Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ip...
CEE Executive Briefing on Developing Your Leadership Pipeline - 29 July 2013
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CEE Executive Briefing on Developing Your Leadership Pipeline - 29 July 2013

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  • Research PartnersExecutive Development Associates (EDA) (www.ExecutiveDevelopment.com). Executive Development Associates (EDA) leads the way in using executive and leadership development to help organizations successfully address their marketplace challenges and accelerate the execution of their business strategy. We work in partnership with our clients to create measurable improvements in both individual performance and business outcomes.  Our core lines of business are Executive Development, Executive Coaching and Executive AssessmentPearson TalentLens is EDA’s research partner on the report (www.TalentLens.com/en publishes employee assessments for selection & development with a focus on 21st century skills. Our leading tools include the Watson-Glaser Critical Thinking Appraisal, Golden Personality Type Profiler,Advanced Numerical Reasoning Appraisaland 20+ other trusted online assessments.Based on our experience and our researchTrends in Executive DevelopmentIdentifying & Developing High Potential LeadersHigh Impact Executive CoachingResearch identifies emerging…Trends and Innovations in Leadership DevelopmentBest PracticesTop PrioritiesProvides a benchmark for your organization
  • When we look at the next generation leaders – primarily Gen X – we also see some great strengths.
  • we asked participants to tell us what the next generation of leadership talent (the ones who are most likely to fill executive level positions in the next three to five years) are lacking, The top five competencies most lacking in the next generation of leaders are shown here.Critical thinking was identified by 42% of the respondents as being the number one competency future leaders lacked. The “ability to create a vision and engage others around it” was number two (31%), “leading change”, and “cooperates and collaborates with other parts of the business” tied for number three (24%), followed by leadership with 23%. You will notice in the 2011/2009 comparison that Strategic Thinking was number 1 in 2009. This year we replaced strategic thinking with Critical Thinking because the level of thinking is greater than strategic thinking. Strategic Thinking is defined as one part of critical thinking along with problem solving, decision-making, and creative thinking. We included the more comprehensive term in this survey.Regardless, our respondents agree that the effectiveness of any leader and future leader depends precisely on the quality of their thinking. Critical thinking is that mode of thinking – about any given subject – in which the thinker improves the quality of their thinking. Effective critical thinking is the foundation for sound decision-making and strategic thinking. Decision making is one of the most important tasks that leaders of all levels must execute. This becomes particularly challenging when a leader has incomplete or contradictory information and when the time is short and the impact of the decision is high. Possessing the ability to make wise decisions quickly in the context of the organization's culture is a crucial skill.  The ability to create vision and work collaboratively with other parts of the business puts a keen emphasis on a leaders (and future leaders) ability to empower and energize others through self-awareness, empathy, sensitivity and emotional intelligence. Clearly, helping future leaders master these emotional and motivational capabilities is vital.  Our respondents also identified “leading change” as a significant gap. Understanding how to do this first requires an understanding of how to manage the three major activities involved with change: (1) Designing what the future of the change should look like; (2) Assessing the current situation in relation to the desired change; and (3) Planning and Managing the transition from the current situation to the desired future.  Fifteen or more years ago, most “change leaders” first assessed the current situation--then designed the future. Often, however, this strategy only created small improvements because it was only based on “what is” and did not take into account the desired future state. Today, change leaders first design the future in general terms--defining what it is they want to see in the future, then go back and assess the current situation, and then they design the future in more specific terms. A thoughtful and thought-through transition is critical; otherwise, there's no roadmap for moving from the present to the future. In addition, the Ongoing Business must be managed and led at the same time as the change. This can put a great deal of pressure on leaders to execute the required change and manage business as well. It should be noted, that our respondents viewed the next generation of leaders as having mastery over the technical side of the business, having high integrity, having the ability to deliver results, and the ability to manage stress.
  • Transcript of "CEE Executive Briefing on Developing Your Leadership Pipeline - 29 July 2013"

