Hogan Development Survey (HDS)
The Hogan Development Survey (HDS) measures the dark side of personality – interpersonal behaviour that can be strengths, but when overused can cause problems at work and in life. Whereas characteristics of the HPI can be seen in a person’s day-to-day behaviour, the performance risks assessed by the HDS will only be seen in situations where the person is not actively managing his or her public image.
These situations might include those involving high stress or change, multi-tasking, task saturation or accomplishment, poor person-job fit, or when an individual feels so comfortable in his or her work environment that little or no concern is given to public image.
Having self-awareness is a key skill in the workplace and to understand our own derailers can be a key part of success.
KEY BENEFITS OF THE HDS
Identifies Derailers Under Stress or Pressure
Highlights behaviours that emerge when someone is overused, stressed, or not self-monitoring, helping prevent performance risk.
Improves Leadership Effectiveness
Shows patterns that may impact decision making, relationships, or reputation – critical for senior roles.
Strengthens Succession and Risk Management
Helps organisations anticipate potential challenges in future leaders and put mitigation strategies in place.
Enables Targeted Coaching Interventions
Provides specific insight into blind spots and overused strengths that can be managed or moderated through development.
HDS Scales: What Do They Measure?
The HDS assesses eleven personality derailers – behaviours that can emerge under stress, pressure, or reduced self-monitoring and may impact performance or relationships:
Excitable – Intensity and passion that can shift to disappointment or frustration when things don’t go as expected.
Sceptical – Vigilance and critical thinking that can become mistrustful or overly questioning of others’ motives.
Cautious – Careful, risk-aware decision making that may turn into hesitation or fear of making mistakes.
Reserved – Independence and self-sufficiency that can appear withdrawn or uncommunicative under pressure.
Leisurely – Agreeable on the surface but resistant to direction or feedback when overloaded or challenged.
Bold – Confidence and presence that can become over-confidence or entitlement in stressful situations.
Mischievous – Charm and risk tolerance that may lead to impulsive decisions or boundary-testing behaviour.
Colourful – High energy and visibility that can shift into attention-seeking or unpredictability.
Imaginative – Creativity and original thinking that may become impractical or disconnected from reality when stressed.
Diligent – High standards and attention to detail that can turn into micromanagement or perfectionism.
Dutiful – Supportive and compliant behaviour that may become over-accommodating or reluctant to make independent decisions.
EXAMPLE
Bold, one of the scales in the Hogan Development Survey (HDS), measures confidence, self-assurance, and the desire to be recognised. Like all HDS scales, a high or low score is not inherently good or bad – it simply reflects different behavioural patterns that may emerge under stress or pressure.
- High Bold: Individuals with high Bold scores tend to be confident, charismatic, and comfortable taking charge. They often bring presence and influence, and they’re willing to take on big responsibilities or visible roles. In many fast-paced environments, this can be a real asset – such individuals may thrive as senior leaders, founders, or public-facing executives who benefit from self-belief and decisiveness.
However, under pressure, this confidence can tip into overconfidence. They may dismiss feedback, take unnecessary risks, or appear entitled. For example, a highly Bold leader might push ahead with an untested idea without consulting others because they trust their instincts too strongly.
- Low Bold: Those with lower Bold scores tend to be humble, modest, and willing to share credit. They often build strong trust in teams because they are approachable, grounded, and open to feedback. This can be particularly effective in collaborative environments, research settings, professional services roles, or positions requiring steady judgement and low ego.
Under stress, however, low Bold individuals may underestimate their capabilities or hesitate to put themselves forward. They may avoid visibility, feel uncomfortable with praise, or defer decisions to others, which can limit their influence even when they have the expertise.
Rather than being “good” or “bad,” Bold simply highlights how someone’s confidence shows up—both at their best and in moments of strain. Understanding this helps individuals leverage strengths while managing behaviours that could undermine performance or relationships.
How We Use HDS at 3 Minute Mile
At 3 Minute Mile, we use the HDS to help leaders and teams understand how their strengths may become overused under pressure, and how potential derailers can impact performance, relationships, and long-term success. Our consultants support organisations in interpreting these insights and building practical development plans that reduce risk and enhance effectiveness. Whether you’re looking to strengthen leadership capability, improve decision-making, or build resilience across your teams, the HDS offers objective insights that drive meaningful behavioural change. To find out more about how the Hogan Development Survey can support your organisation, get in touch.