Cee presentation at snef the art of productivity leadership seminar 18 jan2013

SNEF Business Leaders Seminar
THE ART OF PRODUCTIVITY LEADERSHIP
World’s Best Practices in Rapid Productivity Growth
Prof Sattar Bawany
CEO, Centre for Executive Education
Strategic Advisor, IPMA Asia Pacific
Master Executive Coach, EDA Asia Pacific

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 Deer?
SNEF Business Leaders Seminar - The Art of Productivity Leadership© 2013 Copyright, Centre for Executive Education 2

TheThe RAT Personality Exercise
© 2013 Copyright, Centre for Executive Education 3SNEF Business Leaders Seminar - The Art of Productivity Leadership

The
S
C
O
P
E
HARE
HALLENGE
PEN MINDED
LAN CHANGES
NJOY OURSELVES
S.C.O.P.E. Approach
4© 2013 Copyright, Centre for Executive Education 4SNEF Business Leaders Seminar - The Art of Productivity Leadership

 CEO of Centre for Executive Education, Strategic Advisor
with IPMA & Master Executive Coach with EDA Asia Pacific
 Over 25 years’ international business management in
executive coaching, facilitation, HR & OD consulting;
leadership development and training
 Adjunct Professor with PGSM teaching international
business strategies and human resource courses
 Assumed previous senior leadership roles with DBM Asia
Pacific, Mercer Human Resource Consulting, The Hay
Group and Forum Corporation
 IPMA Singapore is the Master Licensee for the ‘Scores on
the Board™’ Productivity & Engagement System developed
by Bill Lang/The Human Performance Company
About Your Workshop Facilitator
5© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership

Agenda
• Some Definitions
• Incremental versus Rapid Profitable Growth
• 4 Core Best Practices and Some Tools
• Proven Framework for Sustaining Productivity
• Questions
6
ee
© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership

Some Definitions
• What is productivity?
“Being productive means creating maximum value
out of limited resources with by:
- same value from fewer resources
- more value from same resources
Singapore businesses cannot expect to save costs
by employing more lower cost workers. We must
utilise resource efficiently, develop new markets
and innovate”
Mr Lee Hsien Loong, Singapore’s Prime Minister
28th July 2010 SNEF 30th Anniversary Summit

Some Definitions
• What is innovation?
“…Spotting unmet needs, designing products and
services to meet them, acting fast to exploit first mover
advantages, innovation also means coming up with
novel business models, new uses for a product,
unusual ways of selling a service… Innovation is
primarily a function of talent and culture…Providing
employees with space for their creativity, to draw their
raw ideas into commercially profitable schemes..”
Mr Lee Hsien Loong, Singapore’s Prime Minister
28th July 2010 SNEF 30th Anniversary Summit
SNEF Business Leaders Seminar - The Art of Productivity Leadership© 2013 Copyright, Centre for Executive Education 8

Agenda
• 4 Practices and Some Tools
• Questions

Rapid versus Incremental
Productivity Growth
• Incremental is the every day, basis point by
basis point, improvement in cost inputs
operational efficiency, customer preference,
profitability measures… Single digit p.a.
• Rapid in breakout growth, double digit
improvement
Many off the shelf solutions available:
• AOM, 6 Sigma, Lean – Kaizen, most Process
Reengineering Initiatives

Some Rapid Examples

Agenda
• Knowing Customers Better Than Themselves
• Uncovering Competitors Blind Spots
• Unleashing Employee Minds and Hearts
• Transforming Your Leadership Style and Performance
• Questions

Knowing Customers
Better Than Themselves
• Customers are Humans
• Feelings and urges drive much behaviour
• Difficult to say what we want/Easy to say
what we don’t want.. Understand Their
Horror Stories
• “Living a Day in their Life, Week, Month”
generates true insights

LA Times Article on Honda

Tokyo’s famous crowded
trains and Sony Walkman

No Mirrors, Men,
Makeup and Models

Creating Blue Ocean –
Key Principles
17
Buyer utility
Is there exceptional buyer
utility in your business idea?
Adoption
What are the adoption hurdles in actualizing
your business idea?
Are you addressing them up front?
Price
Is your price easily accessible to the mass of
buyers?
Cost
Can you attain your cost target to profit at
your strategic price?
YES
YES
YES
YES
No  Rethink
No  Rethink
No  Rethink
No  Rethink

Group Exercise 1 -
Blue Ocean Idea Index
18
Identify a Product/Service idea that you have in
mind and review against the factors below and
appoint a Spokesperson to present on Flipchart:
A* B* C*
Utility Is there exceptional utility? Are there
compelling reasons to buy your offering?
Price Is your price easily accessible to the
mass of buyers?
Cost Does your cost structure meet the target
cost?
Adoption Have you addressed adoption hurdles up
front?
* A refer to your Company and B & C are your leading competitors
Duration:
15 Minutes

