COACHING

DEVELOPMENT PLAN FOR STRATEGIC SELF-AWARENESS

Report for : John Score-Average

ID: UH555944
Date : 21.11.2016

© 2016 Hogan Assessments Systems, Inc. All rights reserved.

 Leadership Forecast™ Coaching Report

Introduction
The Coaching Report is designed to guide you through the development planning process. The report will help you bring
together the results from the Leadership Forecast Reports (and any other assessment data you may have) and integrate
those results into a comprehensive development plan. You can make effective use of this report on your own or in
conjunction with a more formal coaching process. The report includes the following components:

• Process Checklist designed to walk you through building a development plan

• Development Model that provides guidance for integrating assessment data
• Job Analysis Worksheet to better understand the target job for your development effort
• Multi-rater Worksheet to indicate 360 results or behavioural examples
• Forecast Summary that overviews the results of your Leadership Forecast Reports
• Assessment Worksheet to summarise results of your Leadership Forecast Reports
• Data Integration Worksheet to organise all results into an overall performance snapshot
• Development Planning Form to record your development information (Appendix A)

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Process Checklist
The process checklist shown below outlines the steps necessary to fully understand the large volume of information you
now have regarding your development and how to use the information to create a comprehensive development plan.
Before you begin to build your development plan, you should carefully read the next section outlining the Hogan
Development Model. The model provides an excellent overview of the steps involved in creating a development plan.

This report follows the sequence of steps listed below beginning with the section following the Hogan Development
Model.

Step 1: Analyse Your Job

Step 2: Review Multi-rater Data

Step 3: Review Forecast Summary

Step 4: Review Each Forecast Report

Step 5: Complete Data Integration

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General Model
One of the most difficult challenges associated with development is sifting through performance data and targeting areas
for change. The Hogan Development Model is a simple way of meeting this challenge. The model has three components:
Behavioural Attributes, Competency Domains, and Job Performance. Behavioural Attributes describe "why we do what
we do." Competency Domains describe "what we do and how we do it." Job Performance represents the requirements
necessary to be successful in a job. If you have development information on your Behavioural Attributes and Competency
Domains, you can relate that information to job requirements. Accurately targeting development is a matter of choosing
those areas that you can reasonably expect to change and, if you make the change, it will produce a noticeable
performance improvement. The best targets are those that will produce the most improvement with the least amount of
effort to change.

Competency Domains

Business Skills

Leadership Skills

Behavioural Attributes Job Performance

Interpersonal Skills

Intrapersonal Skills

Job Performance
An appropriate development target should have a significant impact on job performance. If you understand the
requirements of the job that impact successful performance, then targeting development is a matter of lining up the
three components of the model. You should think about job requirements in terms of the Competency Domains. In other
words, consider the competencies responsible for successful performance and group them according to the four
domains. The domains will then serve as an organising structure for all development planning activities. Your manager is
probably the best source of information regarding those competencies most responsible for successful performance.

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Competency Domains
Competency Domains are clusters of competencies that tend to go together. They are best measured using on-the-job
behavioural examples obtained through feedback. This can be done systematically using a 360 rating process or by
simply asking for feedback from those individuals that know your work best. Four domains capture most of the
competencies that commonly occur in business. Business Skills include competencies that can be done on your own and
usually are thoughtful in nature. Leadership Skills include competencies used in managing others. Interpersonal Skills
encompass competencies used in getting along with others. Finally, Intrapersonal Skills refer to competencies considered
to be at the core of how one approaches any work assignment.

The Competency Domains have an important developmental relationship to each other. Intrapersonal Skills develop
early in life followed by Interpersonal, Leadership, and Business Skills. The earlier in life a skill is developed, the more
difficult it is to change. For example, planning skills (Business Skills Domain) are much easier to develop than initiative
(Intrapersonal Skills Domain). This distinction should be considered when choosing development targets.

