Distributor Spotlight: Advanced People Strategies Developing UK's Next Generation of Leaders

Posted by Hogan Assessments on Wed, Mar 15, 2017

At a time when organizations across the globe are struggling to identify and develop the right leaders, Hogan has made it a priority to leverage decades of research to ensure all of its clients and partners are equipped with the best tools available. As a result, the Hogan Distributor Network has experienced a great deal of success against its competition, and the result is a much more effective global workforce.

A prime example of implementing a leadership development program “the Hogan way” is Hogan’s UK distributor, Advanced People Strategies (APS). Led by Managing Director Chris Humphreys, APS has more than 15 years of experience in helping organizations develop leaders both in the UK and abroad. Most recently, they spent a year assisting one of the UK’s top engineering firms with the implementation of a robust leadership development program. 

APS Case Study

Advanced People Strategies have been able to support a leading British civil engineering company over the past 12 months in the latest leadership and development program. The organization is recognized as one of the UK’s leading engineering solutions providers, and work on some of the biggest infrastructure projects within the UK.

The aim was to create a leadership pipeline for the business and to do this more objectively, removing personal biases that can come into play. The organization wanted a leadership and development program that could identify and develop candidates. Using APS’s expertise working with senior managers, APS was able to devise and support this goal with the use of the Hogan suite as part of its development centers.

APS ran five development centers which included a variety of individual and group based activities. Most of the candidates were very well established within the business although some had differing levels of experience. Using Hogan allowed the organization to add further objectivity when reviewing and selecting people for follow-up development programs.

APS supported the organization with a guided review of each participant. The Hogan Suite was used to predict potential and fit to future strategic leadership roles. These predictions were reviewed alongside the levels of skill observed on the development centers, people’s track record and references from within the organization.

The company was happy that it met its objectives to act on unbiased information when deciding the most suitable route for their people development. Whilst all the candidates were talented and well experienced within their role, the development centers enabled them to decide on who would be a best fit for strategic roles for the business going forward.

APS has since been able to provide continued support for the managers and their development, supporting them with reviewing their 360 and looking after the admin of this system.

Even in the company’s early days, Bob and Joyce Hogan always aimed to improve the global workplace through the delivery of their assessment suite. By arming talented people at organizations like APS with cutting-edge products and data, all Hogan has to do is get out of the way and they’ll handle the rest.

Topics: leadership development, future leaders, personality assessment, distributor, development

Distributor Spotlight: A&D Resources Helps Drive Hogan's Global Proliferation

Posted by Hogan Assessments on Thu, Feb 16, 2017

Hogan’s reputation as the global leader in personality assessment and leadership development didn’t form overnight. In the organization’s early years, Bob and Joyce Hogan knew the only way to improve the global workforce was through the use of the Hogan assessments, and that meant putting the products in the hands of those who could spread their message far and wide. What started as a daunting endeavor eventually evolved into the Hogan Distributor Network – a robust collection of the world’s finest I/O psychologists and HR practitioners spanning 60 countries.

A&D Resources, a 15-year Hogan distributor serving Denmark and the Benelux region, is a perfect example of Bob and Joyce’s original vision – empower talented people with the best personality assessments in the industry and then get out of their way. That’s exactly what A&D Founder & Managing Director Joan Jakobsen did. She is solely responsible for introducing the Danish adaptation of Hogan products, and has since built a team of extremely talented psychologists to build on that success. Her passion and drive continues to elevate the Hogan brand and develop more Hogan advocates. This was demonstrated recently in a LinkedIn post authored by Thomas Hedegaard Rasmussen, Vice President of HR Data & Analytics at Shell, who worked with Joan to implement Hogan tools at his organization.     

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“There is one really easy way to deliver more impact in HR. It's about being evidence-based and providing an excellent user-experience: Insist on only working with HR companies and HR products that are evidence-based and make the science easy to use - i.e. they make it a pleasure to work with stuff that actually has a proven effect. I'd like to start an evidence-based-HR-peer-to-peer-word-of-mouth recognition round by thanking Joan Jakobsen (pictured here) & A&D Resources for supporting Shell's implementation of Hogan Assessments’ Leadership 360 & Leadership Development tools (HPI, MVPI, HDS): Evidence-based, easy-to-use, to-the-point, clear edge and global benchmarks - tools that help provide excellent feedback to leaders. That is important because Leadership matters for the value companies create for employees, shareholders, and other stakeholders. If you know a great HR company with an HR product that is evidence-based and easy to use, let the rest of us know - they deserve the spotlight via some evidence-based-peer-to-peer-word-of-mouth recognition.”  

Testimonials like this are why the Hogans got into the assessment business, and why the organization remains at the forefront of the industry decades later. The company’s commitment to science and validation, coupled with a global network of partners, clients, and distributors such as A&D Resources, make Hogan the premier choice for every organization’s selection and development practices.

Topics: personality, distributors, distributor, 360 feedback

Who Dare Speak Truth to Power?

Posted by Hogan Assessments on Tue, Oct 18, 2016

Truth_to_powerHow organizations can encourage influential partnerships by guest blogger Gillian Hyde, Chief Psychologist, Psychological Consultancy Ltd.

