• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
IPMA Key Note "Leading During Turbulent Times" ST Jobs 23 Oct 2012
 

IPMA Key Note "Leading During Turbulent Times" ST Jobs 23 Oct 2012

on

  • 236 views

 

Statistics

Views

Total Views
236
Views on SlideShare
236
Embed Views
0

Actions

Likes
0
Downloads
1
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    IPMA Key Note "Leading During Turbulent Times" ST Jobs 23 Oct 2012 IPMA Key Note "Leading During Turbulent Times" ST Jobs 23 Oct 2012 Presentation Transcript

    • WORKSHOP ON LEADING DURING TURBULENT TIMES Prof Sattar Bawany Strategic Adviser, IPMA Asia Pacific Senior Adviser, Training Edge International Tuesday, 23 October 2012 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 2 Are You a Tiger or a Deer? Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed. Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death. It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running….. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • The “RAT” Personality Exercise www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 3
    • 4 About International Professional Managers Association www.trainingedgeasia.com Executive Education  Leadership & High  Potential Development  Executive Coaching  Succession Planning  Executive Assessment Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 5 Who We Are • IPMA is a global ‘not‐for‐profit’ (NPO) professional members  organisation headquartered in Kent, UK with Regional Offices in Europe,  Africa and Asia Pacific • IPMA’s mission is to improve managerial performance of our  professional member from different functions at all levels • Facilitates group learning in organisational development, change  management, leadership effectiveness, managerial coaching and  customer service excellence across various industries • IPMA offers executive coaching and custom‐designed leadership  development solutions through its alliance partner, EDA • Training Edge International (TEI) is an Approved Training Partner of  IPMA in Singapore offering corporate training solutions www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 6 About Your Facilitator • Strategic Adviser, IPMA Asia Pacific • Senior Adviser, Training Edge International • Managing Director & Master Executive Coach with EDA Asia Pacific • Over 25 years’ international business management in executive  coaching, facilitation, leadership development and training • Adjunct Professor of Strategy at Paris Graduate School of  Management teaching international business strategies, leadership  development and human resource courses • Assumed senior leadership roles with global management & HR  consulting firms: DBM Asia Pacific, Mercer Human Resource  Consulting, The Hay Group and Forum Corporation www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 7 The S.C.O.P.E. Approach S HARE C HALLENGE O PEN MINDED P LAN OF ACTION E NJOY OURSELVES www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 8 How to Benefit from the Program YOU EYES EAR UNDIVIDED ATTENTION LEADERSHIP (KING) HEART www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 9 Importance of Leadership • The Conference Board – CEO Challenge 2011 Report (April 2011)  The global CEO consensus about 2011 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. • Corporate Leadership Council, 2011 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. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 10 Leading During Turbulent Times Focus on Business  Results Drivers Lead Strategy  Execution Specify and  Communicate  Expected  Behaviours  www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 11 Module 1 Introduction & Objectives 11 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 12 Workshop Agenda  Workshop Objectives & ‘S.C.O.P.E.’ Approach  Top Lessons Leant on Executive Derailment  The Goleman’s Emotional Intelligence (E.I.) Framework  Measuring Your EQ – Self Assessment  Role of Leaders During Turbulent Times  Relationship Between Leadership Styles and Organizational Climate  Motivational Management: The Three Social Motives  Integrative Case Study: ‘USS Florida’ ‐ Identifying the Motive Profile,  Leadership Styles and Organizational Climate  Individual Exercise: Personal Leadership Development Plan www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 13 Workshop Objectives This Workshop is designed to develop your Leadership Skills During  Turbulent Times or Period of Uncertainly.  You will be able to: • Understand the role of managerial leadership towards organisational success • Understand why EQ is critical for leading during turbulent times • Examine the critical challenges leaders faced and skills required in managing  a challenging and turbulent business environment • Assess own EQ Profile using a self‐assessment tool • Engaging your employees and stakeholders adopting a motivational  management approach • Craft a Personal Leadership Development Plan www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • Quotable Quotes on Leadership “Management is doing things right; leadership is doing the right things.”  