In the past few weeks, the coronavirus disease 2019 (COVID-19) outbreak has escalated exponentially, with cases now reported in more than 150 countries. Rightly so, governments around the world have been implementing response strategies to tackle the pandemic. With measures ranging from partial or full lockdowns that are currently affecting one-third of humanity to aggressive virus testing and contact tracing in countries such as South Korea and Singapore, we can see that there is no one-size-fits-all approach. Nevertheless, a closer look at the situation reveals to us that it is fundamentally driven by human behaviour. For governments, the challenge thus lies in managing people, who have differences in personality and motivation.

This means that some people will be more predisposed to demonstrating behaviour that positively contributes to “flattening the curve,” while others may have a propensity for behaviour that harms themselves, their families, and their countries. As we have observed over the course of this ongoing crisis, there are five best practices that can be examined through the lens of individual differences, using key scales from Hogan Assessments.

1. Practise Physical Distancing

As an infectious disease such as COVID-19 most often spreads from person to person, physical distancing, or more popularly known as social distancing, aims to reduce the amount of contact we have with one another. Examples of physical distancing measures include refraining from taking part in mass gatherings, working from home, and even something as simple as keeping a distance of at least one metre from one another in a queue.

While the act of self-isolation may be foreign to many, it can be said to be second nature to self-professed “introverts.” This group of people typically scores low on the Sociability scale and high on the Reserved scale; they limit social interaction and prefer their own company. As they may also have little or no desire for Affiliation, they do not believe that relationships are a hugely important aspect in their lives.

Although these people are often perceived as antisocial, their inclination to be alone means that they play a critical role in breaking the chain of infection. Even when they have to socialise, they keep communication to a minimum and with a small, tight-knit circle of friends. Hence, an “introvert” with the virus tends to be in relatively few social situations, helping to limit the spread.

On the contrary, people who are higher on the Sociability and Affiliation scales, and lower on the Reserved scale, with their strong need for relationships, may find it challenging to thrive in a world where social contact is now frowned upon. As they gain energy and a sense of belonging when immersed in social situations, they seek to surround themselves with other people, and can otherwise feel distressed. This group of people, preferring a communicative, high-touch approach to work, may lack the independence and task focus to stay productive when working from home.

Hence, hypothetically speaking, countries with more “introverts” should find that their people will naturally take to social distancing. However, countries with fewer “introverts” may need to consider drastic intervention in the form of full lockdowns or stay-at-home orders in order to effectively enforce behaviour that goes against the grain for the populace.

2. Take Social Responsibility

The concept of physical distancing is closely linked to the wider idea of social responsibility, which is about acting in a manner that does not harm society. Perhaps one of the most cited examples of socially irresponsible behaviour came from Patient 31 of South Korea. As a member of Shincheonji, a cult-like church, she had attended a service despite developing a high fever and had also dined out with friends.

Patient 31 was subsequently termed a “super-spreader” of the virus, as within a week after her diagnosis, South Korea’s infection tally skyrocketed by 30 times. The Korean Center for Disease Control estimated that Patient 31 was in direct contact with 1,160 people, a consequence of her failing to self-isolate and continuing with social activities even when unwell.

From what we know of Patient 31 and other similar cases, it seems that this group of people have a stronger tendency to act based on self-interest. Less motivated to live by Altruistic values, they may prioritise fulfilling their own immediate needs and desires, such as meeting up with friends and going to work. Furthermore, these people may have lower Interpersonal Sensitivity scores; they are likely to overlook the impact of their actions on others’ health and well-being, coming across as self-minded and thoughtless.

On the other hand, people with higher Altruistic and Interpersonal Sensitivity scores should readily adopt a socially responsible mindset given their natural inclination to act with the greater good in mind and with consideration for others. When faced with choices, they tend to live up to the mantra of “It’s not about you, it’s about everybody else” by putting others’ needs before theirs. Therefore, someone who is unwell will be highly mindful of spreading the illness and will endeavour to minimise the possibility of causing such harm to others by practising self-isolation, even if it means sacrificing his/her daily routine and social life.

This crisis is thus an opportunity for us to review the state of our society and our shared values. Should we continue championing individualism and thinking in terms of “every man for himself,” when it is increasingly clear that in our interconnected world a virus can spread between cities that are thousands of miles apart? When it comes to survival of the fittest, countries that are more other-focused may eventually win the race.

3. Act in a Timely Manner

While we have advanced our understanding of the novel coronavirus in the past few months, much about it remains unknown. Governments have had to work with a lack of data most of the time, but this should not be an excuse to delay action. A study led by Dr. Zhong Nanshan, a top Chinese expert on COVID-19, indicates that if the lockdown of Wuhan had occurred five days earlier, the number of infections could have been cut by one-third.

Amid inaction by many governments around the world, Hong Kong, Singapore and Taiwan have been lauded for their early efforts in containing the spread. Authorities have acted with a strong sense of preparedness and urgency, spurred on by lessons learned from the 2002-2004 severe acute respiratory syndrome (SARS) outbreak.

In Hong Kong, where memories of SARS remain particularly vivid, many Hong Kongers have taken matters into their own hands, leading ground-up efforts to ensure that their communities remain safe and clean. For example, fed up by the lack of face masks in the early days of the outbreak, a group of citizens came together to invest in mask-making machines and set up a factory.

Responsiveness is key to staying one step ahead of the virus, and some people are more innately agile to act.  This group of people, being somewhat Cautious (i.e., not too low and not too high on the scale), will be wary of threats and try to anticipate issues, while remaining decisive in their actions. These people may also score higher on the Learning Approach scale; they seek to stay well-informed so that they are equipped with knowledge to make plans. In addition, highly Inquisitive, they are inclined to connect different pieces of news to fully understand the impact of the virus on themselves and their communities.

