Most people have a few characteristics that serve them well most of the time but can cause problems under pressure: confidence that tips into overconfidence, high standards that become perfectionism, caution that becomes indecision. This guide explains why strengths can turn into risks, what research says about derailment at work, and how a questionnaire such as Development Dimensions helps.

When strengths become risks

Everyday personality questionnaires describe how people usually behave. But what often matters most, especially for leaders, is how someone behaves when they are stressed, tired, under scrutiny or overstretched. In those moments, habits that normally help can become extreme. A decisive manager may stop listening. A conscientious specialist may refuse to delegate. A charming leader may overpromise.

These patterns are rarely visible at interview, where candidates are on their best behaviour. They tend to show up months later, once the pressure is real.

What research says about derailment

Hogan and Hogan described a set of personality tendencies that are often strengths in moderation but can derail careers when overused, and showed how they can be assessed [1]. Later work by Kaiser, LeBreton and Hogan found that these tendencies were linked to extreme leader behaviour, too much or too little of a behaviour, which colleagues rated as less effective [2].

The practical message is balanced: these characteristics are not faults to screen out. They are often part of what makes someone effective. The aim is to know about them, so that they can be managed.

The Development Dimensions questionnaire

The Viewpoint Development Dimensions Survey (DDS) looks beneath everyday personality at 8 traits that can become strengths or risks at work, grouped into 4 CARE themes, with 24 sub-scales for more detail. It is untimed, takes about 10 minutes, and offers 7 reports for different purposes, from recruitment to feedback and development. It gives a deeper, more rounded view of someone than an everyday personality profile alone.

A worked illustration

The following is a generic illustration written for this article, not a real profile.

A strong candidate for a project lead role shows a very high score on a trait linked to high standards and attention to detail. In everyday work this is a clear strength: their work is thorough and reliable. Under pressure, it may become reluctance to hand work over, or delay while everything is checked again.

At interview, a useful question is: "Tell me about a time a deadline meant you had to hand over work before it was as polished as you wanted. What did you do?" The answer shows whether the candidate already recognises the risk and how they manage it.

Using Development Dimensions well

For recruitment, use the results to guide interview questions and references rather than to rule people out. For development and coaching, they are often most valuable after appointment, helping people recognise their own patterns under pressure and plan how to manage them. They can be used alongside an everyday questionnaire such as Talent Dimensions.

For candidates, answer honestly and quickly. There are no right or wrong answers, and the questionnaire is designed to describe tendencies, not to judge.

See the Development Dimensions page, our guide to personality questionnaires in recruitment, or all our personality tests.

Frequently asked questions

How long does the Development Dimensions questionnaire take?

It is untimed and takes about 10 minutes.

Is it a test of mental health?

No. It describes work-related personality tendencies, not health or wellbeing.

Should high scores rule a candidate out?

No. These traits are often strengths. Results are best used to guide interview questions and development.

What does it measure?

8 traits that can become strengths or risks at work, grouped into 4 CARE themes, with 24 sub-scales.

References

1. Hogan, R. & Hogan, J. (2001). Assessing leadership: a view from the dark side. International Journal of Selection and Assessment, 9(1–2), 40–51.
2. Kaiser, R. B., LeBreton, J. M. & Hogan, J. (2015). The dark side of personality and extreme leader behavior. Applied Psychology, 64(1), 55–92.