Peter F. Drucker Father of Modern Management “Don't tell people how to do things, tell them what to do and let them surprise you with  their results.” George S. Patton U.S. Army General & Hero during World War II “The best executive is the one who has sense enough to pick good men to do what he  wants done, and self‐restraint to keep from meddling with them while they do it.” Theodore Roosevelt 26th President of the United States (1901‐1909) www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 15 Today’s Leadership Challenge  Use intellectual as well as emotional capabilities to guide  organizations through turbulent business environments  towards achieving organization's results  Understand the importance of emotional intelligence in  development of leadership effectiveness and sustaining  employee engagement and productivity www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 16 Video: What is a Good Leader? www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 17 Top Lessons on Executive Derailers 1. Acting with an insensitive, abrasive, intimidating style 2. Lack of relationship management skills including collaborative,  interpersonal and team effectiveness skills 3. The inability to respond quickly and flexibly to rapidly changing  market conditions 4. Lack of cross cultural communication skills 5. Failing to make the boss/organization's priorities a high priority www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 18 Leadership vs. Management  Leadership is setting a new direction or vision for a  group that they follow, i.e: a leader is the spearhead  for that new direction.   Management controls or directs people/resources in  a group according to principles or values that have  already been established. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 19 What Is Management? Usually viewed as getting things done  through other people in order to achieve  stated organizational objectives. Is regarded as relating to people working  within a structured organization and with  prescribed roles. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 20 What Is Leadership? 3 1 Is often  associated with  the willing and  enthusiastic  behavior of  followers. www.trainingedgeasia.com 2 Can be seen  primarily as an  inspirational  process. Does not  necessarily take  place within the  hierarchical  structure of the  organization. Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 21 The New Realities for Leadership OLD Paradigm  Stability NEW Paradigm  Change/Crisis Mgt.  Control  Empowerment  Competition  Collaboration  Uniformity  Diversity  Self-centered  Higher ethical purpose  Hero  Humble www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • Group Activity: Management vs. Leadership Instructions: Review individually the following questions and then with your assigned Groups, and be  prepared to discuss with the larger Group. Nominate a Spokesperson. Duration: 15 minutes Are the activities I am currently performing within my current role is more leadership or  management oriented? Why? Do I want more leadership/management oriented responsibilities? If so, how do I go  about taking on/requesting more responsibilities? Outline an action plan. What competencies do I need to work on to be the best leader/manager within my  organisation? www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 22
    • 23 Module 2 Developing Your Emotional Intelligence www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 24 Harvard Business School Video on Emotional & Social Intelligence Interview with Daniel Goleman www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 25 You CAN change this ! www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 26 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 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 27 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. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 28 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. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 29 Goleman’s EI Model Self Awareness    Emotional Self Awareness Accurate Self Assessment Self Confidence Self Management       Self Control Trustworthiness Conscientiousness Adaptability Achievement Orientation Initiative Social Awareness    Empathy Organizational Awareness Service Orientation         Relationship Management Visionary Leadership Influence Developing Others Communication Change Catalyst Conflict Management Building Bonds Teamwork & Collaboration Goleman, D. (2000) Leadership That Gets Results. Harvard Business Review. March-April www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 30 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. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 31 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. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 32 BarOn’s EI Model Total EQ Intrapersonal Interpersonal Self Regard Emotional Self Awareness Assertiveness Independence Self Actualisation Stress Management Stress tolerance Impulse control Empathy Social responsibility Interpersonal relationship Adaptability Reality testing Flexibility Problem solving General Mood Happiness, Optimism Leadership Effectiveness Adapted from Stein, S. J. & Book, H. E. (2006). The EQ Edge: Emotional Intelligence and Your Success. Toronto, ON: MultiHealth Systems, Inc. (Revised and Updated Edition) www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 33 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 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 34 Leadership and EI "A leader's intelligence has to have a strong emotional component. He has to have high self-awareness, maturity and self-control. He must be able to withstand the heat, handle setbacks and when those lucky moments arise, enjoy success with equal parts of joy and humility. Emotional intelligence is more rare than book smarts, but it is actually more important in the making of a leader." Jack Welch, former Chairman & CEO of GE Inc. Speaking to The Wall Street Journal www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 35 Level 5 Leadership  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 Source: Jim Collins, ‘Good to Great’, Harper Collins: 2001 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 36 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 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • EMOTIONAL INTELLIGENCE SELF-EVALUATION • 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 2 = Disagree Moderately 3 = Disagree Slightly  www.trainingedgeasia.com 4 = Agree Slightly  5 = Agree Moderately 6 = Agree Very Much Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 37
    • 38 New Discoveries in Neurophysiology Thalamus Amygdala  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.) www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 39 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 WBA Match; Zinedine Zidane’s head butt  during 2006 World Cup’s Finals Soccer Match) www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 40 ‘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 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 41 Individual Exercise: ‘Amygdala Hijack’ 1. What would be an example of an ‘Amygdala Hijack’ when you are having a challenging situation or tough conversation with your boss/peer/subordinates? (Both for you and the other party). 2. What do you need to do to keep your emotions in check? www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 42 EI Mini Quiz Important Note: The purpose of the following short quiz is to  provide you with an application of Emotional Intelligence (EI). The  results you get from this quiz are NOT a comprehensive picture of  your EQ. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • Scenario 1. You are a Gen Y employee in a meeting  when a Baby‐Boomer colleague takes credit for work  that you have done. What do you do? A. Immediately and publicly confront the colleague over the  ownership of your work. B. After the meeting, take the colleague aside and tell her that  you would appreciate in the future that she credits you  when speaking about your work. C. Nothing, it's not a good idea to embarrass colleagues in  public. D. After the colleague speaks, publicly thank her for  referencing your work and give the group more specific  detail about what you were trying to accomplish. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 43
    • Answer for Scenario 1 44 The Credit Stealing Colleague: The most emotionally intelligent answer is D. By demonstrating an awareness of  work‐place dynamics, and an ability to control your emotional responses, publicly  recognizing your own accomplishments in a non‐threatening manner, will disarm  your colleague as well as puts you in a better light with your manager and peers.  Public confrontations can be ineffective, are likely to cause your colleague to  become defensive. A. 0 Points – Immediately and publicly confront the colleague over the ownership of your work. B. 5 Points – After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work. C. 0 Points – Nothing, it's not a good idea to embarrass colleagues in public. D. 10 Points – After the colleague speaks, publicly thank her for referencing your  work and give the group more specific detail about what you were trying to  accomplish. Copyright @2012 IPMA Asia Pacific www.trainingedgeasia.com Workshop on 'High Performance Leadership' for Menlo Worldwide Logistics www.ipma.com.sg
    • Scenario 2: You are a Gen X Manager in an organization  that is trying to encourage respect for racial and ethnic  diversity. You overhear a Gen Y employee telling both  sexist and racist jokes. What do you do? 45 A. Ignore it – the best way to deal with these things is not to  react. B. Call the person into your office and explain that their  behavior is inappropriate and is grounds for disciplinary  action if repeated. C. Speak up on the spot, saying that such jokes are  inappropriate and will not be tolerated in your organization. D. Suggest to the person telling the joke he go through a  diversity training program. Copyright @2012 IPMA Asia Pacific www.trainingedgeasia.com Workshop on 'High Performance Leadership' for Menlo Worldwide Logistics www.ipma.com.sg
