Hogan Assessments use workplace personality data to support strategic self-awareness and leadership development. The core suite typically explores everyday strengths and work style, potential derailers that may emerge under stress or reduced self-monitoring, and the motives, values, and preferences that influence engagement and organizational fit. The results can help leaders understand how others may experience them, what motivates their decisions, where strengths may become overused, and what could interfere with effectiveness. In coaching, Hogan is particularly useful for executive development, role transitions, succession readiness, and identifying focused behavioural priorities. It is not a pass/fail test, and there is no single ideal leadership profile.

The Birkman Method® is a comprehensive assessment of interests, usual behaviour, underlying needs, and possible stress behaviour when those needs are not met. It helps clients understand both how they tend to show up and the conditions they may need to remain productive, motivated, and effective. Because needs are not always visible to others, Birkman can help explain why a leader may appear flexible or composed yet react differently under sustained pressure. In coaching, it is useful for self-awareness, communication, relationships, career alignment, team effectiveness, and leadership development. The results are best used as a starting point for reflection and practical action, not as a fixed label.

The Positive Intelligence® Saboteur Assessment is a brief reflection tool designed to identify recurring mental patterns—called Saboteurs—that may interfere with performance, well-being, and relationships. It highlights the relative influence of the universal Judge and common accomplice patterns such as the Pleaser, Controller, Hyper-Achiever, Avoider, and Stickler. In coaching, the assessment can help clients recognize automatic thoughts and reactions that become more active under pressure, separate those patterns from their identity, and practise more constructive responses. It is most useful as part of a broader development process that builds awareness, self-command, and repeated behavioural practice; it is not a clinical or diagnostic assessment.

PsychASSETS® is a neuroscience-informed assessment and coaching approach focused on the psychological needs that support people in thriving at work. It helps clients explore which needs are especially important to their well-being, motivation, relationships, and performance, and how perceived threats to those needs may affect emotion, decision-making, and behaviour. In coaching, the profile can support more personalized strategies for self-regulation, communication, leadership, engagement, and team relationships. It is particularly useful for understanding why the same workplace environment or leadership approach may energize one person and create stress for another. PsychASSETS is a developmental workplace tool, not a mental-health diagnosis.

The Myers-Briggs Type Indicator® helps clients explore preferences in four areas: Extraversion–Introversion, Sensing–Intuition, Thinking–Feeling, and Judging–Perceiving. The combination produces one of 16 type patterns that can provide a practical language for understanding how people direct energy, take in information, make decisions, and approach structure. In coaching and team development, the MBTI can support self-awareness, communication, collaboration, conflict understanding, and appreciation of different working styles. It describes preferences rather than ability, competence, or character, and no type is better than another. It should not be treated as a complete description of personality or a prediction of leadership success.

MRG’s Leadership Effectiveness Analysis™ and LEA 360™ provide a detailed, behaviour-based view of how a leader approaches their work and how that leadership is experienced by others. The LEA measures 22 observable leadership behaviours, while the 360 process adds feedback from bosses, peers, direct reports, and other stakeholders and examines effectiveness across key leadership competencies. The assessment does not prescribe one ideal style. Instead, it helps leaders identify strengths, perception gaps, and behaviours that may be overused, underused, or especially important in their role and context. In coaching, it is particularly valuable for executive development, transitions, succession, team leadership, and building a focused action plan grounded in stakeholder feedback.