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T H E S C I E N C E O F P E R S O N A L I T Y Strategies to help teams achieve their full potential TEAM DISCOVERY FACILITATOR GUIDE VERSION 1.0

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Page 1: TEAM DISCOVERY FACILITATOR GUIDE - Webnodefiles.ricardotalent.webnode.com/200000005-9d9e29e987/Hogan Team... · TEAM DISCOVERY FACILITATOR GUIDE. VERSION 1.0. 2. TEAM DISCOVERY FACILITATOR

T H E S C I E N C E O F P E R S O N A L I T Y

Strategies to help teams achieve their full potential

TE AM D ISCOVERY FAC IL I TATOR GUIDEV E R S I O N 1 . 0

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OBJECTIVE

The Hogan Team Discovery training is designed to help teams better understand their Hogan Team Report results by making them aware of their team’s composition, derailers, and culture. Hogan data is used to help teams understand how to enhance their performance.

The Hogan Team Discovery Facilitator Guide provides a generic workshop structure; however, the facilitator should adapt the process to fit the unique team, business challenge, and organizational context.

The training incorporates a Hogan Team Discovery game board exercise kit to organize the learning process.

OVERVIEW

Day 1: Hogan Team Discovery training

Introduction and objectives 20 minutes

Differentiating groups from teams 50 minutes

Identifying individual and team goals 90 minutes

Identifying and discussing team roles 100 minutes

Identifying and discussing team derailers 95 minutes

Identifying and discussing team values 90 minutes

Team decisions and development planning 35 minutes

Day 2: Hogan Team Discovery training

Value of strategic self-awareness 15 minutes

Individual profiles and leadership personality summary 75 minutes

Discovery speed teaming exercise 50 - 110 minutes

Individual discoveries and personal action statements 40 minutes

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PRE-WORKSHOP CHECKLIST

· To maximize the gaming experience, team members should complete the Hogan Personality Inventory, Hogan Development Survey, and Motives, Values, Preferences Inventory. In addition, it is ideal for team members to receive individualized feedback on their Hogan scores prior to attending a facilitated team session.

· The facilitator should print one copy of the Team Snapshot for each team member in attendance.

· The facilitator should print one copy of the team’s Team Derailer results on adhesive paper at 140 percent enlargement.

· The facilitator should print one copy of the team’s Team Values results on adhesive paper at 150 percent enlargement.

REQUIRED MATERIALS

Hogan Team Report(s)

Hogan Team Report User Manual

Hogan Team Discovery game board exercise kit

Hogan Team Discovery PowerPoint deck

Worksheets and handouts

Markers, pens, paper, and flipcharts (optional)

APPENDIX ITEMS

Appendix A: Team building: Big picture process flow

Appendix B: Hogan Team Discovery game board

Appendix C: Hogan assessment scales

Appendix D: Leadership personality summary

Appendix E: Individual discoveries

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DAY 1: HOGAN TEAM DISCOVERY TRAINING

Introduction and objectives, 20 minutes

FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDES

Note: Please delete Slide 1 prior to the workshop.

Slide 1

§  Slide 3 Objectives §  Slide 4 Introductions §  Slide 5 What is a team? §  Slides 10, 11 Critical success factors §  Slides 14, 16 Team roles data; What role do you play? §  Slides 19, 21 Team derailers data; How do we derail? §  Slides 24, 26 Team values data; What do we value?

FACILITATOR NOTE

Please customize the following slides for your group:

Untimed

Slide 2

©2012  Hogan  Assessment  Systems  

Review the goals and objectives agreed upon prior to the workshop. Typical elements might include:

1. To become a more integrated team

2. To increase team performance and business results

3. To avoid potential team derailment

Say: The overall objective of Hogan Team Discovery is to make your team more effective. We will evaluate your team’s strengths, motivational drivers, and development opportunities.

5 minutes

Slide 3

§  Understand Hogan Team Report data

§  Evaluate team’s alignment with critical success factors

§  Identify team roles, derailers, and values

§  Team development objectives and action planning

WHAT ARE YOUR GOALS?

What does your team aim to accomplish here?

Slide 3 requires customization.

