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CEE Key Note Presentation at Prasarana 2013 MJanagers Conference on 'Results-based Leadership' - 12 Nov 2013
1. PRASARANA 2013
MANAGER’S CONFERENCE
“Result-based Leadership during
Turbulent Times”
Prof Sattar Bawany
Prof Sattar Bawany
CEO, Centre for Executive Education (CEE Global)
Master Executive Coach, Executive Development Associates (EDA)
Tuesday, 12 Nov 2013 @ Saujana Ballroom, The Saujana Hotel
Copyright @2013 Centre for Executive Education Pte Ltd
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2. Are You a Tiger or a Deer?
Every morning in Malaysia, a deer wakes
up. It knows it must run faster than the
fastest tiger or it will be killed.
Every morning in Malaysia, a tiger
wakes up. It knows it must outrun the
slowest deer or it will starve to death.
It doesn’t matter whether you are a tiger or a deer: when the sun
comes up, you’d better be running…..
Copyright @2013 Centre for Executive Education Pte Ltd
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3. 3
About
Centre for Executive
Education (CEE)
Executive Education
Leadership & High
Potential Development
Executive Coaching
Succession Planning
Executive Assessment
CEE is the Affiliate Partner of Executive Development Associates (EDA),
a global leader in executive development & coaching since 1982.
Copyright @2013 Centre for Executive Education Pte Ltd
www.cee-global.co
4. Who We Are
• The Centre for Executive Education (CEE) is a premier network for
established human resource development and consulting firms
around the globe which partners with our client to design
solutions for leaders at all levels who will navigate the firm
through tomorrow's business challenges.
• CEE’s mission is to assist our client to secure a leading position in
their respective market through the development of their human
capital.
• CEE offers talent management solutions including executive
coaching and custom-designed leadership development programs
to accelerate individual performance and succession planning for
organisations.
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5. About Your Key Note Speaker
• CEO of Centre for Executive Education (CEE)
• C-Suite Master Executive Coach, EDA
• Strategic Advisor of IPMA Asia Pacific
• Adjunct Professor of Paris Graduate School of Management
• Over 25 years’ in OD & HR consulting, executive coaching,
facilitation, leadership development and training.
• Adjunct Professor teaching international business and human
resource courses with Paris Graduate School of Management
• Assumed senior global and regional leadership roles with DBM
(Drake Beam & Morin), Mercer Human Resource Consulting,
Hay Management Consultants and Forum Corporation.
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6. Leading During Turbulent Times
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7. Top Lessons on Executive Derailers
during Uncertainty or Turbulent Times
1.
Failure to meet Business Objectives or achieving Organisational
Results during such times
2.
Inability to Change or Adapt Quickly and Flexibly to rapidly changing
market conditions
3.
Lack of relationship management skills and social intelligence in
engaging key stakeholders including employees
4.
Failure to Get the ‘Right Person on the Bus’, ‘Wrong Person off the
Bus’ & ‘Right Person in the Right Seat’ (Right Talent in Right Role)
5.
Failing to make the Boss’/Organization's priorities a high priority
when implementing strategies to meet the challenges
Copyright @2013 Centre for Executive Education Pte Ltd
www.cee-global.co
8. Role of Leaders
“Leadership is all about the ability to have impact and
influence on your followers so as to engage them towards
ACHIEVING RESULTS of your organisation leveraging on
Ontological Humility and Servant Leadership & Level 5
Repertoire of Leadership Styles blended with elements of
Socialised Power/Social Intelligence Competencies ”
(Bawany, 2013)
Reference: Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review,
http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore,
first published on 12 February 2013.
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9. Achieving Results During Turbulent Times
Organisational Results
• Profitability
• ROI
• Cost Optimisation
Customer Engagement/Loyalty
• Customer Satisfaction
• Service Value/
Relationship
Employee/Stakeholder Engagement
• Employee Satisfaction
• Employee Loyalty
Organisational Climate
• Company Policies
• Rewards and Flexibility
• Culture, Espirit De Corps
• Leadership Styles
• EQ/EI Competencies
• Level 5/Ontological Humility
Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review,
http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, 12 February 2013
Leadership Effectiveness
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10. What’s Your Role During Turbulent &
Uncertain Times?
• The Current Realities – Times of Transition & Change
• What happens to Organisations during Turbulent
Times?
