Psychometric assessment for executive appointments, leadership development and succession. Read by an organisational psychologist who works inside leadership teams, so you see how someone is likely to lead, and how they’re likely to work with the team around them.
Assessment shows what a leader tends to reach for under pressure, what drives them, and where they’re likely to stretch and where they may strain. We read it against the role, and against the team they’ll work with. That second part is the work we know. We work with leadership teams for a living.
Fewer than 2% of Australia’s registered psychologists are endorsed in organisational psychology. Shannon is one.
Recent assessment work spans defence, resources and energy, water, ports and rail, government, health and medical research, professional services, recruitment, construction, community services and professional sport.
Evidence on how each candidate is likely to lead, and how they’re likely to work with your team. It sits alongside your interviews, references and judgement.
Executive, senior leader and high-stakes appointments.
Professional, specialist or mid-level roles needing efficient evidence.
Senior or complex roles requiring behavioural evidence.
Deeper exploration of fit, motivation and development following assessment.
Where we’ve already profiled your leadership team, candidates are read against that picture too.
Inside a summary report
The summary report turns what the profile raises into questions for your interviews and referees, and a plan for the first 90 days if the person is appointed.
Leading through others
Delegation
Why: How they divide ownership of execution between themselves and the team.
Developing others
Signal: How reports experienced ownership, trust and development.
De-risk the first 90 days
The assessment goes out the day you confirm.
Email the role and candidate details to assessments@tenaxiti.com.au.
The same day you confirm, often within the hour.
One to three business days after the candidate completes.
We take you through what the results suggest.
Assessment gives each leader an evidence-based read on themselves, and a development plan they write and own. Read together, the profiles show what your team can rely on, the gaps nobody has named, and where individuals are placed to grow into broader roles. We scope the work around your team, its size, timing and priorities.
Each leader completes the Hogan suite, covering personality, behaviour under pressure, values and drivers, and reasoning. Results are expressed as a position against a normative sample (a large comparison group) rather than as a type or a label, so the read is comparative rather than descriptive. They then have a 90-minute debrief with a registered organisational psychologist, who interprets all four instruments together rather than reading each in isolation, and who writes the report themselves.
The report covers three things: what they do well and should keep doing, the tendencies that surface when they’re under load or stretched thin and are worth managing, and the three to four priorities they’d get most from working on next.
Around an hour of online assessment, plus a 90-minute debrief. It runs alongside business as usual.
Inside a development report
One pressure pattern, and the priority it points to. Priorities are framed as questions; the plan that follows is the leader’s own.
Confidence ahead of work
What’s underneath: The confidence that helps you take a position early may also lead you to take one before the checking is done.
Dialling it back: Saying which views are settled and which are still being tested.
Separating settled from forming
In practice: Saying which it is when stating a view — settled, or still forming.
The individual work is only half of it. The value at your level is what emerges when the profiles are read together: the strengths your team can rely on, the gaps nobody has named, and the patterns that repeat across the group.
Your perspective is an input as well as an output. Your read on each leader’s role, performance and potential comes into the consolidation session and shapes how the team picture is drawn, alongside the assessment data and each leader’s own reflection. Triangulating those three is what turns an assessment into a development conversation.
Your read on each leader ahead of consolidation, a consolidation session, and help getting the assessment and debrief windows into diaries.
Under pressure, this team pulls back
leaders assessed, including the CEO
of high-risk flags sit in the moving-away cluster
high-risk flags on these five scales, plus 10 at moderate risk
leaders at high risk on Leisurely, the team’s top derailer
| Moving away · withdraw | |||||
|---|---|---|---|---|---|
| Leader | Excitable | Skeptical | Cautious | Reserved | Leisurely |
| Fiona PatelCOO | 88 | 100 | 90 | 100 | 100 |
| Grace HollowayGeneral Counsel | 100 | 92 | 94 | 80 | 90 |
| Emma WalshHead of People | 72 | 100 | 97 | 73 | 90 |
| Claire DawsonGM Engineering | 85 | 75 | 53 | 25 | 100 |
| James RossCFO | 26 | 48 | 87 | 94 | 68 |
| David NguyenGM Product | 18 | 59 | 16 | 21 | 25 |
| Alex MorganCEO | 79 | 49 | 31 | 74 | 73 |
| Leaders at high risk | 1 | 3 | 3 | 2 | 4 |
Five Behaviours, DiSC or Hogan results taken back to the team in a facilitated session.
You, the leader and the psychologist together, formalising each leader’s priorities and focus areas.
A structured interview with each leader covering career history and exposure, adding depth on where they have been tested and where they have not.
Executive coaching against the plan each leader has written. Check-ins at 90 days and six months to keep the plans live.
Deeper facilitated work where the team session surfaces more than one session can hold: ways of working, decision-making, or a specific relationship that isn’t working.
Deeper work on named individuals against specific target roles where succession is in view. Selection assessment for external candidates on the same basis, so internal and external people are read against the same framework. Re-profiling as the team changes, so the view stays current.
Executive development, coaching or leadership transition.
I’ve always been one to extract as much value as possible out of the work you and others in your field do. But this has been exceptional. Seven weeks on, it’s just so accurate and so clear, and I’m still using it.
When succession is in view, we assess internal successors against the specific role they may step into, using the Hogan suite and a debrief. The debrief covers what the results suggest: the strengths they’d bring to the role, and where they may need support or development to grow into it.
External candidates can be assessed the same way, so internal and external people are read against the same framework.
Tools for trust, conflict, commitment and communication across a team. Teams use them to understand each person’s strengths and get more from their differences: when a new team is settling in, before a strategy offsite, or when a good team wants to get better.
Team trust, conflict, commitment, accountability and results.
Individual behavioural insight and team communication.
Group-level team insight, worked through with the team in a facilitated session.
New to these instruments? A plain-English guide to the main tools used across Tenaxiti assessment packages, and what each tool helps assess.
Shannon interprets every assessment herself. She is an organisational psychologist who has also been a managing director, so she has done the job she is assessing people for.
Shannon is a registered psychologist with an area of practice endorsement in organisational psychology, and has been accredited in psychometric assessment since 2006. Shannon was previously Managing Director of Hudson’s talent practice across Australia and New Zealand, and is a board director.
There are 125 psychologists endorsed in organisational psychology in Queensland. Shannon is one.
Endorsement takes a master’s-level qualification in organisational psychology and a further period of supervised practice approved by the Psychology Board of Australia. It means the person interpreting your assessments is qualified to practise in organisational psychology, as well as accredited in the tools.