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Attendees will introduce themselves by answering two questions:

1. What am I here to do?

2. What does success look like for my team?

15 minutes

Slide 4

§  What am I here to do?

§  What does success look like for my team?

INTRODUCE YOURSELF

Slide 4 requires customization.

Differentiating groups from teams, 50 minutes

FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDES

Distribute one copy of the Team Snapshot to each team member in attendance.

Note: When reviewing team characteristics, note those that illustrate a particular Hogan scale.

Ask: What is a team?

1. Three or more people

2. Interdependent

3. Shares a common goal

4. Shares common leadership

5. Shares success and failure

What other phrases or descriptions would you add?

Say: The Team Report generates a Team Snapshot, or outline of the team as it may appear at its best and worst, based upon an analysis of common styles, derailers, and values in the team. When team members share particular characteristics it may enhance team performance, but it could also pose some risk depending on the environment in which the team operates.

Ask: Please look over your Team Snapshot. What sounds familiar? What team behaviors are relevant as to why you might be here today?

20 minutes

Slide 5

WHAT IS A TEAM?

BEST §  Resilient and calm §  Confident and dynamic §  Diplomatic and friendly §  Organized and efficient §  Curious, big-picture approach §  Up-to-date with industry developments §  Fun and informal culture §  Values informality and innovation §  Analytical approach to decisions

WORST §  No sense of urgency §  Too competitive §  Talk over each other §  Avoid conflict §  Rigid and lack flexibility §  Favor strategy over application §  Overly dramatic or expressive §  Ignore boring or routine tasks §  Too casual and informal

Slide 5 has two animations on click.

Slide 5 requires customization.

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FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDES

Note: It may be helpful to use a flipchart to record participant examples.

Tip: Teams may realize they are more of a group than a team based on their reliance on each other.

Say: Next, let’s look at a useful distinction regarding how individuals work with one another. Consider whether the collection of individuals around you is a group or a team.

To help you decide, let’s look at two areas:

1. Are the activities or tasks you complete simple or complex?

2. Do the activities or tasks require low or high reliance on others?

Ask: Let’s begin at the top left corner with complex tasks, low reliance on others. What are some examples? Consider a dental assistant. She’s highly trained, and although she may work with others she can perform her work with very little reliance on others.

Next, can you provide any examples of high complexity, high reliance on others? Consider a mergers and acquisitions team. They depend on the opinions and experience of each member of the team to ensure they create shareholder value above that of the two companies being merged.

Moving on, do you have any examples of low complexity, high reliance on others? Ironworkers complete most of their tasks in crews and highly rely on each other.

Last, can you provide any examples of low complexity and low reliance on others? Call center workers may work in a group, but they accomplish their tasks with little reliance on others.

20 minutes

Slide 6

Slide 6 has seven animations on click.

GROUP OR TEAM?

Low reliance on others Complex tasks

Simple tasks High reliance on others

Simple tasks

Complex tasks

Low reliance on others

High reliance on others

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FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDES

Tip: From evolution, it was the effectiveness of the group, not of the individual, that was key to the survival of the human species. Groups that perfected cooperation outperformed and out-competed those who failed to work together. Teamwork was a competitive advantage for Homo sapiens.

5 minutes

Slide 7

§  At least 48% of organizations use teams to accomplish objectives §  Few objectives are accomplished based solely on individual work

§  More than half of individuals spend at least 30% for their day in a team setting

§  Evidence suggests teams are effective about half of the time

§  Personality is significantly related to team performance and viability

RESEARCH FINDINGS

Can teams provide businesses with a competitive advantage?

Tip: The right mix of personalities is critical to team harmony, productivity, and stability. High-performing teams have a balance of people in the psychological roles, an absence of dysfunctional personalities, and shared values to anchor the team.

Say: We know personality affects team performance. Hogan’s research focuses on three dimensions measured in the Hogan Team Report:

1. The Hogan Personality Inventory shows how an individual will approach his or her role within the team.

2. The Hogan Development Survey shows how an individual will interact with the rest of the team.

3. The Motives, Values, Preferences Inventory shows how an individual’s values will align with the rest of the team.

5 minutes

Slide 8

Team roles Hogan Personality Inventory

PERSONALITY & TEAMWORK

The right mix of personalities is critical to a team’s overall success

Team derailers Hogan Development Survey

Team values Motives, Values, Preferences Inventory

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Identifying individual and team goals, 90 minutes

FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDES

Note: Use Appendix B to provide an overview of the Hogan Team Discovery game board.

