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

As a competency within the Self-Management quadrant on the Hogan 360, how an individual scores on Integrity helps us to better understand whether or not they are described as dependable, mindful of their decisions, and considerate of others. As a result, those scoring high are typically seen as role models for an organisation’s values in relation to how they treat their employees and others with respect and equity. Individuals who score low on this competency are likely described as distrustful, may not stand up for others when they need support, and may not admit to their mistakes.

The first area that the coach will need to focus on is helping the individual establish trust with their employees. By not communicating in an open, honest and straightforward manner, others may feel that they are keeping information from them. As a result, others tend to not trust this type of behaviour and often feel as if they don’t have support from them. One coaching tip to help the individual to start communicating open and honestly is working with them on their daily communications. First, have them list out what they need to communicate and determine what’s missing. They will initially need to focus on providing more detailed and thorough communications to their employees. When reviewing their communications, determine what the missing link is or ways in which they are omitting information. Is it a time issue where they only briefly touch on an answer to a question or is there another reason why they may have withheld additional details? Did they fear that there was going to be a negative outcome is they were to share? If you have HPI and HDS data as well, reviewing their scores might be another way to see connections as to why they might not be communicating effectively. For example, those with lower scores on Integrity tend to have elevations on the Moving Against cluster and Excitable scale. If any of these are at risk for the individual, this could be an area to explore further to discuss why they communicate the way they do especially under stress and how this can be negatively affecting their reputation.

Another area to explore with a lower Integrity individual is helping them work through making realistic promises and keeping them. Often times these individuals have the best intentions regarding what they promise but may fail to meet deadlines or deliver what they initially promised. Over time, this may be viewed as lacking integrity (i.e. not doing what you say you will do). One tip could be to have them tally their current promises or tasks they agreed to and determine when are/were they promised to be delivered? Were they clear on what was promised and was there a deadline assigned? Building upon the first coaching topic (i.e. communication), the coach will need to help the individual sort out empty promises they may have made mistakenly and determine which promises they made that they realistically don’t intend to deliver. Then, work with them to determine a communication strategy that outlines how they are going to approach the current promises. For future requests, help them determine a strategy around how they are going to respond when a request arises. One strategy might be that before they respond to the individual’s need, they pause and think about what they should communicate, provide a deadline if the request is realistic and determine if they can or can’t do it. Lastly, it might be helpful to determine what barriers are getting in the way of them promising more than they can deliver? Is it time, capacity, irritation with others, or is it just that they have the need to please others?