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The Bright Side and Dark Side of Personality:

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1 The Bright Side and Dark Side of Personality:
How does this affect job performance and how can we manage this? Richard Brady, C Psychol Chief Executive Officer Mentis, UK & Middle East

2 What’s Life About? Freud: Overcoming your neurosis.
Jung: Overcoming your neurosis. Maslow: Overcoming your neurosis. Hogan's: Getting along and getting ahead. _____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

3 Socioanalytic Theory Group Living Animals Needs Get Along Get Ahead
Find Meaning Hogan & Hogan, 2001; Hogan, 2007

4 Socioanalytic Theory These needs are met through interactions at work
Social contact (get along) Status and power (get ahead) Gain purpose for their lives (find meaning)

5 What is Personality? Two Perspectives
Perspective 1: From the Inside Personality from the inside, or actor’s view, is defined in terms of a person’s identity. How a person sees him/herself Defined by hope, dreams and aspirations Difficult to measure Difficult to study Not always reflected in behaviors

6 What is Personality? Two Perspectives
Perspective 2: From the Outside Personality from the outside, or observer’s view, is a person’s reputation. Defined in terms of traits (e.g., calm, ambitious, careful, etc.) Reflects how a person’s behavior has been evaluated after repeated interactions with others Used to predict a person’s performance Easy to study -- most of what we know about personality and job performance is based on observer’s perspectives

7 Why Personality Matters
World-wide research of employment issues General Reasons People Fail Poor fit with job Poor fit with organisation General Reasons Managers Fail Inability to build and motivate a team Inability to develop or adapt Poor working relations Lack of vision or “big picture” No strategic execution _____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


9 Hogan inventories concern dimensions that are crucial for getting along and getting ahead:
Hogan Personality Inventory (HPI) concerns strengths that enhance an individual’s career characterises the person at his/her best Hogan Development Survey (HDS) concerns dysfunctional dispositions that can derail a person’s career these tendencies appear when people let down their guard—fatigue, illness, frustration Motives, Values, Preferences Inventory (MVPI) concerns personal drivers and fit with organisational culture

10 Cost of a New Hire Year 1 Costs of a $50,000 Employee Salary $ 50,000
Bonus at 30% $ 15,000 Benefits at 40% $ 20,000 Recruitment / Placement at 25% $ 12,500 Selection Process at 10% $ 5,000 Relocation at 15% $ 7,500 Development / Training at 50% $ 25,000 Total Cost of New Hire $ 135,000 Year 1 Costs run between 1.8 and 2.5 Times Base Salary It is expensive to make a mistake

11 Personality & leadership

12 Two Views of Leadership
Leadership is either a function of circumstances (Enron) Or leadership is a function of personality (GE) We believe leadership is related to personality

13 How to Define and Evaluate Leadership
Leadership should be defined in terms of the ability to build and maintain a high performing team Leadership should be evaluated in terms of the performance of the team relative to the other teams with which it competes This is rarely done

14 Implicit Leadership Themes
People want to see four things in their leaders: Integrity: keep their word, don’t play favorites Decisiveness: make good decisions quickly Competence: be good at the business Vision: explain why it matters

15 Good to Great Themes Characteristics of CEOs of Fortune 1000 companies with 15 years sustained superior performance: Amazingly persistent Humble

16 Competency Models: I Every well-run organization has a competency model. Every competency model contains the same four themes: Intrapersonal skills: Integrity, emotional stability, self-control Interpersonal skills: Able to build and maintain relationships, compassion, empathy, humility Business skills: Analyzing data, allocating resources, forecasting budgets Leadership skills: Vision, empowering staff, being a good role model

17 Competency Models: II Any competency model can be translated into an assessment model: Competency Theme Assessment Dimension Intrapersonal skills Adjustment, Prudence Interpersonal skills Interpersonal sensitivity Business skills Cognitive ability Leadership skills Ambition, Inquisitive

18 Personality and Leadership
Research shows overwhelmingly that personality (reputation) can be defined in terms of five broad dimensions: Adjustment – core self-esteem Ambition – social potency Interpersonal Sensitivity – social charm Prudence – conscientiousness and rule-following Inquisitive – curiosity and vision

19 Dimensions of Managerial Incompetence (HDS)
MOVE AWAY FROM Excitable: Erratic emotional outbursts Cautious: Risk averse, won’t make decisions Skeptical: Mistrustful and vindictive Reserved: Poor communicator, insensitive to morale issues Leisurely: Passive-Aggressive meanness MOVE AGAINST Arrogant: Narcissistic feelings of entitlement Mischievous: Careless about commitments Colorful: Manages by crisis to be center of attention Imaginative: Bad ideas and decisions MOVE TOWARDS Diligent: Over-controlling micro-manager Dutiful: Too concerned about pleasing superiors

20 Leadership and Business Unit Performance
A recent and definitive meta-analysis (Harter, Schmidt, & Hayes, 2002) shows five important things: The personalities of managers directly influence employee satisfaction. When employee satisfaction is high, positive business outcomes result. 3. When employee satisfaction is low, negative business outcomes The link between leadership and unit performance is mediated by staff morale. People don’t quit organizations, they quit their boss.

21 Executive profiling & job performance


23 Personality & individual contributors

Fortune 25 Telecommunications Company 8 weeks: Attrition rate decreased from 25.7% to 5.9% Stable or increased performance trends 14 weeks: Attrition rate decreased from 27% to 14% (nearly 50% lower), with savings over $750,000 Employees selected with assessment earned company $50,000 more per pay period than those not selected by assessments HIRE BETTER EMPLOYEES



27 Personality & Teams



30 Thank you Questions please?

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