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3 Minute Mile - Leadership development and talent management experts using Hogan Assessment systems to drive optimum business performance, leadership development and effective talent management

 

Articles

To view an article from our collection please select from the summaries below:

 

 

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11 Ways to Wreck Your Career

    Hogan
     
    Between demanding bosses, pressing deadlines, or mind-numbing monotony, the working world is full of stressors. The problem is, the way you act when the pressure is on could be wrecking your reputation, and, subsequently, your career. The more time we spend under pressure, the less able we are to manage our behaviour, and, eventually, our dark sides emerge.
       
       
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Hogan Perspective: Judgement

    Hogan
     
    Leadership theories commonly focus on individual characteristics like charisma, influence, and work ethic, but the key drivers of leadership performance are the leader’s decisions. Indeed, since leaders are responsible for the welfare of groups and organisations, the decisions they make – good or bad – are consequential. Positive organisational outcomes are the consequence of good leadership decisions; negative organisational outcomes are the product of poor decisions
       
       
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Why Smart People Make Bad Decisions

    Hogan
     
    “If you look at the correlation between IQ and anything significant, all the predictability is at the low end.” In other words, IQ does not predict the ability to make good decisions. We’ve all known smart people who habitually make bad decisions, which suggests that something else is at play.
       
       
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Awareness Coaching

    Hogan
     
    The modern economy is changing more and more rapidly than ever before. Companies depend on their leaders to guide them through this turbulent marketplace, making the availability of savvy, well-developed leaders a crucial part of business success. However, a recent survey found that although the majority of HR directors identified high-potential leader development as their most important focus, more than 80% of those surveyed expected their HR budget either to shrink or stay the same.
       
       
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Building a Safer Climate Through Talent Management

    Hogan Assessments
     
    How Personality Drives Safety Behavior - It’s surprisingly easy for busy organizations to overlook the importance of fundamentals, even when it comes to something as critical to reputation and profitability as safety. And safety starts with talent management. While safety training certainly helps, what organizations need most are employees who think and act safely in the first place. If an organization doesn’t have proper insight into how individuals contribute to the safety climate, even the most extensive program will deliver limited success.
     
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Developing Versatile Leadership

    Robert E. Kaplan and Robert B. Kaiser
     
    Leadership consists of opposing strengths, and most leaders have a natural tendency to overdevelop one at the expense of its counterpart. The resulting imbalance diminishes their effectiveness. But leaders who work to guard against such lopsidedness can increase their versatility and their impact.
     
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Employability and Personality

    Robert Hogan
     
    Several years ago, Joyce and I visited the maximum security prison in McAlester, Oklahoma, and talked with some dangerous prisoners. Several of them asked us if we would hire them when they were released. This was the first time I thought seriously about “employability”. The concept of employability is interesting for several reasons.
     
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From Potential To Performance

    Hogan
     
    Competent leadership is crucial for a company’s success. Recent studies indicate that businesses with strong leadership are 13 times more likely to outperform their competition, and three times more likely to retain their most talented employees. Yet, only 44% of HR professionals report having formal processes for identifying employees with leadership potential, and only 18% report having enough bench strength to meet the future requirements of the company.
     
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Going Beyond the Data: The Politics of Everyday Life

    Robert Hogan
     
    The Hogan Research Division has produced a fascinating study of "high potential managers". The study is fascinating in part because, to my knowledge, no one else has data like this - and I have heard this complaint many times at conferences. The study is also fascinating because of what the data say about high potential managers in particular and employability in general The performance appraisal literature shows clearly that supervisors' ratings are an imperfect index of job performance. Supervisors typically give higher ratings to employees that they like, employees who may or may not be high performers. Similarly, managers are typically designated as high potentials based on supervisors' ratings; this means politics are as important as performance in determining the careers of high potential managers. The Hogan data tell us five things about that process.
     
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How Your Greatest Strength Can Become Your Greatest Weakness

   
     
    “What is your greatest weakness?” A Google search using that common interview question yields more than 2 million articles, most of which outline ways to artfully dodge the answer. The most common trick, of course, is to list a weakness in the form of an exaggerated strength: I’m too hard working; or I care too much about my clients. Although many people use this approach to give a less-than-honest answer, its premise – the idea that strengths can become weaknesses when overused – is quite accurate.
     
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Hubris or Humility

  Hogan Assessment Systems Inc.
 
  Ever heard that phrase “fake it until you make it”? In his latest book,Confidence, Tomas Chamorro-Premuzic advises that “when you are competent, fake modesty. When you are not, fake competence. And if you cannot fake competence, then try to fake confidence.” While the narcissistic attitude that goes hand in hand with charm and enthusiasm can be a handy asset for promotion, it has its downsides. People with narcissistic tendencies are likely to be impulsive, unrealistic in evaluating their abilities, pigheaded, and entitled, to name a few. In a recent online trend, humble CEOs are being lauded for their superior leadership styles and healthy organizations. Learn more about the perfect balance of hubris and humility in the workplace.
   