Therefore, imagine someone who is infected with the virus and is low on Learning Approach and not Inquisitive. Less inclined to keep up-to-date with the pandemic, he or she may not recognise the symptoms that he or she is experiencing, nor explore the possibility that he or she is infected, thus failing to seek timely medical treatment. Furthermore, without a moderate Cautious score, he or she can either appear oblivious to the problems ahead when the score is too low or seem hesitant to act when the score is too high. Both ways result in a reactive and ill-prepared manner of dealing with the crisis.

Consequently, to manage such a populace, countries may need to ramp up their efforts to promote health literacy and introduce mass virus testing. Given that people may not know when and/or how to obtain medical help nor have the curiosity to find out, governments will need to be highly involved in preparing their citizens for the worst.

4. Comply with Measures

Even with timely intervention, all best efforts will be futile if people are uncooperative and do not follow rules. In Italy, because people did not comply with the rules, lockdown of cities in northern Italy in the early days of the outbreak failed to mitigate the crisis, leading to a stricter enforcement of rules and eventually, a nationwide lockdown. Citizens are not allowed to leave their homes unless they have valid reasons that must be declared in a form.

Since then, Italian authorities have pressed charges against at least 92,367 people who violated the lockdown, with many caught lying in their declaration forms. In Malaysia, which went into a two-week lockdown on 18 March, authorities indicated that the compliance level was only 60-70 %.

Why do some people continue to flout rules? We believe that personality differences can explain this as some people are naturally more compliant than others. This group of people, scoring high on the Prudence scale, is attentive to rules and regulations, and will readily conform to measures such as lockdown procedures and travel advisories. Furthermore, highly Dutiful, many of them tend to view authority in a positive light, and are thus inclined to follow people in power, including healthcare experts and their governments, often in an unquestioning manner. Lastly, these people have a need for Security, valuing order and stability in their lifestyles, and will be motivated to ensure that they remain safe amid such uncertain times.

By contrast, people who are lower on the Prudence, Dutiful, and Security scales will be innately less compliant than others. Preferring to operate in a flexible environment, they tend to dislike following processes, and seek to be free from perceived constraints. As a result, they may disregard advice to stay at home and not diligently observe safe distancing rules. Even when measures are legally enforced, this group of people can remain defiant in the face of authority, and only act on their own terms.

5. Take It Seriously

It is clear now that the COVID-19 outbreak will be here to stay for most of 2020, with long-term impact on many aspects of society. While we ought to stay optimistic about the end of the pandemic, we should not underestimate the virus and the risks that it poses. Unfortunately, many people continue to have a complacent attitude, and do not take sufficient precautions to protect themselves and others.

An example is Rudy Gobert, the first National Basketball Association (NBA) player to contract COVID-19. However, in a press conference before being diagnosed, he had displayed a lack of regard for hygiene by jokingly touching the microphones in front of him.

Similarly, we have been hearing stories of college students in the United States travelling to Florida in droves for spring break. There, they occupied beaches, bars, and clubs, which are widely considered hotbeds of the virus.

Such dismissive behaviour, especially evident in the youth, has prompted the World Health Organisation (WHO) to caution against having a sense of invulnerability in the face of “one of the most serious diseases [we] will face in [our] lifetime”. While this behaviour can be attributed in part to ignorance of the disease, it is undeniable that personality plays a part as well.

The excessive positivity that many people have toward COVID-19 can be explained by high scores on the Bold scale. This group of people, believing that they are young and/or healthy, may overestimate the ability of their immune systems to fight off the virus. In addition, many of them tend to be highly Mischievous; adventurous by nature, they may continue their risk-seeking ways instead of taking the necessary precautions. Finally, driven by Hedonism, they seek out fun and enjoyment in whatever they do. Hence, despite knowing that partying and travelling can increase exposure to the virus, these people can be easily tempted by the prospect of such activities.

While the above-mentioned group may think of themselves as invincible against the virus, it does not mean that those who are lower on the Bold, Mischievous, and Hedonism scales will feel highly vulnerable. Rather, this group of people will view the pandemic in a serious and realistic manner. They are inclined to regard the virus as a valid threat to their health and will acknowledge that they are also at risk being infected. Keen to avoid negative consequences, and having a lower need for fun and enjoyment, they will take steps to minimise their exposure to the virus by not participating in non-essential activities.

Concluding Remarks

The COVID-19 outbreak is shaping up to be a trial by fire, straining many healthcare systems to their limits and testing the abilities of governments around the world. Similar to how companies need to manage their employees to beat their competition, governments need to manage their citizens to emerge victorious against the pandemic.

Even though “flattening the curve” seems to be our best hope of ultimately eradicating the virus, it can be a long-drawn-out process. What if it were possible to not just “flatten the curve,” but also to “shorten” it? While this is an emerging theory based on recent epidemiological studies, we believe that when coupled with effective governance and sufficient public health interventions, an understanding of personality and motivation can be key to “flattening and shortening the curve.” For governments, it is important to know your populace and their likely behaviour. As individuals, we can all play a part by consciously being aware of and managing our innate tendencies, which can be counterproductive during this pandemic.

In this article, using scales, we have theoretically predicted the traits that would allow one to naturally demonstrate five best practices aimed at minimising the spread of the virus. Please contact us if you would like to:

• Obtain country-specific norms and insights based on Hogan Assessments to develop a more targeted strategy in flattening and shortening the curve;
• Understand how this prediction can be similarly applied to assess and identify talents in your organisation,
• Obtain country-specific norms and insights based on Hogan Assessments to develop a more targeted HR strategy for your organisation, and/or
• Acquire strategic self-awareness of your strengths and challenges for continuous personal improvement.

*This article is brought to you by Optimal Consulting Group Pte. Ltd.

About Optimal Consulting Group (OCG)

OCG is Hogan Assessments System distributor in Singapore, Malaysia, China, Hong Kong and Japan and the author of Optimal 4Cs Talent Review and Succession Model, Resilient Leadership Model, The Fruitful Team Model and Optimal e360. OCG partners clients to build a continuous pipeline of future leaders in Asia for social, economic and political roles.

