The Science of Personality

1. What is personality?
2. Who wants to know why personality matters?

The answer to the question, “What is personality?” is that there are two answers. There is what we call “personality from the inside” and there is what we call “personality from the outside”. Personality from the inside concerns your view of you, it concerns the person you think you are—it concerns your hopes, your dreams, your values, your goals, your aspirations, your fears, and the things you think you need to do to realize your goals and avoid your fears. We refer to personality from the inside as your identity.

Personality from the outside concerns our view of you, the person we think you are, and we refer to this as your reputation. It concerns the things we need to know in order to be able to deal with you effectively. So, there is the you that you know, personality from the inside, or your identity. Then there is the you that we know, personality from the outside, or your reputation.

These two forms of personality are different in very important ways. Consider the you that you know—your identity. Freud would say that it is hardly worth knowing—because you made it up. Everyone has to be someone, and you are the hero or heroine in your own life’s drama, but that doesn’t mean that your identity is necessarily closely related to reality. The way people think about and describe themselves is only modestly related to how others describe them—people don’t really know themselves all that well. Even worse, about 100 years of research on identity shows that it is very hard—almost impossible—to study in a rigorous and empirical way. As a result, we psychologists don’t know very much about identity that is interesting or useful.

Consider the you that we know—your reputation. Reputation is quite interesting for several reasons. First, the best predictor of future behavior is past behavior; your reputation reflects your past behavior, therefore your reputation is the best information we have regarding what you are likely to do in the future. Second, reputations are easy to study—we need only ask other people to describe you. And third, there is a well-defined and widely accepted taxonomy of reputations that has been used to study occupational performance, and as a result, we psychologists know a lot about the kinds of people who do well or poorly in different kinds of jobs. That is, we know a lot about the links between reputation and occupational performance.

As for the question of who wants to know why personality matters, it matters to two categories of people: (a) people who are interested in their own career development; and (b) potential employers. People who are interested in their own career development need to know about their own strengths and shortcomings relative to the demands of various occupations. More precisely, people who want to approach the topic of career development in a strategic manner will want to know: (1) How their strengths match the demands of various careers; and
(2) how other people will perceive them during job interviews and while working.

Personality matters to potential employers in at least three ways. First, they need to know what kind of employee you will be—will you be cranky, difficult, and hard to manage or will you be a world-class organizational citizen? Second, they need to know if your personality fits the demands of the job for which you are applying—do you have the drive to succeed in sales, the social skills to succeed in customer service, the good judgment to succeed as a manager? And third, they need to know if your values (your identity) are consistent with the corporate culture—it doesn’t matter how talented you are, if your values are inconsistent with the corporate culture, you will not succeed in that organization.

The bottom line is that personality matters to individuals because self-understanding allows a person to be strategic about his/her career choices and career development. Personality matters to employers because knowledge about a job applicant’s personality allows them to be strategic about the hiring process.

Every significant piece of public policy, every important generalization in history, economics, political science, and sociology depends on (largely unevaluated) assumptions about human nature. Personality psychology concerns the nature of human nature; it is, therefore, concerned with one of the most powerful and dangerous forces on earth. Developing adequate methods for conceptualizing human nature and forecasting significant components of social behavior—for example, integrity, creativity, leadership—would seem to be a matter of real urgency. Nonetheless, personality psychology has a minor and marginal status in academic psychology. I have spent my career trying to understand the origins of human behavior, trying to develop measurement models for capturing key elements of social performance, and trying to defend the study of personality against the complaints of a seemingly endless supply of academic critics.

Robert S. McNamara (1916-2009) was the most powerful American Secretary of Defense in history and in many ways the architect of the modern war on terror. He was an immensely talented and successful man, whose career went up like a rocket from the beginning. Born in San Francisco, he was an Eagle Scout and President of the Rigma Lions boys club in 1933. He attended the University of California, Berkeley, where he studied economics, mathematics, and philosophy, was elected to Phi Beta Kappa in his sophomore year, and earned a varsity letter in crew. After receiving a master’s degree from the Harvard Graduate School of Business Administration in 1939, he worked for Price Waterhouse for a year. He then joined the Harvard faculty as the youngest and highest paid Assistant Professor at the university. He joined the Army Air Force in 1943 and worked in the Office of Statistical Control, where he analyzed the accuracy and effectiveness of US bombing missions, and made powerful connections.

