• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Cee certis cisco senior management retreat 19 july 2013
 

Cee certis cisco senior management retreat 19 july 2013

on

  • 1,766 views

 

Statistics

Views

Total Views
1,766
Views on SlideShare
1,766
Embed Views
0

Actions

Likes
0
Downloads
4
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Table (warm up) discussion)What is leadership?What is career success?What is happiness?
  • Because of such misguided beliefs about leadership, the answer is 0-1-2. Because of such misunderstood notions of leadership, the answer is 6.5.Leadership is not competency models, personality assessments, charisma, or about position power.
  • But as you can see from the examples we just discussed, having all of these things can leave you extremely unfulfilled, unhappy, and not very successful – at least not for long.So what really is the secret of success, happiness and leadership? Lets look at each. Happiness first…

Cee certis cisco senior management retreat 19 july 2013 Cee certis cisco senior management retreat 19 july 2013 Presentation Transcript

  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 1 Prof Sattar Bawany CEO, Centre for Executive Education (CEE) MD & C-Suite Executive Coach, EDA Asia Pacific Friday, 19 July 2013 Shangri-La Rasa Sentosa Resort & Spa Certis CISCO Senior Management Retreat 2013 “Leadership Challenge: From Effectiveness to Greatness”
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 2 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?
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 3 Module 1: Introduction and Session Objectives
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 4 About Centre for Executive Education (CEE)  Executive Education  Leadership & High Potential Development  Executive Coaching  Succession Planning  Executive Assessment 4 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.ipma.com.sg/cee.php 5  Jim Bolt, Founder of EDA and FrED Forum  Ram Charan, Educator, Author and Consultant to CEOs  Jim Kouzes, Best-selling Author and Dean’s Executive Professor of Leadership, Leavey School of Business, Santa Clara University  Vijay Govindarajan, Professor, Amos Tuck School of Business, Dartmouth College  Ted Hoff, Vice President Learning, IBM  Valerie Norton, VP, Talent Management & Acquisition Broadridge Financial Solutions  Sandy Ogg, Chief Human Resource Officer, Unilever N.V.  Chuck Presbury, Senior Director Leadership Development, McGraw-Hill Company EDA Advisory Board
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php • CEO of Centre for Executive Education (CEE) • C-Suite Master Executive Coach, EDA • Strategic Advisor & Member of Board of Trustees, IPMA • Adjunct Professor of Paris Graduate School of Management • Over 25 years’ in 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 Master Facilitator
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 7 S C O P E HARE HALLENGE PEN MINDED LAN OF ACTION NJOY OURSELVES The S.C.O.P.E. Approach
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 8 Knowing Yourself as a Leader
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 99 Session Objectives Pg. 7 1. The power of win-win and results based thinking. 2. How to increase your leadership influence within a multigenerational workforce. 3. Understand the impact of leadership styles and success (achieving organisational results). 4. How to create 8th Habit leadership (constantly look for the potential in the team members and coach them to maximise their potential).
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 10 The 7 Habits Paradigm Source: Stephen R. Covey. (1989),The 7 Habits of Highly Effective People. 1989 published by Free Press, a Division of Simon & Schuster, Inc.
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 11 The 8th Habit: From Effectiveness to Greatness 11 • The 8th Habit is about finding your voice and inspiring others to find theirs. • Voice is about vocation or calling; where our talents, passion and conscience intersect with the world’s (employees) needs.
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 12 Seven Habits® Profile 12 • Read each statement and, using your best judgment, circle the number that indicates how well you perform in each of the categories. • Once completed, total your points for each category in the Category Totals column. • There are nine categories; the first two are the foundational habits of the Seven Habits, and the last seven are the Seven Habits.
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 13 Meeting the Leadership Challenge 13 1. Select one of the Habits and discuss why this is most important for you and/or your organization now? 2. What is the desired level of execution for this Habit? Describe the way it SHOULD be if this principle were executed flawlessly or Habit achieved. 3. What is the current level of execution for this Principle/Habit? 4. What is the gap between the current level and the desired level? Why does the gap exist? What can be done to close the gap? What can you do to close the gap?
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 14 Module 2 Achieving Results @ Certis CISCO
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 15 Achieving Results @ Certis CISCO • Profitability • ROI • Cost Optimisation • Employee Satisfaction • Employee Loyalty • Company Policies • Rewards and Flexibility • Culture, Espirit De Corps • Leadership Styles • Servant Leadership • Level 5/Ontological Humility Organisational Results Employee/Stakeholder Engagement Organisational Climate 8th Habit Leadership 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
