Leadership is not just about strengths—it’s also about how you handle challenges, pressure, and setbacks. Even the most successful executives have personality traits that, when overused or triggered by stress, can negatively impact their leadership effectiveness. 

These characteristics, known as derailers, often emerge in high-pressure situations, affecting decision-making, relationships, and team morale. The Hogan Development Survey (HDS)—part of the Hogan Assessment—helps leaders identify and manage these derailers before they become obstacles to their success.

As a certified provider, ImprovEdge often applies the Hogan assessment in coaching engagements or leadership development programming as a tool for leaders to self-reflect and name some of the behaviors they see in their own leadership style and that of others.  This process helps leaders dive deeper into their responses to leadership challenges and opportunities.

You don’t control the situation, rather you control your response to the situation.

By understanding and addressing their derailers, leaders can enhance their self-awareness, improve their interactions with others, and create a more positive and productive work environment. Let’s explore how recognizing these traits can lead to more effective leadership and how leaders can apply these insights for continuous growth.

 

What Are Leadership Derailers?

Derailers are personality traits that may serve leaders well in normal circumstances, yet can become liabilities under stress, fatigue, or pressure. These behaviors often develop as coping mechanisms – When they are overused or left unchecked, they can create blind spots, damage trust, and hinder leadership performance.

The Hogan Development Survey (HDS) identifies 11 common derailers, grouped into three categories:

1. Moving Away from Others (Avoidance-Based Behaviors)
   • Excitable: Passionate but prone to mood swings and disengagement when things don’t go as planned.
   • Skeptical: Perceptive but distrustful, seeing threats where none exist.
   • Cautious: Risk-averse, slow to make decisions, and resistant to change.
   • Reserved: Independent but distant, often perceived as unapproachable.
   • Leisurely: Appears agreeable but resents authority and works around leadership.
2. Moving Against Others (Aggressive or Controlling Behaviors)
   • Bold: Confident but can become arrogant, dismissing others’ input.
   • Mischievous: Charismatic but takes unnecessary risks and ignores rules.
   • Colorful: Energetic and attention-seeking, sometimes overshadowing the team.
   • Imaginative: Creative but unpredictable, making it hard for teams to follow their direction.
3. Moving Toward Others (Approval-Seeking Behaviors)
   • Diligent: Detail-oriented but struggles with delegation and micromanages.
   • Dutiful: Loyal but overly eager to please, avoiding conflict even when necessary.

These derailers don’t mean someone is a bad leader; rather, they highlight areas where leaders may struggle under pressure. Recognizing and managing these tendencies is key to long-term leadership success.

How to Apply Hogan Derailer Insights to Leadership Growth

1. Increase Self-Awareness and Emotional Intelligence

Self-awareness is the foundation of leadership development. By understanding their derailers, leaders can recognize when they are slipping into counterproductive behaviors and take corrective action.

For example, a Diligent leader who struggles with delegation can practice empowering their team by setting clear expectations and trusting others to execute. An Excitable leader prone to emotional highs and lows can implement mindfulness techniques to stay steady under pressure.

By enhancing emotional intelligence, leaders become more adaptable, resilient, and effective in managing themselves and others.

2. Strengthen Decision-Making Under Pressure

Derailers can cloud judgment, leading to poor decisions. A Cautious leader, for example, may delay critical decisions out of fear of failure, stalling progress. Recognizing this tendency allows them to develop strategies for balancing risk and action.

Conversely, a Mischievous leader may make impulsive decisions without considering long-term consequences. By being aware of this, they can slow down their decision-making process, seek diverse perspectives, and evaluate risks more carefully.

Applying Hogan insights to decision-making ensures leaders remain rational, strategic, and aligned with their organization’s goals, even in high-pressure situations.

3. Improve Communication and Build Stronger Relationships

Effective leadership requires strong relationships and derailers can create barriers. A Skeptical leader, for example, may struggle to trust their team, leading to a culture of suspicion and disengagement. By recognizing this, they can work on building psychological safety and demonstrating trust in their employees.

Similarly, a Bold leader who dominates conversations may unintentionally silence others. Being aware of this trait allows them to practice active listening, seek input, and foster more collaborative discussions.

By refining communication and relationship-building skills, leaders create stronger, more engaged teams.

4. Create a Positive and Productive Work Culture

Derailers don’t just impact individual leaders—they affect entire teams. A Reserved leader who withdraws under stress may unintentionally create a disengaged team, while a Colorful leader who constantly seeks attention may cause frustration among team members who feel overlooked.

When leaders acknowledge and manage their derailers, they create a more inclusive, balanced, and psychologically safe workplace. Employees feel heard, valued, and empowered to contribute, resulting in increased engagement, innovation, and productivity.

5. Develop a Personalized Leadership Growth Plan

Once leaders identify their derailers through the Hogan Development Survey, they can create a structured plan for personal growth. This may involve:

• Seeking feedback from peers, mentors, and direct reports.
• Engaging in executive coaching to develop strategies for managing derailers.
• Practicing self-regulation techniques like mindfulness or stress management.
• Leveraging team strengths to counterbalance personal weaknesses.

By taking a proactive approach, leaders can turn derailers into areas of growth rather than roadblocks to success.

Conclusion: Embrace Derailer Awareness for Leadership Success

The Hogan Development Survey (HDS) is not about labeling leaders as flawed—it’s about empowering them with the self-awareness to grow. Understanding derailers helps leaders:

• Recognize and regulate counterproductive behaviors.
• Make better decisions under pressure.
• Improve communication and team relationships.
• Build a strong, high-performance leadership style.

By embracing the insights from the Hogan Assessment, executives can lead with confidence, resilience, and a deeper understanding of how to stay on track for long-term success.