How to Construct a Behavioural Assessment cont.

A Case Study of Organisational Change & Leadership Development

Background:

A mid-sized technology company is undergoing a digital transformation, shifting from traditional software development to an agile, cloud-based services model. Leadership realises that the change is creating resistance, stress and communication breakdowns among teams.

The executive team decides to integrate Behavioural Assessment into its leadership development program and change management strategy.

Step-by-Step Application of Behavioural Assessment

1. Leadership Team Assessment

Each leader completes the survey. The results reveal:

• Several managers have high Pace (P) and high Conformity (C), ie they prefer stability, structure and dislike ambiguity.
• The transformation requires rapid decision-making and experimentation.

2. Understanding Stress & Adaptation

Stress Profile shows that:

• Many leaders are adjusting their behaviour to appear more dominant and extroverted than they naturally are.
• Their energy levels are depleting and their Satisfaction Index is dropping.

This explains rising frustration, burnout signs and reluctance to embrace the change.

3. Tailored Coaching

Each leader receives a debrief and coaching session focused on:

• Understanding their natural strengths and stress triggers
• Learning to communicate effectively with different behavioural types
• Strategies for leading in uncertainty while preserving their energy.

For example:

• A leader with low Dominance and low Extroversion is coached on using structured communication to influence change, rather than aggressive persuasion.

4. Team-Level Interventions

The results are aggregated to:

• Visualise the behavioural makeup of teams
• Identify potential conflict zones (eg, dominant leaders vs. stability-seeking staff)
• Build cross-functional teams that balance behavioural styles

A workshop is run to:

• Explain the profiles in simple, strengths-based terms
• Develop team “rules of engagement” for collaborating during change.

5. Leadership Pipeline Development

Using Predictor Profiles, HR maps the potential of emerging leaders to handle ambiguity, decision-making pressure and people dynamics.

This helps in:

• Selecting the right people for change leadership roles
• Creating personalised development plans (e.g., stretch roles, mentoring)

Outcomes

• Leaders gain self-awareness and strategies to adjust without burnout
• Improved communication and trust across teams
• Targeted development for future leaders
• Teams become more adaptable and resilient.

Summary of Value in Change & Leadership:

(main source: https://www.pdpglobal.com/pdp-proscan-survey-personality-model)