Externally recruited CEOs are almost seven times more likely to be dismissed within a short tenure than those who are promoted from within the organization. No matter how much a board learns about an outside candidate, executive stakeholders simply have a better understanding of an internal contender’s strengths and weaknesses, especially as they relate to the current business landscape and strategic objectives. In 2014, 78 percent of S&P 500 CEOs were sourced internally; most companies are paying attention to building a sustainable leadership pipeline that readies executives and potential executives to advance. But when succession plans are enacted, those high potential managers entering the executive ranks typically face a set of challenges uniquely appropriate for a coach to tackle.
Hogan Assessments’ International Distributor Network wasn’t built overnight. It took several years to grow to its current size and scope. However, the excitement generated by adding new distributors has always been at optimum levels whether it occurs in 2001 or 2017.
Earlier this year, Hogan proudly added Stairs People Advisors, one of Portugal’s leading HR consulting firms. Led by their Managing Partner João Ribeiro Santos and his talented team of advisors, Stairs offers its clients tailored development programs, adaptive recruitment & selection processes, high-potential identification initiatives, and resources for strategic reorganization.
Because they offer such a unique perspective, we decided to get an update from João and how the future of his organization looks now that he and his team have joined the Hogan International Distributor Network. Read More »
Not everybody was meant to be a good people leader. However, that doesn’t mean a person is unable to be a successful manager or leader. Instead, it’s important for organizations to explore validated assessment methods to determine what leadership style employees will display.
Perhaps one employee has a strong analytical leadership style and relies heavily on numbers and information, while another is focused on ideas and strategic problem-solving. There’s absolutely nothing wrong with either style as long as they are identified and managed accordingly.
Last month we launched our new Leader Focus Report, which aims to simplify and provide insight into six leadership dimensions that influence leadership style and effectiveness. In this video, our CEO, Tomas Chamorro-Premuzic, discusses these dimensions and how they determine what a leader will focus on and how he or she will define success.
Hogan is excited to launch the Leader Focus Report, a new solution designed to provide leaders with self-insight into their leadership style and strengths so they are able to plan their career and lead teams effectively.
Most organizations classify career advancement as transitioning into a series of people leadership roles. But, what does that mean for an organization’s high performers whose strengths are not aligned with the abilities to manage themselves and others effectively?
“Not everybody is meant to be a good people leader, but there are other leadership styles that could really determine if a person will be a successful manager or leader,” says Hogan CEO Tomas Chamorro-Premuzic. “It is important for organizations to work out what leadership style employees will display and what roles are a good fit for their personal leadership style.”
Building a global brand is a challenge under even the most favorable circumstances. At Hogan, we never attempted to introduce our assessments and products directly to the masses. Instead, we aimed to find valuable partners in various regions across the world who would help us build our brand. This is effective for several reasons, but the familiarity these partners have with their region is the primary factor.
It should come as no surprise that any organization looking to expand internationally would place an emphasis on the Greater China Region. With booming economic growth, this area has become a major business hub across all industries, presenting Hogan with a great opportunity to continue its mission of improving the global workforce.
To help with that mission, Hogan added Infelligent Coaching & Consulting in Taiwan as part of the Hogan Distributor Network. In just a few years since joining the Hogan team, Infelligent has far exceeded expectations and has significantly raised awareness about Hogan through the scope and magnitude of their work. Here’s an in-depth breakdown of a project that highlights the quality of what Infelligent offers its clients:
As a Hogan distributor since 2005, HRTOOLS has evolved into a regional leader in helping companies improve organizational performance. Led by CEO Victoria Zapata, the company continues to flourish as more and more organizations see the the effectiveness of using data and science over intuition when it comes to making informed talent decisions.
As is the case with successful companies in any industry, many organizations can become complacent and satisfied with the status quo. However, HRTOOLS continues to push forward by gathering and analyzing data to improve their already stellar record. In this installment of the Distributor Spotlight Series, Victoria Zapata takes a look at just one example of how HRTOOLS had done exactly that. Read More »
This article was co-authored by Hogan CEO Tomas Chamorro-Premuzic and Russell Reynolds Associates CEO Clarke Murphy, and originally appeared in Harvard Business Review.
Over and over again, organizations are unable to appoint the right leaders. According to academic estimates, the baseline for effective corporate leadership is merely 30%, while in politics, approval ratings oscillate between 25% and 40%. In America, 75% of employees report that their direct line manager is the worst part of their job, and 65% would happily take a pay cut if they could replace their boss with someone better. A recent McKinsey report suggests that fewer than 30% of organizations are able to find the right C-suite leaders, and that newly appointed executives take too long to adapt.
My experience and lots of data indicate that people are not very good at predicting the future. Rather than speculate on potential HR challenges, I would like to discuss an existing challenge that, if it went away, would represent significant progress.
The Nature of the Challenge
If we think about the history of the world since the end of the last ice age (13,000 years ago), we will see steady improvement in the quality of human life. Advances in agriculture have made food more plentiful, clothes have become more functional, transportation has become more efficient, communication has expanded its reach, public health has improved, and life has become easier. There have been costs, of course, primarily to the environment and other living species forced to cohabit with humans, but the lot of common humanity has been transformed in ways that would be unimaginable 13,000 years ago.
It is no secret that the Hogan International Distributor Network, spanning nearly 60 countries, has played a vital role in the company’s overall success. With the firmly held belief that the Hogan Assessment Suite is the best way to predict work performance, this robust network is responsible for making the global workforce more skilled when it comes to selection, leadership development, and overall business success.
One particular area where Hogan has placed an emphasis over the years is making leaders more engaging. Through collaboration with our friends at Mercer-Sirota, Hogan launched The Engaging Leader Report, which was designed to help leaders understand who they are, how they behave, and how they affect your team.
Of course, it’s great to have an effective report, but it’s equally important to have high quality delivery and implementation. Over the past year, Mentis, a Hogan distributor, delivered stellar results to a major telecommunications company, and set the standard with their impeccable work. Read More »
Academics and businesspeople agree that self-awareness is a key aspect of improving performance. Studies show that without it, people tend to be closed-off to feedback, difficult to coach, overestimate capabilities, and ultimately struggle to build and maintain high performing teams. Conversely, awareness of one’s own behavioral tendencies facilitates leadership effectiveness.
As it’s generally understood that self-awareness is essential for improvement, it might follow that investment in leadership development would result in increased effectiveness. But there is actually a strong negative correlation between spending on development and confidence in leadership, which highlights an unfortunate conclusion: The majority of managers and executives aren’t receiving interventions that move the needle. In fact, at least half of all leaders get in the way of team productivity and don’t live up to their full potential. And, perhaps even more concerning, executive turnover costs organizations somewhere between 50-200% of a leader’s annual salary—thus making it vastly consequential to the bottom line.
Why aren’t interventions changing the behavior of bad leaders and improving financial results? I think it’s because many researchers and practitioners use an individualistic (and inaccurate) definition of self-awareness that emphasizes self-knowledge and strengths over ways to improve one’s reputation with others. From my perspective, the goal of self-knowledge and celebrating yourself is inward looking, antisocial, and selfish—when leadership is a team sport and function for the group, as opposed to a source of personal privilege and individual power. Read More »