Client success story
Global healthcare company
A scientific approach to executive development
When rapid growth demanded a shift from operational management to more strategic leadership, an established Australia and New Zealand executive team used assessment data and coaching to make leadership development measurable, practical and repeatable.
The challenge
A well-established executive team was leading the organisation across Australia and New Zealand when a highly successful new product launch accelerated growth and changed the leadership demands on the business.
To sustain that growth while protecting the organisation's purpose-led culture, the executive team recognised that its own role needed to evolve. Leaders needed to spend less time managing operations and more time setting direction, leading with vision and building the capability of the people around them.
The organisation wanted an approach that matched its scientific culture: evidence-based, credible and capable of creating useful individual and team insight quickly.
“Leadership starts with self-awareness, and as a science-based organisation, our people really value the evidence base behind the Hogan 360.”
Senior HR Director
The approach
The executive team combined Hogan personality assessments and the Hogan 360 to understand leadership strengths, reputation and development opportunities. Individual data became the foundation for tailored development plans and coaching, while aggregated team data created a shared evidence base for conversations about how the executive team worked together.
The team then used the High Performing Team Assessment to benchmark team effectiveness and identify collective priorities. Rather than treating individual, 360 and team data as separate exercises, the organisation used them as a connected leadership development system.
Individual insight
Understand the leader
Hogan personality assessments and Hogan 360 feedback were combined to clarify likely behaviour, current reputation, strengths and development priorities.
Team insight
Understand the system
Aggregated personality and 360 data helped the executive team surface patterns in team dynamics and discuss issues using a common, evidence-based language.
Development
Turn insight into action
Individual coaching, team coaching and the HPTA translated insight into development plans, shared commitments and ongoing measurement.
Making leadership measurable and improvable
The program created a repeatable cycle: measure leadership, interpret the data, build targeted development plans, practise new behaviours and then reassess. This allowed the organisation to make leadership development visible over time rather than treating feedback as a one-off event.
Measure
Use Hogan personality and Hogan 360 data to establish an evidence-based leadership baseline.
Interpret
Translate individual and team patterns into meaningful strengths and priorities.
Develop
Create tailored development plans supported by individual and team coaching.
Benchmark the team
Use the HPTA to measure team effectiveness and keep collective development in focus.
Reassess
Repeat assessments over time to track progress and identify emerging priorities.
The outcomes
The assessment and coaching data gave the executive team a structured way to address leadership issues that were difficult to surface through discussion alone. The team identified the need to move further from operations toward strategy and developed a shared approach to conflict and difficult conversations.
A stronger strategic focus
The team clarified the need to create more space for strategic leadership as the organisation entered a period of rapid growth.
More constructive conversations
Assessment patterns helped the team recognise conflict avoidance and establish a more confident, evidence-based way to discuss challenging issues.
Leadership transition support
An incoming Country MD used existing team data, their own Hogan assessments and a later Hogan 360 to understand the team quickly and build trust during transition.
Ongoing measurement
The organisation continues to use the Hogan suite annually, allowing leadership performance and development priorities to be reviewed over time.
Scaling the approach beyond the executive team
Following the executive program, the organisation extended the approach to the next level of leadership. The broader cohort received individual coaching using Hogan personality and Hogan 360 data, while aggregated results were used to identify shared development themes.
35
members of the broader leadership team participated
Cohort analysis highlighted themes including effective delegation, challenging poor performance and workload management. These insights gave HR a clear basis for targeted workshops and helped the organisation distinguish executive leadership priorities from broader management development needs.
What the team chose to work on
The team's development plan translated the data into a practical set of behaviours to continue, increase and reduce. The emphasis was not on replacing existing strengths, but on creating more space for strategic leadership as the organisation grew.
Continue
Build on what is working
- Professionalism, respect and integrity
- Strong expertise and work ethic
- Positive energy and approachability
- Collaboration and trusted relationships
- Passion, drive and healthy competitiveness
Increase
Create more strategic capacity
- Long-term planning and clear priorities
- Timely, consistent and transparent communication
- Addressing underperformance earlier
- Empowering others and reinforcing accountability
- Delegation and agility
Reduce
Make space for better leadership
- Overcommitment and saying yes too often
- Unclear boundaries
- Delayed feedback
- Immediate or reactive responses
- Work patterns that crowd out strategic thinking
From a development program to an ongoing leadership system
The program became integrated into the organisation's leadership development strategy. By combining individual, team and cohort data, the organisation created a more consistent way to support executive development, prepare leaders in the succession pipeline and identify where broader capability-building would have the greatest value.
Annual reassessment means leadership progress can be viewed over time, while new leaders can enter the system with access to the same shared language and evidence base.
Explore the story further
Evidence-based insight across leaders, teams and cohorts
This client success story shows how Hogan personality assessments, Hogan 360 feedback and the HPTA can be used together to create a connected approach to leadership development.
