When leaders fail to recognise their strengths, limitations, and values, their performance cannot meet its full potential. Their productivity and teams may suffer. Yet awareness alone is not enough. Self-awareness becomes strategic when knowledge empowers action. This means leaders must understand how those characteristics affect their reputation in context and what behaviours they can change to become more effective. At Hogan, we know that strategic self-awareness is a key driver of successful leadership performance.

To explore the impact of strategic self-awareness in talent development and leadership development, we consulted Jackie Sahm, MS, vice president of integrated solutions at Hogan. “Strategic self-awareness means determining what a personality characteristic can do for you in the context of your endeavours, not just understanding the absolute value of that characteristic,” Sahm said.

In this article, we will define strategic self-awareness, demonstrate why strategic self-awareness matters to organisations, and describe strategic self-awareness in practice.

What Is Strategic Self-Awareness?

Strategic self-awareness is the degree to which you understand your strengths and limitations and how others see you in any competitive endeavour. This complex form of self-knowledge has three key components:

1. Understanding strengths and opportunities for change and growth
2. Understanding how strengths and challenges relate to those of others
3. Understanding the need to adapt behaviour to increase effectiveness

Strategic self-awareness is not focused on identity, which is how we view ourselves, but on reputation, which is how others perceive us. The distinction is important. In a competitive endeavour, the behaviours one may need to adapt depend on the viewpoints of others and the context.

For instance, a person with a flexible, unstructured approach to task focus tends to be tolerant of ambiguity but may also seem impulsive or disorganised. These personality characteristics might serve a user experience designer extremely well in the ideational early stages of a project. But when it is time to collaborate with front- and back-end developers, the UX designer will likely need to give greater attention to process and detail than they tend to do on an everyday basis.

Developing and applying strategic self-awareness is valuable for everyone but especially for leaders. Recognising how one’s own behaviour affects others lies at the core of effective leadership.

Why Does Strategic Self-Awareness Matter?

Hogan defines leadership as the ability to build and maintain a high-performing team. Strategic self-awareness is a critical competency for that.

But strategic self-awareness is challenging to achieve. Not only do our egos tend to deny that our reputations are imperfect, but we also often go to great lengths to conceal the truth about ourselves from ourselves. Most of us would prefer not to point out each other’s flaws either, making honest feedback difficult to obtain. This is especially true at higher levels of leadership, where a person’s rank may insulate them from hearing the truth. As well, human nature is so complex that self-awareness tends to evolve continually over time rather than occur in a single moment of mastery.

As if those obstacles weren’t tough enough, strategic self-awareness hinges on understanding how we seem to other people. Sahm describes it this way: “How is my behaviour affecting others in good and bad ways? That’s at the heart of where the team comes in. Understanding what I am doing and how it affects others—making small but meaningful adjustments can transform the way that the whole team operates.”

The Detrimental Effects of Its Absence

The lack of strategic self-awareness in a leader can have a detrimental effect on teams. Sahm pointed out that a leader who is intense and energetic on an everyday basis might respond to bad news with emotional volatility or volume when under stress. To avoid the leader’s yelling, the team learns to cover up mistakes. This wastes time and damages the team’s ability to focus on work. It also means the leader makes decisions without complete information. The trickle-down effects can be severe.

Leaders who operate without strategic self-awareness can pose serious risks to the organisation. Leaders who understand how they are inclined to behave under stress and learn to manage that behaviour can improve productivity metrics. What’s also important is knowing when to emphasise strategic strengths or operational strengths, or when to act or rely on the skills of others. Leader versatility accounts for more than half of the variability in leader effectiveness yet is seen in fewer than 10% of leaders.²

To build an environment where leaders and teams thrive, organisations need to provide support for people to develop strategic self-awareness. Let’s look at some ways to help.

Putting It Into Practice

Before anyone can modify their behaviour, they need to (1) understand their strengths and limitations, (2) understand how their strengths and challenges relate to those of others, and (3) understand what behaviours they might need to change to be more effective. Well-validated personality assessments offer a starting point.

Cultivating Strategic Self-Awareness

Personality has two major components: identity and reputation. Most of us are familiar with identity, which is the narrative we believe about ourselves. However, reputation is what determines most major career outcomes. This is why Hogan’s assessments focus on providing insights about reputation.