Leaders - from presidents and CEOs to principals and primary school head teachers - exert power over people’s lives. Significant aspects of their personality - such as self-confidence, charm, being visionary or simply a strong communicator - are often the ingredients that elevated them to their influential positions. Yet almost every forceful character in a managerial or leadership position will have downsides to their personality. A go-getting, optimistic leader is likely to be arrogant at times and may be overbearing or even too forceful. Similarly, a wildly imaginative and innovative type will probably display a sprinkling of eccentricity and possibly a hint of vagueness from time to time. 

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As leaders scale the career ladder and acquire more power and influence, the impact of these overplayed strengths becomes more far-reaching. At the same time, their behaviors are likely to gain momentum, turning more excessive and unfettered because of a lack of counterbalancing forces. Colleagues and peers have less influence, and this constrains their ability to challenge the leader through honest discussion, debate, criticism, or advice. “Nobody speaks truth to power,” says Geoff Trickey, Managing Director at Psychological Consultancy Ltd. “No one tells you you’re a fool or that’s a stupid idea. You’re beginning to feel indestructible so at that point the dark side is just lurking around the corner. It’s been creeping up on you as you’ve moved up the building.”

Stemming the tide

So how widespread is the issue? Research suggests that as much as 85% of the UK population has at least one potentially derailing personality characteristic, with over a quarter possessing four or more. These dark side qualities typically become apparent during novel or stressful periods, or when an individual feels relaxed, or invulnerable. Given the prevalence of these characteristics, the question then is what can organizations do to cur

b excessive behavior amongst their leaders and minimize the risk of them derailing?

There are numerous tools and interventions available to help leaders today, providing important insights into the impact of their behavior. Assessing extreme personality characteristics, for example, helps individuals to increase awareness of their blind-spots and potentially counterproductive behaviors. It can provide early-warning signals, flagging areas they should pay attention to and, in the process, start preparing them for feedback on these behaviors. Further feedback is also available through 360 degree surveys, which provide leaders with rich insights into colleagues’ opinions of them and highlight ways in which they could improve in their attitudes, behavior, and performance. Casting the net more widely, employee engagement surveys show how enchanted or otherwise employees are about the organization, its culture, and processes.

These tools have been demonstrated to have a significant impact. But is it possible to go a step further, creating a role for someone to provide regular feedback and ensure that information gleaned from these assessments and surveys creates a change in a leader’s everyday behavior?

Influential partnerships

One solution is to help leaders to create sustainable influential partnerships. History and literature are peppered with examples of the court jester or fool, who dared to ‘speak truth to power’. Today, a more common example of an influential partnership is likely to be a ‘trusted aide’. This person could be a spouse or partner, a work colleague, or a ‘tough-talking’ executive coach. Crucially, it needs to be someone who is not in competition or engaged in a power struggle with the leader and who can speak up without fear of recrimination.

To be successful, an influential partnership must possess certain key qualities. For example, the partner must have the complete trust of the leader and have the leader’s best interests at heart. Additionally, they mustn’t compete for power and they should try to be present as much as possible so they are well-versed in the issues and sensitivities surrounding the leader. Perhaps most importantly, though, is the need for them to be given free rein to speak the truth. Having knowledge of the leaders’ dark side tendencies, they must be able to flag up when the counterproductive behaviors are in evidence and be candid with their feedback, even if it is not what the leader wants to hear.   

Organizations require diverse personalities and leaders often need counterbalancing forces to moderate and mediate their behaviors. By raising awareness of dark side tendencies and creating influential partnerships, organizations can help leaders to curb their more extreme counterproductive behaviors and avoid the potential pitfalls to derailment. Ultimately, these relationships could benefit the leader, their employees, and the health of the organization.   

Topics: leadership, distributor

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

Hogan Global Alliances & India

Posted by Dustin Hunter on Thu, Oct 04, 2012

My colleague Kevin Meyer and I recently returned from a visit to India and our distributor there, Sierra Alta Consulting. Sierra Alta launched in 2010, and started working with us as a Hogan distributor in 2011. I can’t begin to say enough great things about their firm and the people working there.

India

Before my trip, I tried to read as much as possible about Indian business practices, especially when it comes to using personality assessment. From what I read, and what I experienced, India is a nation on the move, and is a key opportunity for HR providers. Here are some key demographics:

  • 1.21 billion people
  • 75% younger than 35
  • 50% younger than 25
  • 100 million internet users
  • 1 billion mobile users by 2015
  • 14,000+ colleges, 389 universities, 1500 research institutes
  • Second largest pool of scientists, doctors, and engineers in the world

In short, India has a large, young, and extremely talented and educated professional class that could prove a challenge for HR practitioners.

I was fortunate to experience a number of things on this trip I haven’t before (including pick-pocketing monkeys). Oddly, though, one of the most unexpected learning moments for me was observing how respected and culturally relevant Hogan’s tools were in the local market. The consensus among Sierra Alta users was that Hogan’s assessments capture something specific to India’s culture, despite being considered a Western tool.

Topics: consulting, Global Alliances, distributor

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