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  • 1. SNEF Business Leaders Seminar THE ART OF PRODUCTIVITY LEADERSHIP World‟s Best Practices in Rapid Productivity Growth Prof Sattar Bawany Strategic Advisor, IPMA Asia Pacific Royal Plaza @ Scotts, 6 September 2012
  • 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 Deer? SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership© 2012 Copyright, IPMA Asia Pacific 2
  • 3. The S C O P E HARE HALLENGE PEN MINDED LAN CHANGES NJOY OURSELVES S.C.O.P.E. Approach SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership© 2012 Copyright, IPMA Asia Pacific 3
  • 4. The Team Personality Exercise Understanding Self & Team
  • 5.  Strategic Advisor with IPMA UK and Managing Director/Master Executive Coach with EDA Asia Pacific  Over 25 years‟ international business management in executive coaching, facilitation, HR & OD consulting; leadership development and training  Adjunct Professor with PGSM teaching international business strategies and human resource courses  Assumed senior leadership roles with DBM Asia Pacific, Mercer Human Resource Consulting, The Hay Group and Forum Corporation  IPMA Singapore is the Master Licensee for the „Scores on the Board™‟ developed by Bill Lang International and marketed by The Human Performance Company About Your Workshop Facilitator SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership© 2012 Copyright, IPMA Asia Pacific 5
  • 6. Agenda • Some Definitions • Incremental versus Rapid Profitable Growth • 4 Core Best Practices and Some Tools • Proven Framework for Sustaining Productivity • Questions SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership© 2012 Copyright, IPMA Asia Pacific 6
  • 7. Some Definitions • What is productivity? “Being productive means creating maximum value out of limited resources with by: - same value from fewer resources - more value from same resources Singapore businesses cannot expect to save costs by employing more lower cost workers. We must utilise resource efficiently, develop new markets and innovate” Mr Lee Hsien Loong, Singapore‟s Prime Minister 28th July 2010 SNEF 30th Anniversary Summit © 2012 Copyright, IPMA Asia Pacific 7SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 8. Some Definitions • What is innovation? “…Spotting unmet needs, designing products and services to meet them, acting fast to exploit first mover advantages, innovation also means coming up with novel business models, new uses for a product, unusual ways of selling a service… Innovation is primarily a function of talent and culture…Providing employees with space for their creativity, to draw their raw ideas into commercially profitable schemes..” Mr Lee Hsien Loong, Singapore‟s Prime Minister 28th July 2010 SNEF 30th Anniversary Summit © 2012 Copyright, IPMA Asia Pacific 8SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 9. Agenda • Some Definitions • Incremental versus Rapid Profitable Growth • 4 Practices and Some Tools • Proven Framework for Sustaining Productivity • Questions © 2012 Copyright, IPMA Asia Pacific 9SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 10. Rapid versus Incremental Productivity Growth • Incremental is the every day, basis point by basis point, improvement in cost inputs operational efficiency, customer preference, profitability measures… Single digit p.a. • Rapid in breakout growth, double digit improvement Many off the shelf solutions available: • AOM, 6 Sigma, Lean – Kaizen, most Process Reengineering Initiatives © 2012 Copyright, IPMA Asia Pacific 10SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 11. Some Rapid Examples © 2012 Copyright, IPMA Asia Pacific 11SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 12. Agenda • Some Definitions • Incremental versus Rapid Profitable Growth • 4 Practices and Some Tools • Knowing Customers Better Than Themselves • Uncovering Competitors Blind Spots • Unleashing Employee Minds and Hearts • Transforming Your Leadership Style and Performance • Questions © 2012 Copyright, IPMA Asia Pacific 12SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 13. Knowing Customers Better Than Themselves • Customers are Humans • Feelings and urges drive much behaviour • Difficult to say what we want/Easy to say what we don‟t want.. Understand Their Horror Stories • “Living a Day in their Life, Week, Month” generates true insights © 2012 Copyright, IPMA Asia Pacific 13SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 14. LA Times Article © 2012 Copyright, IPMA Asia Pacific 14SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 15. Tokyo’s famous crowded trains © 2012 Copyright, IPMA Asia Pacific 15SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 16. No Mirrors, Men, Makeup and Models © 2012 Copyright, IPMA Asia Pacific 16SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 17. © 2012 Copyright, IPMA Asia Pacific 17SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership The Four Actions Framework Source: Kim and Mauborgne. Blue Ocean Strategy. Harvard Business School Press. 2005