Say: The Hogan Team Discovery game board will help you better understand your Team Report results.

We will begin at the Start position on the game board. You’ll see the two questions we answered in the introduction. Now, let’s dig deeper.

5 minutes

Slide 9

Note: Team members will create specific, tangible performance objectives and goals against which the day’s assessment data will be evaluated.

Tip: Sticky notes may be used to post recordings on a flipchart, tabletop, or wall near each team.

Say: A critical success factor is a condition or characteristic that has a direct and serious impact on the effectiveness, efficiency, and viability of an organization, program, or project.

Many factors determine an organization’s success, but CSFs define what must be achieved. The success of your company depends upon you and your teammates accomplishing your CSFs.

10 minutes

Slide 10

§  A CSF is a performance objective that, if accomplished, will contribute to the organization’s overall success

§  Individual team members typically have two or three CSFs to annually accomplish

§  CSFs facilitate self-awareness, provide focus, and encourage team dialogue

SUCCESS FACTOR

How individual objectives contribute to organizational goals

CRITICAL

Slide 10 requires customization.

Tip: A good CSF begins with an action verb and clearly and concisely conveys what is important and what should be done. 75 minutes

Slide 11

§  Write three CSFs, listing one objective per sticky note §  Place the notes on the game board, under your team or business unit’s header §  Write a fourth note summarizing the greatest challenge you expect to face in accomplishing your CSFs §  Place the note under the game board’s challenge header

§  Prepare to discuss your CSFs and explain how they contribute to organizational goals

HOW TO WRITE A CSF

Keep it clear, concise, and action-oriented

Slide 11 has two animations on click.

Slide 11 requires customization.

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Identifying and discussing team roles, 100 minutes

FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDESNote: Hogan Team Role scores are generated from the HPI.

Note: The Results role typically emerges when an individual scores greater than or equal to the 65th percentile on the Ambition scale.

Note: The Relationships role typically emerges when an individual scores greater than or equal to the 50th percentile on the Sociability and Interpersonal Sensitivity scales.

Say: Although team members may be defined by their functional role, or job description, there are a number of informal, or psychological roles, that need to be filled for a team to be successful.

The Hogan Team Report integrates results into five central roles: Results, Relationships, Process, Innovation, and Pragmatism.

Say: Results-oriented team members organize work, clarify roles, coordinate effort, and provide direction for others. They are comfortable taking charge and are active in the attainment of results.

Ask: Let’s talk about some of the Results behavior you’ve seen in your team. Do you have any team members who fill that role?

Say: The Relationships role is characterized by people who are concerned with how team members feel and how well they get along. They are often upbeat, attuned to people’s feelings, and good at building cohesion and positive relationships.

Ask: Who in your team is focused on Relationships?

50 minutes

Slide 12

RESULTS .

RELATIONSHIPS .

PROCESS .

INNOVATION .

PRAGMATISM .

Directs the team, assigns tasks, and evaluates outcomes

TEAM ROLES

Focuses on achieving harmony and cooperation within the team

Concerned with structure, tasks, and implementation

Sets strategy and focuses on change, vision, and ideas

Enforces schedules and deadlines, keeps team grounded and practical

Slide 12 has five animations on click.

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FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDESNote: The Process role typically emerges when an individual scores greater than or equal to the 65th percentile on the Prudent scale.

Note: The Innovative role typically emerges when an individual scores greater than or equal to the 65th percentile on the Inquisitive scale.

Note: The Pragmatism role typically emerges when an individual scores less than the 65th percentile on the Inquisitive and Interpersonal Sensitivity scales.

Say: Process people are concerned with implementation, the details of execution, and the use of process and systems to complete tasks. Process-oriented individuals are reliable, organized, and conscientious about following procedures.

Ask: Who is a Process person in your team?

