People have qualities and may be capable of excelling in certain competencies. However on the other hand qualities can be taken beyond the limit and can turn into a big problem. Who doesn’t know the manager who
checks the work of his employees and as a result of his drive for perfectionism completely loses the overview?
Or the manager who puts on a show of friendliness but in the meantime entirely runs his own course and allows
Derailments may occur in stressful, difficult circumstances but also whenever people feel too comfortable or have too much elbow room. Basical y in al those situations when one doesn’t pay close enough attention, believes one is invulnerable and doesn’t manage oneself well enough.
Any quality can as a consequence of stressful or too comfortable circumstances turn into risky behaviour, ‘derailments’, The circumstances may then actually lead to a manager taking the wrong decisions. A director
who never receives feedback or isn’t called to account, can very easily be tempted to put him/herself on a
pedestal or to become smug. In this very instance the corporate culture itself is the breeding ground for bad
It is essential to have an enthusiastic and interested director, but too much of a good thing may lead to having to
follow a different course each month. And what about a conscientious country manager, loyal and trustworthy,
but not inclined to put his head on the line in difficult circumstances. His tendency for perfectionism will keep him
in his own comfort zone and as a result he will unnecessarily postpone decisions.
With the Hogan we will outline possible derailments, which directors and managers may face. The more
knowledge you have about yourself and others the more likely it will be that you will be capable of recognizing
and steering clear of potentially risky behaviour already at an early stage.
The schedule below provides insight into the ‘derailments’ which can be outlined with the Hogan.
Moody, hard to please, and emotionally volatile.
Suspicious, sensitive to criticism, and expecting betrayal.
Risk averse, resistant to change, and slow to make decisions.
Aloof, uncommunicative, and indifferent to the feelings of others.
Overtly cooperative, but privately irritable, stubborn, and uncooperative.
Overly self-confident, arrogant, and entitled.
Charming, risk-taking, and excitement-seeking.
Dramatic, attention-seeking, and interruptive.
Creative, but thinking and acting in unusual or eccentric ways.
Meticulous, precise, hard to please, and micromanaging.
Eager to please and reluctant to act independently or against popular opinion.
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Evolutionary Ecology Research , 2002, 4 : 1017–1032 Generations of the polyphenic butterfly Araschnia levana differ in body design 1Department of Zoology, School of Biological Sciences, University of Southern Bohemia and 2Institute of Entomology, Czech Academy of Sciences, Branisˇovská 31, CZ-370 05 Cˇeské Budeˇjovice, Czech Republic ABSTRACT The European Map Butterfly
Michael P. Osborne, MD HORMONE REPLACEMENT THERAPY (HRT) AND HEART DISEASE The Heart and Estrogen/progestin Replacement Study (HERS) found no overall reduction in the risk of coronary heart disease (CHD) in postmenopausal women who had a prior diagnosis of CHD. The trial randomized 2763 postmenopausal women with CHD to ~4 years of HRT or placebo. There were no significant overall decr