The Hogan personality assessments describe what we call the bright side, the dark side, and the inside of personality. The Hogan Personality Inventory (HPI) measures everyday strengths that help us succeed. The Hogan Development Survey (HDS) measures dark-side characteristics, also called derailers, which are strengths that may become overused during times of stress, pressure, or complacency. The Motives, Values, Preferences Inventory (MVPI) describes the inside—the unconscious values and biases that determine career motivations, preferred working environments, and decision-making styles.

“Hogan is unique in that it offers this deep, true, and candid assessment of the good, the bad, and the ugly,” Sahm said. High HDS scores can reveal potentially negative characteristics that might hold someone back from effective leadership. For example, a person who is typically confident and self-assured may become arrogant, hypercompetitive, or even combative under pressure.

“A lot of times, those good and bad things are indelibly linked,” Sahm continued. “Part of what makes you special is also part of what makes you hard to live with. One of the most difficult things about strategic self-awareness is holding those two truths at the same time.”

Sahm affirmed that this is not simple. Strategic self-awareness more closely resembles a lifelong endeavour than a box to check. And although it can take time, it is possible to not only gain strategic self-awareness, but also use it to change your behaviour (perhaps even shifting your reputation).

Using Strategic Self-Awareness to Set Development Goals

Support is key—a Hogan-certified coach is an invaluable resource for cultivating strategic self-awareness and applying it in development goals. With an objective perspective, a coach can demystify assessment results by helping leaders connect their Hogan insights to their unique professional contexts.

Coaches can also provide tactics to help leaders understand where to focus their development goals and establish expectations for the development process. Effective development often hinges on minor, everyday behavioural adjustments, such as remembering names to build empathy. The benefits of these efforts are cumulative positive change, such as increased trust and strengthened relationships.

Anyone whose development goals are based on strategic self-awareness should use open communication about their efforts to change. Sahm called out two effective strategies to aid development: accountability and feedback.

Accountability relies on articulating one’s need for change and an intention to adapt behaviours. Sahm demonstrated the message that accountability can send: “I acknowledge I’m an imperfect person. I have flaws. I recognise this flaw is hurting you, and I want to fix it. [Saying] this is a tremendously powerful tool in any goal setting.”

Beyond accountability, development founded on strategic self-awareness requires feedback. The development plan should identify how and when to seek feedback. This might be an annual 360-degree assessment, monthly coaching, or frequent, informal conversations with peers and subordinates. Just as a competitive athlete studies her performance to refine it, someone who sets development goals needs perspective on how their efforts are progressing. “Seeking feedback on a goal that you’ve set to improve is the only way to know if you’re moving the needle,” Sahm said.

Strategic self-awareness—understanding your strengths and limitations and how others see you in any competitive endeavour—is valuable in the workplace and in life. “Know thyself” has been sound advice for millennia for good reason.

Expert Contributor

Jackie Sahm, MS, is the vice president of integrated solutions at Hogan Assessments, where she oversees the innovation, design, delivery, and execution of Hogan’s next generation of interactive, technology-enabled assessment and development products. She has more than 15 years of experience working in the field of personality assessment, talent management, and leadership development.

Contact us for more information Get Certified

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While many of us would like to believe that we have high levels of self-awareness, unfortunately, it is not unusual for blind spots to exist between how we perceive our own behaviours and attributes and how others perceive them. These blind spots have the potential to impact us in many ways including on our reputation, relationships and performance at work. Developing self-awareness and understanding our blind spots is important to foster growth and development and the good news is that it is possible to enhance our behaviour, relationships and performance at work.

Types of self-awareness

When seeking to improve self-awareness it is important to understand the different types of self-awareness. Organisational Psychologist Tasha Eurich provides a useful distinction between two types of self-awareness, specifically how we see ourselves (internal self-awareness) and our understanding of how other people view us (external self-awareness). We can also think of this as our understanding of our identity (how we see ourselves) and our reputation (how other people view us).

Our reputation has a significant impact on our experiences at work as it impacts how others treat and respond to us in the workplace. This includes others’ willingness to hire, promote or fire us, assign us particular pieces of work or projects, how much they trust and confide in us, and how others approach their interactions with us. Having a high level of external self-awareness in relation to one’s reputation and how others perceive us, as well as what we are doing to create those perceptions, is important in identifying meaningful development opportunities.