  • 18. © 2012 Copyright, IPMA Asia Pacific 18SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 19. Agenda • Some Definitions • Incremental versus Rapid Profitable Growth • 4 Practices and Some Tools • Knowing Customers Better Than Themselves • Uncovering Competitors Blind Spots • Unleashing Employee Minds and Hearts • Transforming Your Leadership Style and Performance • Proven Framework for Sustaining Productivity • Questions © 2012 Copyright, IPMA Asia Pacific 19SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 20. Uncovering Competitors Blink Spots • What industry are you in? • Who are current competitors? • What do their strategies and culture blind them to? • What did they miss from other industries? • Customer Solutions versus Components of a solution © 2012 Copyright, IPMA Asia Pacific 20SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 21. Portal and Directory… With a search box… © 2012 Copyright, IPMA Asia Pacific 21SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 22. Pure, Simple and FAST search = 1 Big Innovation $156B Mkt Cap Initially 1 innovation Plus 2 Idea Thefts © 2012 Copyright, IPMA Asia Pacific 22SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership As of 31 Aug 2012: US$225B Market Cap Stock price: US$685
  • 23. The Wine Industry By the Tail (29) Blanc : white Brut : dry (usually sparkling wine) Cave : cellar (often underground) or winemaking establishment Cave Co-operative : winemaker's co-operative Cépage : grape variety Chai : warehouse for storing wine, usually in barrels, above ground Châteaux estate : It may or may not have a manor house Clos : walled vineyard (walls might have been lost in time) Côte : hillside Coteaux : hillsides Cru : growth, usually high quality vineyard or district Cru Classé : classified vineyard, usually in Bordeaux Cuve : vat or tank Cuvée : blend (has a special meaning in champagne) Demi-sec : medium dry Départment : French political region, a bit like an English county Domaine : estate Doux : sweet Eau-de-vie : spirit Grand vin de : great wine of, but just a marketing term Manipulant : grape grower who also makes wines from those grapes, especially champagne Mis en bouteille : bottled Mis en bouteille au château : château bottled Raisin : grape Rouge : red Sec : dry Supérieur : indicated extra 0.5% or 1% volume Vignoble : vineyard Vin : wine © 2012 Copyright, IPMA Asia Pacific 23SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 24. © 2012 Copyright, IPMA Asia Pacific 24SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 25. © 2012 Copyright, IPMA Asia Pacific 25SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 26. Not Every Apple is Launched Ripe But I couldn’t get my first two MP3 player’s to work © 2012 Copyright, IPMA Asia Pacific 26SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 27. Apple and iPod - Customer Solution • 30,000,000 iPhone sales figures, 1.8 billion apps downloads, 75,000 apps available, iTunes 9, 100 million accounts with credit cards, 8.5 billion songs sold MP3 Player – 73.8% of the market, followed by 18 percent held by “other” SanDisk at 7.2% and Microsoft at 1.1% share. • 50% of new iPod sales are to new customers (didn‟t previously own one) and the total number of iPod sales is closing in on 225 million units. The fastest growing model iPod Touch, 20 million units since it was unveiled 2 yrs ago. This means that 40% of the “iPhone platform” is accounted for with the iPod Touch (20 million sales for Touch, 30 million sales for iPhone) “Apple could be on the cusp of claiming the crown as the world‟s leading in pocket gaming,” referring to the use of an iPod Touch as a portable game device: - PlayStation Portable has 607 games - Nintendo DS has 3.680 games - 21,178 games are now available from the Apple App Store © 2012 Copyright, IPMA Asia Pacific 27SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 28. iPod delivered superior value and a superb buyer experience © 2012 Copyright, IPMA Asia Pacific 28SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 29. © 2012 Copyright, IPMA Asia Pacific 29SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 30. Agenda • Some Definitions • Incremental versus Rapid Profitable Growth • 4 Practices and Some Tools • Knowing Customers Better Than Themselves • Uncovering Competitors Blind Spots • Unleashing Employee Minds and Hearts • Transforming Your Leadership Style and Performance • Proven Framework for Sustaining Productivity • Questions © 2012 Copyright, IPMA Asia Pacific 30SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 31. Unleashing Employee Minds and Hearts • What does productivity mean to your employees? • Why do employees think/feel the way they do? (life experiences, especially very emotional ones) • How do employees learn skills versus knowledge? • How can leaders create the culture to “unleash hearts and minds”? © 