CBD™ - Challenge Based Development - how to effectively change behaviour of managers

CBD™- Challenge Based Development - how to effectively change behaviour of managers

12.2014

Instytut Analiz im. Karola Gaussa / all rights reserved / www.iakg.pl

2

Challenge Based Development World & Polish Business Leaders about challenges and experiences.

Tomorrow’s leaders get their training by dealing with today’s challenges. You have to take the ones with the most potential and send them where the action is. . . . Leaders are formed in the fires of experience. Carlos Ghosn, CEO Nissan & Renault (Ghosn & Ries, 2005, pp. 152–153).

I don’t believe in intuition. Maybe I will say something controversial, but intuition is experiences that we can’t knowingly associate. If some person doesn’t have experiences, he also doesn’t have an intuition.

Michał Bichta, managing Director, Merck Sp .z o.o. Dobre przywództwo. Najlepsze praktyki polskich liderów biznesu. A. Drzewiecki D. Chełmiński, E. Kubica (p.173) Wolters Kluwer, Warsaw 2011

http://www.anomia-pracownicza.pl/



Instytut Analiz im. Karola Gaussa How do we work?

3

Evidence Based

Management

Best available scientific

evidence

Best available

experiential evidence

Best available

organizational evidence

Organizational values and

stakeholders’ concerns

Evidence-Based Management is a technology that allows us to make decision based on reliable evidence.

Thanks to the Evidence-Based Management approach we diagnose the effectiveness of managers, as well as the key factors that are responsible for their current effectiveness. Obtaining this data makes it

possible to run an individual Challenge Based Developement program for each of the managers.




4

Center for Creative Leadership* presented a meta-analysis of worldwide studies concerning the effectiveness of different approaches to the development of highly-efficient managers. The study covered the years 1981 - 2010 and the largest currently available set of recommendations for building development programs, it also confirmed previous studies conducted by McCall.

Challenge Based Development - CBD™ Key factors influencing managerial developement

*70-20-10 From Research to Rules to Real World Practices, Cindy McCauley, A presentation for the Council of Learning, Development and Organizational Performance, January 25, 2012

70%

20%

10%

0%

0%

Challenges at work

Co-workers

Trainings and workshops

Critical events

Personal experiences




5

Challenge is an ambitious task, fulfilled by a particular manager. The task is relevant to the role and responsibilities of the manager.

The challenge is tailored to the results of psychological diagnosis of the manager and the possibilities of a particular organization.

The challenge should be considered both demanding and new for the manager.

Challenge – what does it mean? IAKG definition




6

1. Leadership is learned from experience.

2. Certain experiences matter more than others.

3. These experiences are powerful because of the challenges they present.

4. Different types of experiences teach different lessons.

5. Jobs and assignments can be made more developmental.

6. People can get many of the experiences they need in spite of the obstacles.

7. Learning takes place over time and it’s dynamic, with all manner of twists and turns.

M.W. McCall, Recasting Leadership Development, „Industrial and Organizational Psychology”, 2010, nr 3, s. 3–19.

Challenge Based Development Seven Sure Best by McCall




7

A typical program takes 8 to 10 weeks. The time required to complete the development program depends on the availability of the manager and the cooperation between the Client and IAKG.

The CBD™ procedure First diagnosis, then action




8

Tools used by IAKG allow to build a comprehensive profile of a person in the work context. It is possible due to the methodical multi-level diagnosis combined with an understanding of the relations between multiple levels.

Diagnostic testing First diagnosis, then action




9

Consultation process One-on-one consultations aimed at achieving specific goals

The developmental program lasts 6 to 8 weeks.

Carefully selected tasks and a series of on-the-job consultations, along with additional consultations via phone, e-mail and Skype. Depending on the needs, dedicated consultant works with the manager’s direct superior and co-workers.




10

Źródło: Vademecum Pracodawcy 2014, Mieszko Maj i dr Victor Wekselberg, Badania obalają mity o rozwoju menedżerów , s 122-126. http://www.iakg.pl/images/stories/iakg_badania_rozwoj_przez_wyzwania.pdf

Main differences – a comparison Consultants work with the entire system

Consultant Coach Trainer

Works with other key people in the organization

Yes, if it’s relevant to achieving business goals

by the manager. No

Yes, if they are present in the training room.

Uses professional tools of psychological diagnosis

Yes. Diagnostic tools are necessary for the

diagnosis.

Optional – it depends on the coach.

No

Takes business goals into account

Yes, he/she is accountable for the

outcome.

Rarely, usually meets the objectives of the person

coached.

No, only meets the objectives of the

training.

Uses business indicators used by the manager

Yes. This is the language in which they communicate.

It depends on the coaching goals.

It depends on the trainer’s analytical skills.

Works in the work environment of the manager

Yes Only in group coaching,

not in personal coaching. No



http://www.iakg.pl/images/stories/iakg_badania_rozwoj_przez_wyzwania.pdf


11

CBD ™ program – summary

1. Diagnosis: what behaviours of the manager can be changed to fit organizational goals.

2. Setting challenges to complete in the workplace.

3. Working on changing the habits.

4. Acquiring desirable habits in 6-8 weeks.

Benefits for the organization An effective motivational tool – it is not

coaching nor training. A quick shift of behaviour in the desirable

direction. Full control of the process due to an

automated reporting system.

Benefits for the manager Access to a professional psychological

diagnosis. One-on-one consultations aimed at

dealing with current problems. Access to professional knowledge and

experience.




12

Before we begin…

Antoine'a de Saint-Exupéry The Little Prince

"One must require from each one the duty which each one can perform. Accepted authority rests first of all on reason."




13

Contact

Dariusz Ambroziak Managing Partner

[email protected] Kom: +48 601 588 688



mailto:[email protected]

mailto:[email protected]