In 1946, McNamara and 9 other former officers joined Ford Motor Company with a mandate to stop its financial and administrative chaos using modern planning and management control systems. He again advanced rapidly, and in November, 1960 became the first president of the company who was not a member of the Ford family. A few weeks later, President-elect John F. Kennedy recruited him to be Secretary of Defense. Kennedy described McNamara as the smartest man he had ever met.

Kennedy first directed McNamara to plan the Bay of Pigs invasion, which was a disaster, and then asked him to develop even more elaborate plans to overthrow Castro. In 1962, McNamara began implementing the modern strategy of counterinsurgency warfare to combat terrorism; he created special forces like the Green Berets, and sponsored secret paramilitary operations throughout Asia and Latin America. In 1963, again in response to the President’s request, he began a troop build-up in South Vietnam. After Kennedy’s assassination in November, 1963, President Lyndon Johnson asked him to stay on as Defense Secretary, and in essence turned the conduct of foreign policy over to him. Johnson, in awe of McNamara, commented “He is like a jackhammer….He drives too hard. He is too perfect.” In 1964, Johnson asked him to be his Vice-Presidential running mate, but McNamara declined.

McNamara prosecuted the Vietnam War with his usual diligence, but had doubts about it being winnable. In 1967, he sent President Johnson a long memo urging him to begin negotiating with the North Vietnamese rather than escalating the war. Johnson decided that McNamara was plotting against him on behalf of the Kennedys, fired him as Secretary of Defense, and anointed him as President of the World Bank where he served from April, 1968 to June, 1981, when he retired.

The Vietnam War is widely regarded as the greatest foreign policy mistake in U.S. history. Over 54,000 American troops died, millions of Vietnamese were killed, and nothing was resolved. In 1995, McNamara published a memoir in which he said his conduct of the war was “wrong, terribly wrong”. In reply, Howell Raines, the editor of the New York Times, wrote an editorial in which he noted: “Surely he must in every quiet and prosperous moment hear the ceaseless whispers of those poor boys in the infantry, dying in the tall grass, platoon by platoon, for no purpose. What he took from them cannot be repaid by prime-time apology and stale tears, three decades late.”

Analysis

At each point in his career—as a student, academic, business executive, Cabinet Secretary, and public figure—Robert McNamara was fabulously successful. He substantially rebuilt Ford Motor Company, as Defense Secretary, he was instrumental in putting in place wide ranging reforms to streamline the Pentagon and make it more effective, and he transformed the World Bank from an old boy’s club to an instrument for third world economic development. And then there is the Vietnamese war—an unmitigated disaster. How are we to understand this?

The answer concerns how we think about leadership. The academic literature defines leadership in terms of the ability to ascend to the top of a hierarchy, and McNamara was superbly equipped to do this. He was very smart, very hard working, great with numbers and details, clear-minded, logical, and very, very eager to please his superiors. This is the recipe for success in a bureaucracy.

In contrast with the academic literature, I think the essence of leadership concerns being able to build a team, being able to unite a group and act toward a common goal. McNamara was ruthlessly dismissive of subordinates who challenged him (he had no peers). His talent was for fixing inefficiencies and implementing processes. He had no talent for anticipating or even considering the human costs of his processes. His concern about the Vietnam war was that it was unwinnable from a technical perspective, not that lives were being wasted. He was an immensely successful bureaucrat but not a gifted leader.

There is a sense in which Robert McNamara was a train wreck waiting to happen. He was an exquisitely tooled bureaucratic instrument, who could and would deliver results for whoever happened to be his boss. As Secretary of Defense, his first boss was the callow and impulsive John Kennedy, who ordered him to begin what ultimately became our war on terror—covert and illegal operations in Latin America and Southeast Asia. He second boss was Lyndon Johnson, a skilled and ruthless legislator who knew nothing about international relations, and whose staff feared he was insane. Kennedy foolishly invaded South Vietnam, Johnson inherited the project, and vowed not to be the first American President “to cut and run.” McNamara’s ambition and eagerness to please authority prevented him from opposing these policies and the rest is history. As for moral culpability, he was just following orders.