When seeking to improve our levels of self-awareness to enhance our growth and development, it is important to focus on strategic self-awareness. Strategic self-awareness involves understanding one’s strengths and opportunities and how they compare to those of others. Strategic self-awareness provides insights to leverage one’s strengths and adapt one’s behaviour to improve performance and relationships at work and is the type of self-awareness that can be used to shape and direct one’s career.

Personality and self-awareness

Understanding the personality tendencies that are typically associated with having greater levels of self-awareness may provide some insight into how to foster greater levels of self-awareness. Hogan conducted some research involving matched personality and 360 data for approximately 2,500 individuals, comparing the individual’s self-ratings to how they were rated by others (manager, peers, and direct reports) across a range of leadership competencies. The results indicated that individuals who were more inclined to display the following day-to-day tendencies were more likely to have higher levels of self-awareness:

• being reflective
• introspective
• open to feedback
• frank
• critical
• practical and
• level-headed.

These findings suggest there is value in taking time to engage in self-reflection, as well as being willing to have frank conversations, adopt a pragmatic and critical lens of one’s behaviour and performance, and be open to feedback to help foster self-awareness.

Using feedback to cultivate strategic self-awareness

It is important to note that strategic self-awareness cannot be achieved solely through self-reflection or introspection, particularly if the intention is to identify potential blind spots. It requires obtaining feedback from others in relation to one’s behaviour and performance in order to develop a greater understanding of one’s strengths and development areas in comparison to others. A highly effective and efficient way to obtain this feedback is through using tools such as 360 evaluations where the individual can compare their self-ratings to those provided by others such as their manager, peers and direct reports. This enables them to obtain insight into areas where their perception of their performance and behaviour may differ from others, highlighting  potential blind spots. The anonymous nature of the ratings in 360s can also help to obtain feedback that may not otherwise be given if people were asked directly for feedback by the individual.

Additionally, 360s that include benchmarks can help foster strategic self-awareness by enabling the individual to understand how their performance and areas of strength and development compare to others. They can identify if they have unique strengths that they may leverage to further enhance their performance, as well as detecting areas that may be more of an opportunity for them to work on enhancing their relationships and effectiveness at work, relative to others.

Click here for more information on the Hogan 360

Cultivating strategic self-awareness in teams

Cultivating strategic self-awareness doesn’t just need to be at an individual level. Teams also benefit from building an understanding of their collective strengths and development opportunities, and how they compare to other teams. Similarly to individuals, teams can have blind spots that contribute to dysfunctional behaviours and affect the team in terms of performance or relationships. There are team assessments similar to 360s that enable the team to elicit feedback in relation to their performance from those within and external to the team, as well as comparing  to other teams to understand relative strengths and areas for development and enhance strategic self-awareness of the team.

Final thoughts

It is important to note that once strategic self-awareness has been acquired it doesn’t stop there. It is an important first step in understanding what strengths and opportunities exist, and identifies areas to focus on to continue to grow and develop. Once strategic self-awareness has been obtained, it takes continued motivation to improve, a clear plan for development, and the investment of time and effort to achieve improvements in relation to the individual or team’s reputation, relationships and performance at work.

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But what exactly is humour? Is it stand-up comedy at the local club? Is it enjoyed with a bowl of freshly popped popcorn while watching Saturday Night Live? How can humour even be used tastefully within the workplace? Can you use it to get stiff peaks in your meringues? All of these are excellent questions (especially the last one), and we hope to touch on some of them in this wonderfully written blog post.

What Is Humour?
Alas, we do not have any answers to how humour can be used to get stiff peaks in your meringues because meringue behavior is not easy to research from a psychology perspective. Luckily, human behavior is relatively easy to research; however, a definition of humour is sadly not as easy to understand as the jokes that come with it.³

One of the keys to understanding and defining humour is the distinction between humour and sense of humour. Humour is a behavior or communication style that is mutually amusing, whereas sense of humour has been defined as a quasi-personality characteristic or cognitive ability.² Another way of thinking about the differences is that humour is a behavior and sense of humour is a characteristic or trait.⁴

Types of Humour Styles
We will focus on the model that served as the foundation of the Humour Styles Questionnaire (HSQ),⁵ which was used in research at Hogan. This theory categorizes humor into four different humour styles:

• Affiliative humour – This is a positive humour style that is nonthreatening and nonhostile toward others.⁵ An individual who scores high on Affiliative humour tends to create relationships and reduce interpersonal tension by telling jokes, saying funny things, or just being witty.⁶
• Self-enhancing humour – This is a positive humour style that is nonthreatening and nonhostile toward oneself.⁵ Someone who uses this humour style might try to twist the situation to lighten the mood after something bad happens to them. Individuals who score higher on this humour style tend to maintain a humorous and positive outlook on life, even during challenging times.⁵
• Self-defeating humour – This is a negative humour style that is threatening and hostile toward the person using it.⁵ While this is a negative humour style, it can be used strategically to reduce the status and power distance between a leader and their followers.⁶
• Aggressive humor – This is a negative humour style that is threatening and hostile towards others.⁵ Individuals higher on this humour style tend to use humour without any regard for others’ feelings.⁷

You may have noticed there are some common denominators across these humour styles. All four humour styles can be categorized into a two-by-two matrix with one side of the matrix representing the direction of humour that is being used (self-directed versus other-directed) and the other side of the matrix representing the impact of the humour (positive versus negative).⁸

                   Other-Directed          Self-Directed
Positive           Affiliative               Self-Enhancing
Negative        Aggressive               Self-Defeating

Successful Humour is Relational and Situational
So, should an individual just stay away from using negative forms of humour? The answer to this question is the typical “it depends” answer. It really depends on the context and the relationship between the individuals. Within the leadership realm, specifically, both positive and negative humour have been found to be good (or bad) for a leader and follower, depending on the relationship between the two.⁸ If the two have built rapport and trust, then either positive or negative forms of humour can be successful.⁹ But if the relationship between the two individuals is not healthy and trustful, then both positive and negative forms of humour will likely fail and quite possibly do more harm than good.

Humour is subjective. An individual using humour may intend to use it for one purpose, but the result of the humour may not go as planned. An individual may use a positive form of humour with the intent to build a relationship with a new coworker, but if the new coworker is not receptive to the humour, then the humour has failed.

The key to successful humour is how the humour is received, not the intent. It’s very similar to how we view personality. We focus on how others are likely to see you in the workplace (your reputation) rather than how you see yourself (your identity). Using a humor style in certain situations could result in a negative impact on your reputation in the workplace, regardless of how you see yourself.

For example, using self-enhancing humour could lead to people viewing you as overconfident. Or maybe you use an aggressive type of humour without a strong relationship with an individual and they start to see you as being inappropriate and unprofessional in the workplace. Years of research has determined that reputation matters more than identity when it comes to workplace outcomes. What this means is that someone can think they are using humour to their benefit, but others may not perceive it positively — and that’s what really matters.

Context is the other key factor for using humour well at work. If you’re a stand-up comedian in a bar, then you will likely be in an environment where some risky types of humour could be used, but if you’re a judge in a courtroom, you may want to steer clear of some types of humour.

The use of humour can be a fine line to walk, especially with humour’s subjectivity and strong potential for causing offense (especially when dabbling in negative humor types). Being aware of your context and environment is key for the successful use of humour. In addition to the context of the environment, being aware of which humour style you are using is important. Having that awareness can prevent you from unintentionally using a form of humour that may not be appropriate in your current context.

The Role of Personality in Humour Style
At PBC, we know that behaviors and personality characteristics are related. An individual’s personality will be a driver for their behavior, but through strategic self-awareness, feedback, and targeted development, people can modify their behavior. Strategic self-awareness has three components:

• Understanding our own strengths and opportunities for change and growth
• Understanding how our strengths and challenges relate to those of others
• Understanding how to adapt our behavior to increase our effectiveness

To use humour effectively in the workplace, individuals must have some degree of strategic self-awareness. They should understand their own humour style, when that humour style is effective, and when they need to flex away from their natural humour style to be successful. Individuals who do that are more likely to garner a reputation of being influential and gregarious in the organization, which can help them ultimately become more successful.

The Hogan Personality Inventory (HPI), Hogan Development Survey (HDS), and Motives, Values, Preferences Inventory (MVPI) are excellent resources that can assist with becoming more strategically self-aware of your own personality. If you are interested in learning how these assessments relate to humor style (or just have some free time on your calendar), register for Hogan’s upcoming webinar.

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Scenarios like this are common in the world of sports. What causes the star player to pass instead of shoot? It’s likely personality, a little-considered factor impacting the performance of athletes, teams, and coaches. Determining the cause of a decision such as the one made by this star player requires the consideration of individual differences and how they impact team dynamics and overall performance.