WHAT WE DO AND HOW WE DO IT, MEASURED USING JOB-RELATED FEEDBACK

• Vision
Business Skills • Problem Solving
• Planning

• Delegation / Empowerment
Leadership Skills • Coaching
• Managing Performance

• Approachability
Interpersonal Skills • Listening
• Building Relationships

• Action Orientation
Intrapersonal Skills • Initiative
• Composure

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Behavioural Attributes
Behavioural Attributes are best measured by assessment inventories that are capable of looking beyond a small sample
of behaviours to provide a description of "why" those behaviours occur in the first place. Behavioural Attributes are
comprised of personality characteristics, cognitive abilities, and motivational characteristics. The Leadership Forecast
Potential Report and Challenge Report both provide excellent measures of personality characteristics. A measure of
critical thinking such as the Watson-Glaser Critical Thinking Inventory is a good measure of cognitive abilities.
Motivational characteristics speak to our wants and desires and are often manifested in our values. The Leadership
Forecast Values Report provides a good understanding of motivational characteristics. Understanding your personality
characteristics, cognitive ability, and motivational characteristics is the foundation for development. Knowing "why you
do what you do" often dictates the targets you are likely to be successful in changing. It may also dictate the change
strategy with the highest probability of success.

WHY WE DO WHAT WE DO, MEASURED USING ASSESSMENT INVENTORIES

Personality Characteristics

Behavioural Attributes Cognitive Abilities

Motivational Characteristics

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Applying the Model

You now have a better understanding of the three components of the model. The next step is to apply these components
to create a high impact development plan. The following example uses a sales job to illustrate how the model works.

Sales jobs have many critical requirements including planning (Business Skills), listening (Interpersonal Skills), and
initiative (Intrapersonal Skills). In analyzing the sales job, you find that initiative is the most important competency
followed by listening, then planning. In reviewing Competency Domain data (from your 360 ratings), you were rated high
in initiative, but low in listening and planning.

Turning to data on your Behavioural Attributes, you were somewhat low on personality characteristics associated with
listening and planning. Since you have Competency Domain and Behavioural Attribute data that indicate weaknesses in
listening and planning, which one should be the primary target for development? You have to use some judgment at this
point. Since listening was rated as more important to success than planning, it would be reasonable to target listening.
However, it is important to realise that your listening skills develop long before your planning skills and will be a more
challenging development target. You essentially have to balance the development challenge with the potential impact on
successful job performance. In this case, it would be reasonable to conclude that, as a sales person, listening skills take
priority over planning skills.

The following pages will help you apply this model in building a development plan for your target job.

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 Leadership Forecast™ Coaching Report

Step 1 – Analyse Your Job

The starting point in building your development plan is to identify the key requirements of your job that are responsible
for successful performance. Spend a few minutes thinking about the truly important requirements for success. You may
want to ask your manager just to make sure you fully understand the requirements that will lead to success. In the space
below, write down the competencies that are critical to success, grouping them according to the Competency Domains.
Once you have listed them, describe in your own words what you think is the most important job requirement for each
domain.

Domains Competencies Describe the most important requirement

BUSINESS
LEADERSHIP
INTERPERSONAL
INTRAPERSONAL

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Step 2 – Review Multi-rater Data

Multi-rater data can be very important to understanding "what" you do and "how" you do it on the job. If you have multi-
rater data such as a 360 assessment, you can use this section to summarise the results. If you do not have 360 data, but
have feedback from your manager or others in your organisation regarding your job performance, you may want to use
this section to summarise that information. Skip this section if you do not have any feedback regarding your job
performance.

Review your multi-rater data and think about what the results reveal about your strengths and opportunities for
development in each of the competency domains. Note your strengths and opportunities in the space provided and write
down the specific multi-rater item (or statement) that was most important in leading you to your conclusions.

Domains Strengths / Opportunities Multi-rater Items

Strengths:
BUSINESS

Opportunity:

Strengths:
LEADERSHIP

Opportunity:
INTERPERSONAL

Strengths:

Opportunity:
INTRAPERSONAL

Strengths:

Opportunity:

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 Leadership Forecast™ Coaching Report

Step 3 – Review Forecast Summary

This section summarises your results from the Leadership Forecast Potential Report, Values Report, and Challenge
Report. The summary will prepare you to do a more detailed review of the individual Leadership Forecast Reports. This
section is organised in four parts: (1) Performance Strengths; (2) Values and Drivers; (3) Challenges; and (4) a Career
Development Summary. At the end of this section, there is a table containing your individual scale scores for each of the
Leadership Forecast Reports.

