CDR Assessment Group ‏@CDR_Assessment2m

Tip for "Worriers": There are only two mistakes one can make along the road to truth: not going all the way, and not starting. Buddha

A significant number of women leader's have an inherent risk factor "Worrier" trait. If you find yourself having difficulty speaking up because you are concerned about looking bad or making a mistake, or you overanalyze situations -- especially when the heat is on, then you may be a "Worrier."

The best way to know your inherent risk factors is to take the CDR Leadership Risk Assessment and have a coaching debrief. However, all are welcome to participate in our Webinar titled "Worry No More -- Be Decisive."

To find out when this 60 minute webinar is being offered, contact cdrinfo@cdrassessmentgroup.com or call us at 918.488.0722. We are happy to offer this in person or as a webinar for your organization.

Remember, Worry No More!

Regards,

Nancy

Goodbyes were tough Thursday with my good buddy at the Monkey Island Resort in Berkshire, UK.   When I was leaving, he came up to greet me one more time.  What a good looking little fellow!   

I was there to attend an Alexcel Executive Coaches' meeting which surpassed my expectations. What a terrific collaborative session with global experts who are among the best in the coaching and leadership development field.  For more on Alexcel, go to:  www.alexcelgroup.com 

Nancy

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!