For further discussion, please contact the contributors:

Zhen Yi LEE, Manager, Consulting Services, Asia (zylee@optimalconsulting.com.sg)

Wan Leng HO, CEO, Asia (wlho@optimalconsulting.com.sg)

Over the past several weeks, Hogan Chief Science Officer Ryne Sherman took us on an in-depth tour of the eight most common personality types found via the Hogan suite of assessments. Using the data of 332,935 individuals who completed the Hogan Personality Inventory, Hogan Development Survey, and the Motives, Values, Preferences Inventory, Hogan consultants identified these eight different types: Rebels, Marketers, Proletarians, Congenials, Overachievers, Networkers, Misfits, and Preppers. 

In this interview, Ryne discusses the each of the eight types:

Welcome back to our series on the eight most common personality types found in the Hogan suite of assessments. Over the past seven weeks, we took an in-depth look at Rebels, Marketers, Proletarians, Congenials, Overachievers, Networkers, and Misfits. In our eighth and final week, we take a deep dive into the Preppers personality profile.

Preppers personality profiles are rare, only making up approximately 6% of the working population. Their Hogan profile is highlighted by very low scores on Affiliation, Recognition, and Power with above average scores on Tradition and Security on the MVPI; low scores across most of the HPI scales with the exception of an average score on Prudence; and high scores on Excitable, Skeptical, Cautious, Reserved, Leisurely, and Dutiful on the HDS, with an exceptionally high score on Cautious. See Figure 1 below for the full profile.

Figure 1: Preppers personality profile

The Reputation of Preppers

We had eight Hogan consultants with a combined 82 years of experience provide independent, written interpretations of the Preppers profile shown above. Some of the words our experts most frequently used to describe Preppers were “self-critical,” “emotional,” “follow,” “careful,” “risk,” “stability,” and “predictable.” Additionally, we examined the workplace reputation of Preppers by drawing on Hogan 360° data gathered with Hogan distributor Peter Berry Consultancy.

Colleagues, supervisors, and subordinates said Preppers build trust and loyalty with other, are polite and considerate, avoid double-standards, and produce high-quality, error-free work. At the same time, Preppers’ work colleagues also said that they are not very competitive and driven, lack passion, energy, and assertiveness, and do not think long term about new opportunities. In other words, Preppers are dependable employees who have a strong desire for predictability and stability but are not seen as hard drivers pushing others for results.

Our job performance archive also provides insight regarding how Preppers are perceived by their supervisors: bosses give high marks to Preppers for focusing on quality, working hard, and being dependable. At the same time, they give Preppers low marks for managing conflict, inspiring others, attracting talent, and building teams. To summarize, Preppers are defensively pessimistic, motivated by fear, and seek out environments that are stable and predictable. They are introverted, but effective employees when they can keep their emotions under control.

Common Careers for Preppers Personality Profiles

Preppers prefer careers where they can find stability and work with limited social interaction. Like Misfits, they prefer jobs with limited oversight where they can complete their tasks unmonitored and they tend to be most successful in jobs with clear instructions for performance. Preppers also do well in roles where the goal is to detect potential threats, pitfalls, and safety issues. Our data show Preppers are overrepresented in the military as well as in admin/clerical and technician jobs.

Preppers personality profiles are underrepresented among executive job roles, likely because they fear the risks associated with high-profile roles. We also find that Preppers are over-represented among samples of remote computer workers, which is a good fit for their interpersonal style and their preference for predictability. In popular media, characters such as the Nick Fury (Marvel), Craig Middlebrooks (Parks and Recreation), and Rex (Disney’s Toy Story) are prototypical Preppers — dependable, organized, and prepared for the worst.

Advice for Preppers

If you have the Preppers personality profile, you should recognize that many people are less cautious and more comfortable taking risks than you are. You tend to proceed with a safety-first attitude and like to be prepared for every possible scenario. Your colleagues may see you as overly worried about bad outcomes and as someone who delays projects unnecessarily. As a result, you may prefer jobs where you can work at your own pace with few deadline pressures.

In leadership roles, you will want to carefully review all reports and the details of all possible decisions. Your staff may see you as prone to slow decision-making and as a logjam slowing down processes for the entire organization. You will have to work hard on your delegation skills, and it will be critical for you to hire employees who you can trust and empower to make decisions without you. On the bright side, your business unit will be well-prepared for disaster scenarios.

How to Deal with Preppers Personality Profile

If your boss has the Preppers personality profile, you should realize that he or she will have a hard time coming to decisions quickly. You will want to be sure to cover every possible scenario and detail in your reports because your Prepper boss will be ready to ask about them. The only way you will get your plans through will be by out-preparing him or her. Pressuring your boss to move decisions along will likely only make things worse, resulting in your boss locking him or herself away to “deliberate.” However, if you frame your arguments in terms of improving safety or future security, your boss will be more inclined to act quickly.

If any of your employees are Preppers, recognize that these people will have a strong preference for predictability, stability, and clear work assignments. They will prefer work where they can operate at their own pace and that emphasizes quality and getting the details exactly right. While Preppers are hard-working and dedicated, they also tend to second-guess themselves and will be slow to commit to any course of action. Your most challenging task as the supervisor of a Prepper will be keeping his or her fear of failure in check and not letting delays bog down the larger team.

Want to learn more about personality tests? Check out The Ultimate Guide to Personality Tests

Welcome back to our series on the eight most common personality types found in the Hogan suite of assessments. We have already taken an in-depth look at Rebels, Marketers, Proletarians, Congenials, Overachievers, and Networkers. This week, we continue our dive into these personality types with a close examination of the Misfits personality profile.

The personality profile of Misfits makes up approximately 7% of the working population. Their Hogan profile is highlighted by below average scores on Hedonism and very low scores on Affiliation on the MVPI; low scores across the board on the HPI with extremely low scores on Adjustment, Ambition, and Interpersonal Sensitivity; and very high scores on the “moving away” cluster (Excitable, Skeptical, Cautious, Reserved, and Leisurely) of HDS. See Figure 1 below for the full profile.