    • Answer for Scenario 2 46 The Racist Joke: The most emotionally intelligent answer is C. The most effective way to create an  atmosphere that welcomes diversity is to make clear in public that the social  norms of your organization do not tolerate such expressions. Confronting the  behavior privately lets the individual know the behavior is unacceptable, but does  not communicate it to the team. Instead of trying to change prejudices (a much  harder task), keep people from acting on them. A. 0 Points – Ignore it ‐ the best way to deal with these things is not to react. B. 5 Points – Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated. C. 10 Points – Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization. D. 5 Points – Suggest to the person telling the joke he go through a diversity  training program. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 47 Scenario 3. You are a Gen Y Manager and have recently  been assigned a Baby Boomer in your team, and have  noticed that he appears to be unable to make the  simplest of decisions without seeking advice from you.  What do you do? A. Accept that he "does not have what it take to succeed around here" and find others in your team to take on his tasks. B. Get an HR manager to talk to him about where he sees his future in the organization. C. Purposely give him lots of complex decisions to make so that he will become more confident in the role. D. Engineer an ongoing series of challenging but manageable experiences for  him, and make yourself available to act as his mentor. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • Answer for Scenario 3 48 The indecisive Baby Boomer Employee: The most emotionally intelligent answer is D. Managing multigenerational  employees requires high levels of emotional intelligence, particularly if you are going  to be successful in maximizing the performance of your team. Often, this means that  you need to tailor your approach to meets the specific generational needs of the  individual, and provide them with support to help them grow in confidence. A. 0 Points – Accept that he 'does not have what it take to succeed around here'  and find others in your team to take on his tasks B. 5 Points – Get an HR manager to talk to him about where he sees his future in  the organization C. 0 Points – Purposely give him lots of complex decisions to make so that he will  become more confident in the role D. 10 Points – Engineer an ongoing series of challenging but manageable  experiences for him, and make yourself his mentor (reverse mentoring) www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 49 Module 3 Role of Leaders During Turbulent Times www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 50 Turbulent & Uncertain Times • The Current Realities • What happens to organisations during turbulent  times? • Organisational consequences of the 'toxic cocktail‘ – – – – Behaviour 1: Prompt and considered action Behaviour 2: Honest and consistent communication Behaviour 3: Emotional connection Behaviour 4: Inspiration • The role of HR in turbulent times www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • Achieving Organisational Results Organisational Results • Profitability • ROI • Cost Optimisation Customer Loyalty • Customer Satisfaction • Service Value/ Relationship Employee Engagement • Employee Satisfaction • Employee Loyalty Organisational Climate Leadership Effectiveness www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific • Company Policies • Rewards and Flexibility • Culture, Espirit De Corps • EQ/EI Competencies • Managerial Skills • Leadership Styles www.ipma.com.sg 51
    • 52 Module 4 Leadership Styles & Motivational Management www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 53 Leadership That Gets Results 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. Source: Goleman, D., ‘Leadership That Gets Results’, HBR, March‐April 2000 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 54 Goleman’s Six Leadership Styles 1. Coercive (Commanding): “Do what I tell you” 2. Authoritative (Visionary): “Come with me” 3. Affiliative: “People come first” 4. Democratic: “What do you think?” 5. Pacesetting: “Do as I do, NOW!” 6. Coaching: “Try this” Source: Goleman, D., ‘Leadership That Gets Results’, HBR, March‐April 2000 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 55 Coercive     “Do it the way I tell you” www.trainingedgeasia.com  aims to achieve immediate compliance one-way directive conversation seeks tight control over situations dealing with crisis situations or problem employees with talented or selfmotivated staff Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 56 Authoritative     “Firm but fair” www.trainingedgeasia.com  aims to provide long-term direction/vision allows employee input but retains control over decision seeks to influence to gain buy-in with new staff or when a new direction has to be communicated with sophisticated & experienced staff Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 57 Affiliative     “People first, task second” www.trainingedgeasia.com  aims to promote harmony & co-operation seeks to smooth tensions and resolve work/family conflicts seeks to be liked as a manager when tasks are routine or employees need support