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CEE Masterclass on "Leadership that Gets Results" for Tri-Net Logistics Asia - 20 to 21 August 2013

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  • Table (warm up) discussion)What is leadership?What is career success?What is happiness?
  • Because of such misguided beliefs about leadership, the answer is 0-1-2. Because of such misunderstood notions of leadership, the answer is 6.5.Leadership is not competency models, personality assessments, charisma, or about position power.
  • But as you can see from the examples we just discussed, having all of these things can leave you extremely unfulfilled, unhappy, and not very successful – at least not for long.So what really is the secret of success, happiness and leadership? Lets look at each. Happiness first…
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    • 1. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 1 Prof Sattar BawanyProfSattar Bawany CEO, Centre for Executive Education Senior Advisor & Master Facilitator, Cicom Brains Asia 20 – 21 August 2013 Raja’s Commercial College @ Bras Basah Complex TRI-NET LOGISTICS WORKSHOP ON “LEADERSHIP THAT GETS RESULTS”
    • 2. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 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 (Strategic Partner of CICOM BRAINS Asia) 3 Module 1: Introduction and Workshop Objectives
    • 4. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 4 About Centre for Executive Education (CEE)  Executive Education  Leadership & High Potential Development  Executive Coaching  Succession Planning  Executive Assessment 4 CEE is the Affiliate Partner of Executive Development Associates (EDA), a global leader in executive development & coaching since 1982.
    • 5. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 5 • The Centre for Executive Education (CEE) is the Executive Development Division of The International Professional Managers Association (IPMA). • IPMA is a global ‘not-for-profit’ (NPO) members organisation headquartered in UK with Regional Offices in Europe, Africa and APAC • CEE’s 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. • Cicom Brains (a Strategic Partner of CEE) helps Japanese companies address the important business challenge of training locally hired staff, by offering comprehensive support in processes ranging from planning to the execution of training programmes. Who We Are
    • 6. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) • CEO of Centre for Executive Education (CEE) • C-Suite Master Executive Coach, EDA • Senior Advisor, IPMA Asia Pacific • Senior Advisor & Master Facilitator, Cicom Brains Asia • 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
    • 7. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 7 S C O P E HARE HALLENGE PEN MINDED LAN OF ACTION NJOY OURSELVES The S.C.O.P.E. Approach
    • 8. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 8 Knowing Yourself as a Leader
    • 9. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 9 • Gain a clear understanding about the context for leadership in today’s changing organisation and achieving organisational results • Understand the repertoire of leadership styles that can impact employee engagement • Appreciate how effective leadership can influence behaviour, goals, decision– making • Engaging your employees and stakeholders adopting a proven motivational management approach • Craft a SMART Executive Leadership Development Plan This Workshop is designed to develop your Leadership Skills Towards Achieving Organisational Results. You will be able to: Workshop Objectives
    • 10. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 10 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
    • 11. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 11 Module 2 Achieving Results @ Tri-Net Logistics
    • 12. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 12 • Corporate Leadership Council, 2012 o Eight out of ten CEOs are planning on significant organizational changes to stay competitive which includes but not limited to developing their managerial team towards achieving organizational results. • The Conference Board – CEO Challenge 2012 Report (April 2012)  The global CEO consensus about 2012 suggests that growing one‟s business is the key to success,” said Jonathan Spector, CEO of The Conference Board.  CEOs selected the internally-focused actions of improving leadership development/grow talent internally, enhancing the effectiveness of the senior team, providing employee training and development and improving leadership succession as the key strategies to address talent challenges, ahead of hiring more talent in the open market. Importance of Leadership
    • 13. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 13 Focus on Business Results Drivers Specify and Communicate Expected Behaviours Lead Strategy Execution Leading to Achieve Results
    • 14. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 14 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 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.
    • 15. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 15 Achieving Results @ Tri-Net Logistics • 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
    • 16. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 16 Leader’s Purpose And Values Are you a Boss or Leader? 16
    • 17. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 17 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?
    • 18. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 18 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
    • 19. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 19 Successful Leaders To most people…. Wealth, Position, Power, Fame, Fortune is the definition of leadership, happiness and success Fame
    • 20. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 20 http://www.youtube.com/watch?v=03o1JZ7c7gI So, what is Leadership all about?