Figure 1: Misfits personality profile

The Reputation of the Personality Profile of Misfits

We had eight Hogan consultants with a combined 82 years of experience provide independent, written interpretations of the Misfits personality profile shown above. Some of the words our experts most frequently used to describe Misfits were “isolation,” “stressful,” “challenges,” “pressure,” “mistrusting,” “passionate,” and “emotional.” Additionally, we examined the workplace reputation of Misfits by drawing on Hogan 360° data gathered with Hogan distributor Peter Berry Consultancy.

Colleagues, supervisors, and subordinates said Misfits have the right knowledge and experience to be effective at work. At the same time, Misfits’ work colleagues also said that they bring a negative attitude to work, lack enthusiasm for customer service, and have poor people skills. In other words, Misfits often have the technical expertise and capacity to do their work well, but struggle with the social skills needed to truly excel in modern work environments.

Our job performance archive also provides insight regarding how Misfits are perceived by their supervisors: bosses see Misfits as having difficulties with conflict management, political savvy, professionalism, and relationship building. Likely due to their lack of social skills, the Misfits personality profile received the lowest overall performance ratings in our archive. To summarize, Misfits have the competence and capabilities on par or, in some cases, even better than their colleagues. However, their pessimistic and aloof interpersonal style creates difficulties in the workplace for their colleagues and supervisors.

Common Careers for Misfits

Misfits prefer careers where they can work in isolation and without much social interaction. They prefer jobs with little oversight where they can complete their tasks unmonitored. They also tend to be most successful in jobs with clear instructions for performance. Our data show the personality profile of Misfits are overrepresented in both the military and technician jobs.

They are also slightly over-represented among first-line supervisors, likely due to their technical skills, knowledge, and expertise in the job. We also find that the personality profile of Misfits is over-represented among samples of remote computer workers, which is a good fit for their asocial interpersonal style. In popular media, characters such as the Black Widow (Marvel), April Ludgate (Parks and Recreation), and Beast (Disney’s Beauty and the Beast) are prototypical Misfits — skilled, but reclusive and emotionally volatile.

Advice for Misfits

If you are a Misfit, you should first recognize that your peers and work colleagues will see you as atypical. They will have difficulty understanding your dislike for meetings and groupwork as most of them will truly enjoy it. Although you may prefer this kind of work, you should realize that most modern workplaces require teamwork. As a result, you may find careers in less typical roles to be more personally rewarding. For example, you might prefer careers where you can work remotely or with things, rather than with people.

In leadership roles, you will tend to focus on the technical and task-specific aspects of your work. Your staff may see your preference for working alone as a signal that you do not like them or that you are simply a mean person. As a result, you will have to work extra hard to demonstrate to your staff that you care about them as individuals and their career development. You will also have to learn to keep any emotional outbursts out of the workplace and away from your staff. In general, you may be a better fit as a leader of a business unit without people-leader responsibilities.

How to Deal with Misfits

If your boss is a Misfit, you should know that he or she will have a hard time connecting with you and the rest of the staff. Your boss will be very task-oriented, expecting you to know what you are supposed to do and to do it without much supervision. The good news is that your boss will call few meetings and have no complaints about any requests for you to work remotely. The bad news is that your boss will not be enthusiastic about providing you with feedback on your work and might be unduly negative in providing such evaluations.

If any of your employees have the personality profile of Misfits, recognize that these people have a strong preference for clear goals, objectives, and structure. Additionally, they will prefer to be assigned work that can be completed independently with little oversight. While your Misfit will be technically skilled, he or she may shy away from groups, committees, or even staff social gatherings. Your most challenging task as the supervisors of a Misfit will be keeping his or her emotions in check and not letting any pessimism spoil the attitudes of the larger team. It will be up to you to get the most of your Misfit’s technical skills, knowledge, and expertise and to work to improve his or her interpersonal skills.

Want to learn more about personality tests? Check out The Ultimate Guide to Personality Tests

Welcome back to our saga on the eight most common personality types found via the Hogan suite of assessments. We have already taken an in-depth look at Rebels, Marketers, Proletarians, Congenials, and Overachievers. This week, we continue our dive into these personality types by closely examining the personality profile of Networkers.

The personality profile of Networkers makes up approximately 13% of the working population. Their Hogan profile is highlighted by slightly above average scores on Recognition, Power, Affiliation, and Aesthetics on the MVPI, but below average scores on Security; very high scores on Sociability and very low scores on Prudence on the HPI; and high scores on the Bold, Mischievous, Colorful, and Imaginative on HDS with low scores on Diligent and Dutiful. See Figure 1 below for the full profile.

Figure 1: Hogan personality profile of Networkers

The Reputation of Networkers

We had eight Hogan consultants with a combined 82 years of experience provide independent, written interpretations of the Networkers profile shown above. Some of the words our experts most frequently used to describe Networkers were “risky,” “social,” “outgoing,” “innovative,” and “manipulative.” Additionally, we examined the workplace reputation of Networkers by drawing on Hogan 360° data gathered with Hogan distributor Peter Berry Consultancy.

Colleagues, supervisors, and subordinates said Networkers are assertive and energetic, have strong influencing and negotiation skills, are passionate, and competitive and driven. At the same time, Networkers’ work colleagues also said that they have questionable ethical standards, frequently produce work with errors, are sometimes unprofessional, and do not always treat people fairly and without favoritism. In other words, Networkers are socially skilled, influential, and charming, but also prone to taking risks and breaking the rules.

Lastly, our job performance archive also tells us that Networkers are seen as high-performers when it comes to presenting to others, managing conflict, driving strategy, communicating, and inspiring others. Networkers also tend to receive high overall performance ratings from their supervisors. To summarize, Networkers are interested in climbing the corporate ladder and use their social skills to do so rapidly.