Say: The Innovative role is filled by individuals who anticipate problems and know when the team needs to adapt. They spot trends and patterns quickly, enjoy solving problems, and generate creative solutions.

Ask: Who is Innovative in your team?

Say: The Pragmatism role is filled by individuals who enforce schedules and keep teams grounded and practical. They promote direct, realistic approaches and are not easily swayed by the need to preserve harmony or innovation.

Ask: Who in your team is a Pragmatist?

Note: Participants will place stickers on the game board to mark where they think team roles may be spread.

Tip: Percentages do not need to add to 100.

Say: As a team, discuss how you expect the roles to be spread across your team.

After reaching a consensus, place a sticker in each of the team role percentage boxes to represent your guesses.

15 minutes

Slide 13

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FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDES

Note: The size of the circle is directly related to the percentage, so the larger the circle, the greater the number of team members fulfilling that role. If the percentage is below 20 percent, it is highlighted with a warning flag.

Tip: Individuals belong to a team role based on their HPI results. Individuals can belong to more than one role.

Say: Now, let’s take a look at your actual team results.

The bubble size in the Team Report chart and percentage score are driven by the proportion of team members that occupy a certain role. For example, if six out of seven team members score highly on the Inquisitive scale, the Innovation bubble will appear moderately large and be calculated at 6/7ths or 86 percent.

Now, let’s compare your predictions with your actual results.

15 minutes

Slide 14

YOUR TEAM ROLES

Slide 14 requires customization.

Say: After reviewing your team role predictions and results, we’re now at the Discoveries section of the game board.

Untimed

Slide 15

Note: Participants should answer the three questions on sticky notes, and place the notes in the middle of the game board.

20 minutes

Slide 16

WHAT ROLE DO YOU PLAY? §  How does our team role composition impact our performance objectives?

§  What type of team role coverage will help us achieve our CSFs? §  What adjustments do we need to make to align with our business objectives?

How team roles impact your organization’s ability to get things done

Slide 16 requires customization.

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Identifying and discussing team derailers, 95 minutes

FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDESNote: Derailers are derived from the HDS, which identifies characteristics that can derail individual performance.

Tip: Psychologically, derailing behaviors have useful antecedents; they help people manage stress and difficult situations.

Note: Distancing behaviors help individuals manage anxiety or pressure by maintaining distance from others.

Say: All teams have weaknesses that inhibit their ability to be effective. These derailers are assessed by the Hogan Development Survey.

Derailers risk undermining the team’s ability to move into high-performance mode. These dispositions emerge when individuals are not actively managing their public image. For example when they are excited, overburdened, or tired.

Derailers typically fall into three behavioral patterns: Distancing, Agitating, and Acquiescing.

Say: Distancing or moving away behaviors include moodiness, hypersensitivity to betrayal and threat, fear of making mistakes, withdrawal from others, and loss of enthusiasm for people or projects.

Ask: Can you provide an example of Distancing behaviors you’ve observed in your team?

50 minutes

Slide 17

DISTANCING

AGITATING

ACQUIESCING

SHARED DERAILERS

How individual weaknesses can inhibit team performance

Manipulating or controlling others

Building alliances with others

Pushing others away

Slide 17 has three animations on click.

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FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDESNote: Agitating behaviors are an offensive response to pressure. They help individuals manage situations by manipulating or controlling others.

Note: Acquiescing behaviors help individuals manage anxiety and stress by building alliances with others.

Say: Another set of derailing behavior involves Agitating or moving against behaviors. These behaviors include arrogance or excessive self-confidence, impulsive actions, drawing attention, seeking excitement, breaking rules, and limit testing.

Ask: What are some Agitating behaviors you’ve observed in your team?

Say: Last, let’s talk about Acquiescing or moving toward behaviors. Behaviors associated with people in this category include excessive attention to detail, perfectionism, and a reluctance to take unauthorized chances or deviate from the plan.

Ask: Have you observed any Acquiescing behaviors in your team?

Note: Participants will place stickers on the game board to predict their team’s derailers.

Say: Moving along the game board, your task is now to predict which derailers are likely present in your team. Don’t guess or offer opinions; instead, shape your predictions with specific, behavioral-based examples.

