*This is a guest post authored by Jorge Fernandez, a member of the Hogan Coaching Network.
Entrepreneurs tend to have a heroic status around the globe — and for good reason. Entrepreneurialism encourages individual proactivity, creativity, and economic vitality, yet a significant number of startups fail for many well-documented reasons. The organizational psychologist in me wonders: What does personality psychology have to say about derailed entrepreneurial enterprises? 
As noted, entrepreneurs play a key role in keeping economies competitive. They are known for removing the old and inefficient and replacing it with the new and improved, which suggests that entrepreneurs are creative people. Michael Kirton’s work on creative problem-solving shows how entrepreneurial people often take an innovative approach by questioning assumptions, redefining the problem, and introducing different solutions. Read More »
*This post was authored by Hogan’s Darin Nei, PhD, and Brandon Ferrell, PhD.
C. Northcote Parkinson (1909—1993) was a British naval historian, lecturer, and novelist; he formulated his famous law in an essay in The Economist in 1955. Parkinson’s law was intended to describe the behavior of managers in the British Navy and British government, but it is also a pretty good description of work in most organizations. The July 11th, 2020 issue of The Economist provides an update of Parkinson’s astute generalization about organizational behavior. 
*This post was authored by Amber Burkhart, Kimberly Nei, Chase Winterberg, and Jessica Walker.
Despite the thousands of print and internet resources available on the subject of effective leadership, it remains elusive. The number of leaders who fail is consistently estimated to be greater than 50%. The impact that ineffective leaders have on their teams and entire organizations can be devastating from both a human and financial perspective. It’s no wonder that leadership effectiveness continues to be at the top of organizations’ agendas. 
*This post was authored by Hogan Chief Science Officer Ryne Sherman and Hogan Talent Analytics Consultant Chase Winterberg.
People sometimes ask whether using personality assessment for selection will create an organization full of clones, decrease diversity, and narrow the range of innovative thought available to solve company problems. Their concern is that if they hire people with similar personality characteristics, they will create a culture of 
On June 15, 2020, the Supreme Court of the United States (SCOTUS) delivered a monumental decision for equal employment opportunity in our country, resolving a legal uncertainty haunting the LGBTQ community since the enactment of Title VII of the Civil Rights Act (1964). The result? SCOTUS made clear that Title VII prohibits employers from discriminating against individuals because of gender identity or sexual orientation. As the public engages in ongoing and collective pleas for equality and social justice across the nation, the time was ripe for this outcome. 
*This is a guest blog authored by Kevin Asbjörnson, an advanced practitioner of Hogan Assessments and global leader and teams’ coach in the Hogan Coaching Network (HCN). The Future Talent/Future Leader 4.0 Model is not a Hogan model. 
The amount of text data we send out in the world is staggering. On average, there are 500 million tweets sent per day, 23 billion text messages, and 306.4 billion emails. Everything we say, every email we send, and every word on our resumes can be used to understand the world around us, and it also gives us clues about the individual speaking or writing. Hogan’s Data Science team is exploring how best to capture text data and harness its power in understanding human nature. Below are some frequently asked questions that people unfamiliar with text-based machine learning often ask us.