when negative feedback is required Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 58 Democratic     “I’d like you to participate” www.trainingedgeasia.com  aims to build group consensus for decisionmaking heavy emphasis on team participation employees are trusted to have skills & drive working with good staff with ample time for decisionmaking when a particular answer is needed Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 59 Pacesetting     “Do it myself” www.trainingedgeasia.com  aims to accomplish quality work yourself models high standards & expects them in others delegates only to good performers dealing with staff who can perform independently with staff who need feedback & support Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 60 Coaching     “I’d like to help you develop” www.trainingedgeasia.com  aims towards professional growth of employees helps people identify strengths/weakness encourages honest selfassessment with employees interested in being innovative or developing career when explicit direction is required Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 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 Authoritative, Affiliative, Democratic & Coaching styles have a positive impact on organisational  climate Coercive & Pacesetting can have a negative impact on  the working environment Source: Goleman, D., ‘Leadership That Gets Results’, HBR, March‐April 2000 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 61
    • Managerial Styles & EI Competencies Coercive Authoritative Affiliative Demands immediate compliance Mobilizes people toward a vision Creates harmony and builds emotional bonds The Style in a phrase Do what I tell you Come with me People come first Underlying emotional intelligence competencies Drive to achieve, initiative, self-control Self-confidence, empathy, change catalyst Empathy, building relationships, communication 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 Negative Most strongly positive Positive Leader’s Modus Operandi Overall impact on climate Source: Goleman, D., ‘Leadership That Gets Results’, HBR, March‐April 2000 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 62
    • Managerial Styles & EI Competencies Democratic Pacesetting Coaching Forges consensus through participation Sets high standards for performance Develops people for the future The Style in a phrase What do you think Do as I do, now. Try this Underlying emotional intelligence competencies Collaboration, team leadership, communication Conscientiousness, drive to achieve, initiative Developing others, empathy, selfawareness When the style works best To build buy-in or consensus, or to get input from valuable employee To get quick results form a highly motivated and competent team To help an employee improve performance or develop long-term strengths Positive Negative Positive Leader’s Modus Operandi Overall impact on climate Source: Goleman, D., ‘Leadership That Gets Results’, HBR, March‐April 2000 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 63
    • 64 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. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 65 Drivers Of Performance This is set by the leader, and has an important effect on the overall performance Organizational climate Leader has little control over these factors Economic conditions Competitive dynamics Performance www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • What Is Organizational Climate? Refers to six key factors which influence an  organization's working environment: 1. Flexibility:  do employees feel free to innovate? 2. Responsibility:  how employees relate to organization 3. Standards:  level which are set 4. Rewards:  are these appropriate? 5. Clarity:  of mission and values 6. Commitment: to a common purpose www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 66
    • Impact of Leadership Styles on Organizational Climate Coercive Authoritative Affiliative Flexibility -.28 .32 .27 Responsibility -.37 .21 .16 Standards .02 .38 .31 Rewards -.18 .54 .48 Clarity -.11 .44 .37 Commitment -.13 .35 .34 -.26 (6) .54 (1) .46 (2) Overall Impact on Climate www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 67
    • Impact of Leadership Styles on Organizational Climate Democratic Pacesetting Coaching Flexibility .28 -.07 .17 Responsibility .23 .04 .08 Standards .22 -.27 .39 Rewards .42 -.29 .43 Clarity .35 -.28 .38 Commitment .26 -.20 .27 .43 (3) -.25 (5) .42 (4) Overall Impact on Climate www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 68
    • Module 4 Motivational Management David McClelland's Three Social Motives www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 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). www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 70