Place a sticker on the perimeter of the chart next to the derailers you think may be prominent in the team.

15 minutes

Slide 18

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FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDES

Note: An anchor is applied when half of the team members score in the 70th percentile or higher on a particular scale.

Tip: If the team has no anchors focus on its highest scores.

Say: The Team Report displays derailers by incorporating bubble icons in a circular, pie-shaped diagram. Purple bubbles appear to indicate your team’s emerging derailers.

Now, let’s compare your predictions with your results.

10 minutes

Slide 19

YOUR TEAM DERAILERS

Slide 19 requires customization.

Say: We’re back at the Discoveries section. Begin thinking about what derailers may mean to your team.

Untimed

Slide 20

Note: Participants should answer the three questions on sticky notes, and place the notes in the middle of the game board.

20 minutes

Slide 21

HOW DO YOU DERAIL? §  How do team derailers impact our performance objectives?

§  What derailing behaviors will hinder our ability to achieve our CSFs? §  What adjustments do we need to make to align with our business objectives?

Are derailers impacting your team’s ability to get work done?

Slide 21 requires customization.

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Identifying and discussing team values, 90 minutes

FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDES

Note: Team culture is derived from the MVPI, which identifies motives, values, and preferences.

Tip: If the team does not have any shared values, it may struggle to determine priorities. On the other hand, a team with too many shared values may have issues with groupthink.

Say: Team members have their own individual values that guide self-focus and priorities. These values are measured using the Motives, Values, Preferences Inventory.

Good teams are composed of individuals with a diversity of expertise and skills and some similarity of values. Since values form the basis for team norms, culture, and decision-making, shared values can advance team development. Where the team has shared values we see team anchors, which the team can use in case of disagreement.

The Hogan Team Report classifies values into four groups: Status, Social, Financial, and Decision.

Say: Status interests people who desire to stand out and are driven by achievement, progression, and position.

Ask: Can you provide an example of Status values you’ve observed in your team or company culture?

Say: Social interests people who focus on others and are driven by altruism and social behavioral norms.

Ask: What is an example of Social values you’ve observed around the office?

Say: Financial interests people who are concerned with prioritizing commercial issues, stability, and financial gain.

Ask: Can you provide an example of Financial interests you’ve seen in your team?

Say: People interested in Decisions are concerned with ideas, style, and presentation and using data or analysis to make decisions.

Ask: What is an example of Decision-making values you’ve observed in your team or company culture?

45 minutes

Slide 22

TEAM

STATUS SOCIAL FINANCIAL

DECISION .

.

Desire to stand out and be noticed, driven by achievement, progression, and position Recognition, Power, and Hedonism

VALUES

Focused on people, driven by altruism and social behavioral norms Altruism, Affiliation, and Tradition

Prioritizes commercial issues, stability, and financial gain Security and Commerce

Concerned with ideas, style, and presentation, uses data and analysis to make decisions Aesthetics and Science

Slide 22 has four animations on click.

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FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDES

Say: Now, place the MVPI cards on the table so each person can see them. Individually, choose the three cards you think best describes the team culture.

Share your choices with the team. Reach a consensus on the three most prominent team values and place those cards on the game board.

20 minutes

Slide 23

Note: If the team has no anchors, focus on its highest scores.

Say: Let’s look at your team’s shared values. The distance of the bubbles from the centerline of the grid conveys data about your team values. Orange bubbles emerge to indicate your team’s cultural anchors.

5 minutes

Slide 24

YOUR TEAM VALUES Slide 24 requires customization.

Say: We’re back at the Discoveries section. What do your team values say about your team?

Untimed

Slide 25

Note: Participants should answer the three questions on sticky notes, and place the notes in the middle of the game board.

20 minutes

Slide 26

WHAT DO YOU VALUE? §  What implications do our team values have on our performance objectives?

§  What team values need to be aligned to help us achieve our CSFs? §  What adjustments do we need to make to align with our business objectives?

How team values impact your organization’s ability to get things done

Slide 26 requires customization.

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Team decisions and development planning, 35 minutes

FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDES

Note: The participants should gather all of the sticky notes from the game board, and sort the notes into categories, noticing any overlap in themes or challenges.

