CEE Masterclass on "Developing your Leadership Brand" - 22 August 2013

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  • 1. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 1 Prof Sattar BawanyProf Sattar Bawany CEO, Centre for Executive Education (CEE) Strategic Advisor, IPMA Asia Pacific & Master Facilitator, Quest Learning 22 August 2013 Residence Hotel @ Uniten, Bangi WORKSHOP ON “DEVELOPING YOUR LEADERSHIP BRAND”
  • 2. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 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, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 3 Knowing Yourself as a Leader
  • 4. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 4 Module 1: Introduction and Workshop Objectives
  • 5. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 5 About  Executive Education  Leadership & High Potential Development  Executive Coaching  Succession Planning  Executive Assessment 5 Centre for Executive Education (CEE) is the Executive Development Division of International Professional Managers Association (IPMA) in APAC.
  • 6. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 6 • The International Professional Managers Association (IPMA) is a professional members organisation for Managers at all levels; headquartered in UK with Regional Offices in Europe, Africa and Asia Pacific. • Centre for Executive Education (CEE) is the Executive Development Division of IPMA and the mission is to assist client organisation to secure a leading position in their respective market place and developing a sustainable competitive advantage through developing their key asset, intellectual capital of the people. • CEE offers talent management solutions including executive coaching and custom-designed leadership development programs to accelerate individual performance and succession planning for organisations. • Quest Learning is an Approved Training Partner of IPMA. And is boutique consulting firm specialises in helping organisation to improve performance, productivity and profits in Asia through its results-based and measurable approaches in training, coaching and developing leaders and talents. Who We Are
  • 7. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) • CEO of Centre for Executive Education (CEE) • C-Suite Master Executive Coach, EDA • Senior Advisor, IPMA Asia Pacific • Master Facilitator, Quest Learning • 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 Key Note Speaker
  • 8. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 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, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 9 • Understand how Leading by Impact contributes towards organisational success through your Own Leadership Brand • Understand the role of managerial leadership towards organisational success • Gain a clear understanding about the context for leadership today’s changing organisation • Understand why Emotional Intelligence is critical for great performance and leadership effectiveness • Developing Your Leadership Brand with Leadership Styles & Emotional Intelligence • Crafting Your Own Leadership Brand – helping you create your own unique brand of impactful leadership This workshop will provide you with a foundation of knowledge that will enable you to: Workshop Objectives
  • 10. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 10 • Strategy: developing a point of view about the future and positioning the firm for continued success • Execution: building organizational systems that deliver results and make change happen • Talent management: motivating, engaging, and communicating with employees • Talent development: grooming employees for future leadership (succession planning) • Personal leadership proficiency: exercising social and emotional intelligence, effective leadership styles; acting with integrity, making bold decisions, and engendering trust Developing Your Leadership Brand Source: Dave Ulrich and Norm Smallwood, ‘Developing Your Leadership Brand’, Harvard Business Review, July – August 2007
  • 11. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 11 1. Failure to Meet Business Objectives (Achieving Organisational Results) 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/organization's priorities a high priority Top Lessons on Executive Derailers
  • 12. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 12 Module 2 Impactful Leaders in Action
  • 13. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 13 Results-based Leadership Brand “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.
  • 14. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 14 Results-Based Leadership Brand • Profitability • ROI • Cost Optimisation • Employee Satisfaction • Employee Loyalty • Company Policies • Rewards and Flexibility • Culture, Espirit De Corps • Leadership Styles • EQ/EI Competencies • Level 5/Ontological Humility Organisational Results Employee/Stakeholder Engagement Organisational Climate Leadership Effectiveness 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
  • 15. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 15 Leader’s Purpose And Values Are you a Boss or Leader? 15
  • 16. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 16 Questions We Will Try To Answer Why are some people more successful than others?  Why are some people happier than others? What is powerful leadership made up of?
  • 17. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 17 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
  • 18. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 18 Successful Leaders To most people…. Wealth, Position, Power, Fame, Fortune is the definition of leadership, happiness and success Fame
  • 19. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 19 http://www.youtube.com/watch?v=03o1JZ7c7gI So, what is Leadership all about?
