SEO Case Study: How I Increased SEO Traffic & Ranking by 50-60% in 6 Months
Â
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
1. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
1
Prof Sattar BawanyProf Sattar Bawany
CEO, Centre for Executive Education (CEE)
Senior Advisor, Eduquest International Institute
Managing Director, Asia Pacific of Executive Development Associates (EDA)
Wednesday, 11 September 2013 President Hotel & Towers, Chennai
MADRAS MANAGEMENT ASSOCIATION
âLeaders Speak Seriesâ
âResult-based Leadership for Sustainability
during Turbulent Timesâ
2. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
2
Every morning in India, a tiger
wakes up. It knows it must
outrun the slowest deer or it will
starve to death.
Every morning in India, a deer wakes
up. It knows it must run faster than
the fastest tiger or it will be killed.
It doesnât matter whether you are a tiger or a deer: when the sun
comes up, youâd better be runningâŚ..
Are You a Tiger or a Deer?
3. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
3
About
Centre for Executive
Education (CEE)
ď§ Executive Education
ď§ Leadership & High
Potential Development
ď§ Executive Coaching
ď§ Succession Planning
ď§ Executive Assessment
3
CEE is the Affiliate Partner of Executive Development Associates (EDA),
a global leader in executive development & coaching since 1982.
4. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
4
⢠The Centre for Executive Education (CEE) is the Executive Development
Division of The International Professional Managers Association (IPMA).
⢠IPMA is a global ânot-for-profitâ (NPO) members organisation
headquartered in UK with Regional Offices in Europe, Africa and APAC
⢠CEEâs mission is to assist client organisation to secure a leading position
in their respective market place and developing a sustainable
competitive advantage through developing their key asset, intellectual
capital of the people.
⢠CEE offers talent management solutions including executive coaching and
custom-designed leadership development programs to accelerate
individual performance and succession planning for organisations.
⢠Eduquest, a Strategic Partner of CEE, offer training programmes for a
wide spectrum of capabilities, knowledge and attitudes that help every
individual to become more proficient and professional in carrying out the
tasks assigned to them so as to enhance their employability skills.
Who We Are
5. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
⢠CEO of Centre for Executive Education (CEE)
⢠MD & C-Suite Master Executive Coach, EDA
⢠Strategic Advisor, IPMA Asia Pacific
⢠Senior Advisor & Master Facilitator, Eduquest
⢠Adjunct Professor of Paris Graduate School of Management
⢠Over 25 yearsâ 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.
About Your Key Note Speaker
6. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
6
Leading During Turbulent Times
7. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
7
1. Failure to meet Business Objectives (achieving Organisational
Results) during such times
2. Inability to Change or Adapt During a Transition (the inability to
respond quickly and flexibly to rapidly changing market conditions)
3. Problems with Interpersonal Relationships (lack of relationship
management and social/emotional intelligence skills)
4. Failure to Build and Lead a Team (getting the âRight Person on the
Busâ, âWrong Person off the Busâ & âRight Person in the Right Seatâ)
5. Failing to make the Boss/Board/Organization's priorities a high
priority when implementing strategies to meet the challenges
Top Lessons on Executive Derailers
during Uncertainty ot Turbulent Times
8. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
8
ď¤ Use intellectual as well as emotional capabilities to guide
organizations through turbulent business environments
towards achieving organization's results
ď¤ Understand and leverage of the importance of emotional
intelligence in development of leadership effectiveness
and sustaining employee engagement and productivity
during times of uncertainty
Todayâs Leadership Challenge
9. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
9
Focus on Drivers
of Business
Results
Specify and
Communicate
Expected
Behaviors During
Times of
Uncertainty
Collaborate with
Co-Leaders on
Strategy
Execution
Leading to Achieve Results During
Turbulent Times
10. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
10
Role of Leaders
âLeadership is all about the ability to have impact and
influence on your followers so as to engage them towards
ACHIEVING RESULTS of your organisation through both
Ontological Humility and Servant Leadership & Level 5
Repertoire of Leadership Styles blended with elements of
Socialised Power/Social Intelligence Competencies â
(Bawany, 2013)
Reference: Sattar Bawany, âMaking Results-based Leadership Work in Singaporeâ Singapore Business Review,
http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore,
first published on 12 February 2013.
11. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
11
Achieving Results During Turbulent Times
⢠Profitability
⢠ROI
⢠Cost Optimisation
⢠Employee Satisfaction
⢠Employee Loyalty
⢠Company Policies
⢠Rewards and Flexibility
⢠Culture, Espirit De Corps
⢠Leadership Styles
⢠EQ/EI Competencies
⢠Level 5/Ontological Humility
Organisational Results
Employee/Stakeholder Engagement
Organisational Climate
Leadership Effectiveness
Customer Engagement/Loyalty
⢠Customer Satisfaction
⢠Service Value/
Relationship
Sattar Bawany, âMaking Results-based Leadership Work in Singaporeâ Singapore Business Review,
http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, 12 February 2013
12. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
12
Whatâs Your Role During Turbulent &
Uncertain Times?
⢠The Current Realities â Times of Transition & Change
⢠What happens to Organisations during Turbulent
Times?
⢠Response to Organisational âToxic Cocktailâ
ď Behaviour 1: Prompt and considered action
ď Behaviour 2: Honest and consistent communication
ď Behaviour 3: Emotional connection
ď Behaviour 4: Inspiration
⢠The Role of HR during Turbulent Times
13. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
13
Leveraging on Your
Emotional and Social Intelligence
14. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
14
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.
âAnyone can become angry â 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 â that is not easy.â
Aristotle in âNicomachean Ethicsâ
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
15. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
15
Emotional Intelligence by Goleman
âThe capacity for
recognizing our own feelings
and those of others, for motivating
ourselves, for managing emotions
well in ourselves and in our
relationships.â
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.
16. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
17
"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
Leadership and EI
17. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
18
EI and Successful Leaders
ďą Successful leaders at all levels demonstrate a high
degree of Emotional Intelligence in their role
ďą Emotionally intelligent leaders create an
environment of positive morale and higher
productivity resulted in sustainable employee
engagement
ďą Critical transitional skills include EI competencies
such as relationship management; cross cultural
communication; effective negotiation and conflict
management
Bawany, S. (2010). âMaximizing the Potential of Future Leaders: Resolving Leadership Succession
Crisis with Transition Coachingâ In âCoaching in Asia â The First Decadeâ. Creation Publishing LLP.
Download e-copy from: http://www.ipma.com.sg/publications.php
18. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
19
How the Brain Works
ď¤ Neocortex
ďź The thinking part of the brain (âJust Say Noâ circuit)
ďź Six seconds to activate
ď¤ Amygdala
ďź The brainâs emotional memory bank
ďź Stores memories (failures and victories); scans incoming information
for threats and opportunities
ďź âFight or Fleeâ Part of the Brain
ďź What makes us âsnapâ (e.g. Road Rage; Mike Tyson biting Evander
Hollyfieldâs ear during 1997 WBA Match; Zinedine Zidaneâs head butted
Marco Materazzi during 2006 World Cupâs Finals Soccer Match)
Amygdala
Thalamus
19. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
20
Leadership Styles during
Turbulent Times
20. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
21
Hay-Golemanâs Six Leadership Styles
1. Coercive (Directive): âDo what I tell youâ
2. Authoritative (Visionary): âCome with meâ
3. Affiliative: âPeople come firstâ
4. Democratic (Participative): âWhat do you think?â
5. Pacesetting: âDo as I do, NOW!â
6. Coaching: âTry thisâ
Source: Daniel Goldman, âLeadership That Gets Resultsâ, HBR, March-April 2000
21. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
22
Coercive (Directive)
ďŹ aims to achieve immediate
compliance
ďŹ one-way directive
conversation
ďŹ seeks tight control over
situations
ďŹ Appropriate for dealing with
crisis situations or problem
employees
ďŹ Not to use with talented or
self-motivated staff
âDo it the way I
tell youâ
22. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
23
Authoritative (Visionary)
ďŹ aims to provide long-term
direction/vision
ďŹ allows employee input but
retains control over decision
ďŹ seeks to influence to gain buy-in
ďŹ Appropriate to use with new
staff or when a new direction has
to be communicated
ďŹ Not recommended for
sophisticated & experienced staff
âFirm but fairâ
23. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
24
Affiliative
ďŹ aims to promote harmony &
co-operation
ďŹ seeks to smooth tensions and
resolve work/family conflicts
