Tuesdays: 5:00pm - 6:00pm (EST)
EPISODE SUMMARY:
How can your personal self-awareness help your career and performance success? How do I hone this? Our guest Nancy Parsons will share her insights on this question along with assessment and data-based ideas for mapping a strategy for effective development.
Deep self-awareness is critical to mapping an effective strategy for development and performance improvement. Research shows that leaders tend to lack the clarity and personal objectivity needed to recognize, build upon, or leverage their inherent character talent, gifts and acumen; while understanding, managing and neutralizing their risks and short sides. This means that leaders spend a lot of time trying to develop the wrong things or have difficulty honing in on what matters most. In fact, an HBR study (Eurich, 2018) of 5000 participants found that while most people think of themselves as self-aware, only 10 to 15% actually are! Nancy Parsons will share insights and stories of how accurate self-awareness leads to breakthrough success and fulfillment.
Nancy Parsons is one of today’s foremost experts in combining the science of assessments with the art of developing people. She co-founded CDR Companies, LLC and developed the break-through CDR 3-Dimensional Assessment Suite® an in-depth coaching tool used by global clients. The Suite measures: character traits, inherent risk factors for derailment, and drivers and rewards. In 2020, Nancy and her team launched CDR-U Coach, the first of its kind digital avatar coach providing individualized feedback and development for all employees. In 2022, CDR-U Coach was awarded the international Gold Star Winner of the “Best New Product” by the Stevie Awards for Women in Business. This is a scalable solution to assessment and coaching that can reach all levels of employees. Nancy was awarded the prestigious MEECO International Thought Leadership of Distinction in Executive Coaching in 2019 which only a select few have received such as Marshall Goldsmith and Jim Kouzes.
www.cdrcompanies.com, www.cdr-u.com, www.cdrassessmentgroup.com, https://www.linkedin.com/in/nancyeparsons/
Leadership Development, Self-Awareness, Leader Action Planning, Assessments, Executive Coaching
Tune in for this empowering conversation at TalkRadio.nyc
The first segment went over some of Nancy’s achievements, as well as her book “Women Are Creating the Glass Ceiling and Have the Power to End It” and how that came to be. Nancy pointed out that the book's content was derived from incidental findings regarding the disparities in leadership styles between men and women. This sparked a detailed conversation about the lack of women in top leadership positions. For example, globally, only about 5% of CEOs are women. It also prompted discussion about why men tend to receive salary increases and superior benefits while women are not similarly recognized. In addition to conducting performance evaluations for employees, Nancy highlights the pervasive issue of overlooked talent and skill within companies, stressing that this issue affects not only women but also individuals of all genders. Finally, it's essential to place great importance on self-awareness in the workplace. This enables you to recognize whether you're holding yourself back and whether a particular position aligns with your goals and abilities.
The theme of self-awareness was brought up; and focused on recognizing the moment when you become aware of yourself. How do you determine when it's necessary to seek help, whether through therapy or hiring a professional coach? It's about recognizing your reactions, setting boundaries, and acknowledging when you need assistance. This concept goes hand in hand with the idea of self sabotage; and how we may doubt ourselves and our potential- once again cutting ourselves short.
Nancy stressed the importance of crafting a development plan that aligns with your identity and passions. Such a plan not only keeps you on the right path but also nurtures your skills along the way. Another concept Nancy tackled was self-neglect. She illustrated this with the example of women in mid-career who, despite achieving success, find themselves unhappy because they've lost touch with their sense of self. Nancy's action plan involves first identifying the "drivers" in order to find happiness both at work and at home, and then exploring avenues to challenge oneself and grow in different directions. Nancy also noted that many jobs fail to take into account their employees' skills, which not only restricts the company's capabilities but also leaves employees feeling undervalued or held back because their true skills and passions within the field are not recognized.
In this final segment, real-life examples were used to illustrate where these concepts could be applied. For example, it was discussed that there are numerous fulfilling roles within a company that may be more desirable than simply holding a "leadership" title. Such positions should offer intrinsic motivation to the employee, while also providing various rewards, such as financial compensation or recognition and respect within the company.
00:00:54.810 --> 00:00:59.610 Mira Brancu: welcome. Welcome to the hard skills show with me, Dr. Mirabu.
00:00:59.660 --> 00:01:06.860 Mira Brancu: today's guest is Nancy Parsons, and we will be talking about the strategy behind beating a culture of
00:01:06.890 --> 00:01:08.520 Mira Brancu: assessment
00:01:08.610 --> 00:01:15.989 Mira Brancu: and developing your strategic change mechanisms to grow your leaders
00:01:16.490 --> 00:01:18.869 Mira Brancu: great to have you on the show. Nancy
00:01:22.550 --> 00:01:41.860 Mira Brancu: unmute again. I'm sorry. Thank you. I'm delighted to be here. Yeah, absolutely on this show. We discussed how to develop the nuanced hard skills needed to drive significant systemic change to make real impact through your leadership. So Nancy is really great for this topic.
00:01:41.860 --> 00:01:52.900 Mira Brancu: Be ready, take notes, reflect deeply, and at least identify one small step to further develop your hard skills muscles. Now a little bit about our guest today.
00:01:52.900 --> 00:02:03.030 Mira Brancu: Nancy Parsons is the CEO and founder of Cdr. Companies, Llc. And she developed the Cdr three-dimensional assessment suite.
00:02:03.160 --> 00:02:23.290 Mira Brancu: which is an in depth coaching tool used by global clients. Full disclosure. I'm a certified person in this. I use it. And honestly, one of the reasons is that it's one of and correct me if I'm wrong here. But maybe the only woman owned women developed current assessments of its kind on the market.
00:02:23.310 --> 00:02:36.139 Mira Brancu: Is that right? Nancy and I. Co. Developed it with my business partner, Kim Leverage, and she's a I/O psychologist. So I wanted to make sure you knew that. That's right. That's right. So incredible
00:02:36.140 --> 00:02:55.710 Mira Brancu: and you know. And it's been vetted for women and leadership which you know not. All assessments are ones that are psychometrically sound and support, you know. women and other people from other diverse backgrounds. So I think that really makes a difference for me
00:02:55.750 --> 00:03:11.050 Mira Brancu: in 2020. She also launched the Cdr. You coach, which is way before it was cool to lean into AI. I think like she was like right on the cusp of leaning into AI. It's a digital avatar coach
00:03:11.120 --> 00:03:32.730 Mira Brancu: that provides individualized feedback and development. I like that. What nancy was thinking through this. Was a high need for folks throughout the organization to get some level of assessment coaching, and she was trying to make it more accessible through this tool, which is something that's always on the forefront of my mind. How difficult it is for people
00:03:32.840 --> 00:03:50.480 Mira Brancu: to get the coaching they need at other. You know, lower levels of the organization. And but how important it is to outcomes right? So that is a pretty cool. And then, in 2022, she actually got an award for this international Gold Star winner.