Performance Strengths

Personal Impact
Low keyed and seemingly relaxed, you will not mind letting others be in charge and generally will avoid the “political
behaviour” that is sometimes necessary to advance in an organisation. Because you tend not to seek leadership roles,
your career promotions most likely will be based on technical competence rather than by maintaining a high profile
within the organisation. You appear friendly, outgoing, and approachable, but you are willing to listen and let others talk.

Interpersonal Skill
You are a pleasant and tolerant person, but one who will take a stand when necessary. You are reasonably planful and
careful about procedures, but also able to be flexible enough to change directions when necessary.

Working and Learning Style

You tend to be reflective and self-critical. As a result, you are usually vigilant regarding mistakes, concerned about being
evaluated, responsive to coaching and feedback, and work in bursts of energy. These characteristics are useful in
research activities, and as a stimulus to productivity and hard work. You are open minded and curious, but you also take
a practical approach to problem solving. You seem uninterested in education or training for its own sake and, relative to
most other people, you are only moderately motivated by academic pursuits. This does not imply a lack of ability; rather,
people with this characteristic are likely to see reading and learning as a means to an end rather than something
intrinsically important.

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Values and Drivers

Achievement Motivation
You like to strike a balance between working hard and playing hard and, although you respect traditional business
manners and practices, you are also willing to change with the times. You seem appropriately interested in advancing
your career, but you also pay attention to the demands of career, family, and social life. You like being noticed and enjoy
having your achievements recognised—you are even willing to advertise them from time to time.

Social Interests
You seem equally happy working by yourself or as part of a team. You enjoy meeting new people, but you also like having
time to yourself. You like people, but you do not need constant interaction. You enjoy assisting and developing others,
especially those who need the most help. You help others because it is the right thing to do. You also think it is important
to pay attention to staff morale, communicate with staff regularly, ask them for feedback, and to encourage and support
their efforts. You seem to prefer a balance between change and diversity on the one hand, and stability and uniformity on
the other. You are neither liberal nor conservative in management style; you seem to have a natural preference for
moderation and compromise. You value the lessons of the past but are willing to experiment for the future.

Entrepreneurial Values
You seem to have a sensible attitude toward money; although you appreciate its value, you are not preoccupied by
compensation issues. You judge yourself in part by income potential, but you also take pride in family, friends, and leisure
time activities. You prefer to minimise risk and uncertainty; you like expectations to be spelled out and performance
standards to be made explicit. You would rather be safe than sorry, which means that you will take few foolish chances,
but you may also be reluctant to take the chances necessary to advance your career.

Decision Making Style

You seem to strike a balance between form and function in decision making. You want equipment to look good but also
to perform reliably and efficiently. You understand the trade off between elegant style and durable performance and use
it in making decisions. You seem willing to make decisions based on data and research as well as your own personal
experience. You are comfortable with technology, but you are not interested in technological innovations for their own
sake—you understand the use of technology without being addicted to it.

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Challenges
Reactions to Others
You seem to be an energetic and enthusiastic person, but one who tends to be easily annoyed or disappointed with other
people’s performance. As a result, at times you may seem somewhat irritable, critical, and willing to give up on people or
projects. You seem to be quite insightful about others’ motives and intentions, but somewhat thin-skinned and easily
offended. Under pressure, others may see you as mistrustful, uncooperative, or argumentative. You are a careful person
who rarely makes silly mistakes. At the same time, however, you may be too careful and, as a result, may seem slow to act
or make decisions, and reluctant to take any risks. You are a sturdy person who can stand up to criticism and adversity.
Nonetheless, because you can be reserved, others may think you are aloof, detached, and unconcerned about their
interests. Because you are so stoic, others may not know what is on your mind. You also dislike being interrupted, can be
sceptical of others’ competency, and possibly you are hard to coach.

Personal Performance Expectations

Others may see you as rather modest and reluctant to speak up unless your opinion is explicitly solicited. You seem
candid, but somewhat reserved and careful to avoid what you see as unnecessary risks. You seem somewhat hesitant to
call attention to yourself. You may be reluctant to put forward ideas that others may see as radical or different.

