CEE Executive Briefing on Results based Leadership during Turbulent Times - 8 Nov 2013

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THE NEW BUSINESS REALITIES …

THE NEW BUSINESS REALITIES

Business leaders face huge challenges during turbulent times including period of prolonged economic recession. Qualities such as courage, self-confidence and the ability to make tough commercial decisions under pressure all come to the fore. Less widely appreciated and understood is the crucial psychological and emotional role that leaders must play during periods of acute uncertainty if they are to optimize the long-term performance of their business.

Leaders must understand the dynamics that lie "below the surface" of their organisations and skilfully address the unspoken needs of their staff. This takes maturity and skill but will maximize the chances of weathering the economic storm and emerging strengthened when times improve. Those businesses that do not achieve this will find their commercial problems compounded by destructive internal dynamics and underperformance.

WHAT HAPPENS TO ORGANISATIONS DURING TURBULENT TIMES?

The suddenness and severity of the current economic downturn has inevitably generated a shared sense of shock and foreboding. The media's relentless reporting of the latest bad news fuels this mood. The loss of household names like Woolworths and Wedgewood only adds to of a sense of insecurity and lack of confidence in the future. In 2008, a leading psychologist linked the endless flow of economic bad news to a widespread sense of helplessness, also blaming the recession for an increased risk of injury and stroke (Devlin, 2008).

Within organisations, negative feelings are compounded as colleagues interact. Research and experience demonstrate that feelings and states of mind are highly contagious. Daniel Goleman, who developed the concept of emotional intelligence, recounts experiments showing just how quickly a strongly-expressed emotional state is transferred from one person to another (Goleman et al., 2001).

In the workplace, all employees can be influenced by a prevailing mood of anxiety, which gradually dominates the organisational "system". Negative thoughts and feelings predominate while more positive views become subtly excluded or difficult to express. This creates an intangible but powerful emotional backdrop that can be termed "systemic anxiety".

Conclusion: Looking to the future

Together, the leadership behaviours described will provide a sense of psychological safety and emotional containment in organisations undergoing great uncertainty, instability and often painful change. Leaders cannot avoid or prevent painful events affecting their people. However, with the support of HR, they can take charge of threatening situations with alacrity and resolve. They can deal honestly with their people, convey genuine empathy and create a powerful sense of hope in the future. Leaders who achieve this will help staff deal more effectively with difficult experiences and inspire tremendous loyalty and trust.

