Interpreting the Hogan Challenges Survey : Changing Your Leadership Randall S. Cheloha, Ph.D.

1. February 28, 2010 Interpreting the Hogan ChallengesSurvey: Changing Your Leadership Randall S. Cheloha, Ph.D. Precision Machined Products Association Scottsdale, AZ

2. GOALS of this session • Feedback on your Managerial/Leadership Style with ideas on making changes • Learn something practicalwith business application; exposure to tools which can be helpful • Have fun!

3. Influences • Raised on farm in Nebraska • Worked for Government agencies • Industrial & Clinical psychology • Large companies • Small companies • Family businesses • Entrepreneur

4. Primary tasks at work • Get AHEAD • Get ALONG

5. Some Caveats • Not a party game… • Treat like a doctor’s medical chart about you • Can’t rub the spots off a leopard • 80/20 rule; take with a grain of salt…

6. Background on Hogan Challenges (Derailer) Survey • Developed in late 80’s-early 90’s • “Normal” leaders rather than clinical population • Theoretical foundation: “We don’t know exactly what maks a good LEADER behaves; but we do know how BAD leaders go off-track!” (CCL-Derailer Study, ’96) • What’s your estimate of the % of “bad” bosses?

7. Primary Uses of Hogan as Leadership Tool • Selection/Hiring • Development/Coaching • Succession Planning

8. Leadership • Leadership is defined as the ability to build and maintain an effective team, one that outperforms its’ competition.

9. Leadership finding • CEOs of Fortune 1000 companies with sustained positive performance: • Amazingly persistent • Humble

10. How MUCH can YOU change? • Have you ever tried to change someone? Your spouse? A friend? Yourself? Quit smoking? Start an exercise routine?Change a habit? • Companies spend many $$ thousands on “training” programs --attend an interpersonal skills/leadership development class --receive 360 survey feedback • Change is VERY, VERY DIFFICULT • However, even a 10-15% change in behavior/style makes a BIG difference for us and how we deal with people

11. Formula for Leadership Development & Change 1 Awareness and Acceptance 50% 2 Skill Building 25% 3 Energy 25% Page 5

12. Why your personality and interpersonal style matter • Imagine your handwriting • Now—try to fake it; write with your other hand—how does it feel? • Now, think about your interpersonal style/people skills • Think about your interpersonal/leadership style under stress/pressure or when your are tired • Now—change so you can convincingly “fake out” your spouse, friends, employees, or subordinates?

13. GOAL—provide you a competitive “edge” for dealing with leadership, management, and people issues

14. Challenge/Derailer the tendency to engage in a particular set of behaviors that can limit or undermine your effectiveness as a leader • They occur most often under stress, may lay beneath surface. • All adults have them – they’re part of one’s personality (average is HI on 3-4 scales). • Some derailers create more problems than others. • Look at both HI and LO scores

15. Scale cluster • Moving AWAY from people (Blow-up) • Excitable • Skeptical • Cautious • Reserved • Leisurely (passive-resistant)

16. Scale clusters • Moving AGAINST people (Show-off) • Bold • Mischievous • Colorful • Imaginative • Moving WITH people (Conform) • Diligent • Dutiful

17. I. Leadership Challenges: the Temperamental President Low Risk Moderate Risk High Risk

18. II. Leadership Challenges: the Difficult Subordinate Low Risk Moderate Risk High Risk

19. Corporate (N=74) Excitable 53.70 Skeptical 58.98 Cautious 53.51 Reserved 54.92 Leisurely 47.72 Bold 53.04 Mischiev 60.90 Colorful 62.68 Imagina 62.91 Diligent 44.77 Dutiful 39.51 PMPA (N=63) Excitable 63.25 Skeptical 58.92 Cautious 60.00 Reserved 69.05 Leisurely 61.32 Bold 49.33 Mischiev 68.22 Colorful 58.62 Imagina 56.10 Diligent 39.89 Dutiful 34.84 Comparison: (Mean) Scale Scores for “Corporate” Sample to PMPA Leaders

20. Rx based on Differences • Communicate • More emphasis on marketing/sales • Oversight on finances

21. ExcitableYour mood shifts are sudden and unpredictable. • Short-lived focus on projects and people • Overreacting to difficult situations • Tensing up under pressure • Easily becoming annoyed by others • Being prone to explosive outbursts

22. Bobby Knight

23. Managing your High Excitable • Stress management: exercise, diet, health • When under pressure, step away—count to 10 • Be sure you have someone you can trust, a sounding board, to let off steam • Listen to feedback from people you trust • When things get tough—don’t give up—persist, push ahead • Realize that both your enthusiasm and dismay about situations are over-experienced and over-stated • Channel your emotional intensity

24. SkepticalYou focus on the negatives. • Habitually skeptical and argumentative • Pessimism; always looking for flaws • Suspect others’ intentions • Take offense easily (thin-skinned) • Constantly questioning decisions and new ideas • Fail to inspire or trust others • Defensiveness

25. Skeptical “This would be an easy job if you didn't have to deal with people.” Richard Nixon Other Example Stalin Source; www.historicaldocument.com

26. Czar & General Secretary Stalin

27. Managing your High Skeptical • You are perceptive and have good insights into people and political situations • “Just because you’re paranoid doesn’t mean they are NOT out to get you!” • You will initially be distrustful of people who want to help (opposite of naïve). You’ll expect the worst. Suspend judgment; give people a chance to demonstrate their capability. • Watch how you express yourself. When you think you’re being direct and open…others may see you as critical and negative. • Ask for feedback from others about when you’re being too hard-nosed, critical, or negative