    • 71 The Three Social Motives Achievement Defining and attaining goals and results Motives Power Affiliation Influencing others and having an impact www.trainingedgeasia.com Establishing and maintaining positive personal relationships Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 72 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 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 73 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 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 74 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” www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 75 Summary of The Three Social Motives www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 76 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 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 77 Individual Exercise: ‘Increasing Your Leadership Influence &    Effectiveness with a Stakeholder’  www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • Individual Exercise: Increasing Influence with Your Stakeholders 78 PURPOSE: To develop a plan to better manage and greater influence of a stakeholder  (direct report or peer). 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 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific n Aff n Pow www.ipma.com.sg
    • Summary: Research on 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. These leaders  were driven primarily by the desire to achieve, but they were also driven more  by the need for affiliation and power than the other executives, who created  neutral or demotivating 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. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 79
    • 80 Module 5 Integrative Case Study Putting It All Together www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • Integrative Case Study – The USS Florida QUESTIONS FOR GROUP DISCUSSION 81 20 minutes 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. 3. Discuss Commander Alfonso’s level of emotional intelligence in terms of the  Goleman’s EI Competencies as discussed in earlier Module.  What advice  would you give him? www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 82 Video on ‘Crimson Tide’  (Leadership Styles in Action) Read the Video Synopsis in Workbook Leadership Styles Opening Scene – Background www.trainingedgeasia.com Inspirational Speech Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 83 Module 6 Personal Leadership Development Plan Putting It All Together www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • Individual Exercise: Self Reflection • What is one point or story you heard during the workshop that motivates you to develop further your E.I. in the workplace? Why? • Describe an incident where you intentionally demonstrated an E.I. domain or competence to create an environment for optimal performance. What exactly did you do? How did it turn out? • Which of the six leadership styles do you tend to use most naturally? Is there one that you overuse? Why? Is there one that you under use? Why? • Is there a style that seems more “acceptable” in your organization? If so, what is it? How could you become more effective at that style? www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 84
    • 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? www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 85
    • 86 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 workshop, voracious readings – can accelerate a leader’s growth. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 87 FINAL WORD: A SMALL TRUTH TO MAKE  LIFE 100% www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 88 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 89 Hard Work H+A+R+D+W+O+R+K 8+1+18+4+23+15+18+11 = 98% Knowledge K+N+O+W+L+E+D+G+E  11+14+15+23+12+5+4+7+5 = 96% www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 90 Love L+O+V+E 12+15+22+5 = 54% Luck L+U+C+K 12+21+3+11 = 47% ( don't most of us think this is the most important ??? ) www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 91 Then what makes 100% ? Is it Money ? ... NO ! ! ! M+O+N+E+Y 13+15+14+5+25 = 72% Leadership ? ... NO ! ! ! L+E+A+D+E+R+S+H+I+P 12+5+1+4+5+18+19+9+16 = 89% www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 92 Every problem has a solution, only if we perhaps change our attitude. To go to the top, to that 100% , what we really need to go further... a bit more... www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 93 ATTITUDE A+T+T+I+T+U+D+E 1+20+20+9+20+21+4+5 = 100% It is OUR ATTITUDE towards Life and Work that makes OUR Life 100% ! ! ! www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 94 Change Your Attitude … And You Change  Your Life ! ! ! www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 95 Now that you know the answer… WHAT WILL YOU DO  ABOUT IT ? www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 96 Video on What Makes a Great Leader? “GREAT LEADERS CARE MORE ABOUT THOSE THEY LEAD THAN THEMSELVES.” Visit : http://www.youtube.com/watch?v=03o1JZ7c7gI www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 97 Video on What Makes a Great Leader? “GREAT LEADERS CARE MORE ABOUT THOSE THEY LEAD THAN THEMSELVES.” Visit : http://www.youtube.com/watch?v=03o1JZ7c7gI www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 98 Final Thoughts… If you do tomorrow what you did yesterday Your Future is History…………… If you do tomorrow what we’ve covered today Your Future is Historic!!! www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 99 Further Dialogue Social Networking Contacts: Prof Sattar Bawany Email: sattar.bawany@trainingedgeasia.com Website: www.ipma.com.sg (IPMA) Website: www.trainingedgeasia.com (TEI) LinkedIn: www.linkedin.com/in/bawany Facebook: www.facebook.com/ipma.singapore Twitter: www.twitter.com/sattarbawany www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 100 WORKSHOP TEASERS www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 9 dots puzzle 101 Directions: With four straight lines and without taking pen or pencil off the paper, connect all nine dots. