Your SlideShare is downloading. ×
0
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

CEE Masterclass for Certis CISCO for Management Retreat - 19 July 2013

1,561

Published on

“Like” CEE Facebook Page for Inspirational Quotes and Leadership Articles: https://www.facebook.com/ceeglobal

“Like” CEE Facebook Page for Inspirational Quotes and Leadership Articles: https://www.facebook.com/ceeglobal

Published in: Business, Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,561
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. 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 Theme: “Leadership Challenge: From Effectiveness to Greatness”
  • 2. 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?
  • 3. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 3 Knowing Yourself as a Leader
  • 4. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 4 Module 1: Introduction and Session Objectives
  • 5. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 5 About Centre for Executive Education (CEE)  Executive Education  Leadership & High Potential Development  Executive Coaching  Succession Planning  Executive Assessment 5 CEE is the Affiliate Partner of Executive Development Associates (EDA), a global leader in executive development & coaching since 1982.
  • 6. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 6  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
  • 7. 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
  • 8. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 8 S C O P E HARE HALLENGE PEN MINDED LAN OF ACTION NJOY OURSELVES The S.C.O.P.E. Approach
  • 9. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 99 Session Objectives 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).
  • 10. 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.
  • 11. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 11 Seven Habits® Profile 11 • 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.
  • 12. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 12 Meeting the Leadership Challenge 12 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?
  • 13. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 13 Module 2 Achieving Results @ Certis CISCO
  • 14. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 14 Leadership Redefined “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 blended with elements of Socialised Power/Social Intelligence” (Bawany, 2013) Source: http://sbr.com.sg/hr-education/commentary/making-results-based- leadership-work-in-singapore 14
  • 15. 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
  • 16. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 16 The 8th Habit: From Effectiveness to Greatness 16 • 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.
  • 17. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 17 Leader’s Purpose And Values Are you a Boss or Leader? 17
  • 18. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 18 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?
  • 19. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 19 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
  • 20. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 20 Successful Leaders To most people…. Wealth, Position, Power, Fame, Fortune is the definition of leadership, happiness and success Fame
  • 21. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 21 http://www.youtube.com/watch?v=03o1JZ7c7gI So, what is Leadership all about?
  • 22. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 22 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
  • 23. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 23  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
  • 24. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 24 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?
  • 25. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 25 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
  • 26. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 26 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
  • 27. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 2727 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.
  • 28. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 28 Video on a Leader’s Purpose & Values http://www.youtube.com/watch?v=lRHjpHzpg8c
  • 29. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 29 GROUP EXERCISE: Discovering Energy @ Certis CISCO $$ Group I-III Task : List 3-4 activities the senior management team must focus most of their time on to create a green organization (everyone is align to the Vision, Mission, Values and Strategy) Group IV-VI Task: What are the symptoms of a red organization? What actions or inactions of senior management causes a red organization (misalignment and disengaged workforce)? $$
  • 30. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 30 Telling a Compelling Story 1. What do we want to be? 2. Who are our stakeholders? • What do we want to do for each? 3. How will we get there? • What is the conventional business model for our industry? • What needs does the conventional model fulfill? • What needs are yet unfulfilled? • What new needs are likely to emerge in the future? • What should we do differently compared to the traditional model? 4. Why will we succeed? • What will be our differentiating capabilities?
