Campbell Leadership Descriptor
Change Style Indicator®
Conflict Dynamics Profile® (CDP-I)
Decision Style Profile®
FIRO Element B™
Hogan Talent Assessments
The Hogan Personality Inventory (HPI) is a psychometric evaluation of personality characteristics that describe how we relate to others when we are at our best.
The Hogan Development Survey (HDS) describes personality behaviors that can emerge during times of stress, and may disrupt work relationships, damage reputations, or derail chances of success.
The Motives, Values, Preferences Inventory (MVPI) describes personality from the inside – the core goals, values, drivers and interests that determine what we desire and strive to attain. By assessing values you can understand motivations for success, and which type of position, job and environment will be the most productive.
Influence Style Indicator®
Myers-Briggs Type Indicator® Assessment (MBTI®)
For almost 75 years, the MBTI instrument is the best known and most trusted personality tool for understanding individual differences and uncovering new ways to work and interact with others. From developing more productive work teams, leadership and reducing workplace conflict, the MBTI can improve the quality and effectiveness for any organization.
Strength Deployment Inventory (SDI)
Thomas-Kilmann Conflict Mode Instrument (TKI)
Leadership is no longer about your position. It's now more about your passion for excellence and making a difference. You can lead without a title.
A sense of humor is part of the art of leadership, of getting along with people, of getting things done.
The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.
Not everything that counts can be counted, and not everything
that can be counted counts.
Change is the law of life and those who look only to the past or present are certain to miss the future.
Mountaintops inspire leaders but valleys mature them.
We are what we repeatedly do, excellence then is not an act, but a habit.
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