00:03:50.610 --> 00:03:58.580 Mira Brancu: Best new product by the Stevie awards for women in business. Super cool and Nancy was also awarded
00:03:58.690 --> 00:04:12.780 Mira Brancu: herself. The prestigious Miko International thought leadership of distinction and executive coaching in 2019, which only a few select people have been received has have received this, including Marshall Goldsmith. So
00:04:13.010 --> 00:04:22.059 Mira Brancu: big big time, she's big time, absolutely, absolutely, absolutely. Okay. So
00:04:22.060 --> 00:04:44.260 Mira Brancu: I'm ready to take notes. People listen, lean in and let's see what we can. The the brilliant wisdom we could extract from Nancy here today. But before we get, like, you know, into the hard stuff. Let's talk about some simple stuff. I'm back with my dell deck. I like. I like just asking stupid questions first, you know, just like the Easen.
00:04:44.840 --> 00:04:56.319 Mira Brancu: So I picked this one because well, it resonated for me. And it's all about me here on this. So, anyway. So what did you regularly eat as a kid
00:04:56.450 --> 00:04:59.140 Mira Brancu: that you wouldn't touch now?
00:05:00.330 --> 00:05:03.469 Nancy Parsons: Okay, yeah. I was thinking, it's
00:05:03.590 --> 00:05:06.189 Nancy Parsons: boiled pork with sauerkraut.
00:05:06.690 --> 00:05:10.080 Mira Brancu: You know what? This is so funny that you said that
00:05:10.270 --> 00:05:13.669 Mira Brancu: boiled pork? I was
00:05:13.960 --> 00:05:18.830 Mira Brancu: my answer to this was the fried pork fat?
00:05:19.030 --> 00:05:25.870 Mira Brancu: Oh, there you go. A a very like popular Romanian dish is called zuma.
00:05:26.010 --> 00:05:32.799 Mira Brancu: which is basically fried to a crisp little pieces of pork fat.
00:05:32.970 --> 00:05:33.960 Nancy Parsons: Oh, like it's
00:05:34.160 --> 00:05:39.209 Mira Brancu: not just like it doesn't have pieces of bacon attached to it.
00:05:39.380 --> 00:05:47.569 Mira Brancu: Yeah, exactly. Well, I had the rubbery fat. Imagine that. Yes, yeah. And I loved it. And when II took my family
00:05:47.820 --> 00:06:02.250 Nancy Parsons: what was it like? 7, 8 years ago to Romania? My daughter loved it, and I'm like, Oh, my God! This is just the thing for kids. Yeah, yeah, I love the sauerkraut part. I still like sauerkraut, just the poor little.
00:06:02.460 --> 00:06:10.310 Mira Brancu: Yes, I agree. The sauerkraut that we had. Also, I, my mom, makes this
00:06:10.740 --> 00:06:29.210 Mira Brancu: boiled cabbage, stuffed cabbage and the sauerkraut around it. Oh, my gosh, yeah, so good. So alright. Now let's let's get into how we connected. You row
00:06:29.710 --> 00:06:42.820 Mira Brancu: fresh insights to end the glass ceiling, and have most recently wrote, women are creating the glass ceiling have the power to end it which is available on Amazon. By the way, everybody. What led you to write these books?
00:06:43.140 --> 00:07:04.280 Nancy Parsons: Right? It it was based on our assessment data. We were doing some research, and inadvertently we stumbled on these differences between men and women. That's not what we were looking for we were comparing our personality and risk assessment data drivers to 360 data to performance data. And all of a sudden, you know, we're looking at the risks, and we see such
00:07:04.450 --> 00:07:07.819 Nancy Parsons: differences between the women and men leaders in the groups.
00:07:07.860 --> 00:07:29.839 Nancy Parsons: And so then we ran the numbers more and so. Yes, there was a statistically significant difference on how women and men cope under stress and adversity. So it was an eye opener that women are doing this. Women tend to be warriors as a risk, high risk, fear, failure, fear of making a mistake, whereas the men were egotist upstairs and rule breakers fighting aggressive.
00:07:29.860 --> 00:07:37.580 Nancy Parsons: who looks more leader like, you know, and the women are kind of pulling themselves out of visibility because they go quiet. They want to get it 100, right.
00:07:37.600 --> 00:08:05.730 Nancy Parsons: So it it just, you know. It popped out at us, so dug and dug, and then conducted numerous interviews and so forth. And it was right there in front of us. So that's what spur a little long we kind of stumbled on it. If you wasn't, it wasn't a plan it was kind of. Oh, my goodness, look at this difference. So it was. And that's kind of refreshing, too, because sometimes we make certain assumptions. But it's nice to be surprised by the data. And maybe I'm a little bit of a data nerd, but that was, you know.
00:08:05.880 --> 00:08:08.559 Mira Brancu: Yeah, absolutely. And and
00:08:08.610 --> 00:08:18.040 Mira Brancu: I think what led me to reach out is, I felt conflicted about the message. I wanted to talk with you more about it, because,
00:08:18.900 --> 00:08:26.080 Mira Brancu: you know, there's there's a piece of this, of like what came, what comes first. the socialization?
00:08:26.110 --> 00:08:30.180 Mira Brancu: You know, for women to
00:08:30.430 --> 00:08:32.110 Mira Brancu: not take up space
00:08:32.270 --> 00:08:44.999 Mira Brancu: to, not appear to assertive, because then they're labeled as aggressive, or the B word, or whatever and so I worry that
00:08:45.040 --> 00:09:00.370 Mira Brancu: You know. Then what happens is we get anxious about our presence or appearance, how people judge us and that could be driving it. And so I wanted to. You know, I reached out to you mainly because I read the books, and I wanted to reach out to you and like, hear your perspective.
00:09:00.490 --> 00:09:07.790 Mira Brancu: And and so I'm sort of curious like, where are you now with all of this, after writing 2 books and exploring this
00:09:08.010 --> 00:09:09.229 Nancy Parsons: well, what we
00:09:09.260 --> 00:09:37.740 Nancy Parsons: in the second book, too, we studied, studied Western Europe. So we added that data as well, and it was it was the same. Women were high warriors now. The men in Europe weren't exactly the same, but they still had more aggressive profiles than the women. So you know, and what we know about our assessments. It's a mix of nature and nurture right how we're nurtured. So with personalities and including the risks they're developed by the time they're developed from infants on up. But by the time we're like
00:09:37.740 --> 00:09:42.399 Nancy Parsons: high school seniors or high school. They're pretty much set on who we are, their patterns
00:09:42.400 --> 00:09:56.560 Nancy Parsons: of our reactions under stress. Okay? So they they become. So it's not like, Oh, well, they're they're gonna be thinking some some negative things about me. So I better be quiet. It's just a natural reaction. Without even thinking about it.