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  • 1. EXECUTIVE BRIEFING “Result-based Leadership during Turbulent Times” Prof Sattar Bawany Prof Sattar Bawany CEO, Centre for Executive Education (CEE Global) Master Facilitator, CICOM BRAINS Asia C-Suite Executive Coach, Executive Development Associates (EDA) Friday, 8 Nov 2013 TKP Conference Centre@Raffles Place, Singapore Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co
  • 2. Are You a Tiger or a Deer? Every morning in India, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed. Every morning in India, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death. It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running….. Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co 2
  • 3. 3 About Centre for Executive Education (CEE)  Executive Education  Leadership & High Potential Development  Executive Coaching  Succession Planning  Executive Assessment CEE is the Affiliate Partner of Executive Development Associates (EDA), a global leader in executive development & coaching since 1982. Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co
  • 4. Who We Are • The Centre for Executive Education (CEE) is a premier network for established human resource development and consulting firms around the globe which partners with our client to design solutions for leaders at all levels who will navigate the firm through tomorrow's business challenges. • CEE’s mission is to assist our client to secure a leading position in their respective market through the development of their human capital. • CEE offers talent management solutions including executive coaching and custom-designed leadership development programs to accelerate individual performance and succession planning for organisations. • CICOM BRAINS Asia, a Strategic Partner of CEE, has over a decide, helps Japanese and other Asian companies address the important business challenge of training locally hired staff at their Asian business operations, by offering comprehensive support in processes ranging from planning to the execution of training programmes. Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co 4
  • 5. About Your Key Note Speaker • CEO of Centre for Executive Education (CEE) • C-Suite Master Executive Coach, EDA • Master Facilitator, CICOM BRAINS Asia • Adjunct Professor of Paris Graduate School of Management • Over 25 years’ in OD & HR consulting, 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. Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co 5
  • 6. Leading During Turbulent Times Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co
  • 7. Top Lessons on Executive Derailers during Uncertainty ot Turbulent Times 1. Failure to meet Business Objectives (achieving Organisational Results) during such times 2. Inability to Change or Adapt During a Transition (the inability to respond quickly and flexibly to rapidly changing market conditions) 3. Problems with Interpersonal Relationships (lack of relationship management and social/emotional intelligence skills) 4. Failure to Build and Lead a Team (getting the ‘Right Person on the Bus’, ‘Wrong Person off the Bus’ & ‘Right Person in the Right Seat’) 5. Failing to make the Boss/Board/Organization's priorities a high priority when implementing strategies to meet the challenges Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co
  • 8. Today’s Leadership Challenge  Use intellectual as well as emotional capabilities to guide organizations through turbulent business environments towards achieving organization's results  Understand and leverage of the importance of emotional intelligence in development of leadership effectiveness and sustaining employee engagement and productivity during times of uncertainty Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co
  • 9. Role of Leaders “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 & Level 5 Repertoire of Leadership Styles blended with elements of Socialised Power/Social Intelligence Competencies ” (Bawany, 2013) Reference: 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, first published on 12 February 2013. Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co 9
  • 10. Achieving Results During Turbulent Times Organisational Results • Profitability • ROI • Cost Optimisation Customer Engagement/Loyalty • Customer Satisfaction • Service Value/ Relationship Employee/Stakeholder Engagement • Employee Satisfaction • Employee Loyalty Organisational Climate • Company Policies • Rewards and Flexibility • Culture, Espirit De Corps • Leadership Styles • EQ/EI Competencies • Level 5/Ontological Humility 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 Leadership Effectiveness Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co 10
  • 11. What’s Your Role During Turbulent & Uncertain Times? • The Current Realities – Times of Transition & Change • What happens to Organisations during Turbulent Times? • Response to Organisational ‘Toxic Cocktail’  Behaviour 1: Prompt and considered action  Behaviour 2: Honest and consistent communication  Behaviour 3: Emotional connection  Behaviour 4: Inspiration • The Role of HR during Turbulent Times Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co 11
  • 12. Emotional Resilience & Leadership Styles during Turbulent Times Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co
  • 13. Emotional Intelligence (EI) & EQ Emotional Intelligence, also called EI and often measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups. “Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy.” Aristotle in ‘Nicomachean Ethics’ Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books. Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co
  • 14. Emotional Intelligence by Goleman “The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.” Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books. Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books. Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co
  • 15. Leadership and EI "A leader's intelligence has to have a strong emotional component. He has to have high self-awareness, maturity and self-control. He must be able to withstand the heat, handle setbacks and when those lucky moments arise, enjoy success with equal parts of joy and humility. Emotional intelligence is more rare than book smarts, but it is actually more important in the making of a leader." Jack Welch, former Chairman & CEO of GE Inc. Speaking to The Wall Street Journal Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co 15
  • 16. EI and Successful Leaders  Successful leaders at all levels demonstrate a high degree of Emotional Intelligence in their role  Emotionally intelligent leaders create an environment of positive morale and higher productivity resulted in sustainable employee engagement  Critical transitional skills include EI competencies such as relationship management; cross cultural communication; effective negotiation and conflict management Bawany, S. (2010). ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Creation Publishing LLP. Download e-copy from: http://www.ipma.com.sg/publications.php Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co
  • 17. Hay-Goleman’s Six Leadership Styles 1. Coercive (Directive): “Do what I tell you” 2. Authoritative (Visionary): “Come with me” 3. Affiliative: “People come first” 4. Democratic (Participative): “What do you think?” 5. Pacesetting: “Do as I do, NOW!” 6. Coaching: “Try this” Source: Daniel Goldman, ‘Leadership That Gets Results’, HBR, March-April 2000 Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co 17
  • 18. 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 and Authoritative (most effective) along with Affiliative and Democratic & styles have a positive impact on organisational climate Coercive & Pacesetting generally can have a negative impact on the working environment however may prove to be useful in turnaround or crisis situation Source: Goldman, D., ‘Leadership That Gets Results’, HBR, March-April 2000 Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co 18
  • 19. Drivers Of Performance This is set by the leader, and has an important effect on the overall performance Organizational climate Leader has little control over these factors Economic conditions Competitive dynamics Performance Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co 19
  • 20. What Is Organizational Climate? Refers to six key factors which influence an organization's working environment: 1. Flexibility: do employees feel free to innovate? 2. Responsibility: how employees relate to organization? 3. Standards: level which are set to develop excellence 4. Rewards: are these appropriate and at market level? 5. Clarity: of mission and values 6. Commitment: to a common purpose (mission/vision) Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co 20
  • 21. In Conclusion: Key to Success  Every company that wants to succeed during turbulent times must recognise that their leaders at every level needs support and must be in tune with external changes and can adapt to the speed and depth of those changes.  Leadership can’t be taught in a classroom alone, but developmental experiences – executive coaching, mentoring, executive education masterclasses, voracious readings – can accelerate a leader’s growth. Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co
  • 22. Video on What Makes a Great Leader? http://www.youtube.com/watch?v=03o1JZ7c7gI Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co 22
  • 23. Final Thoughts… 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!!! Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co 23
  • 24. Further Dialogue on Social Media Prof Sattar Bawany CEO, Centre for Executive Education (CEE) C-Suite Master Executive Coach, EDA Master Facilitator, CICOM BRAINS Asia Email: sattar.bawany@ipma.com.sg Articles: www.ipma.com.sg/publications.php Slideshare: www.slideshare.net/cee-global LinkedIn: www.linkedin.com/in/ceeglobal Facebook: www.facebook.com/ceeglobal Twitter: www.twitter.com/cee_global Copyright @2013 Centre for Executive Education Pte Ltd www.cee-global.co 24