An Introduction to the Hogan Development Survey

Candidates high on both excitable and sceptical may enter new roles or projects with enthusiasm, but over time could lose motivation and become critical if they experience setbacks or perceive insufficient support. This may surface as persistent questioning, reacting strongly to disappointments, or withdrawing when challenges arise—potentially unsettling team stability in organisations that depend on adaptability and steady encouragement. While this vigilance helps identify underlying issues early, it may be less effective in roles that demand ongoing positivity and resilience.

Those high in sceptical and low in boldness may pay close attention to potential pitfalls and prefer to weigh options carefully before acting. Over time, this can look like offering thoughtful caution but holding back from openly challenging direction or stepping forward to drive decisions. This combination may be helpful in settings where careful analysis and consensus are valued, but may present challenges in environments that rely on leaders who readily take initiative or champion new ideas in front of others.

Someone low in boldness and high in dutifulness tends to stay behind the scenes, supporting authority and established practices. Over time, as routines and expectations become clear, this can lead to excessive deference, reluctance to accept ownership, or avoidance of difficult decisions—characteristics that may limit effectiveness in fast-evolving or self-directed environments, but could support consistency and cohesion in more structured teams.

Leaders high in excitable but low in cautious may launch into new projects with optimism and urgency but can react sharply to disappointments, sometimes making spur-of-the-moment decisions without pausing to weigh risks. Unlike those who are also high in cautious, they may be less likely to hold back or overanalyse before acting—leading to rapid shifts in team direction or mood. Development conversations may focus on helping these leaders build skills for pausing and reflecting under pressure, so enthusiasm doesn’t quickly give way to frustration or abrupt pivots when facing obstacles.

A team of leaders low in cautious and high in mischievous is likely to embrace bold opportunities, enjoying experimentation and a willingness to take risks. However, under pressure or during high-stakes decisions, this group may overlook important details or act impulsively—potentially exposing the team to unnecessary risk. Team development sessions might focus on embedding collective checks and balances, fostering open dialogue about risk impact, and establishing frameworks to balance innovation with accountability in critical moments.

Leaders with both high mischievous and high diligent scores may demonstrate adaptability and quick thinking in some situations, and intense attention to detail or rule-following in others, depending on who is watching or what is at stake. Development plans should support these leaders to recognise when they're shifting between charm-driven risk-taking and perfectionism, and to develop strategies for remaining consistent and transparent, especially when expectations from different stakeholders collide.