2012 Copyright, IPMA Asia Pacific 31SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 32. Engagement Loyalty Profit Stay Say Strive Stay Say Pay © 2012 Copyright, IPMA Asia Pacific 32SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 33. Positive Keeps up-to-date Believes Wants to and does Reliable, extra mileIdentifies Respects and helps © 2012 Copyright, IPMA Asia Pacific 33SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 34. What gets you and others engaged at work? © 2012 Copyright, IPMA Asia Pacific 34SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 35. Opportunity Voice Involvement Listened to Well being Good ideas Valued © 2012 Copyright, IPMA Asia Pacific 35SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 36. Southwest Background • largest airline in the world by number of passengers carried • the third-largest passenger fleet of aircraft among all of the world‟s commercial airlines • one of the world‟s most profitable airlines, posting a profit for the 37th consecutive year in January 2010 • business model involves flying multiple short, quick trips into the secondary (more efficient and less costly) airports of major markets, one aircraft type, the Boeing 737 • adopted the first profit-sharing plan in the U.S. airline industry in 1971 • employees own about 10% of the company stock • the airline is about 87% unionized • in order to maintain good working relationships and prevent finger pointing between departments, Southwest employees have shared goals and each job involves aiding others whenever necessary © 2012 Copyright, IPMA Asia Pacific 36SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 37. © 2012 Copyright, IPMA Asia Pacific 37SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 38. Southwest 11 Attitudes 1. Employees are #1 2. Think small to grow big 3. Manage in good times for the bad times 4. Irreverence is OK 5. OK to be yourself 6. Have fun at work 7. Take competition seriously, but not yourself 8. Difficult to change a person‟s attitude, so hire for attitude and train for skill 9. Think of company as a service organisation that happens to be in the airline business 10. Do whatever it takes 11. Always practice the Golden Rule © 2012 Copyright, IPMA Asia Pacific 38SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 39. Video: Southwest Airlines © 2012 Copyright, IPMA Asia Pacific 39SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 40. Google hearts and minds • Maintain a small company feel. At lunchtime, almost everyone eats in the office café, sitting wherever an opening and enjoying conversations with Googlers from different teams. • Our commitment to innovation depends on everyone being comfortable sharing ideas and opinions. Every employee is a hands-on contributor, and everyone wears several hats. • Because we believe that each Googler is an equally important part of our success, no one hesitates to pose questions directly to the founders in our weekly all-hands ("TGIF") meetings – or spike a volleyball across the net at a corporate officer. • We are aggressively inclusive in our hiring, and we favour ability over experience. • We have offices around the world and dozens of languages are spoken by Google staffers, from Turkish to Telugu. The result is a team that reflects the global audience Google serves. As we continue to grow, we are always looking for those who share a commitment to creating search perfection and having a great time doing it. © 2012 Copyright, IPMA Asia Pacific 40SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 41. Agenda • Some Definitions • Incremental versus Rapid Profitable Growth • 4 Practices and Some Tools • Knowing Customers Better Than Themselves • Uncovering Competitors Blind Spots • Unleashing Employee Minds and Hearts • Transforming Your Leadership Style and Performance • Proven Framework for Sustaining Productivity • Questions © 2012 Copyright, IPMA Asia Pacific 41SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 42. Transforming Your Leadership Style and Performance • What leadership styles underpin Rapid Productivity Growth? - Seeing things differently, leave behind old mind-sets that limit what is possible - From “Business-as Usual” to “Living the Future Now” - Requires A New Shared Vision - Harness energy from insight, inspiration and intentionality © 2012 Copyright, IPMA Asia Pacific 42SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 43. Which People First and How? • To Transform the Business you must Transform the People • To Build the Business you must Build the People • To Grow the Business you must Grow the People • Leaders First –Authentic, Open, Always Learning, Coaching, Role Modelling • Rapid Skill Building: Leverage Neuroscience and Systems Learning in the Job versus Classroom © 2012 Copyright, IPMA Asia Pacific 43SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 44. Fresh Ideas A N T S utomatic egative hought © 2012 Copyright, IPMA Asia Pacific 44SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 45. Neuro Plasticity Contagious Emotions Skill Visualisation © 2012 Copyright, IPMA Asia Pacific 45SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 46. Neuroscience has discovered that our brain‟s design makes it sociable, inexorably drawn into an intimate brain- to-brain linkup whenever we engage with another person. That neural bridge lets us impact the brain—and so the body—of everyone we interact with, just as they do us. Even our most routine encounters act as regulators in the brain, priming emotions in us, some desirable, others not. © 2012 Copyright, IPMA Asia Pacific 46SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership Video: Social Intelligence
