1. Building Strategic Self Awareness HPI  HDS  MVPI
Hogan Assessment Insights
Building Strategic Self Awareness HPI  HDS  MVPI

2. WHY IS PERSONALITY IMPORTANT
Underlies our behavior, actions, reactions, and interactions with others
Helps predict how we manage change, conflict, & execute business strategies – perform on the job
Influences our effectiveness in building and maintaining relationships--- interpersonal effectiveness

3. A FEW CONSIDERATIONS ABOUT PERSONALITY
Stable over time
No such thing as an “ideal” personality profile or “good” or “bad” scores
There are strengths and opportunities associated with scores in each part of the scale ranges we’ll discuss
The descriptions indicate probabilities – not certainties
Diverse styles are important!
The goal is self-awareness…not personality change

4. THE VALUE OF SELF -AWARENESS

5. SELF-AWARENESS & REFLECTION IS KEY
“I am able to control only that of which I am aware. That of which I am unaware controls me.”
John Whitmore
from Coaching for Performance

6. RESEARCH VIEW ON SELF- AWARENESS
Leaders who know themselves . . .
Leaders who lack self-awareness . . .
seek feedback in multiple forms
accept feedback
are more successful than those who don’t
act on the feedback
miss feedback messages (blind spots)
ignore feedback they do receive (denial)
are slow to change over time (obsolete)
top-out or derail (fail)

7. KEY CONCEPT: “REPUTATION”
“The YOU that YOU know is hardly worth knowing.”
- Robert Hogan
You respond to items based on your identity
Your response pattern is correlated with a description
Each description is derived from a research-based reputation
The descriptions are compiled into a report
A report is a summary of a person’s likely reputation
Reputation is strongly related to a person’s
past, present, and future performance

8. Identity is the “you” that YOU know
Prudence items
I frequently do things on impulse.
People think I’m a non-conformist.
I like to do things on the spur of the moment.
I never know what I will do tomorrow.
Sometimes I enjoy going against the rules.
True False  
IDENTITY
“I am a fun, spontaneous individual that looks forward to starting each day with a clean slate, ready to meet whatever challenges life has to offer.”

9. Reputation is the “you” that WE know
Prudence items
I frequently do things on impulse.
People think I’m a non-conformist.
I like to do things on the spur of the moment.
I never know what I will do tomorrow.
Sometimes I enjoy going against the rules.
True False  
REPUTATION
“Individuals responding this way tend to be inattentive to details, resist supervision, ignore small process steps, not plan ahead, and rarely think through the consequences of their actions.”

10. HOGAN LEADER FORWECAST REPORTS
Present results from three different assessments
Hogan Personality Inventory (HPI)
Assesses your normal personality as it relates to everyday job performance
Hogan Development Survey
Assesses behaviors that can lead to leadership derailment
Motives, Values, Preferences Inventory
Values and preferences that motivate you and drive your behavior

11. HOGAN PERSONALITY INVENTORY
7 primary scales and 41 subscales
Data presented in terms of percentiles:
65% + > are High
36%-64% are Average
35% + < are Low
Interpretation is job-specific—scores more successful/effective in one job may be detrimental in another
Strengths and shortcomings associated with scores in all parts of the ranges; Extreme scores >90% or <10% can hinder performance

12. HPI SCALES SCALES DESCRIPTIONS Adjustment
Remains calm under pressure or heavy workloads
Ambition
Leader-like, competitive, and results-focused
Sociability
Needs social interaction, approachable
Interpersonal Sensitivity
Perceptive, tactful, friendly
Prudence
Planful, conforming, dependable
Inquisitive
Creative, & a resource for ideas & problem-solving
Learning Approach
Enjoys learning, achieving, and staying current

13. HOGAN DEVELOPMENT SURVEY SCALES
Measures occupational derailment characteristics
High Risk (90+): likely negative impact on performance
Moderate Risk (70-89): potential negative impact on performance
Low Risk (40-69): less likely to experience negative impact
No Risk (0-39): unlikely to experience negative impact
Lower scores generally better
Most people have at least 1-2 elevations; if not, moderate risk scores become more meaningful

14. DERAILERS TEND TO APPEAR…
after prolonged exposure
during times of stress
in conditions of change
when workload is heavy
when the person isn’t paying attention
when someone feels comfortable enough that they are no longer “managing” their public image
Derailers CAN be addressed with self-awareness
and a development focus!

15. HDS SCALES: BRIEF DEFINITIONS
No Risk Low Risk Moderate Risk High Risk
Excitable
Skeptical
Cautious
Reserved
Leisurely
Bold
Mischievous
Colorful
Imaginative
Diligent
Dutiful
Moody, hard to please and a tendency to erupt
Alert, mistrustful, and easily offended
Unassertive, defensive & fearful of making mistakes
Unconcerned about the feelings of others, aloof
Overtly cooperative, but privately irritable & uncooperative
Unusually self-confident with inflated views of competency
Socially skilled, carefree, risk taking & excitement seeking
Dramatic and enjoys being the center of attention
Acts & thinks in creative and sometimes eccentric ways
Meticulous, perfectionistic, compulsive, and conscientious
Eager to please, ingratiating, and reluctant to take action

16. Moving Away from People
HDS SCALES CLUSTERD
Excitable
Moving Away from People
Skeptical
Cautious
Reserved
Leisurely
Bold
Moving Against People
Mischievous
Colorful
Imaginative
Diligent
Moving Toward People
Dutiful

17. MOTIVES, VALUES, PREFERENCES INVENTORY
The values measured in this report have a
significant number of important consequences:
Define compatibility with organizational culture
Define employee motivation factors
Define career motivation
Define leadership environment one might create
The critical aspect of this inventory is what it says about the
type of environment a leader will likely create!

18. MVPI Highest 3 or 4 scales are key
High scores = 65th percentile and above
Average scores = 36th – 69th percentile
Low scores = 35th percentile and below
People prefer to work with others who share their values
High scores indicate true or driving motivation
Low scores indicate indifference or lack of motivation (not de-motivation)

19. MVPI SCALES SCALES DESCRIPTIONS Aesthetics
Interested in culture, good taste, and attractive surroundings
Affiliation
Enjoys frequent and varied social interaction
Altruistic
Concerned about the welfare of others and improving society
Commerce
Interested in financial and business-related matters and money
Hedonism
Motivated by fun, pleasure, and good company
Power
Desires success, accomplishment, status, and competition
Recognition
Responsive to attention, approval, praise, and recognition
Science
Desires knowledge and the pursuit of data
Security
Desires certainty, predictability, order, and control in their life
Tradition
Dedicated to established procedures and conservative values

20. 2009, Hogan Assessment Systems
MVPI SCALE CLUSTERS
Recognition
Recognition
Status Interests
Power
Power
Hedonism
Hedonism
Altruistic
Altruistic
Social Interests
Affiliation
Affiliation
Tradition
Tradition
Security
Security
Financial Interests
Commerce
Commerce
Aesthetics
Aesthetics
Decision Making Style
Science
Science
2009, Hogan Assessment Systems