30 minutes

Slide 27

§  As a team, read the discovery notes, and discuss any overlap you see in themes or challenges §  Prioritize three or five of the most important discoveries and plan for specific action §  Determine final alignment with organizational goals §  Agree on immediate follow-up actions, communication back to organization, and any

changes in approach or responsibilities

PLANNING FOR SUCCESS

Say: Taking a look at your top priorities, let’s determine your next steps by composing an action plan. 5 minutes

Slide 28

WHAT

WHO

WHEN

MOVING FORWARD

Ask : Do you have any questions or comments about the workshop?

Untimed

Slide 29

©2012  Hogan  Assessment  Systems  

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DAY 2: INSTRUCTIONAL DESIGN AND TOPIC OUTLINE

Value of strategic self-awareness, 15 minutes

FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDES

Note: Please delete Slide 30 prior to the workshop.

Slide 30

§  The next series of slides are for individual profile analysis and discussion

FACILITATOR NOTE

Untimed

Slide 31

Note: This portion of the workshop provides an opportunity for team members to discuss individual behavior, derailment, and values. It also sets the stage to build an individual action plan on which each team member will receive peer feedback.

Tip: Strategic self-awareness has two components:

1. Understanding one’s limitations and strengths

2. Understanding how one compares to other team members

Say: We’ve spent the bulk of our time focused on the team, but now we’re going to move on to the individual.

Our goal is to help you become more self-aware.

Leaders who seek, accept, and act on feedback are more successful than those who do not.

Leaders who lack self-awareness miss feedback messages, ignore feedback they do receive, are slow to change over time, and top-out or derail.

15 minutes

Slide 32

“When 75 members of the Stanford Graduate school of Business Advisory Council were asked to recommend the most important capability for leaders to develop, their answer was nearly unanimous: Self-awareness.” – Bill George

WHAT ABOUT THE INDIVIDUAL?

SELF-AWARE LEADERS §  Seek feedback in multiple forms §  Accept feedback §  Act on the feedback

§  Are successful

LEADERS WHO LACK SELF AWARENESS §  Miss feedback messages §  Ignore feedback §  Are slow to change §  Stall out or derail

Slide 32 has two animations on click.

©2012  Hogan  Assessment  Systems  

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Individual profiles and leadership personality summary, 75 minutes

FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDESTip: Regarding scores, please remember:

1. There is no such thing as a good or bad score.

2. There are positives and negatives associated with high and low scores.

3. High scores will work well in some contexts or some teams and not in others.

Note: Use Appendix C to explain the Hogan assessment scales.

Say: Let’s now focus on the Individual Profiles line graphs from the Team Report. Look at the plot lines and your scores on each of the Hogan scales, noting any key scales where you seem especially similar to or different from others on the team.

Ask: Do you see any obvious trends? 20 minutes

Slide 33

INDIVIDUAL PROFILES

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Note: Participants will need their HPI, HDS, and MVPI scores to answer the questions. Distribute the Appendix D worksheet.

Say: Here’s an example of a leadership summary statement completed by a senior executive. Notice how his summary statements use his Hogan data.

Now, answer the questions on your own.

30 minutes

Slide 35

LEADERSHIP SUMMARY

WHAT DO YOU VALUE? HOW WILL YOU WORK TO ACHIEVE WHAT YOU VALUE? WHAT CHARACTERISTICS WILL YOU HAVE TO OVERCOME?  

I prefer to lead in a rational business environment (Science) that I can influence (Power) where quality and creativity are valued (Aesthetics), and people work hard while finding time to enjoy themselves (Hedonism).

I pursue this environment through my passionate (Adjustment) competitiveness (Ambition) using an honest, forthright approach to deal with people (Interpersonal Sensitivity) and a willingness to take risks (Prudence) to avoid the trappings of the routine or mundane (Inquisitive / Learning Approach).

I will be challenged by my tendency to put distance between myself and others (Agitating), my limit-testing behavior (Mischievous), and my tendency to call attention to myself (Colorful), often through my ideation (Imaginative).

Slide 35 has three animations on click.

