Toxic Leadership Evening hosted by Vital Conversations and Peter Berry Consultancy

Toxic Leadership Evening hosted by Vital Conversations and Peter Berry Consultancy

Like the Hogan Personality Inventory (HPI) subscales, the MVPI subscales are a powerful tool to enhance the interpretation and application of the MVPI. In this webinar, Hogan’s Audrey Wallace discusses interpreting around MVPI subscales.

Watch the webinar.

Bad bosses are all around, and if you’ve been in the workforce long, odds are you’ve worked for one. But what effect do they have on the workforce? Are they the morale-killing monsters we make them out to be? We asked 577 people. This is what they said.

Bad bosses are all around, and if you’ve been in the workforce long, odds are you’ve worked for one. But what effect do they have on the workforce? Are they the morale-killing monsters we make them out to be? We asked 577 people. This is what they said.

I have been with Hogan now for just under 12 years. It’s been an incredible experience and I’m privileged to work alongside unbelievable intelligence and talent, but I have to be honest about something: in non-professional situations I dread the question, “So what is it that you do, Jesse?” I envy my wife, who when faced with the same question can simply say “I am a teacher,” or a friend who answers, “I’m an engineer.” You see, my response is something like, “I work for Hogan Assessment Systems. We publish personality assessments.” And so it begins….

There are several ways the conversation can go, but it usually consists of a joke in which the person asks what I see in his or her personality, and then a seemingly infinite stream of “Oh. So what does that mean?” It’s very similar to a conversation with a two-year-old, in which every answer is countered with “why?”  I am by no means comparing the inquisitive individual to a toddler; more stating that what we do at Hogan seems really tough to explain. But is it really? Does it have to be?

I’d like to think the answer is no. What we do is simple in its complexity and complex in its simplicity. Let me start with an example. Picture a successful long-haul truck driver. Now picture another individual, only this one is a commission-based sales representative. Take these two successful employees and swap them. Generally speaking, it doesn’t work. But why? The answer is personality; the personality characteristics that make one successful in the cab of an 18-wheeler are drastically different than those that make one successful in a sales role.

Everyone has their own definition of personality. For the most part, we all know what it means, but putting that definition into words can be challenging. Most everyone would describe the above individuals similarly, however the language used to depict them would vary drastically. Furthermore, subjectively applying those various languages to a specific job is inaccurate, ineffective, and could even result in legal trouble.

Enter Hogan. The Drs. Hogan obviously didn’t invent personality, but they did develop a very reliable taxonomy of its constituent parts. The structure and language they built provides the consistency required to accurately measure it, and the methods they developed made those measurements applicable to occupational performance. The science behind all of this is inherently very complex, but in general terms, we help organizations ensure that the right people are selling and the right people are driving. We can even provide a solid foundation for coaching designed to improve the performance of those already driving, selling, or virtually anything else…but that’s a whole different dinner party.

That’s honestly about as short and sweet of an answer I can provide to the initial question, so you might now understand why I dread it. To know what we do requires some understanding of Hogan, which from a marketing perspective is brilliant. To the fella opposite me at a happy hour, however, it may prompt a new set of questions in his bag of pleasantries.

I have been with Hogan now for just under 12 years. It’s been an incredible experience and I’m privileged to work alongside unbelievable intelligence and talent, but I have to be honest about something: in non-professional situations I dread the question, “So what is it that you do, Jesse?” I envy my wife, who when faced with the same question can simply say “I am a teacher,” or a friend who answers, “I’m an engineer.” You see, my response is something like, “I work for Hogan Assessment Systems. We publish personality assessments.” And so it begins….

There are several ways the conversation can go, but it usually consists of a joke in which the person asks what I see in his or her personality, and then a seemingly infinite stream of “Oh. So what does that mean?” It’s very similar to a conversation with a two-year-old, in which every answer is countered with “why?”  I am by no means comparing the inquisitive individual to a toddler; more stating that what we do at Hogan seems really tough to explain. But is it really? Does it have to be?

I’d like to think the answer is no. What we do is simple in its complexity and complex in its simplicity. Let me start with an example. Picture a successful long-haul truck driver. Now picture another individual, only this one is a commission-based sales representative. Take these two successful employees and swap them. Generally speaking, it doesn’t work. But why? The answer is personality; the personality characteristics that make one successful in the cab of an 18-wheeler are drastically different than those that make one successful in a sales role.

Everyone has their own definition of personality. For the most part, we all know what it means, but putting that definition into words can be challenging. Most everyone would describe the above individuals similarly, however the language used to depict them would vary drastically. Furthermore, subjectively applying those various languages to a specific job is inaccurate, ineffective, and could even result in legal trouble.

Enter Hogan. The Drs. Hogan obviously didn’t invent personality, but they did develop a very reliable taxonomy of its constituent parts. The structure and language they built provides the consistency required to accurately measure it, and the methods they developed made those measurements applicable to occupational performance. The science behind all of this is inherently very complex, but in general terms, we help organizations ensure that the right people are selling and the right people are driving. We can even provide a solid foundation for coaching designed to improve the performance of those already driving, selling, or virtually anything else…but that’s a whole different dinner party.

That’s honestly about as short and sweet of an answer I can provide to the initial question, so you might now understand why I dread it. To know what we do requires some understanding of Hogan, which from a marketing perspective is brilliant. To the fella opposite me at a happy hour, however, it may prompt a new set of questions in his bag of pleasantries.

According to a 2013 survey from insurance provider AIG, negative organizational culture is the number one barrier to patient safety in the healthcare industry. While preventable medical errors is the third leading cause of death in the U.S., it is also one of the highest expenses for healthcare providers –“half of every dollar spent on healthcare costs is related to a medical error,” said Emily Rinehart, a registered nurse and vice president and division manager for healthcare risk consulting at AIG.

There are three main ways company culture can impact patient safety:

• Staff buy-in – How committed is your workforce?
• Communication breakdown – Is your medical staff communicating patient care effectively?
• Compliance vs. commitment – Are you more interested taking disciplinary action or correcting the problem?

According to a 2013 survey from insurance provider AIG, negative organizational culture is the number one barrier to patient safety in the healthcare industry. While preventable medical errors is the third leading cause of death in the U.S., it is also one of the highest expenses for healthcare providers –“half of every dollar spent on healthcare costs is related to a medical error,” said Emily Rinehart, a registered nurse and vice president and division manager for healthcare risk consulting at AIG.

There are three main ways company culture can impact patient safety:

• Staff buy-in – How committed is your workforce?
• Communication breakdown – Is your medical staff communicating patient care effectively?
• Compliance vs. commitment – Are you more interested taking disciplinary action or correcting the problem?

Learn how to improve patient safety through your people, culture, and overall message in our newest safety ebook, First, Do No Harm.