  • 47. Source: Social Intelligence, Daniel Goleman 2006 Neuroscience clearly demonstrates that emotions are contagious “When someone dumps toxic feelings on us they activate in us the same circuitry for the same distressing emotions… we catch strong emotions like we catch a cold” “Everyone in a given workplace (colleagues and customers) contributes to the emotional stew, the sum total of the moods that emerge as they interact throughout the workday” © 2012 Copyright, IPMA Asia Pacific 47SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 48. Generation “whY ” Retention Insights • Engagement and Retention Insights – Looking for a place to belong….social connections – Variety, advancement…need compelling reasons to stay – Managers need to be participative, inclusive, strong people skills…..emotionally connected, value communication and be transparent – Training leads to retaining...they value people skills as they are transferrable © 2012 Copyright, IPMA Asia Pacific 48SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 49. Gen Y - Feeling Valued and Involved drives engagement FEELING VALUED & INVOLVED Employees are involved in decision making Employer demonstrates concern about employees’ health and well-being Senior managers show employees that they value them Employees feel able to voice their opinions Good suggestions are acted upon Employees have the opportunity to develop their jobs Managers listen to employees © 2012 Copyright, IPMA Asia Pacific 49SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 50. Overview of Generational Differences Traditionalists Baby Boomers Gen X Gen Y Career Goals Legacy Stellar Career Portable Career Parallel Careers Rewards Satisfaction of a Job Well Done Money, Title, Recognition, Corner Office Freedom Is The Ultimate Reward Work That Has Meaning Work-Life Balance Support in shifting the balance Help me balance everyone else and find meaning in myself Give me balance NOW! Not when I‟m 65 Work isn‟t everything. Flexibility to balance my other activities Job Changing Carries a stigma Puts you behind Is Necessary Is Expected Training I learned the hard way, you can too! Train them too much and they‟ll leave The more they learn, the more they‟ll stay Continuous learning is a way of life Source: Lynne C. Lancaster and David Stillman „When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work‟, 2002. © 2012 Copyright, IPMA Asia Pacific 50SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 51. 51Source: The Straits Times, 8 April 2010
  • 52. © 2012 Copyright, IPMA Asia Pacific 52SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 53. Source: “’Y’ Are They Different” – A Study of Gen Y at Work, Their Views and How They are Viewed, GMP & Temasek Polytechnic, 2009 Leading Gen Y Employees Leadership Characteristics That Gen Y-ers Want Their Leaders To Demonstrate Leadership Characteristics That Managers From The Other Generations Believe In Demonstrating To Gen Y-ers 1. Caring (54%) 1. Competent (54%) 2. Inspiring (45%) 2. Honest (32%) 3. Competent (44%) 3. Forward-looking (31%) *Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy. page 53 © 2012 Copyright, IPMA Asia Pacific 53SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 54. Source: “’Y’ Are They Different” – A Study of Gen Y at Work, Their Views and How They are Viewed, GMP & Temasek Polytechnic, 2009 Engaging Gen Y Employees Top Factors That Motivate Gen Y To Stay In Organizations Retention Strategies Most Utilized By Organizations 1. Opportunities for Career Advancement (63%) 1. Opportunities for Career Advancement (43%) 2. Good Work-Life Harmony (41%) 2. Emphasis on Learning & Development (37%) 3. Good Relationships (40%) 3. Good Compensation (24%) *Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy. page 54 © 2012 Copyright, IPMA Asia Pacific 54SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 55. Engaging a Multigenerational Workplace page 55 © 2012 Copyright, IPMA Asia Pacific 55SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership EI Mini Quiz Important Note: The purpose of the following short quiz is to provide you with an introduction to Emotional Intelligence (EI). The results you get from this quiz are NOT a comprehensive picture of your EI.