  • 20. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 20 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
  • 21. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 21  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
  • 22. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 22 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?
  • 23. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 23 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 was the question? The answer is 6.5/10. What was 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
  • 24. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 24 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
  • 25. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 25 GROUP EXERCISE: Discovering Energy @ TNB $$ Group I & II Task : List 3-4 activities the senior management team must focus most of their time on to create a green organization (everyone is align to the Vision, Mission, Values and Strategy) Group III & IV Task: What are the symptoms of a red organization? What actions or inactions of senior management causes a red organization (misalignment and disengaged workforce)? $$
  • 26. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 26 Leading with Purpose & Values http://www.youtube.com/watch?v=SNmJqRV7LOA
  • 27. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 27 1. What few things are most important to me? 2. Do I want to: • lead a simple life rich with everyday small pleasures? • achieve great success in an individual endeavor? Or, • lead others towards a better future in TNB? 3. What results do I want to create in TNB? 4. How do I want people to experience me? 5. What situations cause me to feel strong emotions? 6. What values will guide my behavior and actions as a leader at TNB? Individual Exercise on Purpose & Values Finding Personal Leadership Energy
  • 28. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 28 Module 3 Leadership of the Heart & Mind Leveraging Your Leadership Styles and Emotional Intelligence
  • 29. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 29 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
  • 30. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 30 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
  • 31. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 31 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”
  • 32. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 32 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”
  • 33. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 33 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”
  • 34. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 34 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”
  • 35. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 35 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”
  • 36. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 36 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”
  • 37. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 37 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
  • 38. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 38 Reviewing the Results of Your Managerial Leadership Assessment • Your results will reveal your Personal Preference Profile as well as your Situation/Job Demand Profile. • Your Situation/Job Demand Profile may change based on the specific job function or role that you are assuming. • The Dominant styles ((Score of ≥ 12) are those styles that appear to be used most frequently. • The Backup styles (Score of 6 - 11) are those styles that are used to complement the dominant styles, or when the dominant styles do not work. • A person can have more than one dominant or backup style, or a person may have none. 38
  • 39. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 40 Plotting Your Scores (Personal vs. Situation) 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3                                                                                                                                                                                                   A B C D E F 17 16 17 11 9 10 9 15 8 6 11 17 Coercive Authoritative Affiliative Democratic Pacesetting Coaching Your personal preference profile   Your situation/role demand profile  
  • 40. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 41 Styles Personal preference Situation/Role demand Most preferred / required (Dominant) (Score of ≥ 12) Coercive, Authoritative, Affiliative Authoritative, Coaching Somewhat preferred / required (Back-up) (Score of 6 - 11) Democratic, Pacesetting and Coaching Democratic, Pacesetting and Coercive, Least preferred / required (Score of ≤ 5) What does your scores mean?
  • 41. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 42 Developing Your Emotional Intelligence
  • 42. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 43 You CAN change this !
  • 43. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 44 Intelligence Quotient (IQ) IQ refers to an individual’s logical abilities (or the cognitive aspects of intelligence) such as memory, problem solving, how to rationalize and analyze as well as scholastic abilities
  • 44. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 45 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.
  • 45. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 46 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.
