Using Personality Assessments to Strengthen Leadership at Every Level
- Hailey Hilbert
- Jun 16
- 4 min read
Most firms that invest in personality or behavioral assessments use them at one predictable moment: onboarding. But what happens after a candidate signs the offer letter? Too often, the firm shelves self-awareness tools, relegating them to HR folders or forgotten dashboards when they could play a central role in shaping communication, decision-making and team dynamics.
Being able to understand yourself and others isn’t a “soft” skill. It’s a strategic advantage. Integrating self-awareness tools like the Kolbe A Index, StrengthsFinder, or the language of appreciation into your ongoing leadership development efforts can be a powerful lever for firm growth, cultural cohesion, and performance.
Why self-awareness belongs in leadership development
Self-awareness is the foundation of emotional intelligence (EQ), which is one of the most sought-after interpersonal skills in the workplace. In fact, according to the Harvard Business Review, 71% of employers value emotional intelligence more than technical skills when evaluating candidates.
In accounting firms, teams are often cross-functional, deadline-driven and navigating constant change. Leaders need emotional intelligence (EQ) to understand how team members instinctively operate, how individuals differ, and how to bridge those differences in real-time.
At Boomer Consulting, Inc., we use the Kolbe A Index during the hiring process, but it’s not a one-and-done exercise. It’s a living, breathing part of our culture. Employees are familiar with their Kolbe profiles (how they naturally take action), and we use this language daily: red for Fact Finder, blue for Follow-Through, green for Quick Start, and yellow for Implementor.
We know people with long red lines thrive on research, precision and time to evaluate. Meanwhile, those with long green lines prefer to jump into action and improvise on the fly. When building teams or tackling strategic projects, we consider the Kolbe lines in the room. Do we have balance? Are we giving the red lines space to analyze? Are we avoiding burnout for the green lines who need flexibility and experimentation?
This intentional use of assessment data strengthens communication, avoids unnecessary friction and ensures critical decisions reflect multiple cognitive strengths.
Moving from labels to leverage
Personality assessments, when misused, can be reductive. Maybe you’ve heard someone express a sentiment like, “You’re a 7, I’m a 3, so we’ll never get along.” But when integrated thoughtfully, personality assessments provide teams with:
Shared language. Instead of vague frustrations (“She’s too hesitant” or “He’s reckless”), teams gain nonjudgmental language to describe behaviors.
Contextual understanding. Leaders better understand why someone responds the way they do under stress or time pressure.
Psychological safety. Tools like Kolbe can help individuals feel seen without being judged. It takes away some of the self-consciousness because they know their way isn’t better or worse, it’s just different.
This shift from labeling to leveraging creates space for every team member to contribute authentically and effectively.
Re-assessment and re-engagement
In theory, your “modus operandi” or personality type doesn’t change, but context matters. Life transitions, career shifts or external pressures may affect how someone responds during an assessment or how they interpret the results.
That’s why it’s a good idea to treat assessments as snapshots rather than fixed identities.
Encouraging honest self-reflection and revisiting results can surface new insights. For example, was someone trying to fit a mold during the hiring process? Has their role evolved in a way that’s pulling them out of alignment? Do they need different supports or feedback methods than they did a year ago?
Self-awareness isn’t static and leadership development shouldn’t be either.
Knowing what motivates your team
In addition to cognitive or action-based tools, emotional motivators matter. That’s where the “language of appreciation” comes in. Modeled after Gary Chapman’s Five Love Languages (adapted for the workplace), this tool helps leaders identify what makes their team members feel valued.
Languages of appreciation include:
Words of affirmation
Quality time
Acts of service
Tangible gifts
Appropriate physical touch (more applicable in non-remote, in-person settings)
At Boomer Consulting, leaders and teams regularly discuss their language of appreciation because we recognize encouragement isn’t one-size-fits-all. Public recognition might lift one person up, while another would prefer more one-on-one time with a partner or manager. When you learn what resonates with each person, you build loyalty, morale and motivation.
Putting it all together
Here’s how you can elevate self-awareness tools from onboarding to ongoing:
Normalize the language. Make Kolbe, StrengthsFinder, or DiSC part of everyday conversation rather than a line item in the employee file.
Build diverse teams by design. Don’t stack leadership teams with people who think and act alike. Prioritize complementary strengths and styles.
Schedule periodic check-ins. Invite team members to revisit and reflect on their assessment results annually or during major role changes.
Integrate into feedback and goal-setting. Tailor coaching, recognition and performance conversations based on how individuals process information and receive praise.
Train your managers. Offer guidance and scripts on how to use assessment results to lead with empathy, clarity and accountability.
Integrating self-awareness tools into leadership development helps leaders understand how they and their teams instinctively operate. With this knowledge, they make better decisions, avoid misunderstandings, and foster a more engaged firm culture. Investing in tools that reveal how your people work, not just what they do, could become your firm’s leadership advantage.
Are you ready to upskill your team and transform your firm?
The Boomer Learning & Development Circle is a peer group of learning and development professionals in the accounting profession who share tools and resources to properly support their firms’ learning and development goals. Apply now to ensure you’re focusing on the right skills, engaging learners and demonstrating value to other firm leaders.
As a Client Service Coordinator for Boomer Consulting, Inc., Hailey Hilbert is excited to meet members from different Circles and hear about firm challenges and opportunities from various perspectives. Her primary focus is planning Circle meetings and handling events at the Accounting Innovation Center.
Comentários