The Hogan Development Survey (HDS) is a personality measure which is concerned with the potentially dysfunctional ways that people behave under pressure. Designed for use with managers and others in leadership roles, it is structured around eleven scales. Each scale relates to an aspect of personality that has positive implications when expressed in constructive ways. However, when the individual feels under pressure, is preoccupied by personal concerns or is for some reason is failing to pay attention to the impression that they make on others, the ‘dark side’ or ‘shadow side’ characteristics will become evident. These ‘dark-side’ behaviour patterns are likely to interfere with the ability of that person to gain the trust of others and to inspire and motivate them, to work in teams, or to cope with day-to-day duties in pressure situations

A unique and valuable tool

Personality tests in management selection and development give us valuable insight into what someone is typically like most of the time (the bright side). Equally important (and sometimes more important) is how they behave under pressure when the dysfunctional “dark side” is likely to influence behaviour.

This is significant as the “dark side” is not simply about unpleasantness (as unnecessary and unwelcome as that is), but takes us into the very serious and costly business of ‘executive derailment’. This is where senior people’s behavior when under pressure seriously undermines their own performance, that of the teams they lead, and in some cases the business overall. (Studies from the Centre for Creative leadership studies have suggested that, around 50% of senior executives fail each year. Other studies conducted over many years consistently show that around 70% of people cite their manager’s attitudes and behaviours as the biggest barrier to business productivity and teamwork, and the biggest driver of poor morale, stress, absenteeism, and avoidable employee turnover.)

Waiting and settling for recognising these tendencies only after such damage has been caused, costs time and money, and is disruptive for the business and everyone affected. It is also potentially destructive for individual, potentially limiting or curtailing a career of promise. And it is unnecressary..

Based on establish psychological model and extensive research, the HDS adds invaluable insights to the assessment and development process, highlighting issues for individuals that are extremely difficult to discover from any other established enquiry methods. The HDS is a must for those truly serious about leadership effectiveness and development, and for those serious about the employee experience in their business, and preventing, or reducing the potential for, ‘toxic management’.