The Hogan Assessment Systems suite of personality assessments enables coaches and athletes to strategically identify developmental opportunities beyond physical training. The Hogan Personality Inventory (HPI) offers insights to how everyday personality characteristics impact performance, the Hogan Development Survey (HDS) provides a look at extreme personality displays with the potential to hinder performance, and the Motives, Values, Preferences Inventory (MVPI) describes performance drivers.

Personality, Self-awareness, and Development

The use of personality tests to identify and drive talent development initiatives is prevalent across industries. In the sports and recreation industry, personality tests are gaining momentum. In turn, consultants versed in Hogan’s assessments are successfully advancing individual and team performance.

Understanding the personalities of athletes and coaches provides insight for people to overcome tendencies for undesirable behavior that can hinder individual and team performance. Personality tests can help athletes and coaches gain self-awareness to adjust their behavior and improve performance. Hogan’s core assessments provide unique insights that establish a baseline for these developmental opportunities.

Hogan researchers collaborated with Srdjan Vukcevic, CEO and executive coach of Blue Coach, to explore personality in a sports context. Vukcevic and his team apply personality-based initiatives for athlete and coach development. Conducted in collaboration with the Montenegrin Olympic Committee, their research on sports performance and observations of team success (or lack thereof) shows clear evidence of the influential role of personality in individual performance and social team interactions.

Personality of Athletes

Blue Coach works with national and professional teams in European countries with smaller populations. The size of these populations limits the number of players available to build high-functioning teams. According to famed Montenegrin water polo coach Petar Porobic, “When you don’t have a large pool of players, you need to work with them.” In other words, small player pools require strategic methods to develop available athletes. This created an opportunity for Blue Coach to promote growth based on self-awareness of personality characteristics that are important for, or detrimental to, athletic success. Vukcevic emphasises that the personality of players does not change, but identifying characteristics relevant to success in a specific sport or position can help drive personnel initiatives.

Each player brings a unique personality to the team, and certain personality profiles can be more successful in one position over another. For example, Blue Coach consultants recognised the best handball wings on a premier women’s handball team scored high on the HDS Excitable scale.¹ “These girls are on fire,” Vukcevic explains, referencing a song by singer Alicia Keys. “They are quick and in an instant can steal the ball, take off, and score.” This intensity results from high HDS Excitable scores and improves performance in the position. In contrast, these same tendencies would be detrimental to a more central member of the team. “These high scores would be dangerous for the main player; she needs to have a clear head.”

Blue Coach and its team of consultants also link personality to practice behavior and game performance. They found, in general, the best athletes tend to score higher on the HPI Prudence and HDS Diligent² scales, making them more likely to be self-motivated and focused during practice. Athletes who score lower on these scales tend to require constant reminders to practice and complete drills, especially when the coach is not present to keep them accountable.

Although some characteristics can improve performance, others can cause athletes to become less effective. For example, Blue Coach suspects lower scores on MVPI Power³ represent a lack of competitiveness (e.g., a player avoiding the game-winning shot when they are the most capable). Similarly, higher HPI Sociability⁴ and MVPI Hedonism⁵ can “destroy the potential” of an individual team member. Athletes with higher scores on these scales are less likely to respond to feedback and are more likely to engage in behaviors that negatively impact performance, such as going out for drinks the night before an important match. To highlight this interpretation, Vladan Gojkovic, the national water polo coach for Montenegro, describes a situation he witnessed during his work with a team: “The team was traveling for a very important game, and the players asked if they could go to a soccer match the night before that was more than 200 kilometers away. This is the type of behavior that impacts their performance as a team.”

Often, Vukcevic recommends interpreting HPI scales at the subscale level. He finds that focusing on portions of the HPI Ambition scale,⁶ such as Competitive, provides critical insight to an athlete’s competitive nature. In contrast, the No Social Anxiety subscale is less relevant because it focuses on an individual’s social self-confidence. This subscale may be important for identifying an athlete who excels during postgame interviews, but it is less important when focusing on game performance. He further highlights an atypical relationship between the Accomplishment subscale and performance outcomes: “Lower [HPI] Ambition scores (especially lower Accomplishment [subscale] scores) may translate to a view of low achievement and that you [the athlete or coach] can always achieve more, always more.” He believes that great athletes and successful coaches never accept that they have achieved ultimate success and therefore are always working to get better. As Dragan Adzic, a two-time consecutive World Handball Coach of the Year declares, “Respect what you have already achieved, and do your best to achieve even more.”

