Leadership Derailment
Leadership Derailment
What we know is that perhaps two-thirds of the people currently in leadership positions will fail; they will then be fired, demoted, or kicked upstairs. The most common reason for their failure will be their inability to build or maintain a team. Their inability to build a team is typically a function of certain dysfunctional interpersonal tendencies, or derailers, that can be identified through Hogan’s leadership development process.
Most managers are evaluated by their bosses—the people who hired or promoted them and who have a vested interest in their doing well. Many bad managers are skilled at pleasing their bosses, which drives their evaluations. It seems obvious to us that managers ought to be evaluated in terms of the performance of the group that they manage. Although this is rarely done, it is easy to do, and when done correctly, it turns out that effective managers have a distinctive personality style which varies systematically with the industry and their level in their organization.
No leader can be expected to have strengths in every facet of leadership. What distinguishes great leaders is strategic self-awareness, the ability to recognize the gaps between their strengths and opportunities. They build upon their strengths and find ways to address their weaknesses.
At the foundation of our approach is a process designed to profoundly enhance their self-awareness. Our process combines state-of-the-art assessment with professional coaching and development planning to help leaders establish their critical path to great leadership.