28. CautiousThe next decision you make may be your first. • Risk-averse • Slow to make decisions • Over-studying problems • Fear being criticized, shamed, or blamed • Motivated not to fail, rather than to succeed • Reluctant to take the initiative • Resistant to change; innovation • Can be controlling

29. Cautious “To be, or not to be: that is the question …” Hamlet Other Example George McClellan Source; Hamlet, Kenneth Branagh, 1996

30. General George McClellan (little Napoleon)

31. Managing your High Cautious • Be willing to take a chance, even in areas you don’t know well. Otherwise, you can miss out on opportunity. • Use a trusted advisor/friend to help evaluate if something REALLY is an opportunity—what are you missing about it? • Be willing to speak up at meetings; provide your opinion (meeting checklist: one or two “checks” a meeting • Use someone who is more decisive as a model; talk with them about how they make their decisions • Work with your coach (who you won’t trust initially)

32. ReservedYou disengage and disconnect. • Prefer to work alone • Self-absorbed and self-focused • Avoid confrontation • Fail to communicate • Thick-skinned; take criticism well • Lack social insight • Lack interpersonal sensitivity • Withdraw into office when stressed

33. Reserved “Don’t expect to build up the weak by pulling down the strong” Calvin Coolidge Other Example Daniel Boone Source; nndb.com

34. Frontiersman & Explorer Daniel Boone

35. Managing your High Reserved • You are tough and can take the heat when others can’t • After meetings check with others to be sure you received the same message—sometimes you miss subtleties or don’t pay enough attention • Be open to feedback. Your tendency to pull back and isolate yourself can work against you when under stress/pressure or when dealing with a problem • Get out of your office! Manage by Walking Around! Even if you don’t engage in discussion, you’ll learn a lot more by being out and about rather than hovering over your laptop screen • Be sure you’ve developed several “trusted” relationships in the organization so you stay “plugged in”

36. LeisurelyYour silence is misinterpreted as agreement. • Appear outwardly supportive, but silently resist • Resent or defy agreed-upon decisions or direction • March to sound of their own drummer • Say one thing but do another • Can fail to live up to commitments • Reluctant team player • Slow down when pushed

37. Leisurely “I am supposed to owe the government something like $100 million. I couldn’t squeeze out a dime.” Dennis Kozlowski (former TYCO CEO) Source; nytimes.com

38. Managing your High Leisurely • You tend to be critical and see more incompetence than others do. Remember—there optimism and positive attitude is probably more healthy than yours’ • Find ways to express the negatives to people directly rather than through back channels. When you disagree, do it quietly, demurely, and with respect—don’t let it build up! • If the group or team agrees on something—take a two stage approach: 1) Be sure you voice your concerns in PUBLIC; 2) If nobody cares, go with the group and commit/execute rather than drag your feet. • Don’t over promise—when you do you put yourself in a pressure situation where you can’t deliver. Then when you don’t tell anyone they’re surprised. Your supervisor won’t like being surprised.

39. BoldYou’re right, and everybody else is wrong. • Self-centeredness and self-promotion; expect to be liked and admired • Overestimate their talents and accomplishments • Have a strong sense of entitlement • Can take credit for the accomplishments of others • Put their agenda ahead of their group’s • Not admit mistakes • Resist feedback

40. General George Armstrong Custer

41. Emperor Napoleon Bonaparte

42. Managing your High Bold • Don’t expect special treatment—you are only one of over 4 billion people on the planet • You run away from negative feedback. Sit still and listen—the other person may be right or have useful information. • Advice/coaching gets on your nerves, after all—don’t you know better? But sometimes they do and you don’t. • There is no UP side to competing with your staff—it only diminishes your credibility and in the end you won’t have a loyal team. Instead—praise them! • Remember—your self-confidence makes a difference in leading the business, particularly when the team is down or the obstacle seems insurmountable

43. MischievousYou know that rules are only suggestions. • Unwillingness to conform to company norms • Push the limits for the sake of the challenge • Exceed authority • Can betray trust by not following the rules • May be manipulative • Fun but unpredictable • Ignore commitments • Not learn from mistakes

44. Mischievous “It depends on what the meaning of the word ‘is’ is.” Bill Clinton Other Examples Tiger Woods Source; Damien Milverton, worldbank.org

45. Golfer Tiger Woods

46. Managing your High Mischievous • Others may see you as paying more attention to your own agenda and ignoring theirs’…when you make a commitment…deliver • If circumstances change, re-negotiate the commitment—otherwise you’ll be seen as unreliable • You have a higher tolerance for risk than most. Most people are risk averse—you’ll stand out! • When you get caught—own up-- rather than talk or charm your way out of the situation • Testing limits just for fun eventually gets you into trouble

47. ColorfulYou always grab the center of attention. • Overly dramatic and expressive • Poor listening skills • Seek attention; self-conscious • Not follow through on commitments • Domineering • Don’t develop talent • Miss social cues • Easily distracted

48. Colorful “Anyone who thinks my story is anywhere near over is sadly mistaken.” Donald Trump Other Examples Hugo Chavez Chad Ocho Cinco Source; www.dn.no

49. El Presidente (for life) Hugo Chavez (Venezuela)

50. Athlete Chad Ocho Cinco