To err is truly human and mistakes are truly inevitable. Paul Nutt, an Ohio State University business school researcher, provides data showing that half of all decisions made in business organizations fail. In his book, Why Decisions Fail, he shows that decisions mostly fail because the deciders ignore feedback. The lesson is clear, decision making in business is a random walk—no one is any better at decision making than anyone else. The major difference between good and bad decision making concerns the degree to which people are open to feedback regarding the consequences of their decisions.

In the moral development literature, there is a very interesting line of research on guilt. In the typical study, a hypothetical person makes a mistake, and the research participant is asked how he or she would respond if he or she had made that mistake. This is, of course, directly relevant to the topic of reactions to bad business decisions. The data show that people’s “guilt responses” fall into four relatively clear categories with specific behavioral consequences.

The first category of responses is called “intropunitive”. Intropunitive people quickly, even reflexively, blame themselves. Such people are prone to more or less persistent feelings of guilt, seem somewhat neurotic, and were probably the kinds of clients studied originally by Sigmund Freud, the founder of psychoanalysis. They were the source of Freud’s ideas about the superego and the problem of guilt.

The second category of responses is called “extrapunitive”. Extrapunitive people, when faced with the news that they have made an error, quickly, even reflexively, blame other people and external circumstances. They seem incapable of internalizing blame and seem somewhat hostile and suspicious of other people.

The third category of responses is called “impunitive”. When it appears than impunitive people have made a mistake, they simply refuse to acknowledge that anything significant has happened. They deny the reality of the situation and typically wonder why anyone would bring up the subject. These people seem somewhat psychopathic, and the defining feature of psychopathy is no capacity for guilt.

The fourth category of responses is relatively small in terms of frequency of occurrence. These responses are called “mature self-critical guilt”. Here the people own their mistakes and vow to learn from the experience.

We are discussing an assessment literature here—the assessment of individual differences in how people respond to the news that they have made mistakes. Meaningful assessment should predict behavior, so it is important to ask what these four categories of guilt responses predict. In the moral development literature, the major outcome of interest is moral conduct—usually the delinquency/non-delinquency criterion. Intropunitive responses are primarily associated with feelings of guilt. Extrapunitive responses are primarily associated with hostility. Impunitive responses are primarily associated with denial. Of the four categories, only mature self-critical guilt predicts compliance and integrity; delinquents lack the capacity for mature self-criticism.

Kaizen refers to continuous, steady improvement. It means never being satisfied. It means continuous improvement in processes as well as products. If a company pursues kaizen, it will be able to produce higher quality products for less money.

How does assessment fit with all of this? Hiring better people is part of continuous improvement. Assessment is the key to hiring better people. Using valid assessments will yield better results than using the DISC or OPQ. Hiring better people means hiring better workers, better managers, and better leaders.

Good workers regularly come to work, follow sensible procedures, treat customers well, work well as part of a team, and accept (or don’t resist) change. Good managers provide their staff with structure and direction but treat them with respect. Good leaders are more concerned with the performance of the organization than with the advancement of their own careers. Good leaders are not charismatic, self-centered, self-promoters. Good leaders treat their staff with respect but hold them accountable for their performance, promote an appropriate philosophy and vision, and have the capacity for change. Valid assessment is the key to continuous improvement of personnel.

We now know that personality predicts leadership style, and that leadership style predicts ratings of leader effectiveness. There are also some data showing that leadership style predicts business unit performance. So there is a kind of causal arrow going from personality through leadership style to the performance of the business unit of which a manager is in charge. Thus, we can use personality to predict business unit performance.That is an important finding in itself, but it also raises a question about the links. That is, how do leaders affect organizational outcomes? Our Leadership Value Chain suggests an answer.

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People constantly ask us how faking affects the results of personality assessment. We believe that faking doesn’t matter, and we say this for two reasons. First, the data show that people can’t or don’t fake their answers on personality questionnaires. Second, it is very hard to define faking. Let’s take these two points in order.

