Letter to WSJ: We have the Data to Prove Jack Welch is Wrong!

Dear Blog Readers 

 I thought you might find my email (below) to John Bussey of the Wall Street Journal of interest regarding his recent article titled:   “Women, Welch Clash at Forum”.    You can find the article at:  http://online.wsj.com/article/SB10001424052702303877604577382321364803912.html    This article reported on a forum discussion about why so few women are making it to the C-Suite.  We have data that refutes Jack Welch’s position, so I thought I would share this information.   I hope you find this of interest.   (I can also send you the chart from the presentation mentioned below on request!)    

Thank you for your interest!  Nancy 

Dear John:

Thank you for your article about the class of Jack Welch and female executives at the recent Women in the Economy Forum.   I have data that proves Jack Welch is wrong.  Results and performance frequently do not chart the way to executive success for women.  While it is a no brainer that exceptional performance is essential – there are still too many blockers preventing women from aspiring to the C-Suite.  Many women outperform their male counterparts regularly, yet are bypassed for the best and most coveted positions. 

Alison Quirk of State Street Corp. was quoted “… we can do more to help people understand their unconscious biases.”    We have studied this very point of the biases versus performance.  What we found is that there is a real chasm between the performance behaviors of women and the related perceptions of those behaviors.  It is the perceptions, biases and stereotypes that hold droves of women back while perceptions and biases catapult men forward.

Our firm, CDR Assessment Group, Inc. measures the personality and motivational traits of leaders and executives.  By way of reference, Jared Sandberg a columnist for the WSJ took our assessments, had feedback, and wrote an article on March 10, 2004, titled “How I Survived Tests that Introduced Me to My Inner Executive.” In this, he reported on the accuracy he found with our assessments compared to others he researched for the article.

Interestingly, the overall leadership characteristics as measured by our CDR Leadership Character Assessment between male and women leaders are remarkably similar which means that both sexes are quite capable of leader posts at the highest levels. 

The only slight difference we found in comparing data was with the CDR Leadership Risk Assessment results showed some statistically significant differences.  What we found was that under pressure or conflict, women leaders tended to default to a “Worrier” mode while their male leader counterparts tended to exhibit traits as “Egotists, Upstagers & Rule Breakers.”  Bottom line, under adversity and conflict, the averages showed many women leaders dig in, over-analyze and re-review which moves them away from the pressure while the men leaders fight and stand their ground, albeit in forceful and overly aggressive ways.   

So, under duress and conflict, many of the women are not perceived as “fighters” or as courageous because they do not go into fight mode as frequently as the male leaders do.  This, obviously, has some impact on perceptions of who is most capable.

However, most stunning is that false perceptions and erroneous stereotypes hurt women leaders far more than men.  Below are two examples of what we found:

Example #1

Respondents say that women (85%), not men (5%), are the more EMOTIONAL sex (Pew Leadership Research Survey, Aug 25, 2008)

What the CDR Assessment profile data results says:
CDR Scale Title	Women Leaders Averaged Score	Men Leaders Averaged Scores
Adjustment	50%	54%
Hyper-Moody	62%	56%
What does this mean? •        There are no significant differences between the “emotionality” of men and women.  •        How “emotionality” is expressed varies.  •        How “emotionality” is judged or perceived is frequently based on gender bias. •        For women, emotionality is often confused with Interpersonal Sensitivity or Nurturing/Caring and Relationship Building capability. •        Emotionality of male leaders is often associated with anger, impatience, etc. and is considered within accepted norms.  Secondly, men are more likely to hide “emotionality” better.

           

Example #2

Respondents rate women as more MANIPULATIVE than men by 52 to 26 percent.    (Pew Survey, 2008)

What the CDR Assessment profile data results says:
CDR Scale Title	Women Leaders Averaged Score	Men Leaders Averaged Scores
False Advocate	61%	55%
Inquisitive	50%	59%
Rule Breaker	53%	64%
What does this mean? •        False Advocate is higher for women leaders so there will be more inclination to complain behind the scenes; can manifest as the “martyr” or victim syndrome. •        Men leaders may manipulate or “jockey for position” in bolder ways due to Rule Breaking and Inquisitive scores •        However, the drastic 52 to 26% different rating in the Pew Survey is not supported by the CDR data and is perhaps exaggerated by biased perceptions.

 CDR Assessment Study:  Men Leaders N=120; Women Leaders N=111; samples of leaders from 26 Companies

We have more representative data supporting Ms. Quirk’s contention that the unconscious bias is holding women back far more than demonstrated performance or capability.   I agree, it is time to begin communicating and challenging how people think about shared traits of men and women.  I'd be glad to send you a chart from my presentation given at an ASTD and WBCS conferences titled:  “Risk Factors that Impact Women in Leadership” that illustrates the damaging, yet different perceptions that often stem from the same leadership risk behavior.  (available to blog readers too!)

Sorry to say, while Jack Welch has been a tremendously accomplished leader in many ways, he is missing the mark on this matter.  For aspiring women leaders, great performance alone won’t likely get you there. 

Again, many thanks for giving attention to this matter.

Sincerely yours,
Nancy

Sociability Can be Tricky

Sociability can be a tricky trait.  Those with high socialibility and strong extraversion characteristics are frequently selected to be leaders, particularly if they are technical or scientific experts. Often, we are eager to promote those scientifically astute professionals who are outgoing and well spoken.  This is because many in these fields tend to be introverts and some are even social blunderers.  Rushing to this judgment on leadership suitability can be a huge mistake. 

Just because an IT professional, physician, or R & D scientist speaks well does not equate to leadership capability.  "Leadership Energy" is the essential scale to measure or trait and is the first hurdle to effective leadership.  One can have high Sociability and low Leadership Energy -- which can appear misleading and often results in the wrong promotional decisions.

WLC Mentoring & Networking Session in Tulsa

Late yesterday, I attended the WLC Mentoring & Networking Session in Tulsa. It was an exceptionally well done program. Kudos to the organizers, speakers, and facilitators. There were table discussion based on on the World Cafe Journey Map -- Self Discovery Process focusing on "what am I passionate about?"

The forum provided for great dialogue with dynamic, interesting women. Also, I enjoyed the speed networking. It had structure so that the responsibility of "initiating" a discussion was not required. Normally, even though I am an extrovert, I am not comfortable in those networking situations where you have to go up and introduce yourself to strangers.

It is also kind of ironic since most of my time is spent focusing on coaching and developing others that it has been a long time since I've been the participant in this type of session. I thoroughly enjoyed the experience. I think I was probably past due!
To learn more about the Tulsa United Way's WLC go to: http://www.tauw.org/tauw/Womens_Leadership_Council.asp

Leadership Development expert, Ed White, joins CDR

Tulsa, Oklahoma (PRWEB) April 11, 2012

Edward White, Ed.D. has joined CDR Assessment Group, Inc. as Vice President, Global Talent Development and will lead CDR's corporate university, educational and leadership development programs.

Ed White, Ed.D., has joined CDR Assessment Group, Inc. as the Vice President, Global Talent Development and brings over 30 years of industry experience. Ed will lead CDR’s corporate university, educational and leadership programs. Formed in 1998 as a women-owned entity, CDR provides distinctive assessments and consulting services for talent management and leadership development for global clients.

“This is an exciting time to be joining CDR because of the new product development that is underway," Ed noted. “I have been involved in the early design stages of some compelling new learning tools and services. We will dramatically change the course of how leaders are developed and deployed in organizations.”

For the full press release, go to: http://www.prweb.com/releases/2012/4/prweb9385590.htm

A Must Have 360 Feedback Instrument

360° Leader Scan™

CDR Assessment Group, Inc.’s multi-rater feedback instrument, the 360° Leader Scan™ gets to the heart of what matters most about a leader’s performance. This practical tool provides essential competency-based performance data vital to equip your leaders and teams to perform beyond current expectations. The 360° Leader Scan™ is not full of fluff or watered down with neutrality or ambiguity. Additionally, our services are delivered in such a way to assure smooth implementation and to maximize participant feedback – we strive to take the administrative burden off of you.

The 360° Leader Scan™ stands ready to administer. While we do offer an array of customization services tailored to specific client needs, this robust online 360° tool is ideally designed to focus on competencies imperative for today’s leaders. In fact, you will find this exceptional tool has just the right mix of narrative and statistical data to provide straight-forward results for managers to begin developing impactful action plans.

The 360° Leader Scan™ features over 80 detailed items within 12 distinctive leader competency categories. Narrative feedback is also collected from all input providers for 15 leader performance and development perspectives. Competency categories include:

Adaptiveness / Dealing with Change
Business Strategies
Coaching – Developing Staff
Communication
Dealing with Stress & Adversity
Decisions & Courage
Innovation & Problem Solving Approach
Organizational Advocacy & Commitment
Performance Results
Personal Development
Relationship Building
Teamwork / Supportiveness to Others

Best of all, CDR handles all communications and coordination for clients. Certification is not required for coaches'. Orientation is available as needed.
Call 918-488-0722 or email cdrinfo@cdrassessmentgroup.co9m

CDR Authentic Leadership Learning Experience

CDR's 2012 Authentic Leadership Learning Experience dates are set!

We bring out the best in each leader by identifying and building on one’s true gifts, leadership capability, and needs. The insights and know-how that leaders gain produce sustainable results that are relevant and valuable throughout the span of their career.

There is no spin, hug fests, or generic learning models used. CDR-U’s Authentic Leadership helps real leaders conquer real business challenges more effectively. We use a multi-faceted applied learning approach that is molded around each leader and reinforces essential core leadership traits. We equip each leader to navigate past and neutralize their own risks and vulnerabilities.

Email: cdrinfo@cdrassessmentgroup.com today or call 918-488-0722 to learn more.

Coaching the Egotist Executive

Within the first couple of minutes meeting with Bob Granelle, for his executive development coaching feedback session, I felt ready to show him the door. Of course, I didn’t. I was his coach. As a senior executive, and self-proclaimed, rightful and best successor to the CEO’s chair for a global manufacturing organization, his demeanor was unusually abrasive. His words were filled with self-admiration and an all-knowing aura. In fact, not once in the hundreds of coaching sessions I have conducted, had I experienced such overt bragging -- so quickly.

So, I did what coaches do. I listened. I jotted notes. I listened. I couldn’t have gotten a word in anyway for Bob was really on a roll. Bob’s grandiose story unraveled to where I could begin asking basic questions about thirty minutes in.

Surprisingly, he was even an expert on “assessments” psychology, feedback, you name it – he claimed to know it. After much probing and digging Bob did admit to having a bit of a career concern, though he had no “performance” related problems. He was concerned that his boss, CEO/President, and he didn’t see things eye to eye anymore and that the gap was growing. He also confided that there was no one he could trust or listen to whose opinions were worthwhile – that is--other than his wife’s. His entire focus and concern seemed to evolve around his succession to the top slot.

This actual coaching session is classic for one who has a high risk or derailer for what we call “Egotist” scale measured the CDR Leadership Risk Assessment tool. As a coach, the most difficult hurdle is to get past the thick wall of excessive self-confidence. By definition, listening to feedback is not within the Egotist’s world. With good information and patience, one can penetrate and help – somewhat. Then you have to boldly hit with the facts, after you have listened to him bloviate, with how condescending, arrogant and over the top he is... Play back examples. Most importantly, help him or her to understand the negative impact on their own success. Then suddenly, you will have their attention, as I did Bob's.

(real case study -- name changed of course!)