Common Careers for the Personality Profile of Networkers

Networkers prefer careers where they can connect with other people and rely on their social skills. They like meetings, delivering presentations, and working on group projects. They enjoy roles in which they can take the lead and be the center of attention. Our data show Networkers are overrepresented in managerial and sales jobs.

They are also over-represented in executive roles (as opposed to individual contributor roles), suggesting they prefer work where they have the most power, influence, and command over the room. Because of their ability to connect with others and to sell themselves, Networkers are often drawn to entrepreneurship and start their own businesses. In popular media, characters such as the Thor (Marvel), Tom Haverford (Parks and Recreation), and Anna (Disney’s Frozen) are prototypical Networks — social, spirited, and energetic.

Advice for Networkers

If you are Networker, you should first recognize you have a real talent for connecting with people, playing corporate politics, and standing out front. Your manager will see you as an energetic and enthusiastic high-performer. However, your colleagues may see you as a bit of a showoff and as someone who takes more credit than deserved. Because of your skill at rubbing elbows with the right people, you are primed to move up rapidly in your company. Unlike Overachievers, you are more willing to play corporate politics and to take shortcuts to get to the top, which means you will likely get to leadership positions quickly.

In leadership roles, you will tend to focus on your efforts on continuing to fast-track your career. You will focus on big objectives that can make a splash and leave the details for achieving those objectives to your team. Be sure to give credit to your team when they deliver on your promises, otherwise they will start to resent you as their manager which will ultimately result in your best employees leaving. While they will respect your ability to get the attention of senior management, no one enjoys someone else taking credit for their work.

How to Deal with the Personality Profile of Networkers

If your boss has the personality profile of a Networker, you should know that he or she will constantly be looking to build new and strong ties with the upper echelons of the company. In other words, he or she will spend more time managing up than managing down. Your boss will present you with an agenda and a vision for what he or she would like to see done but have no interest in the details regarding how it gets done. And, it will be up to you to get things done. The most important thing for your Networker boss is that you make him or her look good. If you care about getting credit for your work, you will need to document exactly what you did because your boss will often get the credit otherwise.

If any of your employees have the personality profile of Networkers recognize that these people have a real talent for making contacts and charming others, including you. They will prefer to be assigned to big projects and they will enjoy opportunities to present their work in front of a large group, especially if that group includes power members of management. While your Networker will be energetic and ambitious, it will be incumbent upon you to make sure he or she is actually getting work done. Many Networkers advance on social skill alone generating little to nothing in terms of productivity. It will be up to you to find tasks and objectives that maximize your Networker’s natural skill-set.

Want to learn more about personality tests? Check out The Ultimate Guide to Personality Tests

With concern about the spread of COVID-19, more companies are choosing to allow workers to office remotely; Remote work isn’t a new concept. Over the past couple of years, with the increase in demand for a flexible workplace and the development of more advanced AI technology, many companies are choosing to offer employees the option to work virtually. VR conferencing; communication platforms such as WeChat, Slack, and Skype for Business; and apps for managing remote work and workers make remote work feasible and just as easy to manage as working in an office.

Having plans and a policy in place for virtual or remote employees will allow companies to adapt to external threats more quickly. Without such plans, companies can find themselves unprepared and scrambling to react when faced with a crisis. Figuring out how to best manage a workforce with limited mobility can be difficult. For example, some employees might not work as well without direct supervision; how can we know which employees need greater support and which ones can be more independent? When team members are remote, how can they learn to play off one another’s strengths and weaknesses to work more efficiently, both as a team and with other departments? And while many companies are considering ways to cut costs during this time, hiring is still inevitable for many companies. Typically, in-person interviews are part of any company’s hiring process. How can a company hire the right talent without meeting in person? How a company handles these challenges could determine its success or failure, especially during a time when the COVID-19 will have potentially serious implications for the global economy.

Personality Assessments for Remote Employees

At Hogan, we often say that there are two elements that make a business successful: people and money. We specialize in helping companies know people. We study the science of personality and know that personality predicts performance, so we also know that understanding personality is central to resolving the challenges of working remotely mentioned previously. Using a valid and reliable personality assessment can tell you everything you need to know about a person’s work style, and it can help you determine the best course for managing a person or team, or decide whether to proceed in hiring someone.

If you know that an employee is extraverted, you might plan more interactive opportunities for that employee, allow her to set her own goals, and provide resources for her to accomplish those goals remotely. If you find that an employee lacks agency, you might need to plan out specific activities and goals for him to accomplish with frequent check-in points since he might not automatically be comfortable driving his own agenda. Making sure he has enough structure working virtually will be the key to his success.

When building and managing a team, consider that a large body of research has shown that selecting team members by functional skills does not guarantee effectiveness. While you might have a team full of people with world-class skills or degrees, the team can still fail to perform as a cohesive unit.  Personality and values are essential for developing that social cohesion and enhancing performance, especially when the team works remotely.

Finally, when considering hiring talent via remote processes, assessments can be your biggest asset. As Darin Nei, director of product and international distributors at Hogan, outlined: Personality assessments add structure to the interview process, are difficult to fake, and are a cost-effective way of gathering equal and fair interview information about all candidates. Personality assessments for remote employees are a great initial step in the entire hiring process because it doesn’t discriminate, so it is an easy way to help promote diversity and inclusion in your organization as part of the hiring process. Additionally, when combined with other assessments, such as reasoning or ability assessments, it can provide a complete, objective, overall picture of a candidate. While interviews with some candidates will still be necessary, using a personality assessment is a great foundation for the entire hiring process and will help any interview, including those that are remote, be much more effective.

While we cannot control many things during the spread of the COVID-19 virus, we should look for the areas we can understand and develop to give our companies the best competitive advantage. Hogan can work with your company to help it gain a huge competitive advantage by helping you understand your talent, ensuring your company is as successful as possible during turbulent times.

