In the UK, 61% of employers now use AI in hiring, and for large firms the adoption rate of some form of AI technology has surged to approximately 68%. This dramatic rise is reshaping what personality characteristics win promotions and what gets you noticed.
Some professionals climb the corporate ladder at speed, while others (equally capable) stay stuck in mid-level roles. In Britain, the difference often comes down not to qualifications or technical muscle, but to the how: how others perceive you, how you show up, and how you wield personal influence. Yes, competence is a baseline; but in the UK, personality often tilts the balance.
Hogan Assessments’ global research reveals that specific personality patterns correlate strongly with promotion outcomes. But beware: behaviours that win quick promotions sometimes stall long-term leadership.
The charisma trap
At first glance, charismatic fast-climbers look like natural leaders: bold, articulate, socially magnetic. Hogan data show that traits like bold, colourful, imaginative help you get noticed. But in the UK’s close-knit internal promotion culture (83% of CEOs are internal hires), that visibility is a double-edged sword. Without humility, you risk becoming the office show pony; impressive to watch, but not always trusted.
While these qualities can accelerate promotion, they sometimes come with risks. Dr. Ryne Sherman, Chief Science Officer at Hogan, warns, “Without humility and self-awareness, these fast-climbers may struggle to build lasting trust or manage teams effectively. This is sometimes referred to as the charisma trap.”
The quiet power of humbleness
In contrast to loud, self-promoting leadership styles, humble leaders exert influence quietly. They listen, they reflect, they defer credit to others. In a market where only ~10% of UK employees say they feel engaged, leaders who prioritise psychological safety over personal showmanship are the ones who build loyalty and consistency. These understated figures may be underrated early on. But once they take the reins, their teams often outperform those led by flashier peers.
“Humility is a powerful leadership quality,” said Dr Sherman. “Leaders who listen, admit mistakes, and empower others create the strongest teams. They’re steady, resilient, and build engagement that lasts.”
Strategic self-awareness: the missing link
The missing link in many UK promotion engines is the inability to see beyond surface charisma. Without personality metrics or structured feedback, decisions default to what’s obvious, not what’s enduring. This bias helps explain why even as firms push gender diversity, many women and quieter high-potential individuals still get sidelined. In the UK’s “who you know / who likes you” culture, objective measures can blunt bias, turning promotion into meritocracy instead of popularity contest.
Hogan’s findings highlight the value of strategic self-awareness: the ability to understand one’s 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.
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.”
Using objective personality measures can also reduce bias, ensuring that promotions reward actual leadership potential rather than popularity or self-promotion.