1. Challenge Based Development (CBDTM) is an approach that focuses on developing managers through challenges they complete in the workplace. 2. According to research, 70% of managerial development comes from challenges at work, 20% from coworkers, and 10% from formal training. 3. The CBDTM procedure involves diagnostic testing to identify behaviors to change, setting tailored challenges for the manager to complete in 6-8 weeks to acquire new habits aligned with organizational goals.

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

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 Nissana i Renault
Tłumaczenie własne (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 (s.173) Wolters Kluwer, Warszawa 2011

3. 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

4. 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

5. 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 Bets by McCall

6. The CBD™ procedure
First diagnosis, then action
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.

7. Diagnostic testing
First diagnosis, then action
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.

8. Consultant, coach, trainer – a comparison
Consultants work with the entire system
Source: 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
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

9. 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.

10. Before we begin
"One must require from each one the duty
which each one can perform. Accepted
authority rests first of all on reason."
Antoine'a de Saint-Exupéry
The Little Prince

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