*This is a guest post authored by Adrian Chew, principal consultant at Peter Berry Consultancy (PBC).
Globalization and the expansion of organizations across international borders have created opportunities and challenges for current and future leaders. As a consultant, psychologist, and coach, I am excited to see more organizations around the world investing in psychometric and multirater feedback data for leadership development.
Having reputational data available can be tremendously helpful to leaders for understanding and narrowing down key areas to focus on for development. Many multirater assessments allow leaders to compare themselves to other leaders around the world using global benchmark scores (for example, the Hogan 360°, powered by PBC, does this). Having the ability to use benchmarks to understand how leaders differentiate themselves is great, considering how globally connected we are. But given how diverse we are from country to country and culture to culture, are we missing any critical nuances that need to be considered when supporting our leaders and managers in their development? Read More »
*This is a guest post authored by Annette Czernik, senior consultant at RELEVANT Managementberatung.
This year’s Coaching Day 2019, an international two-day congress for the coaching industry, was held November 15 and 16 in Munich, Germany. Once again, the event focused on future-oriented topics relating to agility, digitalization, and leadership. The diverse program was designed by the International Coach Federation (ICF) Germany with various speakers, experts, and insiders. RELEVANT Managementberatung was involved in different ways.
The panelists on the panel “Coaching & Digitalization – Opportunities, Threats & Ethical Aspects” discussed the introduction of digitalization into the coaching process in a very controversial way. There was a lot of curiosity but also restraint and resistance.
ICF Germany Prism Award
One of the highlights of Coaching Day 2019 was the presentation of the second Prism Award of ICF Germany, sponsored by RELEVANT. You can read about the importance of the ICF Prism Award here. Read More »
Krista Pederson, director of Asia-Pacific business development at Hogan, spoke at the 42nd International Congress on Assessment Center Methods and Developing Leadership Talent, held in Shanghai from November 13 to November 15, 2019.
In a presentation titled “Assessing Global Talent: Using Personality for Talent Across Asia and the Globe,” Pederson discussed leadership across cultures. She explained how Hogan does assessment translations and uses local and global norms. She also shared Hogan’s unique point of view on cross-cultural topics, including our focus on researching leadership personality within a country’s borders, instead of cross-cultural constructs across countries or regions.
Pederson’s presentation was completely full, as were many of the other conference sessions. More than 50 CEOs, leaders, and top business and psychology professors gave presentations about leadership development and assessment centers. Keynote speakers included Sharif Khan, GEO HR GM for Microsoft, Asia; William C. Byham, PhD, DDI co-founder and executive chairman; and He Jinghua, vice dean of Tencent College. The conference was well attended—more than 350 CEOs, CHROs, and other business leaders joined. Read More »
Nicole Neubauer, CEO of metaBeratung, an official Hogan distributor in Europe, was recently featured in an article for Spiegel Wissen, one of Germany’s most prominent journals. The article, “Training Charisma: Do I Have the Julia Roberts Smile?” recounts Neubauer’s professional development and her rise to CEO of metaBeratung.
During an interview for the article, Neubauer reflected on her personality and the importance of reputation to her career path. As an introvert, she found that the path to her current position was a long one. She had to train herself to be charismatic and comfortable in a leadership position. She had to learn how to become more relaxed and self-confident when speaking in front of groups, holding keynotes, or otherwise taking the lead.
Today, Neubauer is pleased with the progress she has made in her professional development, and she says that constant learning and self-improvement are integral to career growth. She credits Hogan’s personality assessments with helping her to learn about her reputation and adapt her behavior to maximize her leadership potential. Read More »
On December 4, Hogan Managing Consultants Amber Burkhart, PhD, and Erin Laxson, PhD, were the featured speakers at the Rotary Club of Tulsa’s weekly meeting. One of the most notable speaking engagements in the Tulsa area, the event was attended by 200 business leaders, one of whom described Burkhart and Laxson as “world-class professionals.”
As featured speakers, Burkhart and Laxson joined the likes of prominent business magnates, such as oil and gas entrepreneur T. Boone Pickens and billionaire philanthropist George Kaiser. Notable elected representatives, such as Sen. Jim Inhofe, Sen. James Lankford, and Gov. Kevin Stitt, have also spoken at the Rotary Club of Tulsa.
Here are just a few of the highlights of Burkhart and Laxson’s presentation. Read More »
Ready to take your Hogan skills to the next level? Once you earn your official certification to administer Hogan’s personality assessments, you’ll have the opportunity for more extensive training in administering Hogan’s personality assessments.