    • 21. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 21 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
    • 22. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 22  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 (Strategic Partner of CICOM BRAINS Asia) 23 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?
    • 24. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 24 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
    • 25. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 25 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
    • 26. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 26 GROUP EXERCISE: Discovering Energy @ Tri-Net Logistics $$ Group I Task : List 3-4 activities the senior management team must focus most of their time on to create a green organization (everyone is align to the Vision, Mission, Values and Strategy) Group II Task: What are the symptoms of a red organization? What actions or inactions of senior management causes a red organization (misalignment and disengaged workforce)? $$
    • 27. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 28 • 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/ Video on Leader’s in Action: Leading by Impact with Purpose & Values
    • 28. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 29 Leading with Purpose & Values
    • 29. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 30 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 Tri-Net Logistics? 3. What results do I want to create in Tri-Net Logistics? 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 Tri-Net Logistics? Individual Exercise on Purpose & Values Finding Personal Leadership Energy
    • 30. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 31 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
    • 31. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 32 Module 3 Leveraging Your Leadership Styles and Emotional Intelligence
    • 32. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 33 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
    • 33. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 34 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
    • 34. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 35 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”
    • 35. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 36 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”
    • 36. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 37 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”
    • 37. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 38 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”
    • 38. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 39 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”
    • 39. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 40 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”
    • 40. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 41 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
    • 41. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 43 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. 43
    • 42. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 45 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  
    • 43. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 46 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?
    • 44. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 47 Developing Your Emotional Intelligence
    • 45. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 48 You CAN change this !
    • 46. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 49 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
    • 47. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 50 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.
    • 48. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 51 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.
    • 49. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) http://www.youtube.com/watch?v=7Qv0o1oh9f4 Video on Emotional & Social Intelligence Interview with Daniel Goleman 52
    • 50. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 53 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 Self-Awareness Self-Regulation Motivation Empathy Social Skills
    • 51. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 54 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
    • 52. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 55 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
    • 53. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 56 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
    • 54. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 57 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
    • 55. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 58 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
    • 56. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 59 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.
    • 57. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 60 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.
    • 58. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 61 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
    • 59. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 62 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
    • 60. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 63 "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
    • 61. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 64  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
    • 62. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 65 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
    • 63. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 66 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
    • 64. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 67 EI BENCHMARK SCORES EMOTIONAL COMPETENCY BENCHMARK SCORES SELF AWARENESS. 30 SELF REGULATION 29 MOTIVATION 32 EMPATHY 32 SOCIAL SKILLS 34 TOTAL EQ SCORE 157
    • 65. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 68 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.)
    • 66. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 69 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)
    • 67. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 70 ‘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
    • 68. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 71 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? Individual Exercise: ‘Amygdala Hijack’
    • 69. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 80 Module 4 Sustaining Engagement – Organizational Climate
    • 70. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 81 Organizational Climate  Organizational climate, economic conditions and competitive dynamics are the main drivers of performance  Direct correlation between organizational climate and performance – good results, return on sales, revenue growth, efficiency, profitability etc.  Organizational climate accounts for nearly one-third of results – so is very important.