00:09:56.690 --> 00:10:23.129 Nancy Parsons: The woman will shrink back if she's a warrior. So it's one of the. These are like unconscious behaviors that come out under certain conditions or stimuli. Right? So for me it was important. Here's the the whole, the whole thing is self awareness. Do I do this? Do I find myself falling into these behaviors under stress, or where I'm feeling intimidated. So that's the key number one is that self awareness. And then the second part is
00:10:23.130 --> 00:10:41.689 Nancy Parsons: you're not stuck in this, even though it is part of who we are, you can develop better tactics and coping strategies, takes practice. Take some intention, but you definitely can do it. So that was my my purpose was, we need to help women. So they stop self sabotaging right, stop undermining themselves
00:10:41.690 --> 00:11:05.650 Nancy Parsons: so, because often what we see also is, the women have the stronger leadership profiles. They're often more gifted. So yet then they're pulling themselves out of the running. So that was like we have to stop doing this and it. And it's just disappointing to see that women stall prematurely in their careers. And so that's you know, that was a concern of mine. So that was why I felt the book was so important.
00:11:05.650 --> 00:11:28.189 Nancy Parsons: you know. Because, as you know, I studied it. I started in leadership 40 years ago, some 40 years ago, and that's when the Pregnancy Act was passed and all the rest of it. So I was so excited that women were gonna just soar. But then they didn't. Then they didn't. And even when I wrote the book, what did we have about 5% of women, Ceos, roughly, that might be stretching it so.
00:11:28.190 --> 00:11:40.309 Nancy Parsons: So that was my concern is, oh, my gosh! All these years! And I really thought and worked with women leaders all through my career. And we've barely, you know, made a dent. So that so it was kind of out of frustration, too.
00:11:40.310 --> 00:12:02.539 Mira Brancu: Yeah. Yeah. And you know, this is where I think is like super interesting cause. I think. You and I have different perspectives about this, like I get pissed off at the system you know I get. And I feel like, we're we're so in. It's so ingrained by age 10,
00:12:02.760 --> 00:12:17.570 Mira Brancu: you know that. It is an automatic response. But I sort of get frustrated with like. What? The what if? What if we didn't have all those messages? But I think we both come together around like.
00:12:17.580 --> 00:12:22.900 Mira Brancu: okay? So given the state of affairs. how can we empower women?
00:12:22.960 --> 00:12:29.929 Mira Brancu: In the current state the current situation, and at the same time, how can we equip
00:12:30.020 --> 00:12:38.409 Mira Brancu: companies, organizations to support women? Right? So that. Whatever the reason is.
00:12:38.420 --> 00:12:53.230 Mira Brancu: That that there's there's opportunity there, right? Exactly. And the whole. The other point of the book is, how do we change those systems? And why are we promoting men that aren't as qualified? I mean the other side of that there's a whole. So I agree with you that it's frustrating.
00:12:53.290 --> 00:13:13.700 Nancy Parsons: But but I think it's like a 2 2 prong solution. You have to help the women. Why, we start to change those systems and start to talk to these companies. You need to use scientific measures, good assessments to help you promote that people into the right positions. Otherwise, so much talent, including diverse talent, not just women, you know.
00:13:13.800 --> 00:13:23.959 Nancy Parsons: It goes on unrealized, under utilized or often put into the wrong positions where they're work, they're not as likely to succeed. So we have to. So the whole point is. But yet.
00:13:24.140 --> 00:13:40.589 Nancy Parsons: just because men talk to talk and have that bravado that doesn't mean they should be promoted either. Stop it. So I'm with you 2 prong. It's a 2 prong, individual and enterprise wide, absolutely absolutely. And
00:13:40.710 --> 00:13:43.070 Mira Brancu: and I think.
00:13:43.090 --> 00:13:51.670 Mira Brancu: and we both sort of are on the same page that self awareness give empowers you so much to know what to do next, right? So that you're not
00:13:52.010 --> 00:13:58.649 Mira Brancu: you know, playing into something without realizing it. Or you're you're not sort of
00:13:58.970 --> 00:14:01.880 Mira Brancu: just accepting
00:14:01.950 --> 00:14:09.070 Mira Brancu: that You know the the frustrating situation as is. But you have more tools now, like.
00:14:09.310 --> 00:14:19.529 Mira Brancu: oh, this is what's happening now. I have some options. Let me think through like what's right for me. Right? So all of those reasons, I think.
00:14:19.960 --> 00:14:34.160 Mira Brancu: make assessments like these so important. So when we come back from the add break. Let's talk a little bit about this self awareness piece. And you know, what we need to know about it.
00:14:34.160 --> 00:14:57.120 Mira Brancu: Okay, you're listening to the hard skills with me, Dr. Mirabranku and our guest, Nancy Parsons. We air on Tuesdays at 5 Pm. Eastern. If you'd like to join our online audience and ask questions that we can answer in real time right now, you can find us on Linkedin or Youtube at talk radio, Nyc, and we'll be right back with our guest in just a moment.
00:17:09.599 --> 00:17:16.579 Mira Brancu: welcome back to the hard skills with me, Dr. Mirabu and our guest, Nancy Parsons, of Cdr companies.
00:17:16.869 --> 00:17:19.239 Mira Brancu: So
00:17:20.010 --> 00:17:24.190 Mira Brancu: We just finished talking about the importance of self-awareness.
00:17:24.319 --> 00:17:33.919 Mira Brancu: As one major tool for empowering your decision making as well as empowering organizations to help leaders.
00:17:34.080 --> 00:17:36.970 Mira Brancu: But you know, people think
00:17:37.060 --> 00:17:47.809 Mira Brancu: that they are self aware, but in fact, they're pretty bad at it. What causes low self-awareness? What's the risk
00:17:47.840 --> 00:17:51.479 Mira Brancu: to leaders when they think they're self-aware?
00:17:51.530 --> 00:17:53.709 Mira Brancu: But they're not quite there yet.
00:17:54.230 --> 00:17:55.760 Nancy Parsons: Yeah, I mean.
00:17:55.880 --> 00:18:06.899 Nancy Parsons: we obviously have some understanding about ourselves. Are we extrovert? You know, some of those basic big buckets, but when you get to the nuance level of your strengths and gifts as well as your gaps.
00:18:07.100 --> 00:18:08.730 Nancy Parsons: That's easy to miss.
00:18:08.940 --> 00:18:17.670 Nancy Parsons: And and then also, you know, you have to add, what motivates your passions in there. You know. What do you enjoy? And sometimes people lose sight of that.
00:18:17.800 --> 00:18:27.400 Nancy Parsons: So they're they're both critical as well. Most people are unaware of their risks. I mean that one is like a blindside, because, you know, we measure 11,
00:18:27.420 --> 00:18:34.910 Nancy Parsons: and we most people have a couple of risks, a few risks, you know. Sometimes there's just one, but usually there's 2 or 3, or even more.
00:18:35.070 --> 00:18:45.539 Nancy Parsons: And so, you know, we really don't take stock of how we react. I don't think under stress or conflict or somebody's pushing our button, and those are the things that kind of hurt us the most, usually.
00:18:45.570 --> 00:19:06.510 Nancy Parsons: But I'll tell you the other reason. I know you know, as a favorite of friends. You know, college kids. I've coached over the years for 25 years to make sure they're getting in the right, Major. Everyone I've ever coached has been heading in the wrong, Major, usually under understating what they can do. You know, they're going in for business yet. They have a stem profile. You know these kinds of things, and it's like.