Personality of Coaches

A team responds to the personnel decisions made by their coach. Blue Coach consultants work with sports coaches to develop effective inter- and intrapersonal strategies. Similar to the leadership development initiatives used in business environments, Blue Coach helps coaches become more aware of how others perceive them. With this information, coaches see a clear path to develop both personally and professionally. Dragan Adzic describes his experience working one-on-one with Vukcevic: “With him, I have learned the real and scientific value of incorporating personality in my coaching. … Knowing all of my derailers and information I’ve got from [the] results has changed my perception of myself and of how other people see me. Since that time, I have been working on myself with the help of [the] Hogan assessments and I think that people with whom I work and live have noticed progress. I can surely control myself better and know myself better after the assessment.”

Blue Coach continues to work with Dragan to address potential inhibitors in his coaching ability. Although his team was successful, Dragan feels the HDS helped him identify specific development opportunities that were not easily pinpointed. He shares: “I had a strong tendency for burning my stress inside — the inner churn. My calmness was there but always with the cost. That cost was my inner battle and highly reserved [HDS Reserved⁷] behavior under stress. Because of that I usually responded to situations that required communication with silence. I knew that I need[ed] to communicate, but because of my personality, I have been postponing these conversations with players until we all come into an emotionally boiling situation. I saw that as my weakness and worked on it regularly by scheduling conversations with players from week to week.”

Through behavioral observations and one-on-one consulting, Blue Coach provides guidance around the Hogan assessments and gains insight to what makes an effective coach. Consultants find that an effective coach is not a people pleaser. Instead, the best coaches are those who score high on HPI Prudence and HDS Diligent.⁸ These coaches tend to micromanage (which can be frustrating for some), but their level of preparation makes them successful. These coaches are the individuals who “get on the bus after a win and immediately start analysing the next opponent.” What separates Dragan Adzic, Vladan Gojkovic, and Petar Porobic from the rest is their attention to detail and degree of focus. This is what can distinguish a good coach from a great coach.

In addition, Vukcevic provides player insights that help coaches understand the individual differences that drive their behavior. He says: “Hogan gives the coach information on how to see the underlying aspects of performance for individual players that he [the coach] couldn’t see. Although he was aware of them for a long time, the core assessments allowed him to see these outcomes in Hogan language.” Through a deeper understanding of the personalities of the players, Vukcevic helps coaches take these insights and derive actionable development strategies for players.

Team Dynamics

At the team level, Blue Coach works extensively to curb negative outcomes driven by poor interpersonal relations. Negative feedback is common and accepted in the world of sports. It is exhibited through constructive coaching and general communication between players during practices and games. However, when this spills outside of the sport, it can have consequences that impact team performance. Vukcevic describes a specific example where interpersonal issues affected team performance: “Game performance is perfect. The issue is the interpersonal interactions between the players. Physical performance feedback is already there and accepted. However, there are small clans within the team that are usually against each other. Sometimes this produces a little bit of conflict and competitiveness, and instead of being positive, it hits at a personal level.”

This type of behavior is what impacts the “flow” of the team. Flow is a concept developed

by famous psychologist Mihaly Csikszentmihalyi that describes a process of optimal performance, where players are 100% in the moment and playing at a high level. Vukcevic believes that interpersonal conflicts can disrupt this flow and impact the performance of the team. Specifically, he interprets scores on Hogan scales such as HPI Interpersonal Sensitivity, HDS Reserved, and HDS Leisurely⁹ to help coaches strategically address conflict. He states that “When passive-aggressive behavior turns into ‘I’m not giving you the ball in the game,’ then the team is going to have problems.” This has led to coaching initiatives that promote regular meetings with players and cohesive team development.

Conclusion

Hogan’s suite of assessments promotes self-awareness for the development of managers, leaders, and employees in traditional work spaces. Similar initiatives are gaining traction in alternative areas, including the sports and recreation industry. Collaborations with consulting groups, such as Blue Coach, show how personality relates to competitiveness, achievement orientation, focus, and team relations in a sports context. These findings suggest that consultants interested in sports may find opportunities to work with sports teams, helping members become aware of their personalities and understand how personality impacts overall performance.

To learn more about how PBC and the Hogan assessments can help your organization develop through understanding personality, please Contact us

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