|Identifying potential derailing
Fico, Brady and
Hogan (2008) explain that '...coaches who use scientifically
validated assessments of the bright side as well as the dark side of
personality (Hogan, 2007) find that those assessments accelerate
the coaching process, improve the professional relationship between the coach
and coachee, and improve the coachee's satisfaction with the coaching
They continue, citing
(2007), by describing business
leadership as '...the ability to build a
team that will work together successfully and
outperform the competition.' Hence the relationships between leader and
followers is critical to the leader's success.
Development Survey (HDS) is described as a measure of 11 different personality
dimensions. In turn, these are organized into psychometrically sound clusters
that can be understood by coachees. These include personal and interpersonal
strengths, and derailers, that can impact upon personal success and team
Fico et al explain that the HDS is useful for coachees
whose job performance is affected by enduring troubles with interpersonal
relationships. It's contribution is in helping coachees to see how they are
perceived by others in terms of interpersonal strengths and of potential risks
to relationships. They can learn more positive ways of thinking and speaking
about themselves, as well as recognizing when strengths (coping mechanisms) are
becoming more severe and problematic.
Fico et al regard the most
critical aspect of feedback to be reviewing the Strengths section of the HDS.
This should be done slowly, giving time to explore the coachee's life to find
examples that illustrate strengths listed in the report. They
suggest that because it is so difficult for coachees to look closely at their
strengths, devoting extra time to building some positive self-reference habits
through the framework of the HDS will be necessary.
Fico et al
explain that keeping positive qualities from becoming deficits is a central
theme when providing executive coaching with the HDS. The process is described
as encouraging coachees to recognize when they are at their best, but also to
realize when dominant coping strategies have become enduring negative patterns.
When helping coachees to identify strengths, and signs of going to
far, a way for them to flag up potential causes of trouble is required. From
observer's descriptions of high scorers it is apparent that coachees need to
first understand that there will be contrasts between how they identify
themselves and how others do. (see
leader to avoid the dark sides of the HDS dimensions is claimed to be a
valuable service to the individual and the organization.
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