Say: The Team Report provides a detailed view of the similarity between you and each person in your team. The slider shows overall similarity to the rest of the group. In the Individual Perspectives graphic, bubbles closer to the center indicate increasing similarity. Bubbles that are farther away indicate increasing differences.

Ask: How do the similiarities and differences manifest themselves in the way you approach relationships, solve problems, conduct routine work, handle change, follow process, or generate new ideas? Take some time to write notes about what you see and how you observe these similarities and differences manifesting within your team.

20 minutes

Slide 36

TEAM SIMILARITY

FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDES

Say: A leadership personality summary provides a description of what you want out of work, what characteristics you possess that will help you create this environment, and the performance risks that could get in your way.

5 minutes

Slide 34

LEADERSHIP PERSONALITY SUMMARY

What you want out of work and what could get in your way

ENVIRONMENT What things do

you value?

ACHIEVEMENT How will you work to

achieve what you value?

CHALLENGES What characteristics will you have to overcome?

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Discovery speed teaming exercise, 50 - 110 minutes

FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDES

Note: The goal of this exercise is to encourage people to self-disclose and explore how they compare to others in their team. Some will follow the exercise closely and others will simply compare scores. Both methods are acceptable.

Tip: The exercise could take anywhere from 50 - 110 minutes, depending on the number of team members. If possible, allow the group to spread around the room.

Say: We will now engage in an exercise that resembles speed dating. You will sit down one-on-one with each of your teammates to discuss the following:

1. Summarize your leadership personality summaries and review the Individual Profiles and Individual Perspectives sections of your reports.

2. Discuss any similarities or differences that appear in team dynamics.

3. Explore how you can work together more effectively.

At the end of five minutes, please switch to a new partner and repeat the process until you have interacted with each member of your team.

50 - 110 minutes

Slide 37

§  Five-minute speed exploration of individual similarities and differences

§  Prepare for 10 minutes (Hogan scores, leadership summary, and dyad page)

§  Dialogue with each team member

Condense your leadership personality summaries and review your individual perspectives graphics  

In what ways are we similar and different? How does this impact team dynamics?

How can we work together more efficiently to benefit the team?  

SPEED TEAMING

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Individual discoveries and personal action statements, 40 minutes

FACILITATOR NOTES PRESENTATION SUGGESTIONS TIME SLIDES

Note: Distribute the Appendix E worksheet.

Say: After learning more about how you compare to others, let’s summarize what you’ve learned.

I am handing out a worksheet to use to develop an action plan to help you become more successful. When crafting your plan, think back to what you’ve learned today about your strengths and challenges.

First, let’s take a look at this example. This individual identified their high Power score as an opportunity for development in light of their team context. They also identified their strong Learning Approach as a strength that can be leveraged for success. Now, create your own action plan.

25 minutes

Slide 38

STRENGTH OR AREA FOR IMPROVEMENT

WHAT YOU LEARNED POSSIBLE IMPACT

High Learning Approach

I am eager to continue pursuing learning opportunities to stay current. I may need to focus more on doing in order to balance the learning so I don’t overwhelm my staff with over-analysis and problem solving.

If I can balance my analytical and problem solving powers with execution, and focus as much on people as the task, then I can keep my team focused, energized, and moving forward.

High Power Being driven and competitive will help me get results, but I need to be sure that I don’t overwhelm or intimidate others. I know I can be pretty intense, and this is just added confirmation.

I need to become more aware of when I cross the line from being leader-like to overpowering. I will have better success keeping my team motivated by being more collaborative instead of creating internal competition.