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 102 9 dots puzzle 1 2 4 3 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 103 9 dots puzzle Directions: With three (3) straight lines and without taking pen or pencil off the paper, connect all nine dots. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 104 9 dots puzzle 1 2 3 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 105 Count the No. of Squares www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 106 Creativity Wuzzle 1 Often Belt hitting not Often not Often night fly www.trainingedgeasia.com STROKES STROKES SPRING SUMMER GRATIS AUTUMN WINTER GIVE GET CCCCCCC GIVE GET GIVE GET GIVE GET 13579 WHELMING STROKES to ALL ALL ALL ALL Insult + injury ENDS N D S Copyright @2012 IPMA Asia Pacific [income] C Y O R U T N U T O R C Y W A L G K N I LEAST www.ipma.com.sg
    • 107 Creativity Wuzzle 2 FIRST MOST MOST MOST MOST LO HEAD HEELS VE gone gone by be gone gone www.trainingedgeasia.com BIT PAYMENT DUE SAD SAD SAD SAD SAD SAD SAD SAD SAD SAD HAPPY SHAPE OR Small world LOOK HAIR S VISIT NIGHT CAKE S GEG G G no __ ways about it END Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • Which Is The Odd Figure Out? 4 1 3 5 2 Your Answer: www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg 108
    • 109 10 Matches Solution: www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 110 Six Matches Puzzle Take six matches and place them on a flat surface. Arrange them into a a pattern of four equilateral or equalsided triangles. You must not break the matches. You have five minutes to find two solutions (there are more). Note that the triangles must be complete - no gaps at the corners! ? www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • Six matches puzzle 111 Solution: Breaking into three dimensions gives the elegant solution. The second solution involves putting matches on top of each other, moving away from two-dimensional thinking. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • The new swimming pool 112 A man wanted to double the size of the square swimming pool in his garden. There was a tree growing at each corner like this: How did he double the size of the pool, still keeping it square, and without cutting down any of the trees? www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 113 The new swimming pool Solution: The dotted line represents the new pool twice the size. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 114 Bottled Coin If you put a small coin piece in an empty bottle and replaced the cork, how would you get the coin out of the bottle without taking out the cork or breaking the bottle? Solution: Push the cork into the bottle, and shake out the coin. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 115 Drinking Glasses Six drinking glasses stand in a row, with the first three full of water and the next three empty. By handling and moving only one glass, how can you arrange the six glasses so that no full glass stands next to another empty one? www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 116 CREATIVE THINKING – 1 Two train stations are 50 km apart. At 1pm on Sunday a train pulls out from each of the stations, and the trains start toward one another. Just as the trains pull out from the stations a hawk flies into the air in front of the first train and flies ahead to the front of the second train. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 117 CREATIVE THINKING – 1 When the hawk reaches the second train, it turns around and flies towards the first train. The hawk continues in this way until the trains meet. Assume that both trains travel at a speed of 25 km per hour and that the hawk flies at a constant speed of 100 km per hour. How many km will the hawk have flown when the trains meet? www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 118 CREATIVE THINKING – 1 (SOLUTION) The most common approach is to concentrate on the hawk and to  try to balance the decreasing distance needed to fly between the  converging trains ‐ not an easy task! The straightforward approach is to concentrate on the trains. The  trains meet in the middle, 25 km from each end. They are travelling  at 25 km/h and hence take an hour to meet. The hawk is flying at a  constant 100 km/h throughout until the trains meet. Hence the  hawk flies 100 km. www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 119 CREATIVE THINKING - 2 D A B C A, B, C, D are four persons standing at the corner of a square. At the same point in time, A starts moving towards B, B starts moving towards C, C towards D and D towards A with the same speed. How