Due to the current COVID-19 pandemic, Hogan Assessment Certification Workshops are now offered virtually using Zoom. In the wake of the pandemic, the Hogan Global Learning team quickly transitioned its previously scheduled in-person workshops scheduled through June 30 to the virtual platform, and the feedback from participants has been overwhelmingly positive. Here are some of the responses Hogan has received via post-workshop surveys:
“The flexibility of being able to attend online was a real bonus, especially considering that I needed to get the information quickly. Brandy and Jackie did a great job leading virtually.” Read More »
*This post was authored by Hogan CEO, Scott Gregory, and Hogan Consultant, Amy Sarraf Renshaw.
*This is a guest post provided by 
I was talking recently with a very smart psychologist about IBM; I noted that IBM’s stock has gone down steadily for the past six years, and he said: “IBM is well managed but poorly led.” This perceptive observation assumes that managers’ jobs change as they move from supervisor to manager to executive. I have always thought that leadership is the same at any level, but many people believe that the roles of managers, and the competencies needed to perform in those roles, change as they advance in organizations. I know little about this, so I asked Rob Kaiser and, as usual, he was helpful—in part because he organized an entire issue of The Psychologist-Manager Journal (2011, Volume 14) on this subject. 
Many people are involved in a basketball game: A coach provides strategy, a shooting guard is agile, and a point guard assists in providing direction. In the heat of the game, the coach knows when to put in strong players, when to bench someone, and when to encourage every player to step up and give 110%. But winning does not depend on just the coach. Winning depends on each player contributing, whether by hustling down the court, putting up a three-pointer, or being in the best possible position when the game is on the line. 
*This post was authored by Jessie McClure, Delivery Consultant at Hogan, and Erin Laxson, Senior Delivery Consultant and Manager at Hogan.
*This is a guest blog post authored by Gordon Curphy, PhD, and Dianne Nilsen, PhD, of 
From 2008 to 2011, I worked as the leader of the human resources team at a Fortune 50 company. During that time, I had a challenging experience at one of the company’s manufacturing plants, which employed 1,200 people. Immersed in a list of negative key performance indicators, my challenge was to recover governance while facing the possibility of a plant shutdown.
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