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 16 Leader’s Purpose And Values Are you a Boss or Leader? 16
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 17 Questions We Will Try To Answer • Why are some people more successful than others? • Why are some people happier than others? • What is great leadership made up of?
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 18 What is Common Between…  Michael Jackson  Elvis Presley  Kenneth Lay  Whitney Houston  Bernie Madoff  Adolf Hitler  Indira Gandhi Wealth, Position, Power, Fame, Fortune They were either murdered, jailed for life, or killed themselves
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 19 Successful Leaders To most people…. Wealth, Position, Power, Fame, Fortune is the definition of leadership, happiness and success Fame
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 20 http://www.youtube.com/watch?v=03o1JZ7c7gI So, what is Leadership all about?
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 21 Of all the bosses you’ve worked for in your career so far, ?  Someone who brings out the best in you  Someone you can learn from  Someone you can respect for who they are  Someone who genuinely cares about your success and growth
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 22  Someone who brings out the best in you  Someone you can learn from  Someone you can respect for who they are  Someone who genuinely cares about your success and growth
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 23 On a 1-10 scale where 1 is “well below potential” and 10 is “at peak potential” how would you rate your organization’s current performance in the marketplace?
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 24 The Big Void Of all the bosses in your career, how any would you rate as truly great leaders? On a 1-10 scale where 1 is „extremely below potential‟ and 10 is „at peak potential,‟ how would you rate your organization‟s current performance in the marketplace? The answer is 0, 1, or 2. What is the question? The answer is 6.5/10. What is the question? The answer is approximately $60 billion. What is the question? How much is spent globally on leadership development each year? Individual Leadership Void Organizational Performance Void
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 25 Leadership Redefined „Leadership is the art of harnessing human energy towards the creation of a better future‟ Rajeev Peshawaria, Too Many Bosses, Too Few Leaders, 2011 SUSTAINABLE BUSINESS GROWTH ENERGIZE SELF ENLIST & ENERGIZE CO-LEADERS ENERGIZE THE ENTIRE ORGANIZATION
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 2626 INDIVIDUAL EXERCISE: Discovering Your Leadership Purpose & Values 1. What few things are most important to me personally? 2. Do I want to either: – lead a simple life rich with everyday small pleasures? Or, – achieve great success in an individual endeavor? Or, – lead others towards a better future in Certis CISCO? 3. What results do I want to create in Certis CISCO? 4. How do I want people to experience me as their leader? 5. What situations would cause me to feel strong emotions? 6. What values will guide my behavior and actions as a leader at Certis CISCO? Write your PERSONAL MISSION STATEMENT as a Leader at Certis.
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 27 Video on a Leader’s Purpose & Values
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 28 GROUP EXERCISE: Discovering Energy @ Certis CISCO $$ Group I-III Task : List 3-4 activities the senior management team must focus most of their time on to create a green organization (everyone is align to the Vision, Mission, Values and Strategy) Group IV-VI Task: What are the symptoms of a red organization? What actions or inactions of senior management causes a red organization (misalignment and disengaged workforce)? $$
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 29 COVEY’S WHOLE PERSON PARADIGM" 1) What are the primary differences between an Industrial Age approach and a Knowledge Worker Age approach to leadership? 2) What are the four basic needs of all people, and how do they apply in your work environment? 3) If you can think of a leader or an organization that has valued you as a whole person, describe what that individual or organization did and the impact it had on you and your fellow employees.
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 33 Module 3 Leveraging Your Leadership Styles to Sustain Employee Engagement
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 34 Servant Leadership Defined • Servant leadership is defined as an approach to leadership development, which emphasizes the leader’s role as steward of the resources (human, financial and otherwise) provided by the organization. • It encourages leaders to serve others while staying focused on achieving results in line with the organization’s values and integrity. Robert Greenleaf, 1997 34
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 35 10 Principles of Servant Leadership 1. Listening – (to self and others) 2. Empathy – (understanding) 3. Healing – (search for wholeness of self and others) 4. Awareness – (of self and of others) 5. Persuasion – (building consensus) 6. Conceptualization – (dreams and of day-to-day operations) 7. Foresight – (intuitive ability to learn from past and see future consequences of actions) 8. Stewardship – (holding institution in trust for the good of society) 9. Commitment to Growth – (personal, professional, spiritual of self and others) 10. Building Community – (benevolent, humane, philanthropic, to benefit others) 35
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 36 Good to Great: Level 5 Leadership