    • 71. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 82 Organizational Performance Organizational climate Economic conditions Competitive dynamics This is set by the leader, and has an important effect on the overall performance Leader has little control over these factors Drivers of Performance
    • 72. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 83 1. Flexibility: do employees feel free to innovate? 2. Responsibility: how employees relate to organization 3. Standards: level which are set 4. Rewards: are these appropriate? 5. Clarity: of mission and values 6. Commitment: to a common purpose What Is Organizational Climate? Refers to six key factors which influence an organization's working environment:
    • 73. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 84 Six Leadership Styles at a Glance Coercive (Directive) Authoritative (Visionary) Affiliative Democratic (Participative) Pacesetting Coaching The leader’s modus operandi Demands immediate compliance Mobilizes people toward a vision Creates harmony and builds emotional bonds Forges consensus through participation Sets high standards for performance Develops people for the future The style in a phrase “Do what I tell you” “Come with me” “People come first” “What do you think” “Do as I do, now” “Try this” Underlying emotional intelligence competencies Drive to achieve, initiative, self control Self-confidence, empathy, change catalyst Empathy, building relationships, communication Collaboration, team leadership, communication Conscientiousness, drive to achieve, initiative Developing others, empathy, self- awareness When the style works best In a crisis, to kick start a turnaround, or with problem employees When changes require a new vision, or when a clear direction is needed To heal rifts in a team or to motivate people during stressful circumstances To build buy-in or consensus or to get input from valuable employees To get quick results from a highly motivated and competent team To help an employee improve performance or develop long-term strengths Overall impact on climate Negative Mostly strongly positive Positive Positive Negative Positive Summary: Impact of Leadership Styles of Organizational Climate
    • 74. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 85 Module 5 Motivational Management David McClelland's Three Social Motives
    • 75. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 86 The Three Social Motives by David McClelland  McClelland’s theory that proposes that certain types of needs are acquired during an individual’s lifetime  Three needs most frequently studied:  Need for Achievement (n Ach)  Need for Affiliation (n Aff),  Need for Power (n Pow).
    • 76. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 87 Achievement Defining and attaining goals and results Power Influencing others and having an impact Affiliation Establishing and maintaining positive personal relationships Motives Achievement Defining and attaining goals and results Power Influencing others and having an impact Affiliation Establishing and maintaining positive personal relationships Motives The Three Social Motives
    • 77. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 88 Need for Achievement (n Ach)  Meeting or surpassing a self-imposed standard of excellence  Outperforming others, meeting or exceeding targets  Choosing and defining goals that are realistically attainable  Striving to make a unique contribution  Seeking feedback about the success of one’s action  Taking actions that can be identified as one’s own  Advancing one’s own career
    • 78. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 89 Need for Affiliation (n Aff)  Being liked and accepted  Ensuring one’s relationships are working well  Being involved with people in work situations  Being part of a group or team  Minimising conflict  Enjoying task situations where performance is demonstrated in working with others in a cooperative atmosphere
    • 79. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 90 Need for Power (n Pow)  Having an impact and influence on others  Being interested in status and position  Giving advice, assistance, support, and help to others  Being predisposed to persuading others  Being actively interested and involved in the politics of one’s organization  Having control of situations  “Personalized Power’’ and “Socialized Power”
    • 80. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 91 Summary of The Three Social Motives
    • 81. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 92 Points to Remember  Most people have a mixture of all three motives; you need to look for the ones that are the strongest  Motives remain relatively stable  Assess motivational needs over time  Avoid attributing motivation on limited data, review the clues and checklist provided in your Workbook  Be careful not to confuse your own motivations with those of your employees
    • 82. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 93 Individual Exercise: ‘Increasing Your Leadership Influence & Effectiveness with a Team Member’
    • 83. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 94 Individual Exercise: Increasing Influence with Your Stakeholders Based on your knowledge of this individual, what do you think his or her motivational profile might be? Complete the Tasks and Answer the Questions in the Workbook. High Mod Low n Ach n Aff n Pow PURPOSE: To develop a plan to better manage and greater influence of a stakeholder (direct report or peer).
    • 84. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 95 Profiles of Successful Leaders • Research was conducted at how motives and leadership style affect a group’s climate and performance by studying 21 managers at IBM • The findings were published in HBR June 2006, where it was found that 11 of the 21 managers created strong or energizing work climates • Moreover, the 11 managers employed at least four of the six managerial styles described in this article, using each when appropriate to the circumstances. • The challenge is to seek an approach to leadership that uses socialized power to keep achievement in check.
    • 85. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 96 Module 6 Integrative Case Studies Putting It All Together
    • 86. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 97  Review once again the Video Synopsis in Workbook if necessary  The film has been used as a case study in various military and business leadership training seminars for many years.  It is frequently used as an example to stimulate discussion with respect to leadership styles and effectiveness. Video Case: Twelve O'clock High
    • 87. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 102 GROUP I EXERCISE: TASKS 102 1. What is the motive profile of Colonel Keith Davenport? What does he think about? What is he concerned about? What does he enjoy doing? 2. What leadership style or styles does Colonel Keith Davenport demonstrate? 3. What organizational climate results from Colonel Keith Davenport’s leadership style(s)?