Hogan offers two options for advanced certification to help people build upon skills developed during the Hogan Assessment Certification workshop (which is a prerequisite for completion of either advanced certification course): Advanced Interpretation and Advanced Feedback. Read More »
Our hominid ancestors constantly had to solve problems related to survival. They had to find food, water, shelter, and protection from predators. They also had to keep peace within the group and defend themselves and their groups against attacks by competing groups. If they did not solve these problems sufficiently, they died—whereas those who successfully managed the entire range of problems prevailed.
But the demands of survival changed constantly. Only groups that adapted and improved their survival techniques in the face of constantly shifting environmental pressures became our more recent ancestors—the ultimate winners in the race for survival.
From an ancestral point of view, critical reasoning means being able to solve a wide range of problems effectively. In a modern business context, critical reasoning, or business reasoning, involves (a) accurately forecasting sequences of events in and outside of one’s organization, (b) recognizing when those forecasts do and do not apply, and (c) making appropriate business decisions based on those forecasts. Read More »
One of the primary tasks of leadership is to effectively and efficiently allocate an organization’s resources. In business, this requires leaders to make critical decisions that ultimately determine the success or failure of the organization. However, making good business decisions alone is not enough to guarantee success. Effective leaders must also have the interpersonal skills to get along with others and build high-performing teams. Both critical reasoning skills and interpersonal skills are effective predictors of performance. Logically then, employers who care about job performance should want to know two things: do my employees make good decisions and do they have the interpersonal skills to effectively function? The best way to answer these questions is by using assessments.
Cognitive assessments, such as the Hogan Business Reasoning Inventory (HBRI), are some of the most robust predictors of job performance. Any job that requires solving problems, evaluating the consequences of various solutions, or weighing solutions against each other can benefit from cognitive assessments that accurately measure one’s critical reasoning skills. Effective critical reasoning requires three things:
- A clear-minded view of the problem – Too often leaders spend time solving the wrong problem or problems that aren’t actually problems at all.
- A rational analysis of possible solutions to the problem – Some solutions are bound to be more effective than others, so being able to analyze those solutions rationally and objectively is important.
- An accurate forecast of each solution’s consequences – Some solutions may cause future problems, so the cost and impact of the various solutions must be considered.
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Diversity, equity, and inclusion. If you work in human resources, or a related field, you’ve heard these terms before and, odds are, you have some idea of what they mean. But just so that we are all on the same page, I’ll use the following, heavily borrowed, definitions for diversity, equity, and inclusion:
- Diversity includes all the ways in which people differ from each other. Though this is often limited to race, ethnicity, and gender, it more broadly includes age, nationality, religion, disability, sexual orientation, socioeconomic status, education level, marital status, language, and physical appearance. Diversity also includes differences in ideas, perspectives, and values.
- Equity concerns fair treatment, access, and opportunity for all people. Equity is about providing recognition, promotion, and compensation that is consistent with one’s work and qualifications. No one should be provided special treatment or privileges based on anything but performance.
- Inclusion concerns creating working environments where everyone feels welcomed, respected, supported, and valued. Inclusive environments embrace diversity.
There are at least three reasons organizations should care about diversity, equity, and inclusion. The first is moral. Basic standards of human decency tell us that all people are of value and have something to contribute to society. Moreover, all people – regardless of background – deserve to be treated fairly, sharing equally in the benefits and burdens of society. Read More »
Despite the fact that teams vary widely in terms of their goals and composition, there is one right way to build a team, and many wrong ways, according to a new book by Gordon J. Curphy, Dianne L. Nilsen and Robert Hogan. The success of any team depends on having the right foundation in place.
In their book, titled “Ignition: A Guide to Building High-Performing Teams,” the authors provide insights into how to solve problems commonly faced by teams in today’s complex, fast-paced organizations. Case studies include combining teams as part of a re-organization, virtual teams, and matrixed teams, as well as fixing broken teams and developing high-potentials into effective team leaders.
“This book is the single best source available on how to carry out the fundamental task of building and maintaining a high-performing team,” says Curphy. “It outlines 40 team-improvement activities that are practical and effective. The exercises are based on the notion that teams need to do real work to become more effective.”
“Ignition” is intended as a reference book. Readers are encouraged to review the first two chapters to understand the overall considerations in building teams and how to set up and run team engagements. Then, chapters can be selected by the reader that most closely parallel the specific team issues they need to address.
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