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 3737 Profile of Level 5 Leaders  Leaders who employ a paradoxical mix of personal humility and professional will  Set up successors for even greater success  Attribute success to other than themselves  Look in mirror and take full responsibility for poor decisions  Many people have the potential to evolve into Level 5
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 38 Goleman’s research collaboration with consulting firm Hay/McBer covering 3,871 executives worldwide to determine what is ‘effective leadership’ lead to classification of six different leadership styles, each springing from different components of emotional intelligence. Leadership That Gets Results Source: Daniel Goldman, ‘Leadership That Gets Results’, HBR, March-April 2000
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 39 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
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 40 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”
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 41 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”
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 42 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”
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 43 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”
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 44 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”
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 45 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”
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 46 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, Authoritative, Affiliative, Democratic & styles have a positive impact on organisational climate  Coercive & Pacesetting can have a negative impact on the working environment Source: Goldman, D., ‘Leadership That Gets Results’, HBR, March-April 2000
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 4747 Module 4 Engaging a Multigenerational Workforce (incl. Gen Y) (With Managerial Coaching)
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 48 Multi-Generational Workplace: Danger or Opportunity? Our multigenerational work environment can be a source of positive challenge, opportunity and significant growth if managed effectively and leveraged to meet the business goals of our organization.
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 49 Source: Sattar Bawany, “Unlocking the benefits of a multi-generational workforce in Singapore” published by Singapore Business Review, 24 January 2013: http://sbr.com.sg/hr-education/commentary/unlocking-benefits-multi-generational-workforce-in-singapore Multigenerational Work Perspectives Generation Years Born Work Perspectives Traditionalists 1922 - 1945 “Company loyalty” - Believed they'd work for the same company their entire career. Boomers 1946 - 1964 “Live to work” - Believe in putting in face time at the office. Women enter the workforce in large numbers. Gen Xers 1965 - 1980 “Work to live” - Believe that work should not define their lives. Dual-earner couples become the norm. Gen Yers (Millennials) 1981 - 1994 “Work my way” - Devoted to their own careers, not to their companies. Desire meaningful work. Gen Zers (Linksters) 1995 to present “Living and Working their way” - Their struggles in the work environment are tied to their youth and inexperience. Desire for change, stimulation, learning and promotion that will conflict with traditional organisational hierarchies.
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 50  Baby Boomers are retiring at the rate of one every eight seconds.  The vast majority of organizational leaders are Baby Boomers with the most typical age being 58 years old.  There are 11% fewer Gen Xers than Baby Boomers.  Generation Y (twenty-five and under) will not be management or leadership material for years to come.  What is your as Certis CISCO’s leader role to develop them? EDA Research: The New Realities
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 51 • Career development and empowerment is critical to the engagement of Gen Y at 3M • Engagement happens when Gen Y feel safe to take action on their own initiative • Gen Y feel safe when they trust their environment • Gen Y trust their environment when they feel fairly treated by it • Thekey is to create a culture of trust in organizations Case Study: Engaging Gen Y@ Fairness Trust Feel Safe Engaged
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 52 Source: http://www.youtube.com/watch?v=rDAdaaupMno
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 53 • “Coaching is a cyclical process of enhancing the other persons’ awareness of 'what is really going on'; guiding them to choose responsibility for the actions they will take to achieve their personal goals and helping them to evaluate the consequences.” • Purpose of coaching as a performance management tool  To gain attention to the key issues affecting performance. This can be performance of the individual or of the team  To focus on the detail and relevance of the conversation to those key issues  To create a positive feedback loop Leading & Engaging Team Members with Managerial Coaching
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 54 Intention WordsRelationship TRUST COACHABLE MOMENT® Those moments when an individual is open to taking in new information that will effect a shift in his/her knowledge and behavior. Being a Manager-Coach The Coaching Conversation Model“ is copyrighted by CoachWorks and Corporate Coach U (CCU)
