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Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
Prof Sattar Bawany
Strategic Adviser, IPMA Asia Pacific
Master Executive...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
Every morning in Asia, a tiger wakes up. It knows it
must outrun the slo...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
• Strategic Advisor, IPMA Asia Pacific
• Managing Director & Master Exec...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
• The International Professional Managers Association (IPMA) is a global...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
“Legacies are not the result of wishful
thinking. They are the results o...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
Definition of Legacy Leadership
• If you influence change in the lives o...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
7
Visionary Leadership?
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
Why is Legacy Important?
• Leaders grow and nurture emerging leaders and...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
Legacy Leadership Behaviors
Key competencies and behaviors associated
wi...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
Strategies for Legacy Leadership
• Adopt Servant Leadership
• Humility &...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
Leadership Legacy
• Dare to be a
person, not a
position
• Dare to connec...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
How great leaders inspire action - Simon Sinek has a
simple but powerful...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
Authentic Leaders
• Pursue purpose with passion
• Practice / demonstrate...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
MOJO – More Joy
• Identity: Who do you think you are?
• Achievement: Wha...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
Strategic Self Awareness
• Accountability --I feel
emotions
• Compassion...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
Developing Strategic Self Awareness
- Johari Window
The Johari Window wa...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
Arrogance: You’re right and everyone else is wrong
Aloofness: You diseng...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
Habitual Distrust: You focus on the negatives
Passive Resistance: Your s...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
• Have you put into place a system that enables people to
feel connected...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
• What is more important to you the results you
achieve or how you achie...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
• When you are gone will you leave your “mark” on the
organization? How?...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
Conclusion: Leaving Your Legacy
• What lessons am I teaching in each int...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
If you do tomorrow what you did yesterday
Your Future is History……………
If...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
Visit :
Source: www.secondg.net at http://www.youtube.com/watch?v=03o1JZ...
Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
Social Media Contacts
Email: sattar.bawany@ipma.com.sg
IPMA Website: www...
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Ipma leaving a leadership legacy toastmasters malaysia - 17 nov2012 final

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  • The Johari Window, named after the first names of its inventors, Joseph Luft and Harry Ingham, is one of the most useful models describing the process of human interaction. A four paned "window," as illustrated above, divides personal awareness into four different types, as represented by its four quadrants: open, hidden, blind, and unknown. The lines dividing the four panes are like window shades, which can move as an interaction progresses.In this model, each person is represented by their own window. Let's describe mine:1. The "open" quadrant represents things that both I know about myself, and that you know about me. For example, I know my name, and so do you, and if you have explored some of my website, you know some of my interests. The knowledge that the window represents, can include not only factual information, but my feelings, motives, behaviors, wants, needs and desires... indeed, any information describing who I am. When I first meet a new person, the size of the opening of this first quadrant is not very large, since there has been little time to exchange information. As the process of getting to know one another continues, the window shades move down or to the right, placing more information into the open window, as described below.2. The "blind" quadrant represents things that you know about me, but that I am unaware of. So, for example, we could be eating at a restaurant, and I may have unknowingly gotten some food on my face. This information is in my blind quadrant because you can see it, but I cannot. If you now tell me that I have something on my face, then the window shade moves to the right, enlarging the open quadrant's area. Now, I may also have blindspots with respect to many other much more complex things. For example, perhaps in our ongoing conversation, you may notice that eye contact seems to be lacking. You may not say anything, since you may not want to embarrass me, or you may draw your own inferences that perhaps I am being insincere. Then the problem is, how can I get this information out in the open, since it may be affecting the level of trust that is developing between us? How can I learn more about myself? Unfortunately, there is no readily available answer. I may notice a slight hesitation on your part, and perhaps this may lead to a question. But who knows if I will pick this up, or if your answer will be on the mark.3. The "hidden" quadrant represents things that I know about myself, that you do not know. So for example, I have not told you, nor mentioned anywhere on my website, what one of my favorite ice cream flavors is. This information is in my "hidden" quadrant. As soon as I tell you that I love "Ben and Jerry's Cherry Garcia" flavored ice cream, I am effectively pulling the window shade down, moving the information in my hidden quadrant and enlarging the open quadrant's area. Again, there are vast amounts of information, virtually my whole life's story, that has yet to be revealed to you. As we get to know and trust each other, I will then feel more comfortable disclosing more intimate details about myself. This process is called: "Self-disclosure."4. The "unknown" quadrant represents things that neither I know about myself, nor you know about me. For example, I may disclose a dream that I had, and as we both attempt to understand its significance, a new awareness may emerge, known to neither of us before the conversation took place. Being placed in new situations often reveal new information not previously known to self or others. For example, I learned of the Johari window at a workshop conducted by a Japanese American psychiatrist in the early 1980's. During this workshop, he created a safe atmosphere of care and trust between the various participants. Usually, I am terrified of speaking in public, but I was surprised to learn that in such an atmosphere, the task need not be so daunting. Prior to this event, I had viewed myself and others had also viewed me as being extremely shy. (The above now reminds me of a funny joke, which I cannot refrain from telling you. It is said that the number one fear that people have is speaking in public. Their number two fear is dying. And the number three fear that people have, is dying while speaking in public.) Thus, a novel situation can trigger new awareness and personal growth. The process of moving previously unknown information into the open quadrant, thus enlarging its area, has been likened to Maslow's concept of self-actualization. The process can also be viewed as a game, where the open quadrant is synonymous with the win-win situation.
