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   

Inherent Leader Risks:  Men vs. Women 

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. 

However, we found some statistically significant differences in comparing data of male and female leaders with the CDR Leadership Risk Assessment instrument.  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 showing that it is the unconscious bias holding women back far more than performance or capability.  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.  

For aspiring women leaders, great performance alone won’t likely get you there. 

Gayle -- thanks for posting on this critically important leadership dilemma on LinkedIn.

Nancy

Leaders as "Actors" -- Not really...

Are You a Great Leader? Only If You're a Great Actor | LinkedIn by 

Jeff Haden

  (link to article follows)



Jeff is correct that the best leaders to promote their organizations and inspire others have dynamic oratory skills.  However, we don't see this as acting and you cannot train everyone to be good at these skill sets.  If you must act, you won't be good at it.  What Jeff describes as "acting" are actual Character traits (we measure) of high Sociability including charm, charisma, attention seeking (and comfort), and story telling.  If one has these leader traits, they will have natural selling skills and typically gifted at connecting with others and captivating their interest.  

Where CDR differs -- is that a leader with such innate skills or gifts is not an actor -- this leader is authentic.   Trying to teach people who score low on Sociability, Exhibitionist, and Entertaining, Presentation Confidence scales/subscales to be a great speaker, story teller, charming and charismatic is like spitting in the wind.    Don't spit in the wind - it's messy.

Learn more about our Authentic Leadership coaching and workshops to bring out your best capabilities and "acting" skills.



Nancy Parsons
nparsons@cdrassessmentgroup.com



For Jeff's article post, go to:   http://www.linkedin.com/today/post/article/20130124145256-20017018-are-you-a-great-leader-only-if-you-re-a-great-actor

CDR COACHES' CERTIFICATION WORKSHOP                        FEB 27 & 28

CDR Coaches' Certification scheduled for February 27 & 28 in Tulsa, Oklahoma.  Increase your coaching and talent development capabilities and toolbox by gaining new skills to improve your practice and client results.  Internal and external coaches are welcomed to join us.  Be sure to enroll early to schedule your own coaching feedback session right away!

Certification includes:

1) Pre-work -- participants take the CDR 3-D Suite (includes CDR Character,  Leader Risks, and Drivers & Rewards Assessments) and have their own confidential coaching feedback session prior to the workshop (this is a 2.5 hour session)

2) Attend two-day workshop.  Session includes manuals, case studies, and experiential learning with two instructors.  Breakfast and lunch provided each day.

3) Post workshop -- participants are provided with a complimentary CDR 3-D Suite to use with their initial practice session.  Prior to the session, participants review their plans for coaching with an instructor.

Optional:  Monitoring of the initial coaching session is available for enhanced learning and feedback from instructor.

Benefits:

• Reseller Discounts Available
• Opportunity to be considered to serve as executive coach on CDR projects for independent consultants - monitoring session is required of potential CDR Coaches.
• Promotional package available to help coaches' market their services using CDR Assessments.
• 90 Days of telephone support at no charge for questions, brainstorming and review.*

Fee for Certification:  $3500

For more information, contact dedwards@cdrassessmentgroup.com or call 918.488.0722.

*some limitations apply.

Are your budgets tight this year?   Stay tuned -- CDR will be announcing a sale later this week on the CDR 3-D Suite and on the 360 Leader Scan through March 31, 2013.