30/05/2025
In leadership, the ability to question, challenge, and spot potential risks is often seen as a strength. But what happens when those qualities tip into mistrust, defensiveness, and suspicion? This is the essence of the Skeptical derailer, one of the most prevalent and potentially corrosive behaviours measured by the Hogan Development Survey (HDS).
While healthy scepticism is a valuable asset in complex or high-stakes environments, leaders high on the Skeptical scale may struggle with trust, see hidden motives where none exist, and alienate colleagues through a defensive or accusatory leadership style.
The Skeptical derailer reflects a person’s tendency to be alert to threats and sensitive to betrayal. According to Hogan, people with high scores on this scale are often perceived as suspicious, cynical, and quick to take offence. They may assume that others are out to undermine them, which can make them hyper-vigilant and reactive, especially under stress.
While such individuals can be extremely sharp, shrewd, and hard to deceive, their behaviour can damage psychological safety, limit collaboration, and foster a toxic team atmosphere.
Research from Hogan and other behavioural experts shows that high Skeptical tendencies can lead to:
- Breakdowns in trust: Team members feel scrutinised or unfairly judged.
- Over-defensive leadership: Leaders may interpret feedback or dissent as disloyalty.
- Micromanagement or withdrawal: As trust erodes, so does delegation.
- Reputation damage: Leaders may be seen as combative, cold, or paranoid.
In teams led by highly sceptical individuals, innovation and openness often suffer, as people avoid risks or choose silence over disagreement.
Managing this derailer doesn’t mean losing your edge or ignoring potential risks. It means learning to differentiate real threats from perceived ones, and to build constructive, trusting relationships even when under pressure.
1. Build Self-Awareness
Start by reviewing your Hogan HDS profile or soliciting honest feedback from colleagues. Ask yourself:
- Do I assume the worst in people?
- Do I frequently question others’ motives?
- Am I quick to become defensive or withdraw?
Self-awareness is the foundation of behavioural change.
2. Practice Cognitive Reframing
Learn to question your assumptions. If you find yourself doubting someone's motives, ask:
- What else could be true?
- Do I have solid evidence for this belief?
- Is there a more generous interpretation?
This mental flexibility helps reduce paranoia and opens the door to healthier collaboration.
3. Strengthen Communication Channels
Rather than assuming bad intent, seek clarity through direct communication. Ask open questions, express curiosity, and avoid accusatory language.
Try replacing “Why didn’t you tell me this?” with “Help me understand your thinking here.”
4. Work on Trust Incrementally
Instead of expecting instant trust, build it through small, consistent actions. Be reliable, admit mistakes, and show vulnerability. These behaviours signal safety and encourage reciprocal openness from others.
5. Invest in Coaching
A coach trained in using Hogan tools can help you explore the root causes of your Sceptical tendencies (often based in early success or survival strategies) and guide you in building new, more adaptive responses.
Coaching can also help balance your strengths—like risk awareness and realism—without tipping into suspicion or isolation.
The goal isn’t to become naïve or overly trusting. Great leaders know when to challenge and when to listen. But those high in the Sceptical derailer risk seeing enemies where there are none, which can sabotage even the most well-intentioned efforts.
By recognising the signs, challenging assumptions, and learning to trust selectively and wisely, sceptical leaders can transform themselves from lonely watchdogs into respected, discerning leaders who bring both sharp insight and psychological safety to their teams.