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Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
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Cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final

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  • 1. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 1 Prof Sattar BawanyProf Sattar Bawany CEO, Centre for Executive Education (CEE) Senior Advisor, Eduquest International Institute Managing Director, Asia Pacific of Executive Development Associates (EDA) Wednesday, 11 September 2013 President Hotel & Towers, Chennai MADRAS MANAGEMENT ASSOCIATION “Leaders Speak Series” “Result-based Leadership for Sustainability during Turbulent Times”
  • 2. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 2 Every morning in India, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death. Every morning in India, 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 Executive Development Associates Inc.) 3 About Centre for Executive Education (CEE)  Executive Education  Leadership & High Potential Development  Executive Coaching  Succession Planning  Executive Assessment 3 CEE is the Affiliate Partner of Executive Development Associates (EDA), a global leader in executive development & coaching since 1982.
  • 4. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 4 • 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. • Eduquest, a Strategic Partner of CEE, offer training programmes for a wide spectrum of capabilities, knowledge and attitudes that help every individual to become more proficient and professional in carrying out the tasks assigned to them so as to enhance their employability skills. Who We Are
  • 5. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) • CEO of Centre for Executive Education (CEE) • MD & C-Suite Master Executive Coach, EDA • Strategic Advisor, IPMA Asia Pacific • Senior Advisor & Master Facilitator, Eduquest • Adjunct Professor of Paris Graduate School of Management • Over 25 years’ in OD & HR consulting, executive coaching, facilitation, leadership development and training. • Adjunct Professor teaching international business and human resource courses with Paris Graduate School of Management • Assumed senior global and regional leadership roles with DBM (Drake Beam & Morin), Mercer Human Resource Consulting, Hay Management Consultants and Forum Corporation. About Your Key Note Speaker
  • 6. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 6 Leading During Turbulent Times
  • 7. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 7 1. Failure to meet Business Objectives (achieving Organisational Results) during such times 2. Inability to Change or Adapt During a Transition (the inability to respond quickly and flexibly to rapidly changing market conditions) 3. Problems with Interpersonal Relationships (lack of relationship management and social/emotional intelligence skills) 4. Failure to Build and Lead a Team (getting the ‘Right Person on the Bus’, ‘Wrong Person off the Bus’ & ‘Right Person in the Right Seat’) 5. Failing to make the Boss/Board/Organization's priorities a high priority when implementing strategies to meet the challenges Top Lessons on Executive Derailers during Uncertainty ot Turbulent Times
  • 8. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 8  Use intellectual as well as emotional capabilities to guide organizations through turbulent business environments towards achieving organization's results  Understand and leverage of the importance of emotional intelligence in development of leadership effectiveness and sustaining employee engagement and productivity during times of uncertainty Today’s Leadership Challenge
  • 9. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 9 Focus on Drivers of Business Results Specify and Communicate Expected Behaviors During Times of Uncertainty Collaborate with Co-Leaders on Strategy Execution Leading to Achieve Results During Turbulent Times
  • 10. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 10 Role of Leaders “Leadership is all about the ability to have impact and influence on your followers so as to engage them towards ACHIEVING RESULTS of your organisation through both Ontological Humility and Servant Leadership & Level 5 Repertoire of Leadership Styles blended with elements of Socialised Power/Social Intelligence Competencies ” (Bawany, 2013) Reference: Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, first published on 12 February 2013.
  • 11. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 11 Achieving Results During Turbulent Times • 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
  • 12. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 12 What’s Your Role During Turbulent & Uncertain Times? • The Current Realities – Times of Transition & Change • What happens to Organisations during Turbulent Times? • Response to Organisational ‘Toxic Cocktail’  Behaviour 1: Prompt and considered action  Behaviour 2: Honest and consistent communication  Behaviour 3: Emotional connection  Behaviour 4: Inspiration • The Role of HR during Turbulent Times
  • 13. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 13 Leveraging on Your Emotional and Social Intelligence
  • 14. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 14 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.
  • 15. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 15 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.
  • 16. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 17 "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
  • 17. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 18 EI and Successful Leaders  Successful leaders at all levels demonstrate a high degree of Emotional Intelligence in their role  Emotionally intelligent leaders create an environment of positive morale and higher productivity resulted in sustainable employee engagement  Critical transitional skills include EI competencies such as relationship management; cross cultural communication; effective negotiation and conflict management Bawany, S. (2010). ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Creation Publishing LLP. Download e-copy from: http://www.ipma.com.sg/publications.php
  • 18. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 19 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 butted Marco Materazzi during 2006 World Cup’s Finals Soccer Match) Amygdala Thalamus
  • 19. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 20 Leadership Styles during Turbulent Times
  • 20. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 21 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
  • 21. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 22 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”
  • 22. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 23 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”
  • 23. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 24 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”
  • 24. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 25 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”
  • 25. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 26 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”
  • 26. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 27 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”
  • 27. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 28 Impact of Leadership Styles  Leaders who have mastered 4 or more styles create the best business performance  The most effective leaders can switch flexibly between leadership styles in response to the situation  Coaching and Authoritative (most effective) along with Affiliative and Democratic & styles have a positive impact on organisational climate  Coercive & Pacesetting generally can have a negative impact on the working environment however may prove to be useful in turnaround or crisis situation Source: Goldman, D., ‘Leadership That Gets Results’, HBR, March-April 2000
  • 28. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 29 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.
  • 29. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 30 Drivers Of Performance 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
  • 30. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 31 1. Flexibility: do employees feel free to innovate? 2. Responsibility: how employees relate to organization? 3. Standards: level which are set to develop excellence 4. Rewards: are these appropriate and at market level? 5. Clarity: of mission and values 6. Commitment: to a common purpose (mission/vision) What Is Organizational Climate? Refers to six key factors which influence an organization's working environment:
  • 31. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 32 In Conclusion: Key to Success  Every company that wants to succeed during turbulent times must recognise that their leaders at every level needs support and must be in tune with external changes and can adapt to the speed and depth of those changes.  Leadership can’t be taught in a classroom alone, but developmental experiences – executive coaching, mentoring, executive education masterclasses, voracious readings – can accelerate a leader’s growth.
  • 32. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 33 http://www.youtube.com/watch?v=03o1JZ7c7gI Video on What Makes a Great Leader?
  • 33. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 34 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…
  • 34. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 35 Register For Masterclasses Now!!! • Limited Seats are still available for 2 Masterclasses jointly offered by CEE and Eduquest • “Executive Leadership That Gets Results” on Friday, 13th September 2013 • “Developing Managerial Skills for New Managers” on Saturday, 14th September 2013 • For Synopsis and further details, please contact us at: Email: info@eduquestindia.in Website: www.eduquestindia.in Mobile: +91 988 404 2200 / 988 414 2200 Telephone: +91 44 4238 2200 35
  • 35. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 36 Prof Sattar Bawany CEO, Centre for Executive Education (CEE) C-Suite Master Executive Coach, EDA Senior Advisor, Eduquest International Institute Email: sattar.bawany@ipma.com.sg Articles: www.ipma.com.sg/publications.php Slideshare: www.slideshare.net/ipma_singapore LinkedIn: www.linkedin.com/in/bawany Facebook: www.facebook.com/ipma.singapore Twitter: www.twitter.com/sattarbawany Further Dialogue on Social Media

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