  • 46. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) http://www.youtube.com/watch?v=7Qv0o1oh9f4 HBR Interview on Emotional & Social Intelligence with Daniel Goleman 47
  • 47. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 48 5 dimensions to help you navigate life, living, and the increasingly diverse workplace we operate in 5 Dimensions of EI by Goleman Goleman, D. (1998) What Makes a Leader?, Harvard Business Review, HBS Publishing Personal Competence – how we manage ourselves 1. Self Awareness – knowing your strengths and weaknesses 2. Self Regulation - trustworthiness, responsibility, adaptability, 3. Motivation - drive, commitment, initiative, optimism, charisma Social Competence - how we handle relationships 4. Empathy - awareness of other’s feelings and concerns 5. Social skills - adeptness a inducing desirable responses, such as communication, conflict management, cooperation, and leadership
  • 48. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 49 Self-Regulation (Self-Management) • The ability to control or redirect disruptive impulses and moods • The propensity to suspend judgment – to think before acting • Hallmarks – Trustworthiness and integrity – Comfort with ambiguity / seniority / change – Openness to change Self-Awareness
  • 49. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 50 Self-Awareness • The ability to recognise and understand your moods, emotions and drives, as well as their effect on others • Hallmarks – Self-confidence – Realistic self-assessment – Self-deprecating sense of humour Self-Regulation
  • 50. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 51 Motivation • A passion to work for reasons that go beyond money or status • A propensity to pursue goals with energy and persistence • Hallmarks – Strong drive to achieve – Optimism, even in the face of failure – Organisational commitment Motivation
  • 51. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 52 Empathy • The ability to understand the emotional make- up of other people • Skill in treating people according to their emotional reactions • Hallmarks – Expertise in building and nurturing meaningful relationships at all levels – Cross-cultural sensitivity – Service to clients and customers Empathy
  • 52. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 53 Social Skill (Relationship Management) • Proficiency in managing relationships and building networks • An ability to find common ground and build rapport • Hallmarks – Effectiveness in leading change – Persuasiveness – Expertise in building and leading teams Social Skills
  • 53. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 55 Emotional Intelligence by BarOn “The measurement of emotional intelligence in the workplace is the first step towards improving it. The truly intelligent leader is one who is not only “cogtelligent” (cognitively intelligent) but also “emtelligent” (emotionally intelligent).” Reuven Bar-On who coined the term "EQ" in 1985. Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual. Toronto ON: Multi-Health Systems, Inc.
  • 54. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 56 Measure of EI – BarOn EQ-i® • Intrapersonal - how we deal with and understand ourselves • Interpersonal - how we understand and deal with others • Adaptability - how we deal with a changing environment • Stress Management - how we manage stress • General Mood - reflecting our sense of pleasure and optimism Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual. Toronto ON: Multi-Health Systems, Inc.
  • 55. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 57 Total EQ Leadership Effectiveness Intrapersonal Self Regard Emotional Self Awareness Assertiveness Independence Self Actualisation Interpersonal Empathy Social responsibility Interpersonal relationship Stress Management Stress tolerance Impulse control Adaptability Reality testing Flexibility Problem solving BarOn’s EI Model General Mood Happiness, Optimism Adapted from Sattar Bawany, ‘Leadership That Gets Results’, Human Capital, Vol. 10, Issue 4., October 2010
  • 56. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 58 Business Case for EI Research has shown that EQ can help improve organizational effectiveness in:  Employee commitment, morale, health, and well-being  Innovation/ Creativity  Productivity  Efficiency  Motivation  Sales/ Revenues  Quality of service
  • 57. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 59 "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 Leadership and EI
  • 58. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 60  Level 5 Leaders:  Many people have the potential to be Level 5  Ambitious for the organization – not for themselves  Set up their successors for even greater success  Display modesty, are self-effacing and understated  Are driven by a need to produce results  Credit success to others but take responsibility for failure  Level 5 leaders score well on BarOn EQ-i Level 5 Leadership Source: Jim Collins, ‘Good to Great’, Harper Collins: 2001
  • 59. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 61 EI and Developing Future 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
  • 60. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 62 Review Results of Emotional Intelligence Self-Assessment • The purpose of this self-evaluation is to measure your tendencies and abilities within various areas of emotional intelligence • In the space provided next to each of the statements, please write in the number that best describes your agreement with the item, using the scale immediately below. 1 = Disagree Very Much 4 = Agree Slightly 2 = Disagree Moderately 5 = Agree Moderately 3 = Disagree Slightly 6 = Agree Very Much
  • 61. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 63 EI BENCHMARK SCORES EMOTIONAL COMPETENCY BENCHMARK SCORES SELF AWARENESS 30 SELF REGULATION 29 MOTIVATION 32 EMPATHY 32 SOCIAL SKILLS 34 TOTAL EQ SCORE 157
  • 62. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 64 New Discoveries in Neurophysiology Amygdala Thalamus  Sensory signals from hearing and sight travel from the thalamus then on to both the neocortex (the “thinking” brain) and amygdala (center of emotional intelligence) simultaneously. The amygdala is a faster processor.  The amygdala’s processing of information includes physiological responses (increased heartbeat, glandular secretions, etc.)