1. Do People Fake their Responses on Personality Inventories?
With regard to people’s ability to fake their scores on, for example, the Hogan Personality Inventory (HPI), consider the following. Hogan, Barrett, and Hogan (2007) tested over 5,000 job applicants using the HPI; these people were subsequently denied employment. Six months later, they reapplied for the same job and completed the HPI a second time. It seems reasonable to assume that they would try to improve their scores the second time; however, virtually none of their scores changed beyond the standard error of measurement. The data are quite clear—even when motivated to fake, people’s scores on the HPI don’t change.

We believe that concerns about faking reflect a misunderstanding of what people do when they answer items on a personality inventory. There are two views about this: (a) self-report; and (b) impression management. These views have very different implications for understanding faking.

The Self-Report View of Faking. This view assumes that people answer items on personality measures by providing factual self reports, and faking involves lying. This view assumes that memory is like a videotape so that, when people read an item on an inventory (“I read ten books a year”), they compare the item with the memory tape, and then “report”; that is, they offer factual accounts of how an item matches their memory tape. Faking involves providing false reports about the match between the content of an item and the content of memory.

However, memory researchers from Bartlett (1937) to the present agree that memories are not factual recordings of past events, they are self-serving reconstructions designed to create a particular impression on others—people construct their memories and use them for strategic purposes.

Impression Management Theory. Our view is that during social interaction, people try to maximize social acceptance and status and minimize rejection and the loss of status (i.e., they are engaged in trying to get along and get ahead—cf. Hogan, 2006). When people respond to employment interview questions, assessment center exercises, or items on a personality inventory, they do what they always do during social interaction—they try to create a favorable impression of themselves. In this view, faking involves distorting the way one normally talks about oneself during social interaction. Personality is most important in social interaction, and it is useful to compare social interaction with hand writing. Both are skilled performances, they reflect skills that we learned as children. In both cases, we perform best when we think about what we are trying to do, and we perform poorly when we think about how we are doing it—that is, both types of performance are best when they are unreflective, automatic, even unconscious. Now imagine trying to change your handwriting—i.e., to fake it. It is extremely difficult to do, and even when we try, others can almost always recognize the handwriting as ours. Now imagine trying to change the way you interact with others—i.e., to fake. It is extremely difficult to do, and even when we try, others still know it is us.

2. How to Define Faking. We do not believe there are “true selves” inside people. We make a distinction between the person you think you are (your identity) and the person we think you are (your reputations). Identity is very hard to study; after 100 years of research, we still don’t know much about it. However, this may not matter because it seems clear that we make it up our identities in idiosyncratic ways. On the other hand, reputation is easy to study, we know a lot about it, and it is immensely consequential for our lives and careers. Successful people know how to control their reputations—this is impression management. Moreover, many successful people (e.g., former President Ronald Reagan) never engage in introspection and are unable and unwilling to talk about their identities; however, they are very shrewd at managing their reputations.

But most importantly, the HPI is designed to predict reputation not measure identity. Reputation reflects a person’s typical interpersonal style, which is like a person’s handwriting. So with regard to faking, the question of whether a person’s answers (to the HPI) are consistent with a person’s identity (his/her true self) is irrelevant. The right question concerns whether a person’s answers are consistent with a person’s reputation? This is the sense in which faking should be understood. Consider the goals of child rearing. Small children usually act in ways that are consistent with their “true” desires and urges—they pee their pants when they feel like it. Child rearing consists almost entirely of training children to hide, or at least delay, their “true” desires and to behave in ways that are consistent with the norms of civilized adult conduct. Some people believe that child rearing involves teaching children to fake, to be inauthentic, and is a process that is inherently alienating. In contrast, we believe child rearing involves training children to behave in a socially appropriate manner, and that their natural selves are something they need to overcome.

The items on the HPI sample ordinary socialized adult behavior. Most adults know the rules of conduct and respond to HPI items in terms of social norms rather than in terms of their true (childlike) desires and urges. On the other hand, criminals and other deviants answer HPI items in ways that are more consistent with their “true” selves—and with their typical behavior. The larger point is that it is almost impossible to distinguish faking from socialized behavior. And this means that it is very hard to assign a clear meaning to the claim that some people fake when they respond to personality measures.