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 55 1. Goal 2. Reality • What’s the evidence? • What have you already tried? • What did you learn from that? • What other feedback do you have? • If you looked at this from another angle … what could you do then? • What could you try now? • What else? • What could you do as a first step? 3. Options4. Wrap Up • What do you want to cover today? • What are you hoping to achieve today? • What are the priorities? • What other help/input do you need? • When could you do this? • What could get in the way of your plans? • How will you overcome this? • How will you/others know you’ve been successful? • End – what have you learnt from today? How have we worked together? What could we do differently next time? GROW Coaching Model – Questions
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 56 Coaching Styles Questionnaire 56 INSTRUCTION: READ each of the statements, and indicate in the last column which of the 3 styles best describes your preferred style.
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 5757 Coaching Skills For Leaders: Seven Habits That Make A Difference 1. Ability to create trust, be fully present and connect 2. Ability to listen attentively 3. Ability to ask powerful questions 4. Ability to communicate effectively 5. Ability to create awareness 6. Ability to facilitate the design of actions, creation of plans and setting of goals 7. Ability to manage progress and accountability
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 58 Module 5 Integrative Case Study & Mini Quiz Putting It All Together
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 59 QUESTIONS FOR GROUP DISCUSSION 1. Analyse Alfonso’s leadership style(s) as seen from the case. What might account for the fact that he behaved or adopted the specific style(s) as captain of the USS Florida? 2. Which type of leadership style(s) do you think a leader should adopt aboard a nuclear submarine – concern for high certification grades or high-quality interpersonal relationships? How different is your response for these leaders operating during peace time vs. war time. Discuss. 20 minutes Case Study – USS Florida
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 60 Opening Scene – Background Leadership Styles Read the Video Synopsis in Workbook Inspirational Speech Video Case Study – Crimson Tide
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 6161 Mini Quiz on Leading a Multigenerational Workforce Important Note: The purpose of the following short quiz is to provide you with an introduction to effective leadership styles in managing a multigenerational workforce. The results you get from this quiz are NOT a comprehensive picture of your repertoire of effective leadership styles currently deployed.
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 6262 Scenario 1 You are a Baby Boomer Manager in a meeting when a Gen Y colleague takes credit for work that you have done. What do you do? 1. Immediately and publicly confront the colleague over the ownership of your work. 2. After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work. 3. Nothing, it's not a good idea to embarrass colleagues in public. 4. After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish.
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 6363 Scenario 2 You are a Gen X Manager in an organization that is trying to encourage respect for racial and ethnic diversity. You overheard a Gen Y employee telling both sexist and racist jokes in the presence of other employees. What do you do? 1. Ignore it – the best way to deal with these things is not to react. 2. Call the person into your office and explain that their behaviour is inappropriate and is grounds for disciplinary action if repeated. 3. Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization. 4. Suggest to the person telling the joke he go through a diversity training program.
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 6464 Scenario 3 You are a Gen Y Manager and have recently been assigned a Baby Boomer in your team, and have noticed that he appears to be unable to make the simplest of decisions without seeking advice from you. What do you do? 1. Accept that he "does not have what it take to succeed around here" and find others in your team to take on his tasks. 2. Get an HR manager to talk to him about where he sees his future in the organization. 3. Purposely give him lots of complex decisions to make so that he will become more confident in the role. 4. Engineer an ongoing series of challenging but manageable experiences for him, and make yourself available to act as his mentor.
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 65 In Conclusion: Key to Success  Every company that wants to excel in the future must recognise that the ultimate competitive advantage is a deep leadership pool where leaders at every level are 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 Masterclass, voracious readings – can accelerate a leader’s growth.
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 66 http://www.youtube.com/watch?v=03o1JZ7c7gI Video on What Makes a Great Leader?
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 67 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…………
  • Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 68 Prof Sattar Bawany CEO, Centre for Executive Education & Managing Director & C-Suite Executive Coach, EDA Asia Pacific Email: sattar.bawany@ipma.com.sg Website: www.ipma.com.sg/cee.php LinkedIn: www.linkedin.com/in/bawany Facebook: www.facebook.com/ipma.singapore Twitter: www.twitter.com/sattarbawany Skype: sattar.bawany Continue the Dialogue on Social Media