TEAM DISCOVERY

Note: Determine a closing appropriate to the team at hand. For example, consider the following:

1. Develop an in-depth action plan around one strength or area of improvement

2. Ask individuals to voluntarily share their findings with the group

3. Discuss what the group learned and what steps should be taken next

15 minutes

Slide 39

©2012  Hogan  Assessment  Systems  

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APPENDIX A: TEAM BUILDING: BIG PICTURE PROCESS FLOW

Option 1

Investigate team

Team members complete assessments

Team members receive reports and individualized feedback

Team materials created: Hogan Team Report and Hogan Team Discovery

PowerPoint deck

Consulting

Front-end work

Back-end work

Consulting

Pre-session

Session

Option 2

Investigate team

Team members complete assessments

Team materials created: Hogan Team Report and Hogan Team Discovery

PowerPoint deck

Discuss your assessment results using the Hogan Team Discovery game

board exercise kit

Discuss your assessment results using the Hogan Team Discovery game

board exercise kit

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APPENDIX B: HOGAN TEAM DISCOVERY GAME BOARD

The Hogan Team Discovery game board consists of the following areas:

START contains questions, which the consultant uses to clarify the shared goals of the team and identify important individual and team goals that will contribute to the organization’s success. This part of the process is central and time consuming. In some teams, it may be relevant to assign this section to a pre-workshop session.

DISCOVERIES are created from team members’ reflections and analysis during the process and published on sticky notes. The notes are divided into strengths to harness and challenges to mitigate.

TEAM ROLES describes the five roles often observed in high-performing teams, including: Results, Relationships, Process, Innovation, and Pragmatism. Typically, team members have two or more roles in which they put their emphasis. The team can score between zero and 100 percent on each team role, representing the percentage of the team fulfilling that specific role.

TEAM DERAILERS describes the derailers the majority of the team holds that can keep the team from reaching their business objectives. Derailers are grouped into three behavioral patterns: Distancing, Agitating, and Acquiescing.

TEAM CULTURE concerns the values, motivations, and preferences team members share. Team values are organized into four domains: Status, Social, Financial, and Decision.

INDIVIDUAL PROFILES provides an opportunity for individual team members to learn more about their behavior, derailers, values, and team fit. This section sets the stage to build an individual action plan where each team member will receive peer feedback.

FINE-TUNING OF TEAM DISCOVERIES is used to wrap up the discovery process. The findings are sorted into themes, with the most significant themes forming the foundation of decisions, strategies, personal action plans, and performance objectives.

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APPENDIX C: HOGAN ASSESSMENT SCALES

Hogan Personality Inventory

Adjustment Composure, optimism, and stable moods

Ambition Taking initiative, being competitive, and seeking leadership roles

Sociability Seeming talkative, socially bold, and entertaining

Interpersonal Sensitivity

Being agreeable, considerate, and skilled at maintaining relationships

Prudence Being conscientious, dependable, and rule-abiding

Inquisitive Being curious, imaginative, visionary, and easily bored

Learning Approach Enjoying formal education and staying up-to-date on business and technical matters

Hogan Development Survey

Excitable Overly enthusiastic about people and projects, then become disappointed with them

Skeptical Socially insightful, but cynical and overly sensitive to criticism

Cautious Overly worried about being criticized

Reserved Lacking interest in or awareness of the feelings of others

Leisurely Charming, but independent, stubborn, and hard to coach

Bold Having inflated views of one’s competency and worth

Mischievous Charming, risk-taking, and excitement-seeking

Colorful Dramatic, engaging, and attention-seeking

Imaginative Thinking and acting in interesting, unusual, and even eccentric ways

Diligent Conscientious, perfectionistic, and hard to please

Dutiful Eager to please and reluctant to act independently

Motives, Values, Preferences Inventory

Recognition Desire to be known, seen, visible, and famous

Power Desire for challenge, competition, achievement, and success

Hedonism Desire for fun, excitement, variety, and pleasure

Altruistic Desire to serve others, improve society, and help the less fortunate

Affiliation Need for frequent and varied social contact

Tradition Concerns for morality, family values, and devotion to duty

Security Need for structure, order, and predictability

Commerce Interest in earning money, realizing profits, and finding business opportunities

Aesthetics Interest in the look, feel, sound, and design of products and artistic work

Science Interest in new ideas, technology, and a rational, data-based approach to problem solving

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APPENDIX D: LEADERSHIP PERSONALITY SUMMARY

ENVIRONMENT: What do you value?

ACHIEVEMENT: How will you work to achieve what you value?

CHALLENGES: What characteristics will you have to overcome?

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APPENDIX E: INDIVIDUAL DISCOVERIES

What is a strength or area for improvement? What did you learn? What is the impact if

leveraged or developed?