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 third competency listed under the last quadrant, Working on the Business, is Strategy. This competency concerns setting long term goals and objectives and sharing those with their team and organisation. Those scoring higher on this competency tend to do very well at setting high expectations around goals for performance and performance improvement. They tend to be seen as open to looking longer term and promoting their vision for success to others. Lower scorers tend to be less focused on setting longer term goals, are more independent and socially cautious when it comes to communicating their goals. Given they likely don’t set or establish stretch goals, they may have trouble aligning their goals with the longer term strategies of the company. As such, others may be unclear if they have a long term vision and/or how it may or may not tie back to organisational goals.

The first area to focus on when coaching individuals who score lower on Strategy is goal setting and communication. It will also be important to create goals that directly link to the team’s vision. These goals will need to be clear and precise so that others know how it directly affects the overall organisational goals and vision. To do so, the coach will need to work with the individual to devise a plan as to how they want to accomplish establishing goals and objectives that link back to the overall organisational vision. One way to do this is to have the individual schedule a team meeting to discuss what they think is the team’s vision and come up with goals and objectives that directly align with that vision. First, have the individual set aside some time to think about where they want their area of business to be in the next 3 to 5 years. Suggest that they have their employees do the same exercise but have them also think about their own personal goals and how their contributions affect overall team goals. During their team meeting, have everyone share their insights from this activity. What are the common themes? What makes the most sense and which ones tie back to the team’s vision. Have them work as a team to establish firm goals and objectives that align to the team’s vision. Do these align with the organisation’s vision? Once this has been established, have the lower scorer set individual meetings with each team member to go over their individual goals to determine the relevance of their efforts towards the team vision. Does the team member feel they are clear and actionable? Do they consist of “home runs” as well as “stretch” goals? Ensure they contain both to push their employees to a higher standard. The development opportunity for the lower scorer on the Strategy competency is they tend to focus on the day-to-day activities and when managing others, sometimes the longer term goals get lost. Therefore, it will be important to work with each employee on those stretch goals to ensure they are working towards the longer-term vision.

The second area to focus on with the lower scorer is communication of the long term vision and how it ties back into organisational goals. This can be done within the lower scorer’s team, as well as across functions. First, you will need to work with the lower scorer to determine which functions would benefit from understanding more about their team’s agenda. Then determine what was or is holding them back from communicating to others their vision and strategy. Is it because they prefer to work more autonomously or they don’t feel they have enough bandwidth to reach out to others? If so, work with them to identify someone they know who frequently works with the other departments or someone who they feel would be a great champion to support and communicate their vision to others. Then work with the lower scorer on how to approach this person and explain the opportunity in a clear and concise manner so it doesn’t appear that they are assigning a task or more work to this person. Another way to approach communicating the lower score’s team vision could be to develop new relationships with those who are successful in the organisation. This of course would work best with an individual who is comfortable with social interaction. Have them reach out to others via networking or explore other opportunities to engage. When doing so and when appropriate, see if there are areas that the lower scorer could collaborate. This could help other departments see how the lower scorer’s vision fits into the overall vision of the organisation. When building new relationships, have the lower scorer ask for feedback on what others think are the critical success factors of the lower scorer’s business unit. From these discussions, the lower scorer can see how others view their business model which could help to improve or build out new goals and objectives that are more tightly connected to the organisation.