New Deloitte Study about Cookie Cutter Leader Expectations Supports What CDR Reported in 2001 & 2008

CDR Assessment Group published an article titled “Why Cookie Cutter Executive Competency Models Don’t Work” in 2001 in our Assessment Adviser newsletter mailed to HR/LD professionals.  The article details why a broad spectrum of leadership skills are needed and one size does not fit all.  That is the key reason why CDR offers "Authentic Leadership" training programs.   In 2008, CDR released an Executive Team Performance Forecast that explains:

“Did you know that:

• homogeneous executive teams fail more often than those with divergent capabilities,
• talent balance should be aligned with business strategy and values,
• talent cloning (often in one’s own image or comfort zone) is detrimental to business performance results,
• talent gaps cause blind spots, competitive disadvantages, and performance weaknesses,
• when executive teams lack broad-based inherent competencies, staffs frequently suffer from similar gaps,…”

Just released is a Human Capital Trends Report by Deloitte (2013) has a “fascinating” report according to Dr. Cris Wildermuth, SPHR   about “Cookie Cutter”.  He quotes in part “ “Many companies have spent decades trying to identify and clone the mythical “perfect leader.” But it turns out there is no such thing. …Each of these unique challenges requires a unique kind of leader. One size does not fit all.” (Deloitte, 2013, p. 20).   

I agree that this is a compelling report by Deloitte.  It is unfortunate there has not been more progress on this topic since we published our findings more than a decade ago.

For a copy of CDR's Cookie Cutter Article or Executive Team Performance Forecast information, please email cdrinfo@cdrassessmentgroup.com 

From: "Linked:HR (#1 Human Resources Group)" <groups-noreply@linkedin.com>
Date: Mon, 15 Apr 2013 15:40:12 +0000 (UTC)
To: Nancy Parsons
Subject: [Linked:HR] Debunking the Superman Myth: How can we avoid cookie cutter leadership development?

LinkedIn Groups

Group: Linked:HR (#1 Human Resources Group) Subject: [Linked:HR] Debunking the Superman Myth: How can we avoid cookie cutter leadership development? Dear Colleague, While getting ready to run a workshop on adaptive leadership, I came across a fascinating Human Capital Trends Report by Deloitte ( http://bit.ly/LHRDeloitte100 ). One “trend” that particularly intrigued me: Debunking the Superman Myth. Here’s how the report authors introduce this trend: “Many companies have spent decades trying to identify and clone the mythical “perfect leader.” But it turns out there is no such thing. Businesses today face a virtually unprecedented variety of challenges, from harvesting profits in mature economies with flat or declining growth, to establishing toeholds in emerging countries, to creating the next wave of disruptive innovation, to working through the complexity of changing regulations – and everything in between. Each of these unique challenges requires a unique kind of leader. One size does not fit all.” (Deloitte, 2013, p. 20). As I read this, I wonder how many large organizations are still falling prey to two traps: THE SUPER LEADER TRAP: The secret lies in selecting the best and brightest hi-pos. Everything will come into place as these paragons mature into perfect leader status. THE COOKIE CUTTER TRAP: Developing leadership development processes takes time. Understandably, we may fall in love with our babies – beautifully packaged courses based on easy to understand models and promoted by best-selling leadership gurus.  I thought it would be interesting to tap into the Linked:HR collective experience to discuss two questions: ** How can we avoid the super leader trap? Specifically, what is your organization doing to (or what SHOULD it be doing) to embrace a more inclusive view of leadership? ** How can we avoid the cookie cutter trap? What best practices do you recommend to increase the flexibility of leadership development processes? Please offer your recommendations, experiences, and ideas for improvement. For a complete copy of the excellent Deloitte report, please go to http://bit.ly/LHRDeloitte100 . Happy Learning! Dr. Cris Wildermuth, SPHR Community Chair, Linked:HR Follow me on Twitter: http://www.twitter.com/linkedhr Posted By Cris Wildermuth, Ed.D., SPHR

Visit CDR at ASTD - Dallas Booth #768

The ASTD Conference countdown begins - 1 month to go!   Learn more about CDR Assessment Group's Talent Management and CDR-U learning and development solutions.

Be sure to come by CDR's booth (#768) to learn how you can take your organization and team to the next level.

eSpeakers :: Nancy Parsons

eSpeakers :: Nancy Parsons

"How Disruptive Behavior by Employees Can Devastate a Workplace"

Must read article:  "How Disruptive Behavior by Employees Can Devastate a Workplace"

In this Wharton piece linked below, Jody Foster, MD says, "People are people, no matter what industry they are in, and they bring their basic personalities to work.  When they act out in inappropriate ways -- by, for example, bullying employees who work under them, compulsively micro managing, displaying narcissistic tendencies -- it can be devastating to the entire workplace."

At CDR, we have been measuring these "inappropriate behavior tendencies" since 1998 in our CDR Leadership Risk Assessment.    For example, risks we measure corresponding to the behaviors mentioned in the article include:  Egotist, Rule Breaking, False Advocate, Cynic and Hyper-Moody and six more.

