Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final

Copyright @2013 Centre for Executive Education Pte Ltd
(Strategic Partner of Executive Development Associates Inc.)
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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
“Leaders Speak Series”
“Result-based Leadership for Sustainability
during Turbulent Times”

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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 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?

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

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• The Centre for Executive Education (CEE) is the Executive Development
Division of The International Professional Managers Association (IPMA).
• IPMA is a global ‘not-for-profit’ (NPO) members organisation
headquartered in UK with Regional Offices in Europe, Africa and APAC
• CEE’s 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

• 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 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.
About Your Key Note Speaker

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Leading During Turbulent Times

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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 ‘Right Person on the
Bus’, ‘Wrong Person off the Bus’ & ‘Right Person in the Right Seat’)
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

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 Use intellectual as well as emotional capabilities to guide
organizations through turbulent business environments
towards achieving organization's results
 Understand and leverage of the importance of emotional
intelligence in development of leadership effectiveness
and sustaining employee engagement and productivity
during times of uncertainty
Today’s Leadership Challenge

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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

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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 through both
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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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, “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

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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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Leveraging on Your
Emotional and Social Intelligence

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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.

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Emotional Intelligence by Goleman
“The capacity for
recognizing our own feelings
and those of others, for motivating
ourselves, for managing emotions
well in ourselves and in our
relationships.”
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.

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"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

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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
 Critical transitional skills include EI 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 e-copy from: http://www.ipma.com.sg/publications.php

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How the Brain Works
 Neocortex
 The thinking part of the brain (“Just Say No” circuit)
 Six seconds to activate
 Amygdala
 The brain’s emotional memory bank
 Stores memories (failures and victories); scans incoming information
for threats and opportunities
 “Fight or Flee” Part of the Brain
 What makes us “snap” (e.g. Road Rage; Mike Tyson biting Evander
Hollyfield’s ear during 1997 WBA Match; Zinedine Zidane’s head butted
Marco Materazzi during 2006 World Cup’s Finals Soccer Match)
Amygdala
Thalamus

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Leadership Styles during
Turbulent Times

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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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Coercive (Directive)
 aims to achieve immediate
compliance
 one-way directive
conversation
 seeks tight control over
situations
 Appropriate for dealing with
crisis situations or problem
employees
 Not to use with talented or
self-motivated staff
“Do it the way I
tell you”

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Authoritative (Visionary)
 aims to provide long-term
direction/vision
 allows employee input but
retains control over decision
 seeks to influence to gain buy-in
 Appropriate to use with new
staff or when a new direction has
to be communicated
 Not recommended for
sophisticated & experienced staff
“Firm but fair”

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Affiliative
 aims to promote harmony &
co-operation
 seeks to smooth tensions and
resolve work/family conflicts
 seeks to be liked as a
manager
 Appropriate to use when
tasks are routine or
employees need support
 Not recommended when
negative feedback is required
“People first,
task second”

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Democratic (Participative)
 aims to build group consensus
for decision-making
 heavy emphasis on team
participation
 employees are trusted to have
skills & drive
 Appropriate when working with
good staff with ample time for
decision-making
 Not recommended when a
particular answer is needed
“I’d like you to
participate”

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Pacesetting
 aims to accomplish quality work
yourself
 models high standards &
expects them in others
 delegates only to good
performers
 Appropriate when dealing with
staff who can perform
independently
 Not recommended with staff
who need feedback & support
“Do it myself”

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Coaching
 aims towards professional
growth of employees
 helps people identify
strengths/weakness
 encourages honest self-
assessment
 Appropriate with employees
interested in being innovative
or developing career
 Not recommended when
explicit direction is required
“I’d like to help
you develop
your potential”

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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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Organizational Climate
 Organizational climate, economic conditions and
competitive dynamics are the main drivers of
performance
 Direct correlation between organizational climate and
performance – good results, return on sales, revenue
growth, efficiency, profitability etc.
 Organizational climate accounts for nearly one-third of
results – so is very important.

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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

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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:

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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.

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http://www.youtube.com/watch?v=03o1JZ7c7gI
Video on What Makes a Great Leader?

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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…

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Register For Masterclasses Now!!!
• Limited Seats are still available for 2 Masterclasses jointly
offered by CEE and Eduquest
• “Executive Leadership That Gets Results” on
Friday, 13th September 2013
• “Developing Managerial Skills for New Managers” 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
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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

Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final

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Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final