To enable true development it’s very important that individuals have a clear, objective picture of their current state compared to where they would ideally like to be in the future. They must understand the gaps and how they can close them. This future state is often less important with selection assessments, which are more about someone’s ability to do the job now.

To gain maximum benefits, individuals must feel that they ‘own’ their data. Experienced assessors must use their knowledge of the individual to consider how to position their messages effectively (both in the report and in person) so they can be heard, accepted and understood. This nuance is less important with selection, where the messages tend to be more direct and written for the hiring manager.

Context is King. Different roles, and the same roles in different contexts may require a different set of behaviours for success. Success in one area does not always translate to success in another. A deep understanding of the context surrounding any role or individual is vital for accurate assessment and insight.

A highly trained assessor using a behavioural event interviewing (BEI) technique offers greater validity than more targeted interview techniques because BEI focuses on understanding past behaviours as predictors of future performance without leading the interviewee toward specific examples. This method maintains an open-ended approach, allowing assessors to observe how candidates describe their experiences and the behaviours they demonstrate in real-world situations.

Rather than directing the interviewee toward specific data points, keeping the BEI technique completely open allows us to observe and code the behaviours as they naturally emerge. A great example of this is the "customer-focused" behaviour. When asked directly, many intelligent candidates can retell instances when they acted in a customer-focused manner. However, if, after an extensive open-form interview, the candidate has not once considered the customer, it reveals a more reliable understanding of how much the customer is truly at the forefront of their mind during their work.

This approach provides a deeper understanding of a candidate's actual performance in relevant contexts, helping to identify not only what candidates did but also why they acted in specific ways. As a result, the insights gathered from BEI lead to more accurate predictions of how candidates will perform in similar situations within the organisation, making it a more reliable method for assessing fit and potential success in senior roles.

The key value of using the subject-object interview (SOI) to assess ego maturity lies in its ability to uncover the complexity of an individual’s self-awareness and perspective-taking capabilities. The SOI delves into how individuals perceive themselves in relation to others and the world around them, allowing assessors to evaluate the development of their ego across different stages of maturity. It enables assessors to identify not only where an individual currently stands in terms of ego development but also the implications for their leadership abilities and interpersonal effectiveness. This assessment can inform targeted developmental strategies that enhance self-awareness, emotional intelligence, and decision-making capabilities, ultimately contributing to more effective leadership and healthier organisational dynamics.