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Personality Leader Behavior and Overdoing It

    Joyce Hogan and Rob Kaiser
     
    Following McCall and Lombardo’s (1983) book on managerial derailment, the phrase, “a strength can become a weakness,” is now used regularly in discussions of leadership. McCall and Lombardo noticed that qualities initially regarded as assets turned into liabilities: (a) managers who were commended for their assertiveness were later criticized for being overbearing; (b) detail-oriented managers with deep technical expertise were well regarded in middle-management but came to be seen as unable to think strategically at the executive level. This dynamic of strengths becoming weaknesses has been used to explain many CEO failures in recent years.
     
     
 

The Power of the Unconscious Biases

  Hogan Assessment Systems Inc
   
  The 2001 collapse of the Enron Corporation eliminated more than $60 billion in market value and roughly 5,600 jobs. It was, at the time, the largest and most complex bankruptcy filing in American history, and the scandal that unfolded in its aftermath made the Enron name synonymous with white collar crime. Now, 10 years later, the story of Enron’s demise is a poignant example of the power of unconscious biases in the workplace. The Power of Unconscious Biases explores the influence of unconscious biases, which occur when we project our values onto others, on team dynamics, workplace culture, and corporate performance.
   
     
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Primal Leadership

    Robert Hogan, David Winsborough and Robert Kaiser
     
    Competent leadership is paramount to success; businesses with strong leadership are 13 times more likely to outperform their competition, and three times more likely to retain their most talented employees. Yet, research suggests that half of all current executives will eventually derail. Why do so many fail, and what do followers really want from leaders? For 2.5 million years of hunter-gatherer living, human social conditions were fundamentally egalitarian, with no formal leadership roles. When leaders did emerge, it was to solve tough adaptive problems that threatened the group’s ability to survive and reproduce.
     
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The Office Playbook - High-Performance Strategies for Business Teams

    Hogan
     
    Society tends to idolize the individual – from the star quarterback to the charismatic leaders of the modern business arena. But humanity’s greatest achievements – the Egyptian pyramids and Great Wall of China, the invention of modern medicine, the exploration of the outer reaches of the universe – are the result of collective effort. In business, high-performing teams can achieve superior results to individuals. Yet, even teams composed of talented individuals rarely perform to their maximum potential. By examining the origins of teams and challenging typical models of team function, we can understand why these talented teams fail, and how managers can ensure their teams perform at the highest level.
     
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So Your Boss Is A Jerk...

  Hogan Assessment Systems Inc.
   
  The bad news is that there is no single solution to the problem of bad bosses. However, by shifting hiring and promotion practices to focus on identifying candidates and incumbents with actual leadership skill, rather than looking for people who simply seem leader-like, organizations can reduce the number of bad leaders in their ranks, increase staff morale, and become more effective, innovative, and profitable.
   
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Stop Overdoing Your Strengths

    Robert E. Kaplan and Robert B. Kaiser
     
    Taken too far, your strengths can become weaknesses. Consider two leadership strengths: forcefulness (driving your team hard) and consensus-building (getting everyone’s agreement on decisions). Overdo forcefulness, and your team’s productivity may improve but its morale will weaken, eventually undercutting productivity. Overdo consensus-building, and morale may rise but productivity might ultimately suffer (for instance, decisions take too long), eventually eroding morale.
     
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What's in a Low HDS Score?

    Rodney Warrenfeltz and Marty Seldman
     
    Hogan’s new workshop, Leadership Formula, is generating significant interest regarding the impact of low HDS scores on performance. The workshop is designed for leaders and combines the power of Hogan assessment insights with behavior changes that can be achieved by applying high-impact coaching tips. Early in the development of the Leadership Formula workshop, much of the focus included executive coaching cases and the role of derailing behaviors (as measured by the HDS). Many of the cases involved typical HDS elevations and highlighted behaviors that executives needed to stop demonstrating if they were to be successful.
     
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The Value of Values

  Hogan Assessment Systems Inc.
   
  Faced with a slower-than-expected recovery, researchers are working to identify the cause for the economy’s anemic rate of expansion. Recent findings from the Economic Policy Institute suggest one such cause may be a white collar job shortage. Underemployment among workers with a bachelor’s degree or higher grew from 3.9% in December 2007 to 8.4% in March 2011, an increase larger than any other segment of the economy. In fact, for every one available job, there are four well-qualified unemployed or underemployed candidates. The second of a three-part whitepaper series, The Value of Values focuses on the use of values assessment as part of the hiring process to craft a more engaged, more productive workforce.