  • 56. Scenario 1. You are a Gen Y employee in a meeting when a Baby-Boomer colleague takes credit for work that you have done. What do you do? A. Immediately and publicly confront the colleague over the ownership of your work. B. 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. C. Nothing, it's not a good idea to embarrass colleagues in public. D. 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. page 56 © 2012 Copyright, IPMA Asia Pacific 56SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 57. Answer for Scenario 1 The credit stealing colleague: The most emotionally intelligent answer is D. By demonstrating an awareness of work-place dynamics, and an ability to control your emotional responses, publicly recognizing your own accomplishments in a non-threatening manner, will disarm your colleague as well as puts you in a better light with your manager and peers. Public confrontations can be ineffective, are likely to cause your colleague to become defensive. A. 0 Points – Immediately and publicly confront the colleague over the ownership of your work. B. 5 Points – 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. C. 0 Points – Nothing, it's not a good idea to embarrass colleagues in public. D. 10 Points – 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. page 57 © 2012 Copyright, IPMA Asia Pacific 57SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 58. Scenario 2: You are a Gen X Manager in an organization that is trying to encourage respect for racial and ethnic diversity. You overhear a Gen Y employee telling both sexist and racist jokes. What do you do? A. Ignore it – the best way to deal with these things is not to react. B. Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated. C. Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization. D. Suggest to the person telling the joke he go through a diversity training program. page 58 © 2012 Copyright, IPMA Asia Pacific 58SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 59. The most emotionally intelligent answer is C. The most effective way to create an atmosphere that welcomes diversity is to make clear in public that the social norms of your organization do not tolerate such expressions. Confronting the behavior privately lets the individual know the behavior is unacceptable, but does not communicate it to the team. Instead of trying to change prejudices (a much harder task), keep people from acting on them. A. 0 Points – Ignore it - the best way to deal with these things is not to react. B. 5 Points – Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated. C. 10 Points – Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization. D. 5 Points – Suggest to the person telling the joke he go through a diversity training program. Answer for Scenario 2 The Racist Joke: page 59 © 2012 Copyright, IPMA Asia Pacific 59SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 60. 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? A. Accept that he "does not have what it take to succeed around here" and find others in your team to take on his tasks. B. Get an HR manager to talk to him about where he sees his future in the organization. C. Purposely give him lots of complex decisions to make so that he will become more confident in the role. D. Engineer an ongoing series of challenging but manageable experiences for him, and make yourself available to act as his mentor. page 60 © 2012 Copyright, IPMA Asia Pacific 60SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 61. The most emotionally intelligent answer is D. Managing multigenerational employees requires high levels of emotional intelligence, particularly if you are going to be successful in maximizing the performance of your team. Often, this means that you need to tailor your approach to meets the specific generational needs of the individual, and provide them with support to help them grow in confidence. A. 0 Points – Accept that he 'does not have what it take to succeed around here' and find others in your team to take on his tasks B. 5 Points – Get an HR manager to talk to him about where he sees his future in the organization C. 0 Points – Purposely give him lots of complex decisions to make so that he will become more confident in the role D. 10 Points – Engineer an ongoing series of challenging but manageable experiences for him, and make yourself his mentor (reverse mentoring) Answer for Scenario 3 The indecisive Baby Boomer Employee: page 61 © 2012 Copyright, IPMA Asia Pacific 61SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 62. Agenda • Some Definitions • Incremental versus Rapid Profitable Growth • 4 Practices