I am accredited in the Hogan Assessment Suite (Motives, Values & Preferences Inventory, Hogan Development Survey, Hogan Personality Inventory) and in Emotional Intelligence (EQ-i). Used well, these tools do not label people, they explain them, and that is where good talent decisions actually come from.
Most leadership decisions, who to promote, who to develop, who is a flight risk under pressure, are made on instinct and interview impressions. Validated psychometric assessment adds a rigorous, repeatable layer underneath that instinct: it surfaces a leader's core drivers, their derailers under stress, their innate personality architecture, and their capacity to manage emotion in themselves and others. Deployed responsibly, and always read alongside context rather than in place of it, psychometrics turn selection, coaching and succession conversations from subjective guesswork into structured, defensible insight.
The MVPI reveals the core values and drivers that determine what a person wants, what motivates them, and the kind of culture and role in which they will thrive, from recognition and status to security, altruism and tradition.
Culture-fit conversations during hiring and onboarding, leadership team alignment exercises, and helping executives understand why certain environments energise them and others quietly drain their performance.
The HDS identifies eleven potential derailers, the behavioural tendencies that emerge under stress, boredom or pressure and can quietly undermine an otherwise strong leader's effectiveness and relationships.
Executive coaching and succession planning, where naming a derailer early, before it becomes a career-limiting pattern, is often the single most valuable insight I can hand a rising leader.
The HPI describes the "bright side" of personality: the stable, everyday traits that predict how someone is likely to lead, work in teams and build relationships when things are going well.
Structured selection and promotion decisions, leadership pipeline mapping, and team composition, matching personality strengths to role demands rather than relying on interview chemistry alone.
The EQ-i assesses a person's emotional and social functioning: self-awareness, self-regard, empathy, stress tolerance and decision-making, the human skills that increasingly separate good managers from genuinely trusted leaders.
Leadership development programmes and one-on-one coaching, particularly for leaders stepping into their first people-management role or navigating high-change, high-pressure environments.
Adding a validated, structured layer to senior hiring decisions, reducing reliance on interview impression alone.
Identifying high-potential leaders early and naming the specific development needed before a promotion, not after it goes wrong.
Using derailer and motive data as a private, non-judgemental starting point for one-on-one coaching conversations.
Understanding how a leadership team's combined personalities and values will interact under normal conditions and under stress.
Aggregating motive and value data across a leadership cohort to reveal the culture an organisation's leaders are actually building.
Giving new leaders, and the teams inheriting them, a fast, structured way to understand working style and communication preferences.