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Executive assessments can guide leaders and build stronger teams.

You may be facing a career crossroads or leading a new team with wildly diverse work styles.

In those situations and in many others, TWC team members find assessments provide insight that shapes a clear path forward.
We use a variety of assessments in both executive coaching and team building to improve individual and group understanding, communication, emotional intelligence, and conflict-resolution skills.

Among them: the Predictive Index, Presence Based Coaching, the DDI, and GE, and Georgetown University leadership and coaching programs.

The Myers-Briggs Type Indicator (or MBTI) – perhaps the best-known assessment – determines individual preferences in four dimensions: Extroversion-Introversion, Sensing-Intuition, Thinking-Feeling, and Judging-Perceiving. The results are 16 personality types that describe patterns for accessing information, making decisions, and relating to people. If someone tells you she is an ENTJ or an ISFP, she is using Myers-Briggs shorthand.

Developed by Isabel Briggs Myers and her mother Katharine Briggs based on Carl Jung’s theories about psychological types, the MBTI is sometimes called “the aspirin of personality testing” because of its wide use and proven track record. Beyond the basic test, our team has found the MBTI Step II to be an extremely useful source of more detailed analysis. It lets you “peel the onion” in layers to provide more nuanced information.

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The Birkman Method questionnaire and reports provide individuals with multi-faceted insight on how they relate to other people and to the demands of work. Developed by Dr. Roger Birkman more than 60 years ago, it helps TWC team members coach people to work more effectively; gives managers a quick overview of staff motivational needs; and provides a common language to discuss individual differences.

The Birkman uses 11 behavioral components:

  • Relating to individuals
  • Relating to people in groups
  • Organizational approach: planning and flexibility
  • Authority and direction
  • Approach to incentives and competition
  • Preferred pace of action
  • Challenge
  • Emotional expressiveness
  • Change
  • Personal independence
  • Reflection in decision-making

For each behavioral component, The Birkman offers three perspectives: usual behavior, behavior at your best, and behavior when you’re stressed and frustrated.

In addition to the behavioral/relational profiles, Birkman offers an occupational approach assessing 11 key areas of interest including scientific, literary, persuasive, and numerical. When you combine those areas of interest with the components, you get the complete profile of that individual, expressed in the Birkman Lifestyle Grid, a graphic presentation of an individual’s behavior and interests.

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Hogan Assessments were introduced more than 25 years ago by Robert and Joyce Hogan with a business audience in mind. Their key tenet: personality predicts on-the-job performance.

  • The Personality Inventory provides a “bright-side” picture of how people operate, work, and lead.
  • The Development Survey describes behaviors that are likely to emerge for you under periods of stress and that may disrupt productive working relationships or derail your effectiveness.
  • The Motives, Values and Preferences Inventory explores core goals, values, and interests.
  • The Business Reasoning Inventory describes reasoning style – the ability to evaluate sets of data, make decisions, solve problems, and avoid repeating past mistakes.

READ MORE ABOUT ASSESSMENTS IN OUR NEWSLETTERS

I’m an ENTJ. How about you?

Career crossroads: Smart strategies can help you shape a satisfying work life

Ac-Cent-Tchu-Ate the positive

How a Coach Can Change Your Game at Work

ADDITIONAL RESOURCES

More about the MBTI

More about The Birkman Method

More about the Hogan Assessments

  • “Why CEOs Fail” by David L. Dotlich and Peter C. Cairo, 2003, draws on the Hogan personality models. Short, insightful, and rich with real-world examples, this book outlines 11 characteristics that derail effectiveness. They are: arrogance, melodrama, volatility, excessive caution, habitual distrust, aloofness, mischievousness, eccentricity, passive resistance, perfectionism, and over-eagerness to please.
  • “Managing Yourself: Can you handle failure?” by Ben Dattner and Robert Hogan offers perspective in the Harvard Business Review on how personality types respond to unexpected or negative outcomes.
  • A brief “Q and A with Dr. Hogan” offers frank insight into personality types that are “team killers” and “most promotable.”