  • 63. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 65 How the Brain Works  Neocortex  The thinking part of the brain (“Just Say No” circuit)  Six seconds to activate  Amygdala  The brain’s emotional memory bank  Stores memories (failures and victories); scans incoming information for threats and opportunities  “Fight or Flee” Part of the Brain  What makes us “snap” (e.g. Road Rage; Mike Tyson biting Evander Hollyfield’s ear during 1997 WBA Match; Zinedine Zidane’s head butt during 2006 World Cup’s Finals Soccer Match)
  • 64. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 66 ‘Amygdala Hijack’  This is what happens when people “lose it”  They lose control and end up in a place they didn’t want to be — their emotions are not used effectively  They erupt, shut down, do something extra-ordinarily brave, or otherwise act irrationally  On reflection they find it hard to explain why they acted as they did
  • 65. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 67 1. What would be an example of an ‘Amygdala Hijack’ when you are having a performance management with your team member? (Both for you and the other party). 2. What do you need to do to keep your emotions in check? Group Exercise: ‘Amygdala Hijack’
  • 66. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 68 Module 4 Integrative Case Studies Putting It All Together
  • 67. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 69 Case Study – USS Florida 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. What do you think the leadership styles a leader should adopt and be concerned about, aboard a nuclear submarine – high certification grades (Achievement-Driven) or high-quality interpersonal relationships (Affiliation/People-Driven)? 3. Do you agree with Admiral Sullivan’s decision to fire Alfonso? Discuss. What could be the alternative actions? 15 minutes
  • 68. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 70 Video Case: ‘Crimson Tide’ (Leadership Styles in Action) Leadership Styles http://www.youtube.com/watch?v=Q1sLU6HOxyI Read the Video Synopsis once again in Workbook if necessary Inspirational Speech http://www.youtube.com/watch?v=V6eOmp0TwOg
  • 69. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 71 Module 5 Summary & Crafting Your Own Leadership Brand
  • 70. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 72 “Leading with Impact – Into the Long Term” - Bill Clinton’s Speech to 2012 NDC © Copyright 2012 Cegos Asia Pacific http://www.youtube.com/watch?v=UXvelB1oDOs
  • 71. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 73 Individual Exercise: Creating a Personal Leadership Brand Plan Gap Analysis (what is the gap & what do I need to improve?) Action Plan (what support do you require and from whom; by when?) Alignment to Organisational Values and Principles Emotional Intelligence Competencies Managerial Leadership Styles Personality/ Communication Style Networking & Building Coalitions Functional Skills
  • 72. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 74 In Conclusion: Key to Success  Leading with Impact means developing innovative techniques and best practices you need to become an extraordinary leader in extraordinary times.  Developing your Personal Leadership Brand means leveraging on the contemporary research for developing a personal leadership style to enable you to realise the full power of your leadership vision to resolve your organization's most complex challenges. © Copyright 2012 Cegos Asia Pacific
  • 73. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 75 Appendix Recommended Further Readings and Videos in the Participants’ Resource Workbook
  • 74. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 7676 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
  • 75. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 7777 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)
  • 76. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 7878 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
  • 77. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 7979 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
  • 78. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 80 http://www.youtube.com/watch?v=03o1JZ7c7gI Video on What Makes a Great Leader?
  • 79. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 81 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…
  • 80. Copyright @2013 Centre for Executive Education Pte Ltd, Executive Development Division of IPMA Asia Pacific (Strategic Partner of Quest Learning) 82 Prof Sattar Bawany CEO, Centre for Executive Education (CEE) Strategic Advisor, IPMA Asia Pacific & Master Facilitator, Quest Learning Email: sattar.bawany@qscasia.com Articles: www.ipma.com.sg/publications.php Slideshare: www.slideshare.net/ipma_singapore LinkedIn: www.linkedin.com/in/bawany Facebook: www.facebook.com/ipma.singapore Twitter: www.twitter.com/sattarbawany Further Dialogue on Social Media