By Bryan Robinson,Contributor,Ph.D
Copyright forbes
Scientists have identified three personality traits that indicate you’re a “promotable personality.” Do you think you have what it takes?
Why do some professionals rocket up the ladder while others, equally talented, plateau? The difference isn’t always about technical performance or delivery. It usually comes down to something that feels harder to define and measure: personality. Scientists have found that certain personality traits put you in line for a promotable position in your career trajectory. Do you think you have a promotable personality? New research is letting the cat out of the bag so you can find out.
Do You Have A Promotable Personality?
If somebody told you that three personality characteristics could guarantee your job promotion and career success, you would probably want to cultivate them, right? Analysts can match your personality type to the highest-paying jobs available. And The Big Five model of personality traits can help organizations measure five dimensions of personality to recruit and retain personalities best suited for certain jobs: extroversion, agreeableness, conscientiousness, openness and neuroticism.
If you’re a quiet, introverted employee who prefers working alone, for example, a high-pressured sales job might not be your wheelhouse. Now, experts are showing how organizations can look beyond surface-level confidence to identify employees who will truly succeed, while avoiding costly promotion missteps.
Hogan Assessments, a global leader in workplace personality science, suggests the difference isn’t just performance. It’s personality. Insights from Hogan show that certain personality patterns are strongly associated with a higher likelihood of promotion. Ironically, the same behaviors that help people rise quickly don’t always set them up for long-term leadership success, which often requires a different set of qualities altogether.
You could be a gladhander, extroverted and friendly, making you stand out among your peers. Being in the spotlight increases your chances of promotions and raises. But standing out and showing off are two different things. When outgoing behaviors cross over the line into being a showoff, that could be a game changer. Business leaders react negatively to employees who engage in the “corporate showoff culture.”
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Hogan’s new research identifies three personality traits often found in members of the workforce who get promoted, revealing how these promotable personalities will truly succeed, staying on top of their game. But they also present the flip side, showing surprising pitfalls and costly promotion missteps that come with them.
The Charisma Trap – Bold, colorful personalities rise quickly but may stumble without humility.
The Quiet Power of Humbleness – Underestimated at first, humble leaders often create the strongest, most resilient teams.
Strategic Self-Awareness – The true differentiator between short-term visibility and long-term leadership success.
1. The Charisma Trap
At first glance, those who get promoted quickly appear to be natural leaders, Hogan research says. They’re confident, articulate and socially skilled. But their data shows that high scores in Bold, Colorful and Imaginative, tend to catch the attention of decision-makers early in a career. These individuals stand out. They know how to present ideas and project confidence even if their substance doesn’t always match their style.
While these qualities can accelerate promotion, they sometimes come with risks, according to Dr. Ryne Sherman, chief science officer at Hogan. “Without humility and self-awareness, these fast-climbers may struggle to build lasting trust or manage teams effectively,” he cautions. “This is sometimes referred to as the charisma trap.”
2. The Quiet Power of Humbleness
In contrast to louder, Hogan researchers say that self-promoting leadership styles, a quieter and more sustainable approach is proving to be more effective: humble leadership. These professionals are self-aware, open to feedback, and prioritize team success over personal recognition. Though often underestimated at first, they consistently emerge as high-performing leaders once promoted.
“Humility is a powerful leadership quality,” states Sherman. “Leaders who listen, admit mistakes and empower others create the strongest teams. They’re steady, resilient and build engagement that lasts.”
3. Strategic Self-Awareness: The Missing Link
Hogan researchers assert that too often promotion decisions focus on short-term performance rather than long-term leadership potential. According to Sherman, this can lead to costly missteps. “Confidence can sometimes mask deeper issues,” he explains. “Personality assessments help organizations see beyond surface behaviors and identify who will truly succeed in leadership roles.”
Hogan’s findings highlight the value of strategic self-awareness—your ability to understand your strengths, limitations and impact on others. By combining personality data with 360-degree feedback, organizations can equip leaders with a deeper understanding of how they are perceived and how they can evolve. This approach not only improves individual performance but strengthens teams and company culture over time.
A Final Takeaway On The Promotable Personality
Some workers move up the corporate ladder with impressive speed, while others, equally as competent, remain in the same place. Hogan believes that promotions aren’t just about what you do. They’re also about how others experience working with you. Hogan doesn’t deny that technical skills matter. In the workplace, you never know the hidden emotional burdens employees, coworkers or employers carry on a daily basis.
When it comes to locking in promotions, soft skills and personality characteristics often play an even bigger role than just what’s on your resume. Personality shapes how individuals navigate workplace dynamics, respond to feedback and lead under uncertainty. Objective personality measures go beyond surface visibility and help predict who those employees are.
In today’s evolving workplace where inclusion, well-being and adaptability are crucial, Sherman argues that leadership must be redefined. “Promotions based solely on visibility are outdated. To build teams that thrive, companies must prioritize values like humility, trust and collaboration.”
Hogan concludes that using objective personality measures to identify a promotable personality can reduce bias, ensuring that promotions reward actual leadership potential rather than popularity or self-promotion.
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