3. A Practical Example.
Consider a practical question. There are three HICs on the HPI Prudence scale (Moralistic, Mastery, and Virtuous) that are designed to measure implausible responding—i.e., “faking”. A sample item would be “I have never told a lie.” Scores on these three HICs are normally distributed. How should we interpret very high or perfect scores on these three HICs? Regarding this interpretation, we would make four points. First, it is important to remember that the HPI is designed to predict reputation, to predict how people will be described by others—it is NOT designed to predict how people think about themselves. Thus, people with very high scores on these three HICs will seem socially appropriate in the extreme. They will be mannerly, polite, buttoned down, and careful not to give offense.

Second, a general principle is that scores should be interpreted in the context of other scores. A relatively frequent pattern of scores includes a very high score on these three HICs and a high score on the Mischievous scale of the HDS. This pattern suggests a person with good social skills—clever, pleasant, and quite charming—who is also manipulative, agenda-driven, risk-taking, limit testing, and very cautious. His/her potential deviousness will be very hard to detect—especially during an interview. In time, other people usually catch on to the person’s manipulative tendencies, and that may cause problems for the person’s career. But in the short term, such people prosper in organizations.

Third, a more common pattern includes very high scores on the three “faking” HICs, and high scores on HPI Prudence, HDS Diligent and/or Dutiful, and high MVPI Tradition and/or Security. These people tend to be socially correct, but self-righteous, rule bound, perfectionistic, and risk-averse; they are scrupulous in their treatment of others and exacting in their expectations. Bosses and senior managers usually find these tendencies attractive, but as managers, such people alienate and disempower their subordinates. Finally, we sometimes see a pattern that combines high scores on the “faking” HICs with overall attractive results on the HPI, HDS, and MVPI. Such people have superb social skills and few if any developmental needs. Their only issue is one of generating resentment in others because they seem too good to be true.
The major point of this section concerns how to interpret high scores on the HPI HICs designed to detect “faking”. We think the interpretation is substantive—such scores predict a particular interpersonal style. It is a style marked by extreme social appropriateness, good manners, and ultra-civility. Are people with these scores faking or are they engaged in a particular form of impression management?

–Dr. Robert Hogan

Want to learn more about personality tests? Check out The Ultimate Guide to Personality Tests

References
Bartlett, F.C. (1937). On remembering. Cambridge, England: Cambridge University Press.

Hogan, R. (2006). Personality and the fate of organizations. Mahwah, NJ: Erlbaum.

Hogan, J., Barrett, P., & Hogan, R. (2007). Personality measurement, faking, and employment selection. Journal of Applied Psychology, 92, 1270-1285.

(Note: This is an abstract of a chapter by Robert Hogan and Michael Benson in The Perils of Accentuating the Positive (Hogan Press), edited by Robert B. Kaiser)

George Gallup and Donald Clifton pioneered Positive Psychology under the banner of “science and the study of strengths”. Their survey research methodology is exemplary, and reveals important empirical links between employee attitudes and business results. I especially admire their focus on real business outcomes—e.g., profitability, productivity, turnover, and customer satisfaction. I also appreciate the humanism implied by their concern with employee well-being. In addition, Gallup researchers have firmly established that management practices are the key drivers of employee engagement, and employee engagement predicts a host of positive and negative business results.

Although I admire Positive Psychology’s focus on effectiveness and high level performance, it is important to note three things about this emphasis. First, it is not new. The Institute of Personality Assessment and Research (IPAR) at U.C. Berkeley was established in 1949, based on a Rockefeller Foundation Grant, explicitly to study the determinants of competence, effectiveness, and high level performance. Over the years, IPAR researchers assessed over 2,000 highly effective and creative professionals, and published many papers describing their findings. Perhaps the best known of these are papers on the nature of creativity (Barron, 1969; MacKinnon, 1962).

