From assessment to behavior change
Most leadership programmes stop at insight. This one connects the insight to specific behaviors leaders can work on, and measures whether they change.
Hogan and the Leadership Circle Profile look at leadership from two angles that reinforce each other.Hogan shows who the leader is and how they are perceived: reputation, values, and blind spots. The Leadership Circle Profile shows what the leader actually does day to day, as seen by the people around them, and what can be trained.Hogan explains the pattern. The Leadership Circle Profile shows how the pattern plays out, and gives the leader something concrete to work on.
Hogan assessments describe how a leader tends to behave when things go well, how they are experienced by others, and where they are likely to derail under pressure.
Reputation: how the leader is seen by othersValues: what drives decisions and what the leader will resistBlind spots: where strengths turn into risks under stress
This gives the leader and the owners a shared, honest starting point.
The Leadership Circle Profile is a 360-degree assessment that maps leadership along two dimensions: Creative competencies (Relating, Self-Awareness, Authenticity, Achieving, Systems Awareness) and Reactive tendencies (Complying, Protecting, Controlling).
It shows the leader how they see themselves, how others experience them, and where the gap between the two is largest. That gap is usually where the most valuable development sits.
The Leadership System turns the insight into a development plan the leader and the team can work on together, and gives the organisation a common language for leadership. This is where we build a lasting valueble Leadership system
Assessment. Hogan and the Leadership Circle Profile, with input from the leader's own raters.Preparation. The leader reads their results and the interpretation guide before the first session, so time is spent on insight and action instead of orientation.Feedback session. A 90-minute 1:1 session that connects the results to the leader's role and context.Development plan. One to three specific behaviors to work on, tied to what the business needs from the leader.Ongoing coaching and follow-up. Regular 1:1 sessions, with pulse measurements to track movement over time.
Working at two levels
With individual leaders, building the self-awareness and capability the role demands.
At the interface between fund and company, where a shared leadership language often decides whether a plan gets executed or filed away.
These instruments make leadership behavior visible and trackable over time. They are not a single financial number like EBITDA, and I will not pretend they are. What they give you is a reliable view of movement, and a way to talk about leadership with the same discipline as the rest of the plan.