ďŹ seeks to be liked as a
manager
ďŹ Appropriate to use when
tasks are routine or
employees need support
ďŹ Not recommended when
negative feedback is required
âPeople first,
task secondâ
24. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
25
Democratic (Participative)
ďŹ aims to build group consensus
for decision-making
ďŹ heavy emphasis on team
participation
ďŹ employees are trusted to have
skills & drive
ďŹ Appropriate when working with
good staff with ample time for
decision-making
ďŹ Not recommended when a
particular answer is needed
âIâd like you to
participateâ
25. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
26
Pacesetting
ďŹ aims to accomplish quality work
yourself
ďŹ models high standards &
expects them in others
ďŹ delegates only to good
performers
ďŹ Appropriate when dealing with
staff who can perform
independently
ďŹ Not recommended with staff
who need feedback & support
âDo it myselfâ
26. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
27
Coaching
ďŹ aims towards professional
growth of employees
ďŹ helps people identify
strengths/weakness
ďŹ encourages honest self-
assessment
ďŹ Appropriate with employees
interested in being innovative
or developing career
ďŹ Not recommended when
explicit direction is required
âIâd like to help
you develop
your potentialâ
27. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
28
Impact of Leadership Styles
ďŹ Leaders who have mastered 4 or more styles create the
best business performance
ďŹ The most effective leaders can switch flexibly between
leadership styles in response to the situation
ďŹ Coaching and Authoritative (most effective) along with
Affiliative and Democratic & styles have a positive
impact on organisational climate
ďŹ 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., âLeadership That Gets Resultsâ, HBR, March-April 2000
28. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
29
Organizational Climate
ď¤ Organizational climate, economic conditions and
competitive dynamics are the main drivers of
performance
ď¤ Direct correlation between organizational climate and
performance â good results, return on sales, revenue
growth, efficiency, profitability etc.
ď¤ Organizational climate accounts for nearly one-third of
results â so is very important.
29. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
30
Drivers Of Performance
Performance
Organizational
climate
Economic
conditions
Competitive
dynamics
This is set by the leader, and
has an important effect on the
overall performance Leader has little control
over these factors
30. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
31
1. Flexibility: do employees feel free to innovate?
2. Responsibility: how employees relate to organization?
3. Standards: level which are set to develop excellence
4. Rewards: are these appropriate and at market level?
5. Clarity: of mission and values
6. Commitment: to a common purpose (mission/vision)
What Is Organizational Climate?
Refers to six key factors which influence an organization's
working environment:
31. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
32
In Conclusion: Key to Success
ď¤ 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.
ď¤ Leadership canât be taught in a classroom
alone, but developmental experiences â
executive coaching, mentoring, executive
education masterclasses, voracious
readings â can accelerate a leaderâs growth.
32. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
33
http://www.youtube.com/watch?v=03o1JZ7c7gI
Video on What Makes a Great Leader?
33. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
34
If you do tomorrow what you did yesterday
Your Future is HistoryâŚâŚâŚâŚâŚ
If you do tomorrow what weâve covered today
Your Future is Historic!!!
Final ThoughtsâŚ
34. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
35
Register For Masterclasses Now!!!
⢠Limited Seats are still available for 2 Masterclasses jointly
offered by CEE and Eduquest
⢠âExecutive Leadership That Gets Resultsâ on
Friday, 13th September 2013
⢠âDeveloping Managerial Skills for New Managersâ on
Saturday, 14th September 2013
⢠For Synopsis and further details, please contact us at:
Email: info@eduquestindia.in
Website: www.eduquestindia.in
Mobile: +91 988 404 2200 / 988 414 2200
Telephone: +91 44 4238 2200
35
35. Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
36
Prof Sattar Bawany
CEO, Centre for Executive Education (CEE)
C-Suite Master Executive Coach, EDA
Senior Advisor, Eduquest International Institute
Email: sattar.bawany@ipma.com.sg
Articles: www.ipma.com.sg/publications.php
Slideshare: www.slideshare.net/ipma_singapore
LinkedIn: www.linkedin.com/in/bawany
Facebook: www.facebook.com/ipma.singapore
Twitter: www.twitter.com/sattarbawany
Further Dialogue on Social Media