00:19:06.700 --> 00:19:24.910 Mira Brancu: so no we how would we? Naturally my question back to you is, what in the system of our growth and our education really helps us to be self aware. Yeah, well, I have lots of answers to that. I mean, first of all, I. You have to be proactive about it right? Like
00:19:24.950 --> 00:19:30.869 Mira Brancu: you you have to lean into if you need help.
00:19:31.300 --> 00:19:47.920 Mira Brancu: Do I need to get therapy if I need help with professional things. Can I get a coach? You know, and and for me the greatest difference is not only using those resources, but also assessments. I remember taking your assessment
00:19:48.190 --> 00:19:55.080 Mira Brancu: and one of my risk factors. I was fighting it. I was like, there's no way right. But that's
00:19:55.710 --> 00:19:59.430 Mira Brancu: like, think about that, for someone who is in psychology
00:19:59.500 --> 00:20:01.499 Mira Brancu: who has done so much self-work
00:20:01.740 --> 00:20:18.660 Mira Brancu: to still have blind spots, means that the large majority of people have blind spots, regardless right and and and it took the assessment for me to start looking for those moments
00:20:19.190 --> 00:20:23.050 Mira Brancu: under stress where I might appear that way
00:20:23.620 --> 00:20:25.900 Mira Brancu: for me to be like, you know what?
00:20:26.260 --> 00:20:43.609 Nancy Parsons: Yeah, okay, it's true. And and sometimes those risks, you know, like, for example, upstager over talking, pushing your point of view. Too much. That's one that I'm guilty of right. But on the other side of it I my other highest risk is detached.
00:20:43.770 --> 00:20:50.550 Nancy Parsons: So you think we can't do them? Obviously at the same time right? And it's different things that set those off
00:20:50.760 --> 00:20:53.280 Nancy Parsons: with greater frequency. I'm an upstager.
00:20:53.610 --> 00:21:13.889 Nancy Parsons: But when something really hits me hard and deeply, or say hurts my feelings. I'm gone. I just check out, you know. So so you can have. People are complex. I mean, that's all. It's kind of the beauty of it. Right? People are complex. So we don't. Just because someone's an extrovert. We can't assume they're always an extrovert
00:21:14.240 --> 00:21:15.090 Nancy Parsons: right?
00:21:15.320 --> 00:21:27.840 Nancy Parsons: And and that's and but we get kind of. we think of ourselves that way because we know we, we maybe are talkative. Or maybe we're just the opposite. We're an introvert, but maybe there's times not so much.
00:21:28.130 --> 00:21:38.929 Mira Brancu: you know, as you're as you're sharing this. II think. Ii really often like to think about this as was the shadow side to your strength.
00:21:38.950 --> 00:21:43.740 Mira Brancu: right like for for me my strength is that
00:21:44.190 --> 00:21:48.390 Mira Brancu: you know I'm somebody who calms an environment.
00:21:48.480 --> 00:22:00.810 Mira Brancu: I try to keep things like really even keel harmonizer supporter, you know, and the the downside to that is that
00:22:00.810 --> 00:22:21.329 Mira Brancu: my shadow side when it comes to like how I ended up on you know your assessment is the false advocate and the detached right? Because there are times when I might be too agreeable if I'm too stressed out, and then I'm not sharing how I really feel about something which I've been practicing ever since I took to get better and
00:22:21.550 --> 00:22:43.029 Mira Brancu: or getting detached because I'm trying not to add to the drama not to escalate. I'm trying to sort of process and think through, so that I know I don't make things worse. But there are times when I need to stay in the game, and those are the kinds of things that you don't necessarily realize, because you only think about. Well, but this is my strength. How could it?
00:22:43.030 --> 00:22:52.389 Nancy Parsons: You know. How could it also be a blind spot? Right? Exactly, exactly. And sometimes even those blind spots are kind of odd. This is gonna sound odd, but maybe
00:22:52.470 --> 00:23:12.250 Nancy Parsons: can be sideways. They may not really track with anything in our strength. It may be something a little bit out of the blue, like eccentric or cynic that doesn't seem to doesn't seem to go along with the rest of our patterns of our profiles right? So sometimes there's or what you think is like an outlier. But it but when you think about it, yeah, I do that.
00:23:12.380 --> 00:23:21.490 Mira Brancu: Yeah. So so tell me, you you mentioned about self sabotage. So how can we self sabotage
00:23:21.580 --> 00:23:48.410 Nancy Parsons: if we're not aware of these things? Yeah, what what happens? Well, whenever we fall into these behaviors? You know that, are we call them the other title for the report we were thinking about. But we didn't use it is ineffective coping strategies, so we just call them risks. They're your 11 risks personality or inherent based. So you know, how do we? I'm sorry. So how do we? You know.
00:23:48.570 --> 00:24:09.150 Nancy Parsons: catch ourselves or understand why we're doing it, you know. It's again. They're just ingrained, and we we go there, and it's hard to get a reading on. Oh, my goodness, here I am. I'm doing this again, because there, there they tend to be, repeat behaviors or reactions. So and I'm not sure I'm answering your question, well, you may wanna
00:24:09.880 --> 00:24:18.950 Nancy Parsons: around self sabotage. So what happens is.
00:24:19.140 --> 00:24:31.349 Nancy Parsons: even though my intentions are good. So I go to the meeting. My intentions are to perform well to show them what I have. But then we've get some people over there up staging, overshadowing whatever.
00:24:31.370 --> 00:24:42.040 Nancy Parsons: and then I tend to retreat without even realizing it. I'm not giving it my best. That's self sabotage. So even though I have it, I've done the work. I know it. I'm the best, maybe content expert.
00:24:42.080 --> 00:24:59.829 Nancy Parsons: I fail to speak up and represent what I know that's self sabotage. It's also self sabotage to go quiet when you shouldn't. When the team needs you the most. You're not only self sabotaging, you're sabotaging the team, I feel like, so if I'm not showing up at my best, you know. Then
00:24:59.850 --> 00:25:22.840 Nancy Parsons: I had a whole team once I was working with. They were all false advocates, so we had to work through it. How do we learn to talk to each other in a more open way, because invariably they always talked superficially, never said what they were really thinking. So we had to work around facilitating. Okay, you can do a first pass at these. This is what I think, but then you have to come back and share something you've not shared before of a concern.
00:25:22.890 --> 00:25:28.859 Nancy Parsons: So it's but it does take practice, you know. But the self-sabotaging just
00:25:28.890 --> 00:25:50.249 Nancy Parsons: happens again without us even thinking. And and we don't even realize sometimes, if they're negative behaviors, does that make sense? We don't realize the impact of the toll it's taking on us. Remember, there's judgments all the time, and and how we judge leadership is not not necessarily effective either. Right? So if we're judging based on who's going to be aggressive. And who's this?
00:25:50.410 --> 00:26:08.400 Nancy Parsons: Well, women are gonna get overshadowed a lot, and it doesn't make it right. But but we, as women need to say, I'm not gonna do that anymore. We have a I have like a worksheet where people can analyze these when they do it. You know what's the trigger? What sets them to do these different risks.