and Some Tools • Knowing Customers Better Than Themselves • Uncovering Competitors Blind Spots • Unleashing Employee Minds and Hearts • Transforming Your Leadership Style and Performance • Proven Framework for Sustaining Productivity • Questions © 2012 Copyright, IPMA Asia Pacific 62SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 63. Simple Systems Work © 2012 Copyright, IPMA Asia Pacific 63SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 64. “The art and science of engaging yourself and others…. your Colleagues, Teams, Partners and Customers” Comprises a philosophy, practices, systems and skills to drive profitability & productivity through sustaining employee and engagement © 2012 Copyright, IPMA Asia Pacific 64SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership EngagineeringTM Source: White Paper on “Engagineering: The secret to unlocking your full potential” by Bill Lang, 2009
  • 65. EngagineeringTM strategy implemented the Harvard Framework Engaged staff Engaged customers Higher Profits & Productivity • From measurement systems to leadership and people development system • Create value for customers through understanding customers’ emotional realities, product expectations and then pleasantly surprising them with Results + Experience, not simply price • Create value for staff through increasing their feelings of involvement and being valued. © 2012 Copyright, IPMA Asia Pacific 65SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 66. In every organisations 2 types of engagement drive company growth, productivity and profit Value to Employees Customer loyalty Customer Engagement Value to Customer Improved productivity Employee retention Employee Engagement Revenue growth Profitability/ Productivity © 2012 Copyright, IPMA Asia Pacific 66SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership Adapted from: Heskett, James L., Jones, Thomas O., Loveman, Gary W., Sasser, W. Earl, and Schelsinger, Leonard A. "Putting the Service Profit Chain to Work", Harvard Business Review, (March-April 1994) 164-174
  • 67. Systems Learning © 2012 Copyright, IPMA Asia Pacific 67SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 68. 1. Vision(team) Incorporates Ideal Experience Employees, Customers, Boss © 2012 Copyright, IPMA Asia Pacific 68SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 69. 2. Goals © 2012 Copyright, IPMA Asia Pacific 69SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership E. C. O.
  • 70. 3. Feedback (very frequently) Employees Team‟s Customers © 2012 Copyright, IPMA Asia Pacific 70SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 71. 4. Gaps Within Team‟s Control © 2012 Copyright, IPMA Asia Pacific 71SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 72. What When Who 5. Team Action © 2012 Copyright, IPMA Asia Pacific 72SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 73. Awards Best Large Contact Centre in the World Gold Medal Innovation in People Development UK Clydesdale & Yorkshire Bank © 2012 Copyright, IPMA Asia Pacific 73SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership Refer to Handout for Case Study
  • 74. Leader Transformation In The Job - Engagement up 44% - Absenteeism down 60% - Attrition down 60% - Costs down 25% - Customer Satis. up 15% - Sales up 30% - Profits up 50% © 2012 Copyright, IPMA Asia Pacific 74SNEF Business Leaders Seminar – Module 1 -The Art of Productivity Leadership
  • 75. Scores on the Board – the book http://www.scoresontheboard.com/ © 2012 Copyright, IPMA Asia Pacific 75SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership Resource
  • 76. Larry Bossidy Former CEO of Honeywell Co-Author, „Execution: The Art of Getting Things Done‟ “To put it simply and starkly; if you don‟t get the people process right, you will NEVER fulfill the potential of your business.” Conclusion © 2012 Copyright, IPMA Asia Pacific 76SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 77. 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……. © 2012 Copyright, IPMA Asia Pacific 77SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership
  • 78. “GREAT LEADERS CARE MORE ABOUT THOSE THEY LEAD THAN THEMSELVES.” Visit : http://www.youtube.com/watch?v=03o1JZ7c7gI Video on What Makes a Great Leader?
  • 79. Prof Sattar Bawany Master Executive Coach & Facilitator Email: sattar@ipma.com.sg Website: www.ipma.com.sg Website: www.scoresontheboard.com Facebook: www.facebook.com/ipma.singapore LinkedIn: www.linkedin.com/in/bawany Twitter: www.twitter.com/sattarbawany Social Networking Contacts © 2012 Copyright, IPMA Asia Pacific 79SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership