I have presented the following topics during the conference. Next Generation of Organizational Training and Succession Strategies Organizational Training and Leaders Succession Planning Strategies Development Who’s Preparing For the Leadership Gap What are the Differences: Organizational Training and Empowerment vs. Succession Planning Strategies Next Generation of Human Capital Training and Succession Strategies Private Sectors National Succession Planning Strategies Empowering the leaders towards the Next Era of Globalization leadership Keeping the Nationals Aware of Latest Standards and Practices in the Private Sector Creating Comprehensive Training Modules Inculcating Young Learners With Practical Knowledge Upgrading the Nationals with the Global Market Trends Young Generation of Leaders Succession Planning and Strategic leadership development How Nationals can be part of 4.00 Generation Organizations

1. Dr Usman Zafar | CEO | DUC Consulting International
Organization Talent Management Smart Strategies
GCC Perspective

2. The global downturn has had
an impact on the type of
leadership required to
achieve success in the
Middle-East….

3. 01
What do the best
leaders do?

4. They have
a strategic
outlook and
share this vision
01
They give
their employees
autonomy and
responsibility
02
They
recognise and
reward good
performance
03
The Best Leaders Share
Some Common Features

5. 02
Standing Out

6. Standing out – today and tomorrow
For the past ten years the Middle East, in particular the Gulf states, have
experienced unprecedented economic growth
§ There is now more realism about the kind of growth the region needs,
and how it should best go about achieving it
§ Drive for exponential growth has led to over-expansion, particularly in
real estate, and rulers and advisors are now scrutinising the money-
making potential of projects far more closely
§ New, more considered approach to growth calls for different sets of
behaviors and leadership styles, characterised by more analysis,
caution and professionalism
§ But this is not the only argument for building stronger leadership
§ Middle Eastern companies are increasingly important players on the
world stage

7. The challenges leaders face
Fast paced growth in the last decade has accelerated young leaders
up the corporate ladder
§ The relatively young populations from GCC countries are increasingly
entering the workforce
§ The average age of GCC nationals in the workforce is generally lower
than mature markets at the professional and mid management levels.
As an example:
Professional/ mid mgt
31
Senior management jobs
Supervisory
Clerical/ admin
39
47
32
38
40
44
47
Average age GCC
nationals
Average age UK
workforce
Source: Hay Group data

8. How well equipped are they
to drive the kind of
performance from their
diverse teams that will lead
to long-term sustainable
success?

9. Which types of leaders stand
out in the Middle East?
03

10. Source: Hay Group data
Hay Group Findings
Hay Group studied 733 respondents from
the business community for different
countries in the Middle East.
They looked at the impact of leadership
behaviours on performance The sample
included a large range of industries,
including real estate, telecommunications, oil
and gas, financial services, pharmaceuticals
and manufacturing

11. The best leaders in the
Middle East Think strategically,
provide clarity and set high
standards
They are
also clear about where
performance can be improved
and set achievable targets
for their people

12. The best leaders in the
Middle East also
Delegate responsibility and give their
people autonomy
In high-performing cultures, where
leaders delegate more
responsibility and provide
more autonomy, employees
are comfortable with much
higher levels of responsibility

13. And the best leaders in the
Middle East
Create a rewarding and engaging
environment
Employees want to be managed differently.
They would like managers to create a more
rewarding climate for those that performed
well in more difficult times

14. A key message to leaders in
the Middle East today is
Give us more responsibility

15. Where employees lack
authority and empowerment,
not only is leadership
potential suppressed, but
innovation is unlikely to thrive
either

16. Giving authority and
empowerment, together
with development support, is
a key driver of engagement,
and will help develop
leaders for tomorrow

17. Leaders of tomorrow
will need to create
environments that
inspire their people
today!

18. 18
Active Learning &
Coaching
A Key Towards
Organizational Talent
Management !

19. Research on business coaching
Business Coaching results in 88%
increase in work productivity, compared to
just 22% for typical managerial training.
--Harvard Business Review 2016

20. Today’s organization’s challenges
Challenge 1
Challenge 2
Challenge 4
Lasting and tangible learning?
Accelerating experience maturity?
Sustainable competitive advantage?

21. Training Traditional Approach
One Month
Before During After
Knowledge / Performance
Training alone does not increase performance
q Challenge in applying new
concept to an old
environment
Observation Conceptualization Application
DuringBefore After
Measurement and accountability
Knowledge / Performance
ROI
Experiential Training & Coaching Approach
q Knowledge / performance line
moves before participation
q Impact after seminar through on-
the job experimentation

22. Integrated Organizational Learning
Deliver
Measure
Assess
• Analyze
Capacity and
strength and
weakness.
• Define Specific
Scenario
• Tailor Active
Learning
• Integrate
Scenario
• Measure
Learning
Impact
• Perform on the
job coaching
• Re-enforce
concept.

23. Leadership Coaching Solution
§ Setup a periodical
review
§ Setup a self-managed
tools
Assess
Compare
Coach
§ Compare stakeholder’s evaluation
§ Develop mission and plan
§ Coach “blind-spot”
§ Offer specialized seminars
Collect 360 feedback:
§ Strength & Weakness
§ Emotional Intelligence
§ Leadership quality
Transform

24. Knowledge Management

25. The secret behind training
“You can tell people what they need to know very fast.
But they will forget what you tell them even faster.
People are more likely to understand what they figure
out for themselves than what you figure out for them.”
—Mel Silberman

27. Dr Usman Zafar
CEO DUC Consulting International
Board Advisor imex Systems Canada
Board Advisor cloudBuy UK
Email:usman@duconsulting.com
Cell: +971556348894
usman@duconsulting.com
www.duconsulting.com
www.usmanzafar.com
Thank you very much for your attention!