00:26:08.560 --> 00:26:12.679 Nancy Parsons: You know. How did it show up? What was the consequence to me or the team?
00:26:12.690 --> 00:26:28.609 Nancy Parsons: But the real important thing is where the coaches work with individuals is, what can I do differently? You know I have a plan now, when I go in, you know, like a worrier has to have what I call pivot phrases, you know, so she doesn't, or he doesn't, you know, undermine, or
00:26:28.830 --> 00:26:32.309 Nancy Parsons: themselves being afraid to speak up, or
00:26:32.730 --> 00:26:45.970 Nancy Parsons: the other thing that happens with the worrier, of course, is they over, analyze and overthink so they could spend hours and hours on something that really only requires maybe 20 min. That kind of thing. So how do we set those reminders and have them practice
00:26:45.990 --> 00:27:08.100 Nancy Parsons: different types of skills? And so that they don't always fall into that trap of hurting themselves. Another one. I'll give you an example. We see, like African American women, we might see sometimes higher levels of cynic. Okay? Doubting, being a little suspicious standoffish. Well, that can hurt them too. Well, she's too doubting. She's not on the team. She's too negative.
00:27:08.550 --> 00:27:14.810 Nancy Parsons: There you go! There goes those judgments. Now I'm not saying that those judgments are right, because often they're not.
00:27:14.960 --> 00:27:23.380 Nancy Parsons: But we have to be careful of. How do I come across? Am I coming across, confident, you know, assertive enough, my listening all those things.
00:27:23.510 --> 00:27:28.529 Nancy Parsons: So it is complicated. I really like what you said about
00:27:29.070 --> 00:27:31.360 Mira Brancu: that sometimes are
00:27:31.880 --> 00:27:36.170 Mira Brancu: self-sabotaging efforts. We think that we're we're doing
00:27:36.510 --> 00:27:55.270 Mira Brancu: the right thing, the you know, and it's usually like you said, it's usually because it's just an over utilized report coping mechanism for something that has happened over and over that you're just trying to manage. But when we're not realizing when it's starting to actually get in the way, instead of
00:27:55.300 --> 00:28:05.120 Mira Brancu: answering the problem is when the you know, when when it comes up as an issue, right? Right? And think about it this way, too.
00:28:05.160 --> 00:28:21.690 Nancy Parsons: when we all, we grow up in different circumstances. If you're in a family where there's conflict and you hide from the conflict, you avoid it. You tend to have avoidant risks if you were raised like I was in the Philadelphia area as a Philadelphia eagles fan. We move into the conflict. We create the conflict
00:28:22.030 --> 00:28:38.400 Nancy Parsons: on those aggressive side. So a lot of it does have to do with, you know. And and of course there's all that about, you know. Where were you in the in the birth, order, and other things on how you coped as a child? But then we repeat those and continue those
00:28:38.400 --> 00:28:53.730 Nancy Parsons: into adulthood right without realizing it. Exactly. That's the whole point. That's the whole point, is you? Never. That's why, having an assessment like this where you can realize, oh, I do this and then start thinking about, when do I do? What causes me to go there?
00:28:53.730 --> 00:28:57.699 Mira Brancu: Yeah, yeah, yeah, absolutely
00:28:57.810 --> 00:28:59.450 Mira Brancu: And
00:28:59.630 --> 00:29:05.350 Mira Brancu: When we when we come back from the add, break let's get into like, how do we use this
00:29:05.660 --> 00:29:23.700 Mira Brancu: for like in a way that is a strategy for leadership development. For myself, for example, if I'm an individual leader or a strategy for organizations to develop their leaders. So we are going to be right back with the hard skills.
00:29:23.710 --> 00:29:29.580 Mira Brancu: Tuesdays at 5 Pm. Eastern is when we air, and we'll be right back with our guest in just a moment.
00:31:30.610 --> 00:31:43.229 Mira Brancu: Welcome back to the hard skills with me. Dr. Mirabanku and our guest, Nancy Parsons, CEO of Cvr. Assessment groups Cdru and Cdr companies
00:31:43.690 --> 00:31:47.619 Mira Brancu: So when we left where we left off before the ad break.
00:31:47.700 --> 00:32:02.680 Mira Brancu: we were talking about self sabotage. We were talking about like when we don't realize we're we're actually trying to use it to resolve a problem. And it's actually now getting in our way. One of the things that I just want to mention for our audience is that.
00:32:03.120 --> 00:32:30.530 Mira Brancu: The the purpose of assessment is not to label people. It's not to peg us right? It's just accepting that what might have worked for us before, for example, like your examples of like, you know childhood experiences where we were in survival mode, for example, trying to resolve something as a child is not going to work forever for us right? There are times when it works when we're
00:32:30.630 --> 00:32:50.550 Mira Brancu: remember, we're remembering something that is similar to that situation we're trying to self protect. But in other situations it's not gonna necessarily work. And Marshall Goldsmith, what got us here may not get us there right? So we're the goal of leaning into leadership.
00:32:50.610 --> 00:32:53.339 Mira Brancu: Development is continuous improvement.
00:32:53.360 --> 00:33:02.169 Mira Brancu: It is identifying what is now no longer working for me like it used to. And what else
00:33:02.180 --> 00:33:07.370 Mira Brancu: should I? Can I be doing? What are my options. And so from that perspective.
00:33:07.600 --> 00:33:14.700 Mira Brancu: let's talk about strategy. How do we use this kind of information? A selfless self-awareness stuff.
00:33:14.760 --> 00:33:16.370 Mira Brancu: To
00:33:16.380 --> 00:33:26.779 Nancy Parsons: develop a leadership strategy for ourselves to be more intentional around our continuous improvement. How do organizations do that? Right? Right? Well, normally, you know.
00:33:26.880 --> 00:33:31.099 Nancy Parsons: we build an leadership action plan developmental action plan.
00:33:31.290 --> 00:33:39.519 Nancy Parsons: And you know, so we're gonna use, what did we learn? Also taking in your performance, or 360, we're gonna tie that together with who you are
00:33:39.610 --> 00:34:05.949 Nancy Parsons: and help each leader build that unique plan around herself or himself into including? Am I leveraging my strengths? So often people go into jobs. And they're working in areas that aren't their best strengths. Well, that's an issue, you know. Am I underutilizing what I really can do? So there's a whole. There's many ways to look at this, you know. You can look at your gaps. I don't. Personally, I try not to have people work too hard on their gaps.
00:34:06.040 --> 00:34:24.120 Nancy Parsons: I'd rather them be in a job that doesn't tap too heavily into their gap areas right? And I even work with organizations to be flexible on job design. Because if I can do 80% of this job really well, but 20% is is gnawing at my gap. Well, maybe somebody else can do the gap because they're good at that, you know. Kind of thing.
