Hogan Development Survey
The Hogan Development Survey is based upon research into the derailment of managers. It is a unique instrument, looking at the “shadow side” of personality.
For most of us, our everyday behaviour is based on our “bright side” – when we are positive and effective. But almost all of us can demonstrate counterproductive behaviour under pressure. It is often our behaviour under pressure we are remembered for, rather than our normal behaviour: it stands out as extreme, and memorable. Bosses that alienate colleagues and subordinates undermine the commitment and effectiveness of the workforce with inevitable consequences for productivity, retention and the bottom line. These 'dark side' tendencies erode trust, loyalty and enthusiasm and are of particular concern in relation to supervisory, managerial and leadership roles. The HDS measures eleven such flawed interpersonal styles that become exaggerated under pressure and are difficult to detect in interviews.
Examining our potential “shadow side” characteristics, to consider how we can best manage the impact on others and ourselves, can therefore be immensely valuable from both a professional and personal point of view.
The Hogan Development Survey can be particularly helpful for senior teams who often work together under considerable pressure.
It is most often used in:
Management development
Most managers can improve their interpersonal effectiveness. The HDS can help a manager to understand their own personality and behaviour, and how they can manage themselves differently. This can reduce employee stress, improve staff morale, increase job satisfaction and retention and optimise the constructive influence of managers.
Coaching
For those in positions of responsibility, dysfunctional interpersonal skills are amongst the most frequent causes of failure. The HDS is highly effective in highlighting the areas appropriate to a coaching agenda.
Advanced team building
The HDS takes team building to another level by addressing dysfunctional behaviours that threaten working relationships. “Dark side” characteristics can upset team dynamics, add to stress and adversely affect performance. An appreciation of the stress reactions of other team members will help to reduce the impact of disruptive “dark side” tendencies.
Management selection
High HDS scores pinpoint potential problem areas. Using HDS at the later stages of the selection process identifies areas that can be fruitfully explored at interview.
Back to Diagnostic tools for Leadership.
Hogan Development Survey
The Hogan Development Survey is based upon research into the derailment of managers. It is a unique instrument, looking at the “shadow side” of personality.
For most of us, our everyday behaviour is based on our “bright side” – when we are positive and effective. But almost all of us can demonstrate counterproductive behaviour under pressure. It is often our behaviour under pressure we are remembered for, rather than our normal behaviour: it stands out as extreme, and memorable. Bosses that alienate colleagues and subordinates undermine the commitment and effectiveness of the workforce with inevitable consequences for productivity, retention and the bottom line. These 'dark side' tendencies erode trust, loyalty and enthusiasm and are of particular concern in relation to supervisory, managerial and leadership roles. The HDS measures eleven such flawed interpersonal styles that become exaggerated under pressure and are difficult to detect in interviews.
Examining our potential “shadow side” characteristics, to consider how we can best manage the impact on others and ourselves, can therefore be immensely valuable from both a professional and personal point of view.
The Hogan Development Survey can be particularly helpful for senior teams who often work together under considerable pressure.
It is most often used in:
Management development
Most managers can improve their interpersonal effectiveness. The HDS can help a manager to understand their own personality and behaviour, and how they can manage themselves differently. This can reduce employee stress, improve staff morale, increase job satisfaction and retention and optimise the constructive influence of managers.
Coaching
For those in positions of responsibility, dysfunctional interpersonal skills are amongst the most frequent causes of failure. The HDS is highly effective in highlighting the areas appropriate to a coaching agenda.
Advanced team building
The HDS takes team building to another level by addressing dysfunctional behaviours that threaten working relationships. “Dark side” characteristics can upset team dynamics, add to stress and adversely affect performance. An appreciation of the stress reactions of other team members will help to reduce the impact of disruptive “dark side” tendencies.
Management selection
High HDS scores pinpoint potential problem areas. Using HDS at the later stages of the selection process identifies areas that can be fruitfully explored at interview.
Back to Diagnostic tools for Leadership.