Leaders Are People, Too (*gulp*)

Available: On-Demand

Personality determines the way we lead. The way we lead determines our teams’ performance. And a successful organization is a collection of high performing teams that act in concert. Seems simple enough. So what’s the problem? In a word...humans.

Effective leaders, just like other working adults, are a bunch of grown-up children, only one or two DNA percentage points apart from Chimpanzees. So what differentiates these hominids from the rest of the pack? How are they able to navigate our complex matrices more adeptly than the rest, whilst consistently delivering results? Believe it or not, the prerequisites for advancement in a hierarchy haven’t changed all that much over the last million years (give or take a couple of hundred thousand).  

Learning Objectives:

  • The tenets for effective leadership (from an evolutionary perspective)
  • How “emergence factors” emerged in the modern day
  • Getting along vs. getting ahead

Sponsored by:



 Michael Sanger_SQ

   Michael Sanger

   Senior Strategist   

  Hogan Assessments

As a Senior Strategist at Hogan Assessments, Michael supports a wide range of talent management firms and alliance partners. He developed his professional background overseas while gaining hands-on experience in emerging markets. With 15 years of consulting and related talent management experience, Michael works with a number of Hogan’s international distributors, multinational consulting firms and Fortune 500 clients, helping them to grow their Hogan capabilities and expand their businesses. He is well practiced in coaching through feedback, workshop facilitation, cross-cultural applications and executive assessment.

Other experiences include executing human resources responsibilities and implementing ISO standards at Southern Container Corp., executing market research responsibilities for Norman Hecht Research, and guest lecturing in university classrooms. Michael’s additional expertise focuses on how the varying leadership expectations across geographies can influence the designs and outcomes of global talent management initiatives.

Michael is a graduate of Hofstra University’s Industrial/Organizational Psychology program. He also took time at University of Tilburg, Netherlands to enhance his studies of professional psychology on the international stage. He has spoken at professional and academic conferences in Hong Kong, China, Japan, Australia and the United States.