In the past few weeks, the coronavirus disease 2019 (COVID-19) outbreak has escalated exponentially, with cases now reported in more than 150 countries. Rightly so, governments around the world have been implementing response strategies to tackle the pandemic. With measures ranging from partial or full lockdowns that are currently affecting one-third of humanity to aggressive virus testing and contact tracing in countries such as South Korea and Singapore, we can see that there is no one-size-fits-all approach. Nevertheless, a closer look at the situation reveals to us that it is fundamentally driven by human behaviour. For governments, the challenge thus lies in managing people, who have differences in personality and motivation.Read More »
Although most headlines concerning the economic effects of COVID-19 focus on unemployment, many companies are hiring en masse to provide essential services during the pandemic. Food and beverage manufacturers need production workers to maintain supply. Delivery companies need warehouse workers and drivers to transport goods. Grocery-store chains need stock clerks to keep shelves full. Pick-up service companies need personal shoppers to help customers who are social distancing or immunocompromised.
Even in a crisis, hiring the right employees is essential. Each interaction between a customer and an employee impacts the future of the business. A customer who receives poor service during the crisis might not return for business once the crisis subsides. This raises the question: How can a company hire the right employees and hire them quickly?Read More »
To say that these are interesting times that we are living in is an understatement.
Over the past couple of weeks, we have seen panic-buying at supermarkets; a rout on global stock markets; racism and bigotry rearing their ugly heads; all coupled with a disturbing lack of leadership by many of our global leaders during trying and uncertain times.
It has been said that “People can deal with bad news better than they can deal with uncertainty.” I agree with this, and believe that during times of uncertainty – such as the current COVID-19 pandemic – the role of effective leadership becomes even more critical.Read More »
Over the past several weeks, Hogan Chief Science Officer Ryne Sherman took us on an in-depth tour of the eight most common personality types found via the Hogan suite of assessments. Using the data of 332,935 individuals who completed the Hogan Personality Inventory, Hogan Development Survey, and the Motives, Values, Preferences Inventory, Hogan consultants identified these eight different types: Rebels, Marketers, Proletarians, Congenials, Overachievers, Networkers, Misfits, and Preppers.
In this interview, Ryne discusses the each of the eight types:Read More »
“Are we going to lose our jobs because of this coronavirus?” asked Kelly, an account executive with a tenure of 11 years.
“I — I don’t quite know,” replied Marla, Kelly’s practice manager. “The senior leadership team has said that there won’t be immediate layoffs, but we don’t know how long these shutdowns will last. Just keep working from home.”
There is no doubt that thousands of similar interactions have occurred in the past three weeks. These times are scary, and much is unknown. One thing you might not know is that the directors or senior leaders in your organization are not necessarily the glue that is keeping everyone together. It’s the middle managers.Read More »
In any company, few things are more important than having a strong pipeline of high-performing leaders. In this new COVID-19 era, leadership teams everywhere are now faced with making critical decisions in an environment that changes hourly. Leaders from every size of organization are required to exercise judgment in unprecedented scenarios.
At Hogan, we have long researched the personality characteristics of effective leaders in the midst of high-pressure situations. We have also closely studied the identification of high-potential talent, or talent that has the ability to build and lead teams that can consistently outperform. This is a unique moment in time to identify high potentials (HIPOs) and next-generation leaders. Such moments of crisis often provide incredible opportunities for HIPOs to be identified, as the demands for high-risk and high-visibility decisions increase.Read More »
At Hogan, we view the assessment results as the “what” (what are your strengths and areas for development?), the interpretation of your results by your Hogan coach as the “so what” (so what do these mean to me, and how do they impact my reputation and performance?), and the coaching discussion and action planning with your coach as the “now what” (now what can you do to be more effective?).
Further, we emphasize the importance of considering context in interpreting and acting on your assessment results. Consider factors such as your job requirements, the demands of your situation, the challenges you face, the business goals you need to achieve, the team you manage, and the culture of your organization. Behaviors that are strengths in one context could be derailers in another and vice versa, so context truly matters in interpreting and acting on your Hogan scores.Read More »
Welcome back to our series on the eight most common personality types found in the Hogan suite of assessments. Over the past seven weeks, we took an in-depth look at Rebels, Marketers, Proletarians, Congenials, Overachievers, Networkers, and Misfits. In our eighth and final week, we take a deep dive into the Preppers personality profile.
Preppers are rare, only making up approximately 6% of the working population. Their Hogan profile is highlighted by very low scores on Affiliation, Recognition, and Power with above average scores on Tradition and Security on the MVPI; low scores across most of the HPI scales with the exception of an average score on Prudence; and high scores on Excitable, Skeptical, Cautious, Reserved, Leisurely, and Dutiful on the HDS, with an exceptionally high score on Cautious. See Figure 1 below for the full profile.Read More »
Just a month ago, large companies in competitive industries were seeing a high rate of job turnover. Conversely, if recruitment had stopped a few months ago, the result would have been an almost immediate labor shortage.
Because of the COVID-19 pandemic, the economy faces serious challenges. But there are also possibilities — this new situation will result in a larger talent pool available for hiring in the near future. Organizations already know the key for success is to hire the best people available. Whoever is ready for that will be the winner of the labor market and remain competitive in the coming months and years. Right now, job search engines in Europe report a dramatic drop in new job advertisements, but employers who persist can take advantage.Read More »
On April 17, 2017, Southwest flight 1380 from New York to Dallas was in serious danger. A failed fan blade had struck the plane, creating a window-sized hole on the left side of the plane. Oxygen masks were deployed and, unsurprisingly, the passengers began to panic. Captain Tammie Jo Shults remained calm, took command of the situation, adapted to the circumstances, and safely landed the plane in Philadelphia, saving hundreds of lives. Her audio call is worth a listen.
More recently, the Diamond Princess cruise ship was quarantined with more than 700 passengers testing positive for COVID-19. Captain Gennaro Arma was credited for preventing panic with his calm and reassuring leadership style. There are many examples of extraordinary leaders rising to the occasion in crisis situations. Because many organizations are currently facing the crisis caused by COVID-19, we thought it would be a good time to review what we know about organizational crisis and what makes a leader most effective during such times.