    1. 1. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 1 Prof Sattar Bawany CEO, Centre for Executive Education (CEE) C-Suite Executive Coach, EDA Asia Pacific Monday, 29 July 2013 MIS Executive Club @ Anson Centre DEVELOPING YOUR LEADERSHIP PIPELINE Transforming the Next Generation of Leaders
    2. 2. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) 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. 3. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 3 Agenda • Business Case for Succession Planning • High Potentials vs. High Performers • EDA Research on Leadership Development Trends • Strengths and Competency Deficits of Next Generation Leaders • CEE Framework on Developing Leadership Pipeline • Dialogue Session
    4. 4. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 4 About Centre for Executive Education (CEE)  Executive Education  Leadership & High Potential Development  Executive Coaching  Succession Planning  Executive Assessment 4 CEE is also the Affiliate Partner of Executive Development Associates (EDA), a global leader in executive development & coaching since 1982. CEE is the Executive Development Division of IPMA Asia Pacific
    5. 5. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 5  Jim Bolt, Founder of EDA and FrED Forum  Ram Charan, Educator, Author and Consultant to CEOs  Jim Kouzes, Best-selling Author and Dean’s Executive Professor of Leadership, Leavey School of Business, Santa Clara University  Vijay Govindarajan, Professor, Amos Tuck School of Business, Dartmouth College  Ted Hoff, Vice President Learning, IBM  Valerie Norton, VP, Talent Management & Acquisition Broadridge Financial Solutions  Sandy Ogg, Chief Human Resource Officer, Unilever N.V.  Chuck Presbury, Senior Director Leadership Development, McGraw-Hill Company EDA Advisory Board
    6. 6. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php • CEO of Centre for Executive Education (CEE) • C-Suite Master Executive Coach, EDA Asia Pacific • Strategic Advisor, IPMA Asia Pacific • 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 Speaker 6
    7. 7. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 7 Future 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 & Level 5 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.
    8. 8. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 8 Succession Planning Approach
    9. 9. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 9 “Crisis may be an overused word, but it’s a fair description of the state of leadership in today’s corporations. CEOs are failing sooner and falling harder, leaving their companies in turmoil. At all levels, companies are short on the quantity and quality of leaders they need.” Reference: Ram Charan, “Leaders at All Levels”, Jossey-Bass, Wiley, San Francisco, California, 2008 Business Case for Succession Planning
    10. 10. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 10 10 Succession Planning & High Potentials • Succession planning involves the identification of high- potential employees, evaluating and honing their skills and abilities, and preparing them for advancement into positions which are key to the success of business operations and objectives. • Succession planning involves:  Understanding the organization's long-term goals and objectives.  Identifying the high-potential candidates and their respective developmental needs.  Determining workforce trends and predictions.
    11. 11. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 11 Building a Leadership Pipeline – Development of High Potentials
    12. 12. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 12 Who are High Potentials?  High Potentials consistently and significantly outperform their peer groups in a variety of settings.  While achieving these superior levels of performance, they exhibit behaviors that reflect their companies’ culture and values in an exemplary manner.  Show a strong capacity to grow and succeed throughout their careers within an organization – more quickly and effectively than their peer groups do. Reference: Douglas Ready, Jay Conger and Linda Hill, ‘Are You a High Potential? Harvard Business Review, June 2010
    13. 13. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 13  The difference between high-performance employees and high- potential employees is that the high-performance employee are very good at performing their jobs, while the high-potential employees have demonstrated measurable skills and abilities beyond their current jobs.  The real damage is done when the high-performance employee is promoted to a managerial level, is uncomfortable and struggles in their new role, resulting in high levels of stress and anxiety, causing them to quit. High Performers vs. High Potentials
    14. 14. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 14  Studies show employee turnover can cost companies up to 40 percent of their annual profit. That's for the turnover of all employees, regardless of their performance levels.  The financial impact of losing a significant number of high-potential employees (including those Gen X and Y who have been identified as your future leaders) can be exponentially higher. High Performers vs. High Potentials Reference: High-Potential Management Survey, by Corporate Leadership Council released in 2005
    15. 15. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 15 • Next Generation of 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 EI competencies includes: relationship management; cross cultural communication; effective negotiation and conflict management Reference: Bawany, Sattar: ‘Maximising the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’., Candid Creation Publishing LLP, September 2010. Download Complimentary e-copy from from: http://www.ipma.com.sg/publications.php Leadership Competencies of Next Generation of Leaders
    16. 16. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 16 Analyzing Trends for Over 20 Years! Research by EDA and Pearson TalentLens Research Report Website: http://www.executivedevelopment.com/product/20112012-trends-in-executive-development EDA Research on Next-Gen Leaders
    17. 17. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 17 Overview of Major Findings 1) Companies are looking for ways to accelerate High Potentials. 2) Companies need leaders that think strategically & inspire. 3) The 70-20-10 Learning Framework is Becoming a Standard. 4) Leader-as-Teacher model is key. 5) Critical Thinking is the Hottest Development Topic.
    18. 18. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 21 OD Interventions in Accelerating High Potential Development
    19. 19. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 22 Executive Development Approaches Executive Education (classroom/online), Stretch Assignment, Action Learning, Executive Coaching and Mentoring Company Expectations Individual Expectations Transition Readiness Assessment Company Feedback Individual Feedback Gaps Action Plan Gaps Action Plan Reference: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p38-42 Framework for Developing Future Leaders & High Potentials
    20. 20. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 23 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…………
    21. 21. Copyright @2013 Centre for Executive Education Pte Ltd (Affiliate Partner of Executive Development Associates Inc.) www.ipma.com.sg/cee.php 24 Prof Sattar Bawany CEO, Centre for Executive Education (CEE) Strategic Advisor, IPMA Asia Pacific 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 Further Dialogue on Social Media

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