*This post was authored by Krista Pederson, director of Asia Pacific business development at Hogan, and Garrett Shaffer, an account manager at Hogan.

It has been a month since we revealed the eight most common personality types found via the Hogan suite of assessments. We have already taken an in-depth look at Rebels, Marketers, Proletarians, and Congenials. This week, we continue our dive into these personality types by closely examining the personality profile of Overachievers.

The personality profile of Overachievers make up approximately 17% of the working population. Their Hogan profile is highlighted by slightly above average scores on Altruism, Tradition, and Security on the MVPI but below-average scores on Recognition and Hedonism; very high scores on Adjustment, Ambition, and Prudence on the HPI; low scores on the Moving Against cluster on the HDS, with average scores on Bold and above-average scores on Diligent and Dutiful. See Figure 1 below for the full profile.

Figure 1: Hogan personality profile of Overachievers

The Reputation of Overacheivers

We had eight Hogan consultants with a combined 82 years of experience provide independent written interpretations of the Overachievers profile shown in Figure 1. Some of the words our experts most frequently used to describe Overachievers were “willing,” “resilient,” “helping,” “dominant,” “organized,” “perfectionistic,” and most notably “high standards.” Additionally, we examined the workplace reputations of Overachievers by drawing on Hogan 360° data gathered with Hogan distributor Peter Berry Consultancy.

Colleagues, supervisors, and subordinates said Overachievers are calm and even-tempered, treat people with respect, manage emotions maturely, are polite, and are never rude or abrasive. Overachievers’ colleagues also said that Overachievers are not particularly good at coming up with new ideas and may lack industry experience and insight. Overachievers are seen by their coworkers as emotionally stable, disciplined, and respectful of authority.

Lastly, our job performance archive also tells us that Overachievers are seen as skilled at negotiating, focusing on quality and customers, leading others, relationship building, and modeling behavior for others. Overachievers were rated the second highest-performing group overall by their supervisors, just behind Congenials. To summarize, Overachievers are interested in career success, resilient to stress, and focused on results, but insistent on playing fairly and strictly adhering to the rules.

Common Careers for the Personality Profile of Overachievers

Overachievers prefer careers in which they can work hard and demonstrate their value for the company. They like to compete and take pride in their work. They desperately want to be seen as doing a good job, though they do not expect public recognition for it. Our data show Overachievers are overrepresented in customer support and operations and trade jobs.

They are also overrepresented in individual contributor roles (as opposed to leadership roles), suggesting they prefer work that gives them complete control over their performance and outcomes. Despite this, the personality profile of Overachievers rarely shows up as entrepreneurs, preferring the security of more traditional jobs. In popular media, characters such as Captain America (Marvel), Leslie Knope (Parks and Recreation), and Tiana (Disney’s The Princess and the Frog) are prototypical Overachievers — hardworking, dedicated, and eager to please.

Advice for Overachievers

If you are an Overachiever, you should recognize that others might not hold themselves to the same high standards for performance that you expect of yourself. Your manager will see you as a model employee, and you will probably be seen as a high performer. However, some of your coworkers might see you as a teacher’s pet or a brownnoser, always setting the bar higher for everyone else. If your boss is astute, you might also be seen as a threat to his or her job, so you might want to be careful about how you display your ambitions. Finally, be aware that your tendency to play by the rules might result in you being overlooked for promotions by people who play politics better, despite your results.

In leadership roles, you tend to overcontrol projects and micromanage your staff. Employee performance often falls short of your standards. You might find yourself thinking, “I could have done a better job on that project than them.” Be wary of these thoughts because you will not have the time and resources to ensure everything meets your high standards. If you submit to these thoughts, you will subject yourself to extremely long hours and burnout. You will need to trust your employees to get the job done if you want to succeed.

How to Deal with the Personality Profile of Overachievers

If your boss is an Overachiever, recognize that he or she will constantly raise the bar and push you for better results. You might find that, no matter how hard you work, your boss always has some criticism for how you could have done better. Your boss will have no tolerance for shortcuts or efforts to skirt the rules. You will need to prove to your boss that you can be trusted to complete projects without oversight. Otherwise, your boss will insist on reviewing everything you do, holding up progress.

If any of your employees have the personality profile of an Overachiever, realize that these people are likely your most productive employees. They rarely complain, never break the rules, and perform to very high standards. However, Overachievers tend to take on too much and try to do everything perfectly. You should be sure your Overachiever doesn’t spend too much effort on trivial details and burn out. You should also watch how your team reacts to Overachievers who might make them look like poor performers by comparison. Finally, you will need to help your Overachievers develop for leadership roles by teaching them about corporate politics and how to avoid micromanaging.

Want to learn more about personality tests? Check out The Ultimate Guide to Personality Tests

It has been almost a month since we revealed the eight most common personality types found via the Hogan suite of assessments. We have already taken an in-depth look at Rebels, Marketers, and Proletarians. This week, we continue our dive into these personality types by closely examining the personality profile of Congenials.

The personality profile of Congenials make up approximately 17% of the working population. Their Hogan profile is highlighted by flat to slightly below average scores on the Motives, Values, Preferences Inventory (MVPI) but with a slight upturn on the getting along dimensions of Altruism, Affiliation, and Tradition; elevated scores on both Adjustment and Interpersonal Sensitivity on the Hogan Personality Inventory (HPI); and above-average scores on Cautious, Reserved, and Dutiful on the Hogan Development Survey (HDS). See Figure 1 below for the full profile.

Figure 1: Congenials Hogan profile

The Reputation of Congenials

We had eight Hogan consultants with a combined 82 years of experience provide independent written interpretations of the personality profile of Congenials shown in Figure 1. Some of the words our experts most frequently used to describe Congenials were “nice,” “willing,” “resilient,” “submissive,” “listener,” and “agreeable.” Additionally, we examined the workplace reputations of Congenials by drawing on Hogan 360° data gathered with Hogan distributor Peter Berry Consultancy.