Agenda
• Questions

Uncovering Competitors
Blink Spots
• What industry are you in?
• Who are current competitors?
• What do their strategies and culture blind
them to?
• What did they miss from other industries?
• Customer Solutions versus Components of
a solution

21
The Four Actions Framework
Source: Kim and Mauborgne. Blue Ocean Strategy. Harvard Business School Press. 2005

The Four Action Framework
and ERRC Grid
22
• There are 4 key actions can be used in Blue Ocean Strategy
to get rid of the competition and provide extraordinary added
value
• The eliminate-reduce-raise-create grid pushes companies
not only to ask all four questions in the four actions
framework but also to act on all four to create a new value
curve
• By driving companies to fill in the grid with the actions of
eliminating, reducing, raising, and creating, the grid provides
four immediate benefits: it pushes them to simultaneously
pursue differentiation and low costs; identifies companies
who are only raising and creating thereby raising costs;
makes it easier for managers to understand and comply

Example: Apple and iPod
- Customer Solution
• 30,000,000 iPhone sales figures, 1.8 billion apps downloads, 75,000 apps available,
iTunes 9, 100 million accounts with credit cards, 8.5 billion songs sold
MP3 Player – 73.8% of the market, followed by 18 percent held by “other” SanDisk at
7.2% and Microsoft at 1.1% share.
• 50% of new iPod sales are to new customers (didn’t previously own one) and the total
number of iPod sales is closing in on 225 million units.
The fastest growing model iPod Touch, 20 million units since it was unveiled 2 yrs ago.
This means that 40% of the “iPhone platform” is accounted for with the iPod Touch (20
million sales for Touch, 30 million sales for iPhone)
“Apple could be on the cusp of claiming the crown as the world’s leading in pocket
gaming,” referring to the use of an iPod Touch as a portable game device:
- PlayStation Portable has 607 games
- Nintendo DS has 3.680 games
- 21,178 games are now available from the Apple App Store

iPod delivered superior value
and a superb buyer experience

Video on “Start With Why”
1st Business Principle
• 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
25
“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/
http://www.youtube.com/watch?v=qp0HIF3SfI4
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html

Group Exercise 2 –
Developing the “Golden Circles”
26
• Using Simon Sinek’s powerful model of the 3 Golden Circles
(WHAT – HOW – WHY), developed a compelling value
proposition for the new innovative idea of product or services
that your Group have discussed earlier during Exercise 1
• Articulate clearly the golden circles: WHAT – HOW – WHY
(middle of the circle) of the said new innovative idea of
product or services
• Appoint a Spokesperson to present on a Flipchart
• Duration: 10 Minutes

Agenda
• Questions

Unleashing Employee
Minds and Hearts
• What does productivity mean to your
employees?
• Why do employees think/feel the way they do?
(life experiences, especially very emotional ones)
• How do employees learn skills versus knowledge?
• How can leaders create the culture to “unleash
hearts and minds”?
28
“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

Engagement Loyalty Profit
Stay
Say
Strive
Stay
Say
Pay

Positive
Keeps
up-to-date
Believes
Wants to
and does
Reliable,
extra mileIdentifies
Respects
and helps

What gets you and others
engaged at work?

Opportunity
Voice
Involvement
Listened to
Well being
Good ideas
Valued

Southwest Background
• largest airline in the world by number of passengers carried
• the third-largest passenger fleet of aircraft among all of the world’s
commercial airlines
• one of the world’s most profitable airlines, posting a profit for the 37th
consecutive year in January 2010
• business model involves flying multiple short, quick trips into the secondary
(more efficient and less costly) airports of major markets, one aircraft type,
the Boeing 737
• adopted the first profit-sharing plan in the U.S. airline industry in 1971
• employees own about 10% of the company stock
• the airline is about 87% unionized
• in order to maintain good working relationships and prevent finger pointing
between departments, Southwest employees have shared goals and each
job involves aiding others whenever necessary

Southwest 11 Attitudes
1. Employees are #1
2. Think small to grow big
3. Manage in good times for the bad times
4. Irreverence is OK
5. OK to be yourself
6. Have fun at work
7. Take competition seriously, but not yourself
8. Difficult to change a person’s attitude, so hire for attitude and train for skill
9. Think of company as a service organisation that happens to be in the
airline business
10. Do whatever it takes
11. Always practice the Golden Rule

Video: Southwest Airlines

Agenda
• Questions

Transforming Your Leadership
Style and Performance
• What leadership styles underpin Rapid
Productivity Growth?
- Seeing things differently, leave behind old mind-sets
that limit what is