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 Resilience competency within the Self-Management quadrant on the Hogan 360 relates to how well one maintains emotional maturity in stressful situations and whether they spend time reflecting on personal improvement opportunities. People scoring high on this competency tend to be seen as calm and collected, even during times of stress and pressure. Lower scores on Resilience may appear more moody and struggle to effectively manage their emotions, particularly during times of stress. If you have HPI and HDS data for the individual, you might expect to see low Adjustment and high Excitable scores in line with these behavioral tendencies.

In terms of coaching those who score low on Resilience, there will be two key points to discuss. First, it will be important to increase the individual’s level of self-awareness around how they manage their emotions. Help them identify when they have a tendency to get emotional or appear moody. Have they received feedback around these tendencies in the past? Consider having the individual take some time each day to log instances in which their emotions may have gotten the best of them or have been overly apparent to others. Is there a certain person or situation that may cause them to become more emotional? Use this log to help them understand how they can better self-regulate their emotions to achieve the best outcomes. Perhaps there are implications for how they handle stressful situations. Brainstorm ways in which they can better manage their stress. Perhaps this is through exercise or taking time to talk through a problem with a trusted peer before responding to a situation.

Individuals scoring lower on Resilience may also be described as having little self-awareness around personal improvement opportunities, and spend little time reflecting on how to improve. This may be apparent if you ask the individual what constructive feedback they have heard from others before, and they have trouble identifying any opportunities for improvement. A key coaching tip for this individual would be to continuously seek feedback from others. Have the individual identify trusted colleagues from whom they can seek feedback to raise their self-awareness around potential development opportunities or blind spots. Encourage the individual to ask for feedback from such colleagues on a regular basis and spend time reflecting on areas for improvement. What can be learned from this feedback or how can the individual use this as a growth opportunity? As a leader, encourage this person to be transparent with their team regarding these areas and openly acknowledge their challenges. This will set an example for others on their team to do the same.

Another coaching tip for this individual revolves around opportunities to learn from their past mistakes. Given their lower Resilience score, they may have the tendency to get moody or disappointed if something goes wrong, especially if they are also high on Excitable and low on Adjustment. Help them understand that when things go wrong or not as planned, there is something to be learned from the situations. Have the person spend time reflecting on recent mistakes they have made or times when a situation did not go as planned, and determine what can be done differently next time. Have them write out action steps they could take to improve results the next time they face this situation. By capitalising on these opportunities to learn, an individual can avoid making similar mistakes and strengthen their ability to handle similar situations in the future.