2. Decoding Coachability
The Science of Personality & Change
Tomas Chamorro-Premuzic

3. Personality 101 People are different This can be measured
People are consistent

4. Test re-test reliability
Stability
Test re-test reliability
Longitudinal studies
Genetic basis
Heritability of adult weight (height around .95); personality is .45

5. The more we change, the more we become like ourselves
Stability
Can we change?
Yes
Do we change?
Not really
The more we change, the more we become like ourselves

6. Change Situational press (ind diff still visible)
Extreme life events (back to baseline)
Coaching (30%)

7. Coaching Strategic self-awareness (blind spots)
Behavior change (action plan)
Reputation change (internalized)

8. Effectiveness Profiling tool (diagnosis) Method (approach)1
Profiling tool (diagnosis) 2
Method (approach) 3
Coach (practitioner) 4
Coachee (client)

9. Coachability Willingness to change Normally distributed
Motivation (can be influenced by coach)
Personality (must be attended by coach)
Who you are determines if and how you change

10. Values = Core needs & identity Judgment = Thinking style
Bright side = Strengths
Dark side = Risks & derailers
Start from the inside out

11. Calm, stable moods, steady under pressure Ambition
Adjustment
Calm, stable moods, steady under pressure
Ambition
Competitive, status seeking, initiative taking
Sociability
Talkative, outgoing, approachable
Interpersonal Sensitivity
Charming, responsive, warm and engaging
Prudence
Formal, diligent, conscientious, honest
Inquisitive
Curious, original, unconventional, creative
Learning Approach
Up to date, well read, coachable
LOW, HIGH, IRREL, HIGH, HIGH, HIGH, HIGH

12. Excitable Skeptical Cautious Reserved Leisurely Bold Mischievous
Erratic emotional outbursts
Stephen Jobs, Apple
Skeptical
Risk averse, won’t make decisions
CIA & United Nations
Cautious
Mistrustful and vindictive
Vladimir Putin
Reserved
Poor communicator, insensitive to morale issues
Stanley O’Neal, Merrill Lynch
Leisurely
Passive-Aggressive meanness
Information Technologists
Bold
Narcissistic feelings of entitlements
Bill Clinton
Mischievous
Careless about commitments, constant lying
Bernard Madow
Colorful
Manages by crisis to be center of attention
Ellison, Oracle
Imaginative
Bad ideas and decisions
Gerald Levin, Time-Warner
Diligent
Over-controlling micro-manager
Michael Eisner, Disney
Dutiful
Too concerned about pleasing superiors
George Tenet, CIA
ALL LOW BUT LAST 2 HIGH

13. Attention and approval Power Success Hedonism Fun Altruistic Service
Recognition
Attention and approval
Power
Success
Hedonism
Fun
Altruistic
Service
Affiliation
Companionship
Tradition
Ritual and hierarchy
Security
Avoiding Risk
Commerce
Profits, money
Aesthetics
Quality
Science
Right answers
HIGH ALTR, REC & SCIENCE, LOW TRAD & SEC

14. Reactions to Feedback Bright Side Dark Side Openness to feedback
Coachability
Inside
Who you are determines if and how you change

15. Openness to Feedback Cool headed Acceptance Genuine vs. Emotional
Denial
Sham agreement
Who you are determines if and how you change

16. Judgment
You make thousands of decisions every day, from the mundane to the momentous. How many will you get right?
HIGH ALTR, REC & SCIENCE, LOW TRAD & SEC
hoganjudgment.com

17. HIGH ALTR, REC & SCIENCE, LOW TRAD & SEC

18. Quantifying change Subjective metrics (boss or coach)
Consensual metrics (360s, crowdsourcing)
Objective metrics (ind/unit performance)
Reputation

19. Improving leaders’ performance with assessment-based coaching
Personality Feedback
coachability
Improving leaders’ performance with assessment-based coaching
Self-awareness gains
Reputational Change
Action plan

20. Talent = personality in the right place
Talent is personality in the right place

21.
Keep those tendencies in check…