and Empower Leaders Consulting to strengthen our relationship and show support for their efforts in the region. 


High Potentials and Leadership Differences across Cultures were the topics of two meetings with local CEOs. Darren Ho from Eli Lily and Leo Ding from Tairan Finance also shared case studies on how their companies use Hogan in the China markets. These successful events provided broader Hogan thought leadership concepts as well as applications of Hogan products to audiences that are new to the overall Hogan experience.

Tomas4-1.pngIn two events organized by Right Management, Tomas spoke on High Potentials in a Fast Changing Economy designed to promote their China Career Aspirations Survey. Hogan matched with each participants’ Hogan data with the survey results, and Right Management shared findings from the survey.

Finally, Tomas enjoyed some Chinese cultural activities, including a tour of the historical Sinan Mansions in Shanghai with Empower Leaders Consulting, dinner in the old hutongs of Beijing with Optimal Consulting, and even trying Haidilao, a local hotpot restaurant.

Hogan is looking forward to continued cooperation with our partners across China and the Asia-Pacific region. Keep your eyes and ears out for more events like this in the near future in Asia and beyond!

For further questions on the Asia Pacific Markets and China, please contact Krista Pederson KPederson@hoganassessments.com

Save the Date for Hogan Assessments: The Secrets of Success

Posted by Hogan Assessments on Thu, May 26, 2016


Over the past 25 years, Hogan assessments have emerged globally as the tool of reference for the selection and development of managers and executives. Today, the Hogan inventories are used internationally by companies and coaches to predict the success of their leaders. What are the secrets of success? What lessons can we learn to improve our assessment practices? And what is the future of assessment in the world? To answer these important questions, Hogan distributor MoreHuman Partners has assembled an exceptional panel and you're invited to attend.

The short story of psychometrics
Stéphane Moriou, PhD, CEO and founder of MoreHuman Partners

Lessons of a life dedicated to assessment
Robert Hogan, PhD, President and Founder of Hogan Assessments

Innovations and the future of assessment
Thomas Chamorro-Premuzic, PhD, CEO of Hogan Assessments

A Q&A session and cocktail hour will follow the presentations. There is no cost to participate in the conference but please RSVP in advance with Alla Vizerova at avizerova@morehuman.fr.

Register early as space is limited.

Drinks with Hogan: Leadership in a Team Environment

Posted by Hogan Assessments on Tue, May 24, 2016

If leadership is defined as the ability to build and maintain a high performing team, how does a leader effectively engage his or her team? Rebecca Callahan, Manager of Hogan Labs, and Amber Smittick, Corporate Solutions Consultant, discuss the tools and tactics to successful leadership in a team environment in this edition of Drinks with Hogan.


Topics: leadership, teams, Drinks with Hogan

Subscribe to our Blog