  • 31. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 31 Start with WHY? – Simon Sinek • 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?” • In 2009, Simon Sinek released the book "Start With Why" -- a synopsis of the theory he has begun using to teach others how to become effective leaders and inspire change “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
  • 32. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 32 Leadership, Happiness and Success We now know that…. • Leadership is the art of harnessing human energy towards the creation of a better future • To find and harness your leadership energy you need to clarify your purpose and values But what about happiness, and success? • To be happy you need to know your values • To be successful you need to know your purpose Purpose & Values SUCCESS
  • 33. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 33 The 8th Habit: From Effectiveness to Greatness 33 • Covey explains The Eighth Habit through the “whole person”, body, mind, heart, and spirit. By addressing the whole person, you find your voice • The body satisfies the need; provides goods and services; economic and physical needs. • The mind provides talent and competency. • The heart provides passion and excitement. • The spirit is your conscience, which acts as your principle sense of integrity, meaning, and trust. .
  • 34. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 34 COVEY’S “WHOLE PERSON PARADIGM” Source: http://www.youtube.com/watch?v=YhoUTp7c4c8 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.
  • 35. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 35 Module 3 Leveraging Your Leadership Styles to Sustain Employee Engagement
  • 36. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 36 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 36
  • 37. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 37 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) 37
  • 38. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 38 Good to Great: Level 5 Leadership
  • 39. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 3939 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
  • 40. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 40 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
  • 41. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 41 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
  • 42. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 42 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”
  • 43. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 43 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”
  • 44. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 44 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”
  • 45. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 45 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”
  • 46. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 46 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”
  • 47. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 47 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”
  • 48. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 48 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
  • 49. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 4949 Module 4 Engaging a Multigenerational Workforce (incl. Gen Y) (With Managerial Coaching)
  • 50. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 50 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.
  • 51. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 51 Shifting Demographics • By 2017, workers in the US, Canada, France, Germany, Japan, Singapore., Italy and the U.K. aged 50 and over will make up more than 40% of the workforce (AARP Profit from Experience, 2007) and will be poised to retire in large numbers within the next ten years. • Gen X represents a much smaller pool of available workers and will not be able to fill the positions left vacant by retirements (Institute for the Future, 2003). • In light of this predicted labor and skills shortage, it is imperative for forward-thinking companies to focus on retaining older workers and increasing their ability to recruit and engage younger workers.
  • 52. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 52 Most employees are: Working in multi-generational teams View that multi-generational teams improve organizational performance No Authoritative Published Data for Malaysia. Key findings from survey commissioned by TAFEP: Together, Gen X and Gen Y make up 60% of the workforce Means that 40% of the workforce is over 45 years of age Source: Tripartite Alliance for Fair Employment Practices (TAFEP) www.fairemployment.sg Present Day Workforce
  • 53. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 53 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.
  • 54. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 54 i-Generation / Linksters Generation Y / Millenials Generation XBaby BoomersTraditionalists 68 and over 50-67 33-49 19-32 18 and under 1922-1945 1946-1964 1965-1980 1981-1994 1995-2010 Value logic and discipline, stability, want a legacy Idealistic, competitive, questions authority, dislikes change, recognition, stellar career Work/life balance, career portability, flexible, some anxiety, dislike micro management Value diversity, technologically superior, change, want meaningful work, embrace selected technologies and don’t let go Technology a part of life, never lost, multi-profiled, multi collaborators, multi personality multi locations The Key 5 Generational Traits
  • 55. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php Source: The Straits Times, Singapore 8 April 2010
