Latest / Executive Careers with Fexingo: VP, C-Suite, and Senior Leadership Career Strategy / How Senior Leaders Use the Pre-Offer Psychometric Assessment Strategy
Transcript
- Lucas: You've aced the interviews. The board has vibed with you. The recruiter is talking comp range. And then—your inbox pings with a link to a ninety-minute online assessment. Personality inventory. Cognitive battery. Maybe a Hogan or a Predictive Index. Luna: Right, the psychometric. And a lot of senior leaders just roll their eyes and click through it. Lucas: Exactly. They treat it as a compliance checkbox. But in 2025, SHL published data showing sixty-eight percent of Fortune 500 companies now use some form of psychometric for vp level and above roles. Only twenty-two percent of executive candidates actually prepare for it. Luna: So the gap is massive. That means someone who takes it seriously can really stand out. Lucas: That's the angle today. Not whether you agree with the science—we can debate that another time—but how to treat this as a strategic document. Because unlike a reference check or a background screen, the psychometric is something you can actively shape. Luna: Shape without faking, I hope. Because if they catch that, you're done. Lucas: Absolutely. And we'll talk about the ethical line. But first, let's name the three tests you're most likely to see. The Hogan Assessment, the Predictive Index, and the classic Myers-Briggs. Each has a different structure. Luna: Myers-Briggs I feel like everyone has seen. But Hogan and PI are less familiar. Lucas: Hogan is probably the most common at senior levels because it measures the 'dark side'—derailers, stress responses, how you behave when things go wrong. It's not about whether you're extroverted or introverted. It's about whether you become micromanaging or aloof under pressure. Luna: Oh, that's actually useful. I've seen leaders who are great in calm times but turn into tyrants during a crisis. Hogan would catch that. Lucas: Exactly. And the Predictive Index is more about drives and needs—do you need autonomy, or do you thrive in a structured environment? It maps your work style to the role's demands. A mismatch there explains a lot of failed VP hires. Luna: So the first step is just knowing which test you're facing. How do you find out? Lucas: Ask. The recruiter or the HR partner will usually tell you if you ask directly. 'I want to ensure I'm in the right mindset—can you share which assessment tool you're using?' Nine times out of ten, they'll tell you. Luna: And then you look up the framework. Hogan has public sample reports. PI has a sample profile. You can understand the scales. Lucas: Right. And you don't study for it like an exam. But you do reflect on your own patterns. For example, on Hogan's 'ambition' scale—high scorers are seen as competitive, low scorers as humble. Neither is 'good' or 'bad,' but if the role is a COO who needs to drive aggressive growth, a very low ambition score might raise a flag. Luna: Right, context matters. So you're not trying to score high on every scale. You're trying to show fit for that specific role. Lucas: Exactly. And here's where many executives slip. They think 'leadership' means scoring high on everything. But a VP of R&D and a VP of Sales need very different profiles. A cookie-cutter 'strong leader' answer can actually hurt you. Luna: What about the cognitive tests? Those are harder to game. Lucas: They are. But you can prepare by getting good sleep, being in a quiet room, and maybe even taking a few practice puzzles online. The cognitive test is often a wais style battery—verbal reasoning, numerical, spatial. Familiarity with the format alone can improve your score by ten to fifteen percent. Luna: That's huge. And it's not cheating—it's just being prepared. Lucas: Now, here's a controversial take. Some coaches advise you to 'answer for the role'—if you know they want a collaborative leader, you downplay your competitive side. I think that's a mistake. Because the assessment is often used post-hire for development, and if you misrepresent yourself, you'll be forced into a coaching plan that doesn't fit. Luna: I've seen that happen. A leader who faked a 'people-first' profile and then got put in a mentorship-heavy role—miserable. Lucas: So the smarter strategy is to answer honestly, but with strategic self-awareness. If you know you have a tendency toward micromanagement, don't hide it—but frame it as something you're actively managing. The assessment might ask 'How often do you check in on your team's progress?' Don't lie. But you can choose 'sometimes' instead of 'always' if that's more accurate. Luna: That's the ethical line: accurate but not naive. Lucas: Exactly. And here's another layer. The results are often interpreted by an industrial-organizational psychologist in a debrief. That debrief can be a tool for you. If you get a chance to discuss the results with the hiring team, you can explain the context. 'I scored high on skepticism, and here's why that's been an asset in my turnaround experience.' Luna: So the assessment isn't the final word. It's a conversation starter. Lucas: Precisely. In fact, some companies now require the candidate to walk through their own results as part of the final interview. They're testing your self-awareness as much as the raw scores. Luna: Okay, let's talk about timing. When do you get the assessment link? Lucas: Usually after the final round, before the offer. But sometimes it's earlier, as a screening tool. If it's early, treat it as a gate. If it's late, treat it as a final confirmation. Either way, carve out a dedicated block. Do it in the morning, not after a long day. Luna: And do not multitask. I've heard of candidates taking it on their phone in an airport lounge. Disaster. Lucas: Yeah, that's a terrible idea. And don't rush. Most assessments are untimed. Use the full time. Think about each question. Luna: Also, check the email domain and link carefully. There have been phishing scams mimicking assessment platforms. Lucas: Good point. Verify with your recruiter before clicking anything. Now, one more tactic: after you complete the assessment, ask for a copy of the report. Some companies are happy to share it, especially if they use it for onboarding. That gives you insight into how they see you. Luna: And if they won't share, that's a signal too. Might indicate a less transparent culture. Lucas: Exactly. Alright, let's step back. If we've helped you think through this or any other career move, it's worth mentioning that a couple of dollars a month is genuinely what keeps these episodes ad-free and independent. You can find that at buy me a coffee dot com slash fexingo. It's how the show stays sustainable—no sponsors, no agenda. Luna: Yeah, it's a small thing that makes a real difference. We appreciate it. Lucas: Now, back to the assessment. Let's talk about the two-week prep timeline. Week one: identify the test, read about its scales, and reflect on your own tendencies. Maybe even do a mock test if available online. Week two: take care of logistics—sleep, environment, schedule. Luna: And the day of: don't drink too much coffee. You want to be alert but not jittery. Lucas: Right. And if you have a diagnosed condition like ADHD, consider whether you need accommodations. That's legal and common. Luna: One last thought: the assessment can also be a tool for you to evaluate the company. If their ideal profile is very rigid, maybe they don't value diversity of thought. Lucas: That's a great reframe. You're not just being tested—you're testing them. So go in prepared, but keep your eyes open.