
High-performing teams provide companies with an undeniable advantage over their competitors.
However, those teams rarely perform at their maximum capacity.
That’s because most of the models devoted to creating high-performing teams focus solely on skills and experience, and ignore the influence of personality.
Achieving the right mix of skills, experience, and personality is the key to a productive team and contented workforce.
Get that mix wrong, by even just one individual, and the results can be disastrous.

High-performing teams provide companies with an undeniable advantage over their competitors.
The Hogan Team Report draws on personality assessment to help teams identify and understand three internal dynamics:
Team strengths and weaknesses
In order to maximise strengths, high performing teams should have a balance of people across five key psychological roles.
Potential team fracture lines
In order to maintain harmony, teams have to recognise and mitigate the negative personality characteristics that can derail success.