• Response to Organisational ‘Toxic Cocktail’
Behaviour 1: Prompt and considered action
Behaviour 2: Honest and consistent communication
Behaviour 3: Emotional connection
Behaviour 4: Inspiration
• The Role of HR during Turbulent Times
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11. Emotional Resilience &
Leadership Styles during
Turbulent Times
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12. Emotional Intelligence (EI) & EQ
Emotional Intelligence, also called EI and often measured as an
Emotional Intelligence Quotient (EQ), describes an ability,
capacity, or skill to perceive, assess, and manage the emotions
of one's self, of others, and of groups.
“Anyone can become angry – that is easy. But
to be angry with the right person, to the right
degree, at the right time, for the right purpose,
and in the right way – that is not easy.”
Aristotle in ‘Nicomachean Ethics’
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
Copyright @2013 Centre for Executive Education Pte Ltd
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13. Emotional Intelligence by Goleman
“The capacity for
recognizing our own feelings
and those of others, for motivating
ourselves, for managing emotions
well in ourselves (emotional
intelligence) and in our
relationships with others (social
intelligence)”
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.
Copyright @2013 Centre for Executive Education Pte Ltd
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14. Leadership and EI
"A leader's intelligence has to have a strong emotional
component. He has to have high self-awareness,
maturity and self-control. He must be able to withstand
the heat, handle setbacks and when those lucky
moments arise, enjoy success with equal parts of joy and
humility. Emotional intelligence is more rare than book
smarts, but it is actually more important in the making of
a leader."
Jack Welch, former Chairman & CEO of GE Inc.
Speaking to The Wall Street Journal
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15. EI and Successful Leaders
Successful leaders at all levels demonstrate a high
degree of Emotional Intelligence in their role
Emotionally intelligent leaders create an
environment of positive morale and higher
productivity resulted in sustainable employee
engagement
Crucial Emotional and Social Intelligence
competencies such as relationship management;
cross cultural communication; effective negotiation
and conflict management
Bawany, S. (2010). ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession
Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Creation Publishing LLP.
Download Complimentary e-copy from: www.ipma.com.sg/publications.php (Until Nov 2013)
Copyright @2013 Centre for Executive Education Pte Ltd
www.cee-global.co
16. Hay-Goleman’s Six Leadership Styles
1. Coercive (Directive): “Do what I tell you”
2. Authoritative (Visionary): “Come with me”
3. Affiliative: “People come first”
4. Democratic (Participative): “What do you think?”
5. Pacesetting: “Do as I do, NOW!”
6. Coaching: “Try this”
Source: Daniel Goldman, ‘Leadership That Gets Results’, HBR, March-April 2000
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17. Impact of Leadership Styles
Leaders who have mastered 4 or more styles create the
best business performance
The most effective leaders can switch flexibly between
leadership styles in response to the situation
Coaching and Authoritative (most effective) along with
Affiliative and Democratic & styles have a positive
impact on organisational climate
Coercive & Pacesetting generally can have a negative
impact on the working environment however may
prove to be useful in turnaround or crisis situation
Source: Goldman, D., ‘Leadership That Gets Results’, HBR, March-April 2000
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18. In Conclusion: Key to Success
Every company that wants to succeed during
turbulent times must recognise that their
leaders at every level needs support and
must be in tune with external changes and
can adapt to the speed and depth of those
changes.
Leadership can’t be taught in a classroom
alone, but developmental experiences –
executive coaching, mentoring, executive
education masterclasses, voracious
readings – can accelerate a leader’s growth.
Copyright @2013 Centre for Executive Education Pte Ltd
www.cee-global.co
19. Video on What Makes a Great Leader?
http://www.youtube.com/watch?v=GCnJaPZ8Sf4
Copyright @2013 Centre for Executive Education Pte Ltd
www.cee-global.co
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20. Final Thoughts…
If you do tomorrow what you did yesterday
Your Future is History……………
If you do tomorrow what we’ve covered today
Your Future is Historic!!!
Copyright @2013 Centre for Executive Education Pte Ltd
www.cee-global.co
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21. Further Dialogue on Social Media
Prof Sattar Bawany
CEO, Centre for Executive Education (CEE)
C-Suite Master Executive Coach, EDA
Strategic Advisor, IPMA Asia Pacific
Email: sattar.bawany@ipma.com.sg
Articles: www.ipma.com.sg/publications.php
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