GROWTH

Most organisations say they hire for the best talent. In practice, many hiring processes repeatedly select for familiar profiles, familiar behaviours and familiar ideas of what “good” looks like.

The result is not only a fairness problem. It is a team performance problem.

Drawing on Hogan’s research into leadership, personality and team effectiveness, this Practice Lab explores what happens when teams are missing critical behavioural roles: the people who push for results, challenge assumptions, create stability, maintain relationships or bring a different response under pressure.

Participants will look beyond individual hiring decisions and consider the team as a system. Where is your organisation over-indexed? Which capabilities or behaviours are repeatedly selected out? And how do those gaps connect to the strategy and challenges your business is facing?

Through a practical mapping exercise, participants will begin to assess the role balance within their own teams and identify where greater behavioural range could strengthen decision-making, culture and performance.

The central idea is simple: fairer teams and higher-performing teams are not competing ambitions. Very often, they require the same thing: widening our definition of who belongs and what valuable contribution looks like.