Reactions to Authority
You seem somewhat tolerant and flexible, but may be inconsistent in your standards for evaluating others’ work,
sometimes being too strict and other times too lenient. You seem attentive, cooperative, and like consensus rather than
controversy. On the other hand, you may seem reluctant to take a stand or make independent decisions and perhaps too
eager to please your boss.

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Career Development
When Strengths Become Weaknesses—Development feedback for Mr. Score-Average
You tend to be somewhat defensive and may take things personally. As such, periodically remind yourself to lighten up
and perhaps even practice stress management. In view of your tendency to be somewhat passive in social settings, you
would benefit from training (assertiveness and/or public speaking)—if needed for the current or future job—to enhance
your willingness to speak up and take initiative. You should be reminded to talk regularly with your co-workers, to ask
them questions, and seek their advice. The goal is for you to achieve a balance between the social and technical aspects
of work. You should anticipate others' expectations during interactions and respect their needs. You should be positive
and remember that you can gain others’ trust by being rewarding and honest in interactions with them. Remember to be
patient when others make mistakes—typically, others do not make errors on purpose. You should stay open to change
and be flexible in uncertain situations. When making decisions, you should remember that you may never have all
relevant information, but should still decide promptly. Make an effort to prioritise work, keeping in mind that not every
task requires equal time or attention. There’s a big picture for every organisation—it is the strategy and vision for the
business. Make sure you understand it, able to talk about it, and can determine how your activities contribute to this
larger picture. Because you are not particularly interested in traditional education, you should make an effort to read, to
take advantage of training opportunities, and encourage others to do the same. You should identify your preferred modes
of learning (e.g., videotapes, audio tapes, on-the-job, etc.) and incorporate these in to your development planning
process.

Dealing with Derailment Tendencies

• First, remember your strengths—at your best, you are a cooperative, congenial person who works well as part of a
team. You are good at resolving disputes and soothing ruffled feelings, and you are a loyal supporter of good people
and admirable causes.
• Second, remember that if you want your staff to be loyal, then you must be loyal to them, even if that means
sometimes annoying superiors.
• Third, when asked for an opinion, you should take your time, decide what you believe, and be prepared to defend your
position when challenged.
• Fourth, although you dislike conflict, there will be times when confrontation and disagreement are inevitable. In the
long run, credibility depends on confronting in a tactful yet persistent manner.

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Summary of Scores from your Leadership Forecast Reports

Scale % Scale Interpretation
Hogan Personality Inventory
Adjustment 32 Concerns composure, optimism, and stable moods.
Ambition 30 Concerns taking initiative, being competitive, and seeking leadership roles.
Sociability 48 Concerns seeming talkative, socially bold, and entertaining.
Interpersonal Sensitivity 47 Concerns being agreeable, considerate, and skilled at maintaining relationships.
Prudence 43 Concerns being conscientious, dependable, and rule-abiding.
Inquisitive 38 Concerns being curious, imaginative, visionary, and easily bored.
Learning Approach 24 Concerns enjoying formal education and actively staying up-to-date on business and technical
matters.
Motives, Values, Preferences Inventory
Recognition 68 Desire to be known, seen, visible, and famous.
Power 55 Desire for challenge, competition, achievement, and success.
Hedonism 38 Desire for fun, excitement, variety, and pleasure.
Altruistic 66 Desire to serve others, to improve society, and to help the less fortunate.
Affiliation 46 Need for frequent and varied social contact.
Tradition 48 Concerns for morality, family values, and devotion to duty.
Security 73 Need for structure, order, and predictability.
Commerce 53 Interest in earning money, realising profits, and finding business opportunities.
Aesthetics 48 Interest in the look, feel, sound, and design of products and artistic work.
Science 45 Interest in new ideas, technology, and a rational and data-based approach to problem solving.
Hogan Development Survey
Excitable 69 Concerns being overly enthusiastic about people/projects, and then becoming disappointed with
them.
Sceptical 79 Concerns being socially insightful, but cynical and overly sensitive to criticism.
Cautious 70 Concerns being overly worried about being criticised.
Reserved 66 Concerns lacking interest in or awareness of the feelings of others.
Leisurely 68 Concerns being charming, but independent, stubborn, and hard to coach.
Bold 6 Concerns having inflated views of one’s competency and worth.
Mischievous 34 Concerns being charming, risk-taking, and excitement-seeking.
Colourful 57 Concerns being dramatic, engaging, and attention-seeking.
Imaginative 63 Concerns thinking and acting in interesting, unusual, and even eccentric ways.
Diligent 38 Concerns being conscientious, perfectionistic, and hard to please.
Dutiful 85 Concerns being eager to please and reluctant to act independently.