Also our research  comparing men and women leaders shows that male leaders have statistically significant higher risks factors that are considered “moving against” coping skills.  This supports Dr. Foster’s gender based findings.  To learn more about CDR measures, go to: http://www.cdrassessmentgroup.com/RiskAssessment.php

Referenced article:  http://knowledge.wharton.upenn.edu/article.cfm?articleid=3217

Special Distance Learning Certification in APRIL!

New Leadership & Talent Development Site Launched by CDR

Leadership Development Firm CDR Assessment Group Announces Launch of CDR-U Talent Development Division

CDR-U - New Talent Development Division of CDR Assessment Group, Inc.

Tulsa, OK (PRWEB) February 14, 2013

Ed White, Vice President of Global Talent Development of CDR Assessment Group, announces the launch of CDR-U, the talent and development division which provides access to leadership development resources, tools, coaches' center, custom learning tools and a global community of authentic leaders, instructors and executive coaches. "We help leaders become the best, most productive and fulfilled that they can be. Sometimes career paths get on the wrong track or wander aimlessly in lackluster and unrewarding ways," explains, VP, Ed White. "CDR-U helps each individual find or rediscover their own 'sweet spots' and begin development from there, helping them to minimize risks and to prevent wasting energy along the way. So, while our feedback is unusually direct and, at moments, tough to hear, leaders find the process invigorating and eye-opening - helping them to gain better self-awareness and improvement."

CDR-U's website will enable the user to:

• Browse our upcoming workshops and webinars, plus make your reservation online 
• Request custom-built consulting and training designs based on business needs 
• Stay current with our new blog and e-newsletters 
• Accelerate Success. Produce results with the first coaching session 
• Get to know the CDR-U team 
• And much more!

CDR-U specializes in providing unmatched customized benefits for leaders and organizations, cutting up to 2 years off the development cycle helping emerging leaders realize their full potential. CDR-U Executive Coaches, trainers, consultants, instructional designers, and scientific research team are among the best in the world. Our team consists of certified coaches with baseline experience of 20 years in the field of leadership development.

CDR-U is a talent development division of CDR Assessment Group. CDR Assessment Group, Inc. is a globally recognized assessment, leadership and talent development firm leading the way with revolutionary products, consulting services, research and training solutions. CDR Assessment Group was founded in 1998 by Nancy Parsons and Kimberly Brinkmeyer, PhD. with a vision to revolutionize leadership. CDR's consulting services focus upon: leadership and executive coaching and development, client education on maximizing use of the CDR 3-D Assessment Suite® tool, which assesses one's CHARACTER, DRIVERS & RISKS - identifying and aligning talent with business strategy, talent capability analysis projects, custom training design and delivery, research and results validation, customized product development, and educational services.CDR has had a successful coaching and consulting track record in all sectors including: financial, insurance, energy, manufacturing, retail, health care, pharmaceutical, distribution/sales, transportation, information technology, chemical, education/academia, tribal organizations, federal government, including the Department of Defense and the U.S. Army. CDR was nationally certified in 2000 as a women owned business (WBENC and WOSB) and was certified in 2010 a federal recognized HUBZone entity. For more information, please visit http://www.cdr-u.com. To join CDR-U, please email us at ask(at)cdr-u.com.

Do you think bad managers can change?

Nancy Parsons' Response to LinkedIn HBR Group Question...

Organizations often do not hold managers accountable for bad behaviors especially if the financial results are being met.  What we have found most effective, even when we are called in for the “derailing” manager intervention, is using diagnostic tools that measure a leader’s character traits, inherent risk factors and motivational needs.  These tools measure why behaviors manifest the ways they do – or the root causes of behaviors.

360 tools only provide an observers view of “what and how” leaders are perceived by others. You need this as a starting point – but you need more.  The CDR 3-D Suite (measuring characteristics noted above) identifies the “why’s” behind behaviors (good and bad).  Without this data the bad behaviors usually continue to create problems and eventually result in a negative outcomes. 

Accountability and the proper diagnostic tools are a must.  Then, there is no wiggle room or place to run for the manager who is acting badly if you use these types of accurate and revealing measures.   The other interesting fact we have found is that in EVERY case where the manager was derailing – the manager was in the wrong job or did not fit in the first place!  The diagnostic tools tell you that as well.  While most of our assessment and leader coaching is provided for non-derailing leaders, it is crucial to use the tools in cases of the "bad" manager behaviors.

Can they change? It depends on their profile, the job requirements, key stakeholder profiles, and cultural needs.

In addition to proper diagnostic tools, you have to hold leaders accountable for their bad behaviors.   There needs to be clear expectations, consequences and action.  Just because someone has a particular set of risks (as we all have risks as part of being human), is not an excuse for bad behaviors.   A few of the eleven inherent personality-based risk factors we measure include:  Rule Breakers, Cynics, Egotists, False Advocates, and Upstager.  Combinations of these traits in a leader under pressure may result in bullying, inappropriate and deceptive behaviors.  

We also have an article posted on topic this titled “Mixing Magic & Coaching - Leadership Derailment Intervention” at http://www.cdrassessmentgroup.com/News.php