  • Transcript of "Ipma leaving a leadership legacy toastmasters malaysia - 17 nov2012 final"

    1. 1. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg Prof Sattar Bawany Strategic Adviser, IPMA Asia Pacific Master Executive Coach, EDA Asia Pacific Holiday Villa Subang, Malaysia Saturday, 17 November 2012 “LEAVING A LEADERSHIP LEGACY” Toastmasters District 51 Semi Annual Convention 2012 1
    2. 2. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 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? 2
    3. 3. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg • Strategic Advisor, IPMA Asia Pacific • Managing Director & Master Executive Coach with EDA Asia Pacific • Over 25 years’ international business management in executive coaching, facilitation, leadership development and training • Adjunct Professor of Strategy at Paris Graduate School of Management teaching international business strategies, leadership development and human resource courses • Previously assumed senior leadership roles with global management & HR consulting firms: DBM Asia Pacific, Mercer Human Resource Consulting, The Hay Group and Forum Corp About Your Facilitator 3
    4. 4. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg • The International Professional Managers Association (IPMA) is a global ‘not-for-profit’ (NPO) members organisation headquartered in Kent, UK with Regional Offices in Europe, Africa and Asia Pacific • IPMA mission as an International Examining, Licensing and Regulatory Membership Qualifying Professional Body to improve managerial performance at all levels • Corporate Learning Solutions (CLS) is an Approved Training Partner of IPMA in Malaysia and facilitates group learning in organisational development, change management, leadership effectiveness, sales and customer service excellence across various industries • IPMA is the Strategic Partner of Executive Development Associates Inc. (EDA) for executive coaching and custom-designed leadership development solutions to accelerate individual performance Who We Are 4
    5. 5. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg “Legacies are not the result of wishful thinking. They are the results of determined doing. The legacy you leave is the life you lead. We live our lives daily. We leave our legacy daily. The people you see, the decisions you make, and the actions you take -- they are what tell your story.” Source: Kouzes, James & Posner, Barry (2006). A Leader’s Legacy. Jossey-Bass, San Francisco, CA 5 Quote on Legacy Leadership
    6. 6. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg Definition of Legacy Leadership • If you influence change in the lives of those around you, you are engaged in leadership. • Your leadership legacy is the sum total of the difference you make in people’s lives, directly and indirectly, formally and informally. • As a leader, you will have an impact on your staff and they will take what they learn forward into the future of your organization. • The challenge is how to live in a way that creates a legacy that will make a positive difference in the lives of those around you. 6
    7. 7. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 7 Visionary Leadership?