  • 56. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 56
  • 57. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 57  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
  • 58. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 58  More flexible in changing demographics  Broader insight into your customer base  Wider pool of Talent  Diverse perspectives leading to stronger decision-making  Greater innovation and creativity  Meet the needs of diverse stakeholders Multigenerational workplaces can be a source of positive challenge, opportunity, and significant growth if managed effectively. Benefits of Multigenerational Teams
  • 59. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 59 Differences
  • 60. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 60 Virtually fun and new languages www.urbandictionary.com
  • 61. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 61 Bringing a New Type of Language to the Workplace • Your gf is getto lol • Rofl nah she’s cool • Lol coolies ttyl gtg pos Your girlfriend is lower class laugh out loud Rolling on the floor… Laugh out loud, stay cool, talk to you later, got to go, parents over (my) shoulder
  • 62. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 62 Multigenerational Communication • Keeping these generational differences in mind can make dealing with co-workers, less of a challenge. • Remember to discard biases and preconceived notions and enjoy the generational differences
  • 63. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 63 Source: “’Y’ Are They Different” – A Study of Gen Y at Work, Their Views and How They are Viewed, Published by GMP & Temasek Polytechnic, 2009 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. http://www.gmprecruit.com/resource_hub/..%5Cpdf%5CResourceHub%5Cgeny_press.pdf Leading Gen Y Employees
  • 64. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 64 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. Engaging Gen Y Employees
  • 65. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 65 • Calculate Your Current (and Future) Investment in Gen Y:  How many Gen Y employees does your organisation currently have?  What is the average compensation for Gen Y employee at your organisation?  Multiply the number of Gen Y employees x Your average compensation. • Can be seen as the risk your organisation takes in assuming Gen Y will meet your employment needs. • The better managed this investment, the lower the risk and the better return for all involved. Group Exercise: Managing the ROI on Gen Y?
  • 66. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 66 Generation Z: The digital natives Students today are all “native speakers” of the digital language of computers, video games, instantaneous communication, and the Internet. Source: Marc Prensky, “Digital Natives, Digital Immigrants” (2001)
  • 67. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 67 • The Linkster Generation (those born after 1995) is the one just entering the workforce now. Like any other generation, it brings its own mindset into the workforce. • Linksters primarily work part-time while attending school. • They are called Linksters because no other generation has ever been so linked to each other and to the world through technology. Their struggles in the work environment are tied to their youth and inexperience. • They are complete digital natives and cannot function without communicating through social media. • Desire for change, stimulation, learning and promotion that will conflict with traditional organisational hierarchies. Source: Generations, Inc., by Meagan Johnson and Larry Johnson. 2010, AMACOM. Gen Z or The Linksters
  • 68. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 68 • Get them into a routine that they can master. • Generation Z will be unlike Baby Boomers, who are often loyal to a firm. They don’t expect jobs for life and will move onto the next job, similar to Generation Y. • Managers of Generation Z employees will have to be prepared to give regular feedback that tells them they are making a difference to the organisation • Development and work/life balance are more important than financial reward, with both Gen Y & Z being committed to their own personal learning and development. Source: Edge Online Future of work - Employees 3.0: Managing Generation Z published on 28 August 2012 http://www.i-l-m.com/edge/managing_generation_Z.aspx Managing Gen Z
  • 69. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 69 • 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 • The key is to create a culture of trust in organizations Case Study: Engaging Gen Y@ Fairness Trust Feel Safe Engaged
  • 70. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 70 Source: http://www.youtube.com/watch?v=rDAdaaupMno
  • 71. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 71 • “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
  • 72. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 72 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)
  • 73. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 73 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
  • 74. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 74 Coaching Styles Questionnaire 74 INSTRUCTION: READ each of the statements, and indicate in the last column which of the 3 styles best describes your preferred style.
  • 75. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 7575 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
