The Hogan 360 Leadership Model and 14 Core Competencies
Self-Management	Relationship Management	Working in the Business	Working on the Business
Integrity Resilience	Communication People Skills Team Player Engaging	Capability Efficiency Results Customer	Accountability Motivation Strategy Innovation

The Engaging competency is the final competency within the Working in the Business quadrant on the Hogan 360; this competency measures whether someone brings positive energy to the workplace. People scoring high on this competency tend to be seen as outgoing and assertive, especially when in groups of people. Those with low scores on this competency may be more timid in their interactions and less proactive in reaching out and engaging others. Low scores tend to have elevations on the Moving Away cluster on the HDS, in particular: Excitable, Cautious, Reserved and Leisurely. They may also tend to score low on Adjustment, Ambition, Sociability and Interpersonal Sensitivity on the HPI. When coaching those with lower scores, the key areas of focus will be around how to communicate passion and enthusiasm, convey a positive attitude, and take initiative.

The first area to consider with the coachee is determining where their passions lie. What motivates them to lead and engage others? It will be important here to help them identify what they are passionate about and how they can effectively convey those passions to others in order to engage them. This is a great opportunity to consider their MVPI results. What are their highest values? What gets them out of bed and excited to start each day? Perhaps they are high on Altruistic; they really want to help others and make a difference in the lives of other people. If this is one of their passions, have them consider practical ways in which they can meet this need at work. Work with them to create a list of what they are passionate about, or what excites them at work. Then determine strategies to satisfy those needs. For example, perhaps they could be devise a plan to mentor/coach others in the organisation. If they are getting their own needs met, they will likely feel more engaged themselves, which may carry over to their team.

A second area of focus in your coaching conversations could be around the attitude and feelings they convey to others through their words and actions. Are they coming across as a positive or negative influence? If they are lower on Adjustment and higher on Excitable, we might expect them to take a more pessimistic and emotional approach. This can, over time, bring others down and decrease overall engagement. Work with the individual to devise small steps that they can take to create a more enjoyable work environment for themselves and others. These might include simple solutions such as providing recognition and credit where due, celebrating team successes, and providing opportunities for team members to get to know one another. Determining the shared values of the team will likely be key to better understand how to build team engagement through shared values. For example, if the team is high Hedonism, initiating fun activities, such as happy hour or going out to lunch might be an effective approach. Similarly, should you have a team or group high in Affiliation, providing opportunities to collaborate might be a first step.

It will also be important to work with the individual to determine how they can reframe their thinking and the way that they share their thoughts day to day in a more positive manner. We may see, especially for low Adjusted individuals, the tendency to divulge information in a complaining manner. Help the individual determine what is relevant and necessary to be shared and when it is appropriate to share. Are there complaints that should be kept to themselves versus shared with their team? Listen for pessimistic or overly dramatic statements in your conversation with them. What might they be saying that could be making a negative impact? Work with them to reframe the delivery of their message in a more positive and optimistic manner; this will likely increase engagement over time.

Finally, it will be important to identify how this individual comes across in terms of their level of energy and drive. Lower scores on the Engaging competency may be described as lacking in competitive energy and assertiveness; this may be especially true for those who also score low on.

Ambition and Sociability. Their low energy approach may lead others to question whether projects or issues are even important to the individual. If others do not see them seeking out challenging opportunities or voicing their own opinions, they may wonder if the person truly cares. They may also fail to provide challenging assignments to their team. Their nonchalant attitude may rub off, potentially leading others to become disengaged. Help the individual focus on identifying scenarios where they can take initiative; perhaps by confronting a challenging task or taking on a high visibility assignment. Also, help them to identify how they can engage others in these instances to aspire to more. How can they involve their team to make a greater impact?