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 Leadership Forecast™ Coaching Report

Step 4 – Review Each Forecast Report

The Leadership Forecast Reports are designed to help you understand "why" you do what you do. There are three reports
in the series including the Potential, Challenge, and Values Reports. Use this section to record strengths and
opportunities as identified in the Leadership Forecast Reports.

In the previous step, you reviewed a summary of the three Leadership Forecast Reports. You are now ready to complete
an in-depth review of the individual reports. We suggest you read all three reports before completing this section. Once
you have read the reports, you should go back, and beginning with the Potential Report, review and record strengths and
opportunities for development in each of the competency domains. Do the same for the Challenge and Values Reports.
Keep in mind that it is not necessary to list something in every box. Only record the strengths and opportunities that are
pertinent to your job success.

Domains Potential Report Challenge Report Values Report

Strengths: Strengths: Strengths:

BUSINESS

Opportunity: Opportunity: Opportunity:

Strengths: Strengths: Strengths:

LEADERSHIP

Opportunity: Opportunity: Opportunity:

INTERPERSONAL

Strengths: Strengths: Strengths:

Opportunity: Opportunity: Opportunity:

INTRAPERSONAL

Strengths: Strengths: Strengths:

Opportunity: Opportunity: Opportunity:

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 Leadership Forecast™ Coaching Report

Step 5 – Complete Data Integration

You have now completed an analysis of your job, reviewed your 360 results, and reviewed your assessment results. You
have all the data you need to identify some high impact development targets. First, use your overall impression of the
data to identify any behaviours that you believe need to change to improve your job performance. Record those
behaviours in the right-hand column under the appropriate domain. It is not necessary to list something in every box.
Record only those behaviours that indicate a clear need for attention. Second, in the middle column record the actual
360 items (or statements) that suggested a need for improvement. Finally, in the left-hand column record the Leadership
Forecast Report results that help you understand "why" you exhibit these behaviours. Keep in mind, the best
development targets are those that will significantly improve your job performance, you have clear data supporting the
need for change, and you have acquired some insight as to "why" you exhibit the behaviour.

Domains Using the assessment data from Step 4, Using the 360 data (or statements) from Describe behaviours that need to change
describe the results that indicate why you Step 2, list items that led you to select in order to improve your performance.
do what you do. behaviours needing improvement.
BUSINESS
LEADERSHIP
INTERPERSONAL
INTRAPERSONAL

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Building Your Development Plan

There are many options for creating a development plan. Three options you should consider are outlined below.

Your company’s approach

Most companies offer some form of a development planning form that can be used to document and track your personal
development. In-house approaches vary widely, but usually include a place to specify development goals, action plans,
and a way to document progress. The advantage of using an in-house approach is that it is consistent with what other
people are doing in the organisation and likely has some structure which conforms to an in-house development process.

If an in-house approach is not available or if you are looking for an alternative, the following two approaches should be
considered.

Development Planning Form

For those interested in a simple paper-and-pencil approach that does not require a large time investment to create, we
have provided a planning form that is located in Appendix A. Based on the information you recorded in Section 5, you
should identify one or two development goals and record them in the first column of the form. A good development goal
is one that is stated in behavioural terms and can be measured over time to ensure progress. Development action items
can be listed in the second column and progress toward achieving the goal can be recorded in the subsequent columns
over time. If you need suggestions for development actions, the Internet provides a rich source of information. An
inverted pyramid approach is recommended to complete a successful Internet search. Begin with a specific development
question, perhaps even the goal you have selected. Work backward using less specific search questions until you locate
information that you find useful. This approach often reduces search time on the Internet and improves the probability of
finding information directly related to your development goal.

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Appendix A – Development Planning Form

Results
Goal Development Actions
3 Months 6 Months 9 Months

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