  • 76. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 76 Module 5 Integrative Case Study & Mini Quiz Putting It All Together
  • 77. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 77 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
  • 78. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 78 Opening Scene – Background http://www.youtube .com/watch?v=_FW pZF4AjFw Leadership Styles http://www.youtube.com/ watch?v=Q1sLU6HOxyI Read the Video Synopsis in Workbook Inspirational Speech http://www.youtube.com/ watch?v=V6eOmp0TwOg Video Case Study – Crimson Tide
  • 79. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 7979 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.
  • 80. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 8080 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.
  • 81. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 8181 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.
  • 82. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 8282 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.
  • 83. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 83 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 but can be leant in a classroom along with developmental experiences such as executive coaching, mentoring, executive Masterclass, voracious readings which can accelerate a leader’s growth and professional development.
  • 84. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 8484 Appendix: Recommended Readings - I 1) Bawany, S (2013) “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 2) Bawany, S. (2010), ‘Leadership That Gets Results’, Human Capital, Vol. 10, Issue 4. 3) Bawany, S. (2010) ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Candid Creation Publishing LLP, Singapore. E-copy of the Chapter is available as a download from: http://www.ipma.com.sg/publications.php 4) Collins, J. (2001), Good to Great: Why Some Companies Make the Leap... and Others Don't. Harper Business. 5) Covey, S (1989), ‘The 7 Habits of Highly Effective People’. Simon & Schuster, NY 6) Covey, S (1991), ‘Principle-Centered Leadership. Simon & Schuster, NY 7) Covey, S (2004). ‘The 8th Habit: From Effectiveness to Greatness.’ The Free Press, NY
  • 85. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 8585 Appendix: Recommended Readings - II 8) Covey, S (2004). ‘The 8th Habit: From Effectiveness to Greatness.’ The Free Press, NY 9) Goleman, D. (1988) ‘What Makes a Leader’. Harvard Business Review. November– December. 10) Goleman, D. (2000) ‘Leadership That Gets Results’ Harvard Business Review. March– April. 11) Goleman, D., Boyatzis, R., McKee, A. (2002) ‘Primal Leadership: Realizing the Power of Emotional Intelligence’ Boston: Harvard Business School Publishing. 12) Goleman, D. (1998) ‘Working with Emotional Intelligence’, Bantam Books, New York. 13) Greenleaf, R. K (1982), ‘The Servant as Leader’. Robert K. Greenleaf Center. 14) Whitmore, J. (2002) 3rd ed., Coaching for Performance, Growing People, Performance and Purpose, Nicholas Brearly. 15) Stein, S. J. & Book, H. E. (2003). The EQ Edge: Emotional Intelligence and your Success. Toronto, ON: Multi-Health Systems Inc. (Bar On Emotional Intelligence Model)
  • 86. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 8686 Appendix: Recommended Videos - I 1) Crimson Tide Movie on Situational Leadership Styles and Motivational Management: http://www.youtube.com/watch?v=fvNqZRymNmM 2) Twelve O'clock High Movie on Adopting Different Leadership Styles for Different Situation: http://www.youtube.com/watch?v=tieZKOnvVeY 3) Communication Coach Ric Phillips on using GROW Model for setting goals: http://www.youtube.com/watch?v=S_CW3Zu0DLk 4) The Daily Coaching Process by Marshall Goldsmith, renowned Global Executive Coach : http://www.youtube.com/watch?v=G9ElB4RILm0 5) Managing Gen Y: Interview with Tammy Erickson http://www.youtube.com/watch?v=rDAdaaupMno 6) What Motivates Gen Y and Baby Boomer Talent http://www.youtube.com/watch?v=fVHnug8H1MM 7) TED Talk by Simon Sinek on Inspiring Leadership: http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
  • 87. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 8787 Appendix: Recommended Videos - II 8. Collection of Videos Clips about Management and Leadership: http://www.youtube.com/watch?v=lnaOz1TWENQ&feature=related 9. Emotional & Social Intelligence: Interview with Daniel Goleman by Harvard Business School: http://www.youtube.com/watch?v=7Qv0o1oh9f4 10. Primal Leadership - The Leader's Mood Drives a Staggering 30% of Performance: http://www.youtube.com/watch?v=jZ6_-WhjT8I 11. An excellent summation of the Essence of Leadership by General Colin Powell: http://www.youtube.com/watch?v=ocSw1m30UBI&feature=related 12. Steve Jobs talks about Managing People: http://www.youtube.com/watch?v=f60dheI4ARg&feature=related 13. Daniel Goleman on the Leadership lessons from Steve Jobs: http://www.youtube.com/watch?v=UVuufIqoBN4 14. Success: Leading with Impact: http://www.youtube.com/watch?v=saEkfYSFRrQ
  • 88. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 88 http://www.youtube.com/watch?v=03o1JZ7c7gI Video on What Makes a Great Leader?
  • 89. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 89 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…………
  • 90. Copyright @2013 Centre for Executive Education Pte Ltd www.ipma.com.sg/cee.php 90 Prof Sattar Bawany CEO, Centre for Executive Education (CEE) & MD & 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

×