I’ve been Hogan’d. I’ve been Berkman’d. I’ve been DiSC’d, and so on. I even invested substantial time and money to become certified in one of these tools.
When I began my executive coaching career, I used personality tests extensively.
However, I haven’t used one in over 10 years. Why?
It’s not that these tests are wrong. Indeed, every time I’ve taken one, I’ve winced at their accuracy! Rather, it’s a cost-benefit analysis. There are three reasons I no longer use these tests:
- They add a substantial chunk of time and money to the coaching engagement;
- They tend to focus coachees on themselves vs. being other-focused; and
- The 3-3-1 process obviates the need for them.
As for the first point, if you’re a professional executive coach, and your name is not Marshall Goldsmith, you’ve probably encountered resistance in selling your services. Pushback tends to come in two ways: (1) an executive saying they don’t have time; they’re already over-burdened schedule-wise; and (2) coaching fees are typically not budgeted for and don’t link directly to company production or revenue.
Coaches: this means the leaner and more efficient the coaching process, the better.
As for the second point, I am a devoted disciple of Marshall Goldsmith’s Stakeholder Centered Coaching (MGSCC). The number one reason is engaging stakeholders in the coaching process. His ingenious insight refocuses the coaching work from what the coach or coachee thinks or perceives to what others think or perceive.
All leaders have blind spots. Stakeholder Centered Coaching is by far the best way to bring light to darkness.
Regarding the third point, since applying and refining what I called the 3-3-1 (inspired by Marshall Goldsmith), I’ve had no need for a personality test when coaching a leader on a behavioral goal.
Attached is a template letter I use in my own coaching as well as when I’m coaching coaches. The 3-3-1 is by far the most efficient way to learn what you need as a coach to help the coachee. When it comes to 3-3-1 invitations, I encourage leaders and coaches I coach to err on the sign of over-inclusiveness. “The more, the merrier,” I say.
I once coached a leader who had been elected to statewide office. He came up with 40 3-3-1 candidates! Yet, it didn’t bury me. Most responses were succinct email answers. There were some succinct conversations, and a few were a mixture.
From the 3-3-1 list, we cull perhaps a half dozen “stakeholders”, people who will play a key role going forward in the coaching process.
As I said before, I’m not denigrating personality tests. It’s just that I’ve reached the point where they’re no longer needed for my coaching practice.
If you see things differently, let me know. MGSCC CEO Brandon Mergard has asked me to help our coaches be more successful, which for me means being open to suggestion and, as Marshall says, feedforward. I’d love to hear from you.
Jathan Janove, Chief Learning Officer of Marshall Goldsmith Stakeholder Centered Coaching, is the author, most recently, of “The HR Renaissance: From Legal Guard to Growth Partner.” He can be reached at jathan.janove@mgscc.net.
