Challenge Based Development is a unique methodology of developing managers in work situation.

1. CBD™- Challenge Based Development
- how to effectively change behaviour of managers
12.2014

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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

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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.

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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

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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

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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

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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

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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

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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.

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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

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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.

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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."

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Contact
Dariusz Ambroziak
Managing Partner
d.ambroziak@iakg.pl
Kom: +48 601 588 688