Colleagues, supervisors, and subordinates said Congenials bring a positive attitude to work, manage emotions maturely, are calm and even tempered, are never rude or abrasive, and are positive role models for others. At the same time, Congenials’ work colleagues also said that Congenials are not particularly competitive or driven and that they have difficulty in recognizing and challenging poor performance. In other words, Congenials are seen by their coworkers as friendly, optimistic, and caring, but not particularly driven to produce results.

Lastly, our job performance archive also tells us that the personality profile of Congenials is seen as high performers when it comes to engagement, team building, handling stress, and relationship building. Moreover, Congenials were rated the highest-performing group overall by their supervisors. To summarize, Congenials are friendly, polite, relaxed, and rule abiding at work, but they’re not particularly interested in climbing the corporate ladder.

Common Careers for Congenials

Congenials prefer careers through which they can connect with others. They also prefer cooperation to competition and would rather work with people than work against them. Our data show the personality profile of Congenials is overrepresented in administrative and clerical jobs. Not surprisingly, they are underrepresented in sales jobs, which tend to be more competitive than cooperative in nature.

We also found that Congenials are underrepresented in entry-level supervisory and managerial roles. Additionally, Congenials are rarely entrepreneurs. In popular media, characters such as Groot (Marvel), Ann Perkins (Parks and Recreation), and Olaf (Disney’s Frozen) are prototypical Congenials — optimistic, friendly, and cooperative.

Advice for Congenials

If you are a Congenial, you should recognize your talent for bringing people together and improving team morale. Your manager likely sees you as a model employee and a high performer. However, some of your coworkers might see you as someone who is more concerned with keeping everyone happy than getting results. You will have to prove to them that you care about results as much as you do about the people you work with.

In leadership roles, you tend to emphasize the three Cs: collaboration, cohesion, and consensus. You prefer projects and tasks that require group cooperation. You prioritize the importance of getting along, sometimes at the expense of productivity, and you may insist that everyone agree on a matter before moving forward. Team members who prioritize productivity over pleasantness will struggle with your management style.

How to Deal with Congenials

If your boss is a Congenial, recognize that he or she will be sensitive to emotional discomfort and make extra effort to ensure everyone is happy. Your Congenial boss is also likely to present situations as more positive and optimistic than they really are. This leader will be uncomfortable delivering bad news; a Congenial boss once fired an employee in such a kind and gentle way that the employee didn’t even realize he was fired! You will need to actively request feedback from others if you want to get an honest assessment of your performance.

If any of your employees have the personality profile of Congenials, realize that you will naturally find them likeable and easy to get along with. They will rarely complain about anything, and if they do complain, you can bet it is a serious problem. Because the personality profile of Congenials cause so few problems and are so friendly, you will naturally tend to see them as model employees and high performers. However, you should keep in mind that Congenials are excellent at building interpersonal relationships, sometimes at the expense of productivity. Pay careful attention to their actual results when it comes time for performance evaluations.

Want to learn more about personality tests? Check out The Ultimate Guide to Personality Tests

Three weeks ago we revealed the eight most common personality types found via the Hogan suite of assessments. We have already taken an in-depth look at Rebels and Marketers. This week, we continue our dive into these personality types by closely examining the personality profile of Proletarians.

The personality profile of Proletarians makes up approximately 14% of the working population. Their Hogan profile is highlighted by mostly average scores on the MVPI with a slightly lower than average score on Affiliation; a flat and normative set of scores on the HPI with slightly lower than average scores on Sociability and Inquisitiveness; and high scores on the so-called moving away cluster of the HDS, which includes the Excitable, Skeptical, Cautious, Reserved, and Leisurely scales. See Figure 1 below for the full profile.

Figure 1. Proletarians Hogan Profile

The Reputation of Proletarians Personality Profile

We had eight Hogan consultants with a combined 82 years of experience provide independent, written interpretations of the Proletarians profile shown above. Some of the words our experts most frequently used to describe Proletarians were “flexible,” “adaptable,” “consistency,” “safe,” “grey,” “steady,” and “balanced.” Additionally, we examined the workplace reputation of Proletarians by drawing on Hogan 360 data gathered with Hogan distributor Peter Berry Consultancy.

Colleagues, supervisors, and subordinates said individuals with the personality profile of Proletarians “treat people with respect,” “behave to very high ethical standards,” “are positive role models,” and “are polite and considerate, never rude or abrasive.” At the same time, Proletarians’ work colleagues also said that Proletarians do not “have strong influencing and negotiation skills and are “not assertive and energetic” or “competitive and driven.” In other words, Proletarians are seen by their coworkers as respectful and trustworthy but not particularly motivated or ambitious.

Lastly, our job performance archive also tells us that the personality profile of Proletarians scores high on managing conflict, attracting talent, caring about people, team building, and driving performance, but low on handling stress. Overall, Proletarians are interested in stability and a simplistic lifestyle. They are hardworking, reserved, and careful, making them solid employees who want to work without being bothered.

Common Careers for Proletarians

Proletarians prefer careers involving clear objectives and can work without much oversight or supervision. They are not looking to climb the corporate ladder, preferring roles that offer stability. They tend to see work as a necessary part of life and rarely complain. Our data show the personality profile of Proletarians are overrepresented in administrative and clerical jobs as well as in the military, both careers that offer stability and predictability.

We also found that Proletarians are slightly overrepresented in entry-level supervisory roles and underrepresented among executives. Their supervisors see them as above-average performers at work. In popular media, characters such as the Scarlett Witch (Marvel), Ron Swanson (Parks and Recreation), and Mrs. Potts (Disney’s Beauty and the Beast) are prototypical Proletarians – hardworking and preferring the simple things in life.

Advice for Proletarians

If you are a Proletarian, you should be aware of your tendency to fade into the background of most work situations. Although your manager will likely see you as a competent and steady worker, you are unlikely to be recognized as a high performer. If you aspire to move up in the company, you will need to do more to stand out and get your ideas noticed.

