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.
Friday, February 24, 2012
Thursday, February 23, 2012
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!)
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!)
What our research and experience with executives in organization shows is that the reasons too many executives fail to serve as effective "transformational" leaders is that they lack the inherent traits to be transformational at all. You cannot teach a fish to fly. You cannot expect a high command and control, rigid, perfectionistic leader to flex into a change agent role. It is not possible.
Executive teams need a diverse range of talent and not every leader can adapt to changing organizational or competitive needs. That's why a wide range of talent on the general management team (and in the succession pipeline) is essential.
Executive teams need a diverse range of talent and not every leader can adapt to changing organizational or competitive needs. That's why a wide range of talent on the general management team (and in the succession pipeline) is essential.
Friday, February 17, 2012
How to Hire the Best Fit Candidates
When it comes to employee selection, we can help you find the best fit candidate while eliminating non-fits quickly. Hiring mistakes are preventable. “Why to Use CDR Assessment for Selection Screening” and “FAQs” are available for review. This guide is designed to walk you through the benefits of using our tools for selection screening and provide guidance on how to set up the selection process when using our assessments. We also provide suggestions for communications, orientation and training HR Staff and Hiring Managers, interviewing based on results, measuring ROI, sample selection reports, fees, and more.
email: cdrinfo@cdrassessmentgroup.com to receive complimentary copies.
email: cdrinfo@cdrassessmentgroup.com to receive complimentary copies.
Wednesday, February 1, 2012
Coaching the Bully or Derailing Leader
Dealing with the bullying boss, derailing leader, or free falling manager isn't an easy or fun thing to do. However, it can be done constructively and produce win - win results. For insights on how to handle these needed interventions, go to: http://ezinearticles.com/?Mixing-Magic-and-Coaching-For-Leadership-Derailment-Interventions&id=6844831
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