    • 88. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 103 GROUP II EXERCISE: TASKS 103 1. What is the motive profile of General Frank Savage? What does he think about? What is he concerned about? What does he enjoy doing? 2. What leadership style or styles does General Frank Savage demonstrate? 3. What organizational climate results from General Frank Savage’s leadership style(s)?
    • 89. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 104 Video Case: ‘Crimson Tide’ (Leadership Styles in Action) Opening Scene – Background Leadership Styles Read the Video Synopsis once again in Workbook if necessary Inspirational Speech
    • 90. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 105 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. Which do you think a leader should be more concerned about aboard a nuclear submarine – high certification grades (Need for Achievement) or high-quality interpersonal relationships (Need for Affiliation)? Do you agree with Admiral Sullivan’s decision to fire Alfonso? Discuss. 20 minutes
    • 91. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 106 Module 7 Managerial Coaching for Team Success
    • 92. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 107 “Coaches help people set better goals and then reach those goals, provide the tools, support and structure to accomplish them” International Coaching Federation “Coaching is a powerful, collaborative relationship between a coach & a willing individual which enables, through a process of discovery, goal setting the realization of strategic action” Corporate Coach U What is Coaching?
    • 93. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 108 “Coaching is unlocking a person’s potential to maximise their own performance. It’s helping them to learn rather than teaching them” The Inner Game in Business by W Timothy Gallwey “Coaching is the art of improving the performance of others. Managers who coach encourage their teams to learn from and be challenged by their work. Create the conditions for continuous improvement by helping staff to define and achieve goals.” Coaching Successfully by Roy Johnson and John Eaton. What is Performance Coaching?
    • 94. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 109 Helping an individual:  “Learn what it takes” to improve existing capabilities  Set meaningful goals  Be accountable for results  Understand and eliminate barriers Focus of Managerial Coaching
    • 95. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 110 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
    • 96. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 111 1. Goal 2. Reality • Invite self assessment • Feedback • Is there a gap? • Be creative – look at the full range, brainstorm • Offer suggestions for consideration – beware advice! 3. Options4. Wrap Up • Identify possible obstacles • Commit to action • Identify steps • Agree support • Agree topic for discussion • Agree specific objective of the session • Set longer term aim if appropriate Gap? The GROW Coaching Model
    • 97. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 112 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 Questions
    • 98. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 113 Conduct these role-play sessions in groups of 3. For each of the role- play sessions, there will be an employee, a manager-coach and an observer. Preparation – 5mins Coaching session – 15mins Debrief – 5 min Rotate the roles after each role-play session. Focus will be on a real-life case scenarios that you are currently experiencing in your workplace/teams. Alternatively you may consider one of the 3 examples workplace scenarios. GROW – Coaching Practice Session
    • 99. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 114 Module 8 Crafting a SMART Personal Leadership Development Plan
    • 100. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 115 Individual Exercise: Creating a SMART Personal Development Plan Specific Goal Measurement When I achieve this goal, I will know I am successful because: Other people will notice the following difference(s): Actions What action will I take? What will I do differently? Reality Check Is this goal achievable? Why is this goal important?” What resource(s) do I need? Funding? Support? Timeline When will I start? When do I expect to meet my goal?
    • 101. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 116 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 in a classroom alone, but developmental experiences – executive coaching, mentoring, executive Masterclass, voracious readings – can accelerate a leader’s growth.
    • 102. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 117 Appendix Recommended Further Readings and Videos in the Participants’ Resource Workbook
    • 103. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 118 Appendix Compilation of Articles of Interest for Post-Workshop Readings (Related to the Themes on Leadership Effectiveness, Leadership Styles, Motivational Management and Managerial Coaching)
    • 104. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 119 http://www.youtube.com/watch?v=03o1JZ7c7gI Video on What Makes a Great Leader?
    • 105. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 120 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…
    • 106. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 121 Prof Sattar Bawany CEO, Centre for Executive Education & Strategic Advisor, IPMA 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