In leadership roles, you may tend to manage your reports rather than lead them. That is, although you will direct your reports as to what they should do, they are unlikely to find you particularly influential and will view you as more tactical than strategic. In meetings, you will tend to keep to yourself and not speak up. It will be important for you to find ways to make sure your opinion is heard, especially when you have expertise on the topic.

How to Deal with the Personality Profile of Proletarians

If your boss is a Proletarian, recognize that he or she is more likely to provide hands-on support but not much in the way of long-term vision or future direction. You will be viewed as productive if you meet deadlines and accomplish specific tasks that are assigned to you. Be aware that your business unit may not receive wider recognition in the company because of your manager’s tendency to stay out of the company’s strategic direction.

If any of your employees are Proletarians, the good news is that performance management is unlikely to be a big issue. With clear tasks and assignments in front of them, Proletarians tend to work hard and do not need much guidance. Furthermore, your Proletarian employees will likely have little interest in developmental discussions, perhaps even finding them to be a waste of time. They are typically quite happy in their roles and not looking to move up. Still, you will likely need to address the personality profile of Proletarians tendencies to be uncommunicative and withdraw from conflict. You won’t know when Proletarians have something to say, so you will have to draw it out of them.

Want to learn more about personality tests? Check out The Ultimate Guide to Personality Tests

Two weeks ago, we revealed the eight most common personality types found in the Hogan suite of assessments. Last week we took an in-depth look at the first personality type, Rebels. This week we continue our dive into these personality types by closely examining the personality profile of Marketers.

Marketers make up approximately 18% of the working population. Their Hogan profile is highlighted by high scores on Recognition, Power, Commerce, Aesthetics, and Science on the MVPI; high scores on Ambition, Interpersonal Sensitivity, Inquisitive, and Learning Approach, with only moderate Prudence on the HPI; and high scores on the so-called moving against cluster of the HDS; Bold, Mischievous, Colorful, and Imaginative. See Figure 1 below for the full profile.

Figure 1. Hogan Personality Profile of Marketers

The Reputation of Marketers

We had eight Hogan consultants with a combined 82 years of experience provide independent, written interpretations of the personality profile of Marketers shown above. Some of the words our experts most frequently used to describe Marketers were “individual,” “idea,” “assertive,” “convince,” “charming,” “leadership,” “speak,” and most prominently “confident.” Additionally, we examined the workplace reputation of Marketers by drawing on Hogan 360 data gathered with Hogan distributor Peter Berry Consultancy. Colleagues, supervisors, and even their subordinates said Marketers are “very competitive and driven,” “think long-term about opportunities,” “have the passion to make a difference,” and “promote a long-term vision for the organization.” At the same time, their work colleagues also said Marketers do a poor job of being “open, straightforward, and communicating honestly.” In other words, Marketers are seen by their co-workers as motivated, passionate, and strategic, but somewhat untrustworthy.

Lastly, our job performance archive also tells us that Marketers score high on “competing with others,” “presenting to others,” “displaying confidence,” “self-management,” and “overcoming obstacles.” Overall, Marketers appear highly motivated to compete, win, push for results, and to make money. They are bright, sociable, and ambitious at work, but also likely to take big chances and fall prey to overconfidence.

Common Careers for Marketers

Marketers will prefer careers where they can compete with others and be measured on their performance. They have confidence in their ability to outperform the competition and will generally prefer pay-for-performance programs.

Not surprisingly, our data show that the personality profile of Marketers is heavily overrepresented in sales jobs. While only 18% of the population fits the personality profile of a Marketer, 28% of people working in sales jobs fit this profile. We also found the Marketers are slightly overrepresented in both entry-level supervisor and executive job roles. They are above-average performers at work, and it is likely that this is the main contributor – along with their charm and persuasion skills – that leads to their overrepresentation in some leadership roles. In popular media, characters such as Pepper Potts (Ironman), Chris Treager (Parks and Recreation), and Mulan (Disney’s Mulan) are prototypical Marketers – ambitious and full of confidence.

Advice for Marketers

If you are a Marketer, you need to be aware that your self-confidence will come across to many as overconfident and arrogant. In individual contributor roles, you may over-promise what can actually be delivered and ultimately take on more than you can handle. As a leader, you will have the tendency to focus on large, strategic, and long-term issues without attending to the day-to-day details that are critical to any plan’s success.

In meetings, you will tend to take over and run the show without letting other people have their say. It will be important for you to step off the pulpit and listen to others. Nonetheless, many will find your confidence inspiring and motivating, so long as you do not promise more than your team can deliver. Successful Marketers use their social skills to their advantage, motivate others to perform, and are able to limit their own ambition to projects and tasks that can actually be completed.

How to Deal with the Personality Profile of Marketers

If your boss is a Marketer, be prepared to deliver on promises that you didn’t make. A Marketer boss is bound to have more faith in what the team can accomplish than might actually be possible and it will ultimately fall on you to deliver. You should also realize that your Marketer boss is not going to want to talk about the details of getting a project done, but how that project fits in with the bigger picture. If possible, you will want to talk through strategic initiatives with your Marketer boss before s/he goes off to corporate strategy meetings. This will give you an opportunity to remind your boss of the critical details and time necessary to deliver on the objectives s/he might have in mind before big promises are made. In meetings, you will need to be assertive to get your point across as your Marketer boss will otherwise dominate the speaking time.

If any of your employees have the personality profile of a Marketer, the good news is that you will have few performance management issues. The bad news is that it will be your task to reign in their confidence and to keep them from taking on too much. You should also be prepared to have discussions about processes and reporting. Many individuals with the personality profile of Marketers will see things like logging calls and completing expense reports as needless details, preferring to focus on big-picture issues like their sales figures. It will be your job to ensure that they are spending the appropriate amount of time doing the necessary paperwork.

Want to learn more about personality tests? Check out The Ultimate Guide to Personality Tests