Second, high level effectiveness is not the same thing as “flourishing”, a key term for Positive Psychology. IPAR data, for example, clearly show that many if not most talented and accomplished people are driven by private demons. And finally, it is not at all clear what “flourishing” means. If it means being able to live with oneself, then it is clearly only one aspect of psychological health, and it is an aspect that is closely related to narcissism. As such, it is likely to increase the ability to live with oneself at the expense of the ability to live with others, which in turn, will decrease the probability of occupational success (Judge, LePine, & Rich, 2006). If flourishing means self-actualization in a Maslowian sense, then it is simply wrong-headed.

Leadership requires balancing a number of competing tensions—for example, focusing on short-term versus long-term results, or focusing on people versus task requirements (cf. Kaiser & Kaplan, this volume). This chapter concerns a different tension—that between living with oneself and living with others. Using personality psychology as a roadmap, we argue that leadership effectiveness depends more on being able to live with others than with being able to live with oneself. Moreover, being able to live with others depends on a capacity that we call strategic self-awareness—understanding one’s strengths, abilities, and limitations in relation to other people. Consider the following example.

Jean-Marie Messier was the CEO of the Paris-based Compagnie Generale des Eaux (CGE) from 1996 to 2001. Those who knew Messier described him as self-absorbed, utterly self-confident, and fond of the spotlight. His company, CGE, was a highly profitable, global leader in water, electrical, and waste utilities, and faced the prospects of steady long-term growth worldwide. Nothing about its environment, staff, or core competencies indicated any need for change. With no experience whatsoever in the world of media and entertainment, Messier transformed CGE to a movies and music enterprise that he named Vivendi, a transformation that turned into a total financial disaster.

Traditional personality psychology began with French and German psychiatry in the late 19th century; it extends through Carl Rogers and Abraham Maslow in the 1950s and 1960s, and is represented today by cognitive behavioral therapy and positive psychology (Seligman & Czikszentmihalyi, 2000). We call this tradition intrapsychic theory because it focuses on processes inside people; it emphasizes self-discovery and maintains that the big problem in life is learning to live with oneself. The underlying assumption of this tradition is that everyone has hidden secrets—these could be strengths or limitations; these secrets need to be revealed and explored so that people can “become whole”.

There is a second and much less influential tradition in personality psychology called interpersonal theory; it began in 1908 with the great Scottish psychiatrist William McDougall (whose thinking was not influenced by Freud) and extends through G.H. Mead in the 1930s and Irving Goffman and Theodore Sarbin in the 1960s; it is represented today by socioanalytic theory (cf. Hogan & Smither, 2001). This tradition focuses on social interaction and assumes that learning to live with others is more important than learning to live with oneself.

As noted earlier, the mainstream (and dominant) intrapsychic tradition of personality psychology defines self-knowledge in terms of becoming aware of thoughts and emotions (and strengths) that were formerly unconscious. This is sometimes popularly expressed as getting in touch with one’s emotions, strengths (or even one’s “inner child”). This definition of self-awareness is the cornerstone of traditional psychotherapy, and it would be difficult to overstate how influential it has been. In our view, it is also incorrect, and it takes the process of guided individual development in the wrong direction.

Socrates’ maxim was “know thyself”; he also famously maintained that the unexamined life is not worth living. However, Socrates and the ancient Greeks meant something very specific by self-knowledge. They were a practical people and they defined self-knowledge in terms of understanding the limits of one’s performance capabilities—i.e., knowing one’s strengths and shortcomings vis-?-vis one’s competitors in various activities. This is a sensible way to think about self-awareness; we refer to it as strategic self-awareness because it is information that can be used to shape and direct one’s career. There are two components of strategic self awareness: (1) understanding one’s limitations and strengths; and (2) and understanding how they compare with those of others. The second part is what distinguishes self-awareness from strategic self-awareness. We would like to note three points about this model of self-awareness.

First, strategic self-awareness cannot be gained in vacuo or through introspection. Strategic self-awareness depends on performance-based feedback using a systematic and objective assessment process. If people want to improve their golf games, they will consult a golf pro who asks them to hit some balls, perhaps video-tape their performance, then offers feedback. If they want to improve their tennis game, they will do the same thing. But what should they do if they want to improve their life (or career) games? They will need feedback on their habitual ways of dealing with other people—i.e., the interpersonal moves they typically employ in their efforts to both get along and get ahead.

