CGSB Business Leaders Forum 'Developing the Next Generation of Leaders' - 5 April 2016

Copyright ©2016 Centre for Executive Education Pte Ltd (CEE)
All Rights Reserved www.cee-global.com
CEE is a Strategic Partner of Executive Development Associates (EDA) Inc. 1
Prof Sattar Bawany
CEO & C-Suite Master Executive Coach, CEE Global
Adjunct Professor & Member of Advisory Board, CGSB
5 April 2016, 5.30 pm to 7.00 pm, CGSB Function Room
CGSB BUSINESS LEADERS’ FORUM
“Transforming the Next
Generation of Leaders”

Every morning in Asia, a tiger
wakes up. It knows it must
outrun the slowest deer or it will
starve to death.
Every morning in Asia, a deer
wakes up. It knows it must run
faster than the fastest tiger or it
will be killed.
It doesn’t matter whether you are a tiger or a deer:
when the sun comes up, you’d better be running…..
Are You a Tiger or a Deer?

About
Centre for Executive
Education (CEE)
 Executive Education
 Leadership & High
Potential Development
 Executive Coaching
 Succession Planning
 Executive Assessment
3
CEE Global is the Exclusive Strategic Partner of Executive Development Associates
(EDA), a global leader in Executive Development & Coaching since 1982.

CEE is a Strategic Partner of Executive Development Associates (EDA) Inc.
• CEO of Centre for Executive Education (CEE Global)
• C-Suite Master Executive Coach, EDA Asia Pacific
• Over 30 years’ in international business management, executive
coaching, group facilitation, executive education and senior
leadership development and training
• Adjunct Professor and Member of Advisory Board of Curtin
Graduate School of Business (CGSB)
• Adjunct Faculty of Harvard Business School Corporate Learning
• Adjunct Faculty of Duke Corporate Education (CE)
• Assumed senior global and regional leadership roles with DBM
(Drake Beam & Morin), Mercer Human Resource Consulting,
Hay Management Consultants and Forum Corporation
About Your Guest Speaker
4

Agenda
• Business Case for Succession Planning
• High Potentials vs. High Performers
• EDA Research on Leadership Development Trends
• Competencies of Next Generation Leaders
• CEE Framework on Developing Leadership Pipeline
• Dialogue (Q & A) Session

“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 through both Ontological Humility and
Servant Leadership & Level 5 Leadership Styles
(including Coaching Styles) blended with elements of
Socialised Power/Social Intelligence Competencies”
Sattar Bawany (2014), “Building High Performance Organisations using Results-based Leadership Framework”
Leadership Excellence Essentials, Issue 11.2014 (Nov 2014). E-Copy available as download at:
www.cee-global.com/6/publication
Future Leadership Redefined

Results-based Leadership™ Framework
Sattar Bawany (2014), “Building High Performance Organisations using Results-based Leadership Framework”
Leadership Excellence Essentials, Issue 11.2014 (Nov 2014). E-Copy available as download at:
www.cee-global.com/6/publication

“Crisis may be an overused word, but
it’s a fair description of the state of
leadership in today’s corporations.
CEOs are failing sooner and falling
harder, leaving their companies in
turmoil. At all levels, companies are
short on the quantity and quality of
leaders they need.”
Reference: Ram Charan, “Leaders at All Levels”, Jossey-Bass, Wiley, San Francisco, California, 2008
Business Case for
Succession Planning

9
Succession Planning &
Developing Future Leaders
Succession planning involves the identification
of high-potential employees, evaluating and
honing their skills and abilities, and preparing
them for advancement into positions which
are key to the success of business operations
and objectives.

Who are High Potentials?
 High Potentials consistently and significantly
outperform their peer groups in a variety of settings.
 While achieving these superior levels of performance,
they exhibit behaviors that reflect their companies’
culture and values in an exemplary manner.
 Show a strong capacity to grow and succeed
throughout their careers within an organization – more
quickly and effectively than their peer groups do.
Reference: Douglas Ready, Jay Conger and Linda Hill, ‘Are You a High Potential? Harvard Business Review, June 2010

 The difference between high-performance employees
and high-potential employees is that the high-
performance employee are very good at performing
their jobs, while the high-potential employees have
demonstrated measurable skills and abilities beyond
their current jobs.
 The real damage is done when the high-performance
employee is promoted to a managerial level, is
uncomfortable and struggles in their new role, resulting
in high levels of stress and anxiety, causing them to quit.
High Performers vs. High Potentials

Analyzing Trends
for Over 30 Years!
Research by
Executive Development Associates (EDA),
Pearson TalentLens and
Performance Assessment Network (PAN)
Details available at: http://executivedevelopment.com/online-solutions/product/2016-trends-in-executive-development/
EDA Research on Next-Gen Leaders

Overview of Major Findings
1) Creating a Powerful,
Engaging Vision
2) Customers’ Changing
Requirements
3) Preparedness for a VUCA
World
4) Critical Thinking vs
Cognitive Readiness

Exemplary Leadership NOW!

Leading in a VUCA World

1.Volatility: Prices fluctuate after a natural disaster
takes a supplier off-line.
2.Uncertainty: A competitor’s pending product launch
muddies the future of the business and the market.
3.Complexity: Doing business in many countries, with
unique regulatory environments and cultural values.
4.Ambiguity: Moving into emerging markets outside
your organisation’s core competencies.
16
Examples of Impact of VUCA

• Chief among the new VUCA-related competencies that
leaders need to develop is a high level of Cognitive
Readiness, which is the mental, emotional, and
interpersonal preparedness for uncertainty and risk.
• Critical Thinking, the more common and tactical of the
thinking skills, involves strategic thinking, creative
thinking, problem-solving, and decision-making.
• The research indicates the strategic importance of
developing Cognitive Readiness in order to be able to
effectively think critically.
17
Cognitive Readiness

• Next Generation of 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
• Critical EI competencies includes: relationship
management; cross cultural communication;
effective negotiation and conflict management
Reference: Bawany, Sattar: ‘Maximising the Potential of Future Leaders: Resolving Leadership Succession Crisis with
Transition Coaching’ in ‘Coaching in Asia – The First Decade’., Candid Creation Publishing LLP, September 2010.
Download Complimentary e-copy from: www.cee-global.com/6/publication
Leadership Competencies of Next
Generation of Leaders

"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

Executive Development Approaches
Executive Education (classroom/online),
Stretch Assignment, Action Learning,
Executive Coaching and Mentoring
Company
Expectations
Individual
Expectations
Transition
Readiness
Assessment
Company
Feedback
Individual
Feedback
Gaps
Action
Plan
Gaps
Action
Plan
Reference: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p38-42
Framework for Developing
Future Leaders (High Potentials)
Download Complimentary e-copy from : http://www.cee-global.com/6/publication

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!!!
Final Thoughts…

Prof Sattar Bawany
CEO, Centre for Executive Education (CEE)
Managing Director, EDA Asia Pacific
Email: sattar.bawany@cee-global.com
LinkedIn: www.linkedin.com/in/ceeglobal
Facebook: www.facebook.com/ceeglobal
Twitter: www.twitter.com/cee_global
Articles: www.cee-global.com/6/publication
Presentation: www.cee-global.com/7/speaking_engagements
Further Dialogue on Social Media

CGSB Business Leaders Forum 'Developing the Next Generation of Leaders' - 5 April 2016

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CGSB Business Leaders Forum 'Developing the Next Generation of Leaders' - 5 April 2016