    8. 8. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg Why is Legacy Important? • Leaders grow and nurture emerging leaders and create a living legacy • The largest generation in history will soon begin leaving the workplace and are beginning to think about the legacy they wish to leave • Very little planning for this change has been done 8
    9. 9. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg Legacy Leadership Behaviors Key competencies and behaviors associated with legacy best practices • Holder of Vision and Values • Creator of Collaboration and Innovation • Influencer of Inspiration and Leadership • Advocator of Differences and Greater Good • Calibrator of Responsibility and Accountability 9
    10. 10. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg Strategies for Legacy Leadership • Adopt Servant Leadership • Humility & Will – be a Level 5 Leader • Identifying the next generation of leaders • Be a Teacher - lead and teach from your strengths • Be a Leader – Coach and Mentor • Commitment to develop Human Capital • Pass on experience, values and passion 10
    11. 11. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg Leadership Legacy • Dare to be a person, not a position • Dare to connect with people • Dare to drive the dream • Significance • Relationships • Aspirations • Courage Source: Brooks, Marta., Stark, Julie., Caverhill, Sarah (2004). Your leadership legacy: The difference you make in people’s lives. Berrett-Koehler, San Francisco. Source: Kouzes, James & Posner, Barry (2006). A leader’s legacy. Jossey- Bass, San Francisco, CA 11
    12. 12. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg How great leaders inspire action - Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question "Why?” 12 “If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears.” - Simon Sinek References: http://www.startwithwhy.com/ http://www.youtube.com/watch?v=qp0HIF3SfI4 http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html Video: Inspirational Leadership
    13. 13. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg Authentic Leaders • Pursue purpose with passion • Practice / demonstrate organisational values • Lead with heart • Establish enduring relationship • Demonstrate self-discipline Source: George, Bill & Sims, Peter ( 2007). True North, John Wiley & Sons, NY http://truenorthleaders.com/exercises.htm 13
    14. 14. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg MOJO – More Joy • Identity: Who do you think you are? • Achievement: What have you done lately? • Reputation Management: Who do people think you are? • Acceptance: When can you let go? Source: Goldsmith, Marshall with Reiter, Mark (2009) Mojo: How to get it, how to keep it, how to get it back if you lose it, Hyperion, NY http://www.mojothebook.com/about-mojo-book/ 14
    15. 15. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg Strategic Self Awareness • Accountability --I feel emotions • Compassion--I think assumptions, opinions, jud gments • Respect--I want, wishes, desires, requ ests 15
    16. 16. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg Developing Strategic Self Awareness - Johari Window The Johari Window was invented by Joseph Luft and Harrington Ingham in the 1950s as a model for mapping personality awareness. Source: http://kevan.org/johari 16
    17. 17. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg Arrogance: You’re right and everyone else is wrong Aloofness: You disengage and disconnect Melodrama: You always grab the center of attention Volatility: Your mood shifts are sudden and unpredictable Excessive Caution: The next decision you make may be your first Why Leaders Fail 17
    18. 18. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg Habitual Distrust: You focus on the negatives Passive Resistance: Your silence is misinterpreted as agreement Perfectionism: You get the little things right while the big things go wrong Eagerness to please: You want to win any popularity contest Why Leaders Fail 18 Source: Dotlich David & Cairo, Peter (2003) Why CEOs Fail Jossey-Bass, San Francisco, CA.
    19. 19. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg • Have you put into place a system that enables people to feel connected and how to respond to their work accordingly? • Have you left an operating system that is not dependent on you to give your employees what they need to be successful? Personal Leadership Legacy Reflection & Assessment - 1 19 Source: Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.
    20. 20. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg • What is more important to you the results you achieve or how you achieve them? • Have you made the impact you wanted to in your work? • Will employees remember you as someone who made a difference in their lives? Personal Leadership Legacy Reflection & Assessment - 2 20 Source: Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.
    21. 21. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg • When you are gone will you leave your “mark” on the organization? How? • Will the values you instilled and live by endure long after you have left? • Have you put into place a system that enables others to have a sense of clarity, knowledge and information that each needs to be effective? Personal Leadership Legacy Reflection & Assessment - 3 21 Source: Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.
    22. 22. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg Conclusion: Leaving Your Legacy • What lessons am I teaching in each interaction I have? • What stories will others tell about me in the future? • What will others learn from those stories? Source: Kouzes, James & Posner, Barry (2006). A leader’s legacy. Jossey-Bass, San Francisco, CA 22
    23. 23. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 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…….. 23
    24. 24. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg Visit : Source: www.secondg.net at http://www.youtube.com/watch?v=03o1JZ7c7gI Video: Leaving Your Leadership Legacy 24
    25. 25. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg Social Media Contacts Email: sattar.bawany@ipma.com.sg IPMA Website: www.ipma.com.sg LinkedIn: www.linkedin.com/in/bawany Facebook: www.facebook.com/ipma.singapore Twitter: www.twitter.com/IPMA_Singapore For Articles, please visit: www.ipma.com.sg/publications.php and/or ‘Like’ IPMA Facebook www.facebook.com/ipma.singapore 25 Further Dialogue

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