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.

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.

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

Shave 2 years off your talent development cycle

CDR Assessment Group has created a a 3-Dimensional assessment test that has been proven to fast forward development up to 2 years by immediately showing a clear cut path to best leverage strengths, plan for development, and to neutralize risks and vulnerabilities

This assessment test can accurately pinpoint the individual traits that define performance, strengths, talent, gaps, risks, and motivation.

The key focus of the assessment include:

• Character Assessment which identifies leadership acumen (operational, strategic), strengths, best fit job roles, leadership, relationship preferences, energy and intensity, and talent advocacy
• Drivers & Reward Assessment helps one focus on the roles, tasks, and projects that match his/her personal drivers and motivators. This is important because:

1. doing the type of work we enjoy is rewarding and keeps one energized to perform well
2. helps to minimize stress and help us maintain balance
3. provides insight into career planning and development
4. pinpoints how we prefer to be rewarded and recognized most

• Risk Assessment looks at traits that can impede effectiveness, damage relationships and inhibit success

The key to success is building on and leveraging one's authentic strengths, neutralizing or minimizing risk behaviors, while honoring and reinforcing drivers and reward needs.

For more information on the 3-Dimensional Assessment Suite or other services provided by CDR Assessment Group, call us at 918-488-0722 or visit www.cdrassessmentgroup.com

Why Do Leaders Derail

Leadership derailment largely depends upon two factors:

1) the perceptions of others about your performance which includes your relationship with them, and

2) your contributions or results produced for the good of the organization

The first of the two is the most critical in terms of leadership derailment because a leader may have produced outstanding results, but if he/she has damaged relationships along the way, or has operated with a lack of integrity, derailment may be inevitable.

Some of the universal factors of leadership derailment are:

- Erosion or betrayal of trust

- Failure to deliver and be accountable

- Failure to adapt

- Lack of courage and decisiveness

- Creating or endorsing a dysfunctional work environment

- Failure to develop people and organization

- Lacks forward-looking and inspirational approach

- Lack of objectivity and broad-mindedness

Learn how to manage the risk factors that lead to derailment by attending multiple webinars hosted by CDR Assessment Group Inc. For more information or to schedule a webinar visit: http://www.cdrassessmentgroup.com/ContactUs.php

The 7 common mistakes employers make when recruiting and hiring

The following are 7 mistakes employers are making when looking to recruit and hire both internally and externally:

1. Relying too heavily on rigid educational and experiential criteria - don't be so black and white!

• HR departments are known for screening out top candidates who do not meet "exact requirements" to the letter. For example, one of our clients has an HR Director who is a stickler. If "7 years" is required for a given job and a strong candidate has merely 5 years 3 months, they are screened out without a thought.
• Or, maybe your firm is part of the exclusive club screening and only taking MBAs from Wharton or Harvard? Perhaps an MBA graduate from Arizona State University, University of Texas, or even Wheaton university may be the best candidate. Open your horizons.

2. Making decisions based primarily on interviews.

• Most socially skilled people can interview well in their sleep. Those who interview best often perform the worst. Conversely, many who stumble on interviews, or who lack polish or visible confidence, may be superstars that just need to be identified and supported a bit to shine.

3. Allowing management's personal bias and need to surround themselves with clones, replicas or 'feel good' types impact selection. Decision makers need to step out of their current comfort zones or restrictive paradigm and image of what a successful candidate looks or acts like. Exceptional talent is diverse, and yes, different.

• I've had a Sr. VP tell me, yes I can understand that this is undoubtedly the best fit candidate, but he just doesn't fit the executive mold here. What??? You can sign him up at Macy's with a wardrobe coahch: we can teach etiquette: we cannot re-hardwire inherent capability.

4. Interviewing or wasting time on non-fit candidates.

5. Conducting cursory reference and background checks.

6. Listening to the advice of head hunters (i.e. External recruiters)

• They can get you people to consider; but then you have to identify the talent. Don't rely heavily on recommendations made by recruiting firms. Many are like car salesmen, Albeit smoother in their communication skills. They sell and earn a commission. We've seen many hiring disasters because of following the advice of recruiters.
• It should be no surprise that recruiters resent what we do for obvious reasons. Many of the candidates they try to push on our clients don't make it in the door for an interview.

7. Using your current (leadership promotional) and succession processes that rely too heavily on ticket punching, political savvy, technical know-how and superficial performance results.

Visit our website to read more on how to prevent these costly mistakes.

www.cdrassessmentgroup.com

The Cynic's Tightrope: Healthy Skepticism vs. Harmful Mistrust

Do you consider yourself to be a realist or even a pessimist who is compelled to dig deep with lots of questions? Are you known for your sarcasm? Are you known for having an inquiring or investigative mind and for being one who is determined to unravel the mystery others fail to see? Do you prefer to shoot down ideas early to avoid wasting time because you know they won’t work? Are you proud of being a tough critic?

If you answered yes to two or more of the above, this “Cynics” webinar is a must attend for you.

Leaders and professionals who have “Cynic” Risk Factor tendencies are often people who are analytically driven and who enjoy solving puzzles and holes in logic. Unfortunately, Cynics tend to stifle or kill innovation, mistrust others, and can alienate others due to their negative assumptions and comments. Sometimes Cynics see themselves as humorous; the problem is that their colleagues may fail to see the humor and are often offended or demotivated by what they interpret as caustic remarks.

You will learn:

• The line between healthy skepticism and harmful mistrust
• The impact Cynics have on performance
• Ways that behaviors manifest for Cynics
• Tactics on how to build trust and improve relationships
• Ways to neutralize your Cynic tendencies
• Action plan ideas for development

To schedule your webinar session or to find out more on future webinars, please visit us as www.cdrassessmentgroup.com