00:34:24.120 --> 00:34:53.370 Nancy Parsons: And then, of course, the risks, you know, building a plan and and really examining those. That's why we do the analysis. How is this showing up? Because it isn't like you said. And I even it's not always easy at first to get your arms around it. How do I really do this? What does it say? You really need to explore that? So it's it's kind of that deep self exploration. And then building that plan to where do I wanna go pulling in your drivers? We measure drivers or intrinsic motivators.
00:34:53.370 --> 00:34:58.319 Nancy Parsons: and what I tell even Mba students and the rest. Look at your strengths and your drivers.
00:34:58.360 --> 00:35:16.249 Nancy Parsons: Get your career, guide your career, your path, your strategy around that, and then you'll always be in the right place if you meet both of those, and that will minimize also that will minimize your risks, because here's the thing if I'm happy, and I'm feeling really good about what I'm doing. I can't be stressed at the same time
00:35:16.340 --> 00:35:35.989 Nancy Parsons: or pushes those down. So anyway, it's building that plan to get to the best place based on who you are, and we just see too many disconnects, you know. So it really behooves people to make that personalized deep plan to get on the right track, to make sure you know that they're really doing what they love and what they're good at.
00:35:35.990 --> 00:35:50.559 Mira Brancu: and then knowing how to prevent themselves from going off track. Right? Yeah, yeah. I mean, I I do use your assessment as well as a few others to help people with career development.
00:35:50.640 --> 00:35:51.930 Mira Brancu: career path.
00:35:52.040 --> 00:35:56.929 Mira Brancu: Questions. You know, I have a lot of women, especially around their
00:35:57.110 --> 00:36:04.140 Mira Brancu: sort of mid career. Fortys. They have gotten very, very good
00:36:04.180 --> 00:36:05.750 Mira Brancu: at supporting
00:36:05.830 --> 00:36:16.330 Mira Brancu: their organizations, meeting their organization's needs to the point where they've done so well, they've lost themselves, and they have no idea
00:36:16.810 --> 00:36:21.260 Mira Brancu: who they are, what they're interested in. What should they do next? But they know they're not happy.
00:36:21.440 --> 00:36:41.169 Mira Brancu: They just haven't defined for themselves. Who am I separated from the context of me trying to live out someone else's vision, or the organizational context, or what I needed to do to earn money in the first half of my, you know, career, or whatever it is, and assessments like this really help them take.
00:36:41.370 --> 00:36:44.500 Mira Brancu: But you know, a step back and clarify like.
00:36:44.660 --> 00:36:47.199 Mira Brancu: Oh, I had no idea
00:36:47.640 --> 00:36:52.709 Mira Brancu: that. I had these sort of
00:36:52.940 --> 00:37:15.629 Mira Brancu: simmering, underlying strengths that I haven't been able to use at work, for example, or I've been doing this stuff here which I know I'm good at. But there's this other stuff that I really like that I'm not getting enough of at work, for example, with, you know, drivers right? Right? And a lot of times when I'm working with executive women's to to your point.
00:37:15.630 --> 00:37:39.400 Nancy Parsons: The activity evolves around getting back to their drivers, doing things they love that gives them passion because they're on that. They're working too much, you know, between work, home and this vicious cycle they've lost. They've lost sense of self and their own happiness. And well, being. So very frequently we start with on the action plans a couple of drivers and scheduling it inside and outside of work.
00:37:39.400 --> 00:38:01.450 Nancy Parsons: Let's get that moving first, and then we can start to look at some of these other developmental goals. Because let's get people, you know, feeling good again, you know. Energized, excited content whatever that is to them before you go, because that's the last thing we want them to do right, if they're already working themselves to a frazzle is to work harder at a plan.
00:38:01.450 --> 00:38:26.069 Nancy Parsons: I want them to pull back. Yeah, my what am I enjoying? And you would. You wouldn't be shocked, mirror. But a lot of people might be shocked at how many women in particular, but people lose track of that joy. Why, they do the work. In the first place, all that kind of thing right? Right? Cause you know, you end up 15 years later until career. And you're like, how do I end up here? Exactly.
00:38:26.070 --> 00:38:50.300 Nancy Parsons: And so that to me. I you know I just. I just wrote an article on that very thing. It's it's so often the drivers, and not being good to yourself, you know, being neglectful of self. And and so it's really pat. The drivers are powerful. Some people may downplay that a little, but it's so important. I mean to keep you balance, to keep you happy and actually performing at your best. Yeah, II remember. In my first career.
00:38:50.300 --> 00:39:10.889 Mira Brancu: I was a school counselor. Okay, I did it for very practical purposes, you know I did it because, oh, I have you know, afternoons off after 3 pm. And I get, you know the summers off, and that means that I can start a family and be there for my kids. Which, by the way, I didn't have kids at that time I was just like trying to be, and
00:39:10.910 --> 00:39:24.229 Mira Brancu: It was not a great fit for me, and what that meant is. even though I was only working, like, you know, 9 months out of the year 32 35 h, which people will kill to do. I was burned out.
00:39:24.390 --> 00:39:32.169 Mira Brancu: and now, because I pay attention to doing the things that drive me. You know I have.
00:39:32.190 --> 00:39:45.879 Mira Brancu: People know I have 2 jobs. I probably work like 60, 70 h, and I have lots more energy. I don't feel burned out because of the fact that I'm leaning into the things that drive me instead of leaning into
00:39:46.020 --> 00:39:47.510 Mira Brancu: things that just don't make sense
00:39:47.570 --> 00:40:02.239 Nancy Parsons: right? Right? Because you are energized because you love what you're doing. You're excited about what you're doing, and that makes all the difference is that you know cliche whistle while you work while you're whistling, because you're enjoying it versus like, Oh, gosh! I have another
00:40:02.330 --> 00:40:10.100 Mira Brancu: exactly. Yeah. Well, when we come back. For the
00:40:10.370 --> 00:40:27.010 Mira Brancu: actually, no, we're we're not re reaching a a break yet. I wanna squeeze in one more question here before we reach you mentioned. Okay, we. We've talked a lot about like how it applies to individuals development, leadership, development design. You know that kind of thing.
00:40:27.190 --> 00:40:29.229 Mira Brancu: But I'm super intrigued
00:40:29.260 --> 00:40:39.869 Mira Brancu: at like how it applies at the organizational level you mentioned job design, which I'm not sure a lot of organizations think about their you know jobs that way,
00:40:40.200 --> 00:40:51.360 Mira Brancu: and and now you're also sort of leaning into selection and hiring and processes. So I'm I would love to have you share a little bit more about
00:40:51.390 --> 00:40:54.420 Mira Brancu: how organizations use
00:40:54.470 --> 00:41:02.690 Mira Brancu: assessments like these to strategize being there for their employees and getting them in the right positions and things like that.
00:41:02.710 --> 00:41:17.839 Nancy Parsons: Yes, so I will say they are not using them enough at large. The numbers aren't great, but the truth is because they are validated for selection and succession planning. What I propose to clients is that you have a talent inventory.