Personality psychology began with German and Swiss psychiatry; Sigmund Freud and Carl Jung exerted an immense historical influence on all theorizing about human nature. In particular, they argued that everyone has problems and that their problems are caused by being out of touch with their emotions, by lacking appropriate self-knowledge. The solution to their problems is enhanced self-awareness, fostered and guided by feedback from a therapist. This line of thought encourages self-absorption, but more importantly, it ignores the impact of a person on other people; other people are not significant in these theories. Freud and Jung founded the intrapsychic tradition of personality psychology—they focused attention almost exclusively on the process of inner exploration.

There is an alternative view of personality that begins with William McDougall and extends through Timothy Leary, George Kelly, and Jerry Wiggins. These (Scottish/Irish/English) writers argued that peoples’ problems are caused by the way they perceive and treat other people. They started the interpersonal tradition of personality psychology—they focus almost exclusively on interpersonal relationships.

I identify with the interpersonal tradition for two reasons. First, Freud and Jung thought introspection was the key to psychological health, but introspective tendencies are uncorrelated with career success; many happy and successful people (Voltaire, U.S. Grant, Ronald Reagan) were incapable of introspection. Second, humans evolved as group living animals, and success in life entirely depends on social acceptance and approval—i.e., on building and maintaining effective relationships.

The study of relationships is an entire field of psychology; I can summarize the news from this field in terms of four broad points. First and most importantly, every relationship is an exchange process; successful relationships depend on both parties receiving some benefit. Thus, popular people are rewarding to deal with; unpopular people are punishing to deal with. There is only one way to be rewarding—by being consistent and accepting of others. There are many ways to be punishing—by being moody, hostile, inconsistent, untrustworthy, self-centered, or even weird. That which is exchanged during social interaction is respect and affection; after every interaction a person gains or loses a small bit of respect and affection depending on his/her performance. A person’s reputation is the summary of this accounting process, and smart people pay attention to it.

Second, relationships evolve in systematic ways over the human life cycle. The earliest kind of relationship is that between an infant and its caretakers; this process has been brilliantly analyzed by John Bowlby in his Attachment and Loss trilogy. Forming secure attachment bonds with caretakers is the source of self-esteem and the foundation of all subsequent psychological development; attachment is eroded by “separation”—physical or emotional. Bowlby compares separation to exposure to radiation; it is bad in any amount and it accumulates. The next kind of relationship concerns dealing with adult authority; to survive, children must learn to accept the rules of authority (for example, to learn language children must accept what they are told about names), and this is facilitated by secure attachment relations. Then, around age five, all children enter a peer group; they must then learn to negotiate relationships with peers—as opposed to demanding and accepting resources from adults. At some later point in adolescence the mating dance begins. This seems mostly to be hormone-driven chaos, but one firm generalization is that relationships founded on similar values tend to endure, and those based on dissimilar values do not. Finally, young people enter the world of work where they must negotiate a wide variety of relationships and this is a function of social skill.

Third, successful leadership involves managing three kinds of relationship problems. The first are relationships with subordinates; this is the primary focus of most discussions of leadership, and by far the easiest problem to deal with. The second are relationships with peers. Here the solution is to assure one’s peers that, if you become their boss, you will treat them fairly. The third problem is relations with superiors, and this one is crucial. The careers of Stanley O’Neal and John Thain, the recently failed CEOs of Merrill Lynch, are instructive because both men are similar in many ways. They are both talented and good with numbers and cost control; they are both arrogant, cold, and remote. But most importantly, both of them were superb at managing relations with their superiors (especially the board), while ignoring relations with subordinates. Such people, when they are talented, rise rapidly in organizations. They have great individual careers, but their damaged relationships with their subordinates inevitably undermine their leadership.

People are hard wired by evolution to seek social acceptance and status during social interaction. Life is about getting along and getting ahead, and both outcomes depend on relationships and on the social skill needed to maintain them. Social skill is like any other skill—it can be coached. But successful coaching depends on a good assessment of the person’s current level of performance. Personality assessment is the key to enhancing social skills and relationship management.

HoganPress is pleased to announce the second-edition release of Personality: Theories and Applications, by Robert Hogan and Robert Smither. From the back cover:

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