Nothing exceeds like success

Citation

Hyde, G. (2010), "Nothing exceeds like success", Strategic HR Review, Vol. 9 No. 2. https://doi.org/10.1108/shr.2010.37209bab.002

Nothing exceeds like success

Article Type: Metrics From: Strategic HR Review, Volume 9, Issue 2

The latest ideas on how to approach measurement and evaluation of HR activities

Gillian HydeGillian Hyde is a chief psychologist at Psychological Consultancy Ltd (PCL).

Assessment metrics in leadership are often used to identify leadership capability or focus on leadership strengths. However, the millions of papers and best selling books that focus on how to become a successful leader expose inconsistent, diverse and often contradictory research, and leaders continue to derail and self-destruct.

There is, though, common consensus about the reasons why leaders so frequently fail (Hogan, 2007). The Hogan Development Survey (HDS), developed by Bob and Joyce Hogan in 1997, is the first psychometric tool to address these issues. It is based on 11 common leadership derailers and has been referenced by Babiak and Hare in their book Snakes in Suits: When Psychopaths go to Work (Babiak and Hare, 2006) and Dotlich and Cairo in their book Why CEOs Fail (Dotlich and Cairo, 2003).

Common leadership derailers

Use of the HDS as a leadership metric is akin to a risk-prevention tool. It helps leaders identify when their desirable characteristics flip into destructive mode if not managed well. These dark side qualities typically become apparent during novel or stressful periods, or when the individual feels relaxed or invulnerable. Combined with an individual’s imprecise beliefs about the way these behaviors impact on others, they undermine loyalty and commitment and negatively influence careers.

The HDS addresses 11 dark side characteristics with scale names such as Confident-Arrogant, Charming-Manipulative and Shrewd-Mistrustful emphasizing both the acceptable and unacceptable levels for each characteristic.

Dark side personality characteristics can be identified in most people. We all learn to vary our behavior according to the pressure we are under and the situations we face and we all exercise restraint over socially undesirable impulses. Cloaked by their positive and attractive aspects, dark side characteristics promote the high flyer’s success, and support his or her journey towards the top table. The HDS recognizes the potential danger of these extreme characteristics, providing a measure of risk and identifying an agenda for coaching and personal development. The HDS can be used alongside other psychometric tests or 360° feedback within a coaching intervention.

A decade of the dark side

In September 2009, PCL published A Decade of the Dark Side: Fighting our Demons at Work (Trickey and Hyde, 2009). This report draws on the findings of dark side characteristics from 18,000 psychometric tests over ten years using the HDS.

The report identifies the most common dark side traits in public and private sector organizations, and across generations. It also includes highly developed dark side characteristics of those on leadership programs at four major organizations: a global car manufacturer, a global consumer goods manufacturer, a global investment bank and a financial services organization.

Focusing on the research from the leadership program sample, there are three characteristics particularly in evidence. First, all leadership program participants are at or above the total sample (a mixture of working adults) in their level of independent-decision making and faith in their own beliefs. Second, all show greater stability and resilience and are likely to be valued for their calmness and evenness of temper. Finally, all show greater flexibility and a capacity to adjust to fit in with others, rather than being determined to work to their own agenda. However, overall there are a great variety of characteristics and attributes among the leadership program participants, demonstrating that styles of leadership are appreciated differently in different organizations but also that leadership derailers are difficult to spot and leaders do not display one common reason for leadership derailment.

3 Personality as a spectrum

Adrian Furnham, Professor of Psychology at University College London, speaking at the launch of A Decade of the Dark Side, stated that while psychologists like to categorize personalities, they are in fact a spectrum. “We need to know when too much of a good thing is a bad thing,” stated Professor Furnham. “We need to know when self-esteem turns into narcissism. People in business select leaders on the basis of strengths, but they never think that strengths might be weaknesses.” He stated that organizations need a more rigorous tool to “select out” potential candidates.

Freud likened the human mind to an iceberg – with very little visible about the surface. Behind the surprisingly thin veneer of charm, social skill and morality – our public identity – lies a turbulent armory of primitive instincts, drives and impulses evolved to maximize our chances of survival. Most of this survival kit is superfluous in the relative tranquility of present-day life, but it still needs to be severely attenuated. The dark side needs to be tamed and managed to accommodate to the requirements of social and working relationships.

Organizations must be aware of the significance of dark side influences in their workforce. Coaches and development programs need to surface these characteristics and give individuals effective strategies to manage them (Nelson and Hogan, 2009). At every level individuals benefit from awareness of their dark side tendencies and, while often having a fondness for them, they need to appreciate their potential to sabotage success.

About the author

Gillian Hyde BSc MPhil (Cantab) MSc CPsychol has 20 years’ experience in the field of business psychology. Joining PCL in 1994 as a director, Hyde was instrumental in the acquisition and development of the UK editions of the Hogan tests. She is a chartered occupational psychologist with a BSc in Psychology from UCL, an MPhil in Criminology from Cambridge and an MSc in Occupational and Organizational Psychology from Birkbeck College, London. Hyde is a member of the Association of British Psychologists. Gillian Hyde can be contacted at: gillian@psychological-consultancy.com