and where will A, B, C, D meet? www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • CREATIVE THINKING – 2 (SOLUTION) 120 A D C B A, B, C, D will move in the paths shown above (If you draw tangent at any point, it will point towards the person anyone is moving say A  B). www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 121 CREATIVE THINKING – 3 There are 4 volumes of Shakespeare on a bookshelf. The total pages of each volume are exactly 300mm thick and the covers are each 50mm thick. A bookworm started eating at page 1 of volume I and ate straight through to the last page of volume IV. What is the distance the worm covered? www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 122 CREATIVE THINKING – 3 (SOLUTION) The worm thus does not have to eat  through the pages of the first and last  volumes. Last Page Shakespeare When books are on a shelf, page 1 of volume I is on the  right hand side. The last page of volume IV is on the  left. Page 1 I Solution: 900mm (2 lots of pages and 6  covers). www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 123 OPTICAL ILLUSIONS... www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 124 OPTICAL ILLUSION 1 This is the  Bunny/Duck illusion.   At first glance, what  do you see?  Now give  it some time, but do  not focus on one  certain area, and then  ask Yourself; what do I really see? Now, look  again.  You might be  surprised!!!!!! www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 125 OPTICAL ILLUSION 2 Do you see some  squares or  rectangles?  Really,  this is nothing more  than a bunch of lines  going in every which  direction, but the  way our mind  interprets these lines  are totally different!! www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 126 OPTICAL ILLUSION 3 This is probably the  most famous illusion  of all time!  Almost  everyone has seen it! What do you see at  your first glance of  this illusion!  Do you  see an old lady, or do  you see a young  women?  They are  both there!! www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 127 OPTICAL ILLUSION 5 This is probably the  hardest illusion that I  have ever seen, and I  have to say my personal  favorite!!! When you first  look at this, do you see  and old man with ivy leaves around  him, or do you see a  couple kissing?  Be  patient and give it some  time!! You will eventually  see it www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 128 OPTICAL ILLUSION 6 Do the sides of the  square appear to be  bent in? Wait, now  that is Impossible! Believe it or not, they  are as straight as they  come.  If you do not  believe me, take a straight edge  and see for yourself!!! www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 129 OPTICAL ILLUSION 8 How many ways can  you view this cube?   Is the blue side  outside the box or is it  inside? Is it on the  back of the box of is it  on the side? Examine  this cube closely, and  let the light blue side  guide you! www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 130 OPTICAL ILLSUION 9 At first glance, what do  you see‐‐Could it be the  word "liar" or is it  something more.  I  would definitely give  this one a second look!  www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 131 OPTICAL ILLUSION 10 When you look at  this, you probably  see a triangle.  There  is not one there!   The way the circle  parts are cut out,  make us think there  is a triangle there  even though there  isn’t any! www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 132 OPTICAL ILLSUION 11 Are the diagonals  parallel?  You bet they  are!  www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 133 OPTICAL ILLUSION 12 I have heard this  illusion called the  dancing elephant and several other  things.  I want you to  look at the elephants  feet and legs.  How  many are actually  there? www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 134 OPTICAL ILLUSION 13 Is this man  playing a sax, or is  there something  more here? www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 135 OPTICAL ILLUSION 14 • When you first read  this, what does it say? • A Bird In The Bush?  • If you read this more  carefully you will find  that it says A Bird In  The The Bush!!!  www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 136 OPTICAL ILLUSION 15 www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 137 THE END……DNE EHT www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg
    • 13 8 Who We Are - EDA • Executive Development Associates (EDA) has been in business since  1982 and is known across the globe for it’s C‐Suite capabilities in  coaching and top Leadership Development designs  • EDA is a pioneer and leader in creating custom‐designed learning and  executive/leadership development strategies, programs and processes  to help clients achieve their strategic objectives and win in the  marketplace • EDA works in partnership with clients to ensure that their  development efforts are successful by ensuring maximum leverage  and bottom‐line results.  • EDA has worked with many of the Fortune 100 and other leading  organizations around the world www.trainingedgeasia.com Copyright @2012 IPMA Asia Pacific www.ipma.com.sg