00:41:17.840 --> 00:41:42.529 Nancy Parsons: Well, think about this. You have an inventory of all your assets in your business and your warehouse. Everything right, all your supplies, everything. But we don't have an accurate inventory of people, of the inherent talent capabilities they're bringing to the table and about what they enjoy. You know those those 2 things. So with these types of assessments. You can have a top to bottom inventory as well as develop everyone in your organization. Why would you not do that so right now
00:41:42.530 --> 00:42:00.059 Nancy Parsons: now? And that's why. And because we're not doing that. That's why we see leadership, effectiveness numbers so dismal. What are the numbers over the last several decades? 50% to 75% of leaders are ineffective. We're seeing 85% of employees not engaged.
00:42:00.530 --> 00:42:09.279 Nancy Parsons: Hey? We gotta get off of that. That's not working. Can you imagine? turn, just turn it around. Can you imagine investing in capital equipment? Say, a big
00:42:09.400 --> 00:42:14.690 Nancy Parsons: oh, no piece of manufacturing equipment? And it only worked 25 to 50% of the time.
00:42:14.830 --> 00:42:19.520 Nancy Parsons: No, but we're doing that with people. So we need to add the science
00:42:19.710 --> 00:42:37.909 Nancy Parsons: of assessments into what we do with people to get it right, cause we're not getting it right, you know. And so that to me is like, that's my passion. And I love. The idea, though for me, too, is most of my career. I spent helping the top of the House senior executives and coaching and and other executive coaches helping them.
00:42:37.920 --> 00:43:04.369 Nancy Parsons: But we really do need to flip that and help people earlier in their careers. Not in the last, you know, 25% of their careers. But in the first 25% of their careers. So so it is possible today, you know, technology does help us be able, as you mentioned earlier, like with our Cdru coach, where we can roll it out to greater numbers. So people can be self aware. But simultaneously organizations need that data. They need to know who's who.
00:43:04.380 --> 00:43:11.359 Nancy Parsons: So we're kinda operating in the dark, just based on resumes and what classes they've taken that doesn't give you a clue about what they really can do
00:43:11.490 --> 00:43:15.690 Mira Brancu: Umhm, so can you? Can you give an example of how?
00:43:15.780 --> 00:43:22.740 Mira Brancu: You know, kind of like a sort of start to finish? How a company could
00:43:22.820 --> 00:43:26.150 Mira Brancu: think about starting to
00:43:26.180 --> 00:43:32.559 Mira Brancu: inventory talent and sort of lean into like repositioning, or.
00:43:32.580 --> 00:43:36.999 Mira Brancu: you know, redesigning some things. Yes, yes, so obviously.
00:43:37.200 --> 00:43:45.680 Nancy Parsons: you know. III prefer the route where the individuals also are developed while you're getting this inventory. So they're the recipient, too, of what you're doing.
00:43:45.680 --> 00:44:10.669 Nancy Parsons: But once you have that, then you can say you wouldn't. You would be shocked, mirrored. How much under utilize or unidentified talent is in organizations number one, we have taken people from, plucked them out of being like a secretary and turned them into an It analyst. When the company invested in upskilling, this person had no idea. Several. We did a whole group of them, but the one that I went back did interview in a article about. She had no idea she
00:44:10.670 --> 00:44:23.240 Nancy Parsons: had that capability, and she didn't go to college because of her socioeconomic, you know. Background plucked her out. She was hugely successful. She's now a leader in an it firm in Boston, and she was a secretary in Salt Lake City.
00:44:23.250 --> 00:44:45.330 Nancy Parsons: But we see this all the time. You know. Companies like to invest in upskilling. What are they basing that on what we think so and so can do this because they took that class. That's just not enough. So my other thing is, I think it's great to invest in people, and but you have to invest wisely if we keep throwing bad money after, you know, or bad solutions, more money for bad solutions.
00:44:45.550 --> 00:45:15.540 Nancy Parsons: That's not gonna further us along. So that's where I think the talent inventory having people take the assessments training organizations on how to use it or have consultants come in and help support them, obviously on how to use that and how to understand it. And that's not that difficult. We do that. We work with internal consultants and coaches as well as externals. So and then and then helping build those job families or moving people, and maybe up skilling or reskilling where necessary, and then you can get the flexible job designs.
00:45:15.650 --> 00:45:32.359 Nancy Parsons: The other thing that happens to is, we see so often these technical experts getting pushed into leadership roles, which is the worst thing for them, you know. They'll have the Phd. And you know, and they're designing all these patents and everything, and then then they push them into a job where they're doing, you know, admin
00:45:32.360 --> 00:45:47.489 Nancy Parsons: performance reviews and budgets, and they hate it, cause they love discovery, you know. So we have to also figure out like it's systemic new pay grades and new ways to recognize these thought leaders and contributors. It can't be all about leadership. We have to get rid of. Leadership is the only track
00:45:47.490 --> 00:46:10.970 Nancy Parsons: that's just. That's just that just hurts us because there's so many individual contributors that add so much value. But then they feel like their pigeon holders are not being recognized. So then they assume, well, maybe I should go into leadership, and then they're just miserable. So if you have a talent inventory that's accurate, you can help guide people in the right direction. You know they take control of their career, but you help them with it, cause you can see it too
00:46:11.080 --> 00:46:13.059 Mira Brancu: great great
00:46:13.370 --> 00:46:16.230 Mira Brancu: When we come back from the add break.
00:46:16.330 --> 00:46:34.070 Mira Brancu: I'm I'd like to. Just explore a little bit more about this technical expert into leadership track. And what other alternatives there might be for companies to think about. So you're listening to the hard skills with me. Dr. Maya Branku and our guest, Nancy Parsons, will be right back in just a moment.
00:48:37.150 --> 00:48:44.560 Mira Brancu: Welcome back to the hard skills with me, Dr. Mirabaku and our guest, Nancy Parsons, now where we left off?
00:48:44.600 --> 00:48:47.350 Mira Brancu: I just wanna ask you quickly.
00:48:47.710 --> 00:48:52.320 Mira Brancu: you you were saying that you know
00:48:52.790 --> 00:48:55.399 Mira Brancu: right now the only option.
00:48:55.520 --> 00:49:17.580 Mira Brancu: For in a lot of companies for technical leaders to progress in their, you know, career and to feel alike, there's there's a pathway for them in some way, or even like a a promotional opportunity, is the leadership path. And that's not right for everybody, and we don't need to shove it down. Everybody's throat. That that's the only option right? Which makes perfect sense like there are.
00:49:17.800 --> 00:49:26.969 Mira Brancu: you know, certainly other ways to recognize people and their technical strengths.
00:49:27.470 --> 00:49:36.190 Mira Brancu: do you have any examples of like how this can be done? What companies can be thinking about to support their technical leaders that demonstrate
00:49:36.270 --> 00:49:37.730 Mira Brancu: great skill.
00:49:37.790 --> 00:49:47.510 Mira Brancu: But then, on an assessment, or when you're sort of looking you know, at them, for possibilities are just not hopping for the
00:49:47.540 --> 00:49:52.759 Mira Brancu: leadership or supervisory type roles that they probably be miserable in anyway.
00:49:54.210 --> 00:49:55.340 Mira Brancu: And you're on mute.
00:49:58.070 --> 00:50:14.329 Nancy Parsons: I forgot that. Yeah, it takes away from where they shine, you know, when you push them up those ladders, so to speak. Yeah, there's so here's here mirror. This is where the drivers and rewards becomes really important. What we see with most tech people or sciency.
00:50:14.440 --> 00:50:15.400 Nancy Parsons: a
00:50:15.480 --> 00:50:37.259 Nancy Parsons: science. What we call scientific reasoning is one of their highest drivers. So if that's the case, you've designed those rewards and perks around that though they also have high fame and feedback, they also want notoriety, or they want to be respected in the industry. So, for example, maybe they get to do research and presented a symposium, national Symposium or international.
00:50:37.260 --> 00:50:52.869 Nancy Parsons: That's better to them than being promoted to a leader. Right? Because that's what they love, or if they're high science with I don't know high business and finance. Maybe they do want more bonus money or something, so you can look at the drivers. But you can count on
00:50:52.870 --> 00:51:14.199 Nancy Parsons: scientific reasoning being number one, and even things, you know. Just you know, there's all kinds of rewards you can give to people that have those drivers, you know, getting them publications trips to NASA. Or, you know, new technology, new gadgets. They love that stuff. I mean, I've I mean, I've written articles just on scientific reasoning, because there's so many people that have this.
00:51:14.200 --> 00:51:30.149 Nancy Parsons: And how do you reward and help them to feel appreciated for what they've they're doing, but also is, you know, developing professional ladders that pay well enough and give them the attention. And maybe they're the thought leader. Or maybe they're a team leader or a mentor to someone else.
00:51:30.150 --> 00:51:46.439 Nancy Parsons: Those are the kinds of things versus leadership where they're having performance reviews and budgets and things they just couldn't, don't, don't wanna do at all. And and and also to make sure that they're feeling good about it. That's why we wanna see what their need for fame and feedback is.
00:51:46.440 --> 00:52:01.940 Nancy Parsons: You know that kind of thing. So, looking at their drivers, it's not all about money, and it's not all about promotions. Most of these people have low power and competition under their drivers, meaning they don't wanna move up yet. We push them up, and then they become miserable. And guess what happens?
00:52:02.170 --> 00:52:10.899 Nancy Parsons: They leave. They leave. Yeah, is is a potential consequence of your best, you know. R&D person. And the worst is, when they leave
00:52:11.290 --> 00:52:20.050 Mira Brancu: feeling defeated or like they didn't do something right, or they they feel like they were not competent when, in fact, it's just that they didn't have
00:52:20.170 --> 00:52:24.830 Mira Brancu: the right options to exactly drive and to to shine
00:52:24.900 --> 00:52:47.030 Nancy Parsons: exactly. And just because somebody is really good at technology or research does not. And they're really smart. We know, that's a given that doesn't mean they're gonna be a good leader. They may not have those innate skills. I just looked at some profiles today on selection, somebody being put forth that had 6 percentile out of a hundred on leadership energy to be that CIO of a company? No, no.
00:52:47.270 --> 00:52:54.710 Mira Brancu: and no, it's not gonna be a good fit for that person. I I work with. A large government agency
00:52:54.750 --> 00:53:14.050 Mira Brancu: that actually had some opportunities because of the fact that perhaps as a government agency, they recognize that they have many technical leaders. They had a wonderful career path for technical experts who are not interested in the leadership, the traditional leadership path, the management track and
00:53:14.130 --> 00:53:30.230 Mira Brancu: like, you were saying it was more of a subject matter expert track. and they were able to stay rooted in mentorship and advisory way. They got into policy writing. And you know, researching for policy. And that was like
00:53:30.330 --> 00:53:41.130 Nancy Parsons: beautiful, you know. I mean, they just love what they were doing. Yup, yeah. So I think again. And you can tie that back to a talent inventory. Not. And I would say
00:53:41.280 --> 00:54:02.109 Nancy Parsons: arguably, that most stem people don't want to move up. I'd say the majority cause. We measure stem profiles whether they have leadership, project, management, just full stem or math only right? And so I mean, we we slice and dice it. So many of them just don't want that. That's not where they shine. Yeah, absolutely.
00:54:02.340 --> 00:54:30.640 Mira Brancu: So. If people wanna learn more about you, I'm gonna share my screen to share. You have 3 websites here. Tell us a little bit about what what to find on these websites? What are they? What they? What can they learn from them? Yes. So our Cdr companies, you can go there and then you could also branch off to the other 2 that just tells you about the full company. So that's probably the best place. Cdr, you
00:54:30.670 --> 00:54:48.319 Nancy Parsons: tells you about. Our digital avatar coaching system and Cdr assessment group, of course, tells you about our assessments that we've been using for international clients for 25 years now, and to dig deep on self awareness and to help people grow So
00:54:48.570 --> 00:54:57.249 Nancy Parsons: you know love to hear from you. There. You're also welcome to reach out to me on Linkedin A. And, you know, happy to connect with you.
00:54:57.430 --> 00:55:02.320 Mira Brancu: Awesome. What is the one thing you would like people to take away from today?
00:55:03.730 --> 00:55:05.569 Nancy Parsons: Improve your self-awareness?
00:55:06.560 --> 00:55:32.919 Mira Brancu: I think I could have guessed that one. That's why I'm here. That's what I do. I help people with health awareness. Absolutely. Okay. So if you would like to also explore how I can help you with leadership and team development services. You can check me out at Go Towerscopecom. We do have a leadership Academy there, and we do use assessments there. So you can definitely check me out there as well.
00:55:33.060 --> 00:55:35.729 Mira Brancu: What do you take away? Audience? What
00:55:35.870 --> 00:55:42.450 Mira Brancu: is one small change that you can implement this week, based on what you heard from Nancy.
00:55:42.770 --> 00:55:49.939 Mira Brancu: Share it with us on Linkedin. at Nancy Parsons or at Mirabranku, or@talkradio.nyc, so we could cheer you on.
00:55:50.370 --> 00:56:05.909 Mira Brancu: We are also on Facebook, Instagram Twitter Twitch all over the place. But Linkedin is where I live online. I'm pretty sure that's where you live, Nancy. So that's where we'll respond and share you on so definitely share with us.
00:56:06.250 --> 00:56:22.529 Mira Brancu: which you learned in addition. we are not just the live show. We are also a podcast on itunes and spotify. So please go, subscribe to the podcast leave a review, share with others to help increase our visibility, reach and impact.
00:56:23.070 --> 00:56:35.750 Mira Brancu: Thank you to Talkradio, dot Nyc. For hosting. I'm Doctor Mirabu, your host of the Hard Skills show. Thank you for joining us today with our guest, Nancy. Parson Nancy, thank you so much for joining us.
00:56:35.860 --> 00:56:41.969 Nancy Parsons: Thank you. Appreciate it absolutely, and have a great rest of your day wherever you're tuning in from.
00:56:42.190 --> 00:56:45.220 Mira Brancu: and we'll see it next Tuesday.
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