When I joined Hogan as creative manager in 2008, one of the first major projects I undertook was redesigning the logo. The existing logo had gone through a couple of iterations since 1987, and at that point was too visually complicated and not very versatile. Also, the logo at that time used the full Hogan Assessment Systems name, while it had become clear that a large part of our client and distributor base was referring to us simply as The Hogan or Hogan, both in noun and verb form.With these factors in mind, my goal was to develop a bold and recognizable new brand identity that worked well across a number of applications. The prospect of distilling Hogan's business focus into a few simple shapes was not a simple one, and a good logo should maintain visual integrity whether reproduced digitally or in print, in color or black and white, whether large or small. For the sake of maximum flexibility, I also wanted an icon that was instantly recognizable independently of the Hogan name. From my initial conversations with Robert Hogan, I knew that part of what needed to be conveyed was a sense of strength and boldness, an extension of the idea that Hogan is nothing short of a commanding presence in the personality assessment arena. The other element I wanted to incorporate was the idea of a bright side and a dark side, which is the unique and fundamental basis of our core assessments. Out of those ideas came the current logo's stylized H in black and white, on top of a bold red field. From then to now.
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Companies have spent millions of dollars designing complicated competency models, fruitless training programs, and elaborate perks to select, develop, and retain their middle managers. But when you boil it down, only three things really matter:
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Life is determined by the decisions you make; from the mundane to major life choices. When it comes to decision-making, everyone is different. There are individuals who prefer to act swiftly and seem to generate their plan midstream, while others appear to become paralyzed by what could go wrong.
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As a leader in personality assessment, we've been studying this stuff for decades (really, ask us anything). We know cognitive ability is only a partial predictor of career success. In most jobs, it's EQ, the ability to identify and manage your own and others' emotions, that really matters. People skills determine success, and individuals who lack the ability to build effective relationships are destined to fail -- no matter how smart or talented they are. The Hogan EQ Report provides organizations with a scientifically validated tool to measure emotional intelligence. Based on the Hogan Personality Inventory and Hogan Development Survey, the easy-to-understand report provides an overall EQ score, as well as scores and feedback for six emotional competencies.Check out this video for more on the Hogan EQ Report.
“You don’t start at the top if you want to find the story. You start in the middle, because it’s the people in the middle who do the actual work in the world.”
– Malcolm Gladwell, journalist and bestselling author
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The Hogan Personality Inventory is measure of personality assessment that provides leaders the strategic self-awareness they need to get along and get ahead. Raw scores on HPI subscales, available in many of Hogan’s reports, allow interpretation above and beyond main scale scores.
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A quick search for the word engagement yields more than 6 million websites, thousands of books, and myriad articles. Yet, a Gallup poll showed that more than 71% of American employees are disengaged at their jobs, indicating that although most companies recognize employee engagement as important, many still struggle to understand it. Dr. Robert Hogan discusses the concept of engagement, work-life balance, and workaholics in this Q&A.
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“Happy are they who can hear their detractions and put them to mending” - William Shakespeare, Much Ado About Nothing
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The relationship between employees and their bosses, as well as that between followers and leaders, is one of the most studied and discussed topics in business and psychology. Yet, it remains one of the least understood. Hogan conducted a survey of 1,000 respondents examining the relationship between employees, bosses, and personality.
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Middle managers are perhaps the most maligned individuals in the corporate world. Most view them as roadblocks whose sole purpose is to prevent efficiency or innovation. And when business consultants come in, middle managers are the first to go.At Hogan, we think middle managers get a bum rap. Rather than the useless bureaucrats they are made out to be, middle managers can be the key to an effective organization.A recent article on Slate illustrates my point.If there was ever an easy example of how layers of ineffective middle managers can break down organizational effectiveness, it’s the U.S. government and its public-facing agencies (think the IRS, the passport office, etc.). Five minutes in the DMV is all it takes to send the most levelheaded among us into a white-hot rage. But a recent article titled “The Most Efficient Office in the World” describes a Manhattan passport office that not only received rave reviews from the authors’ friend, a management consultant, but from the general public as well (the site has a startling 4.5 stars on Yelp).What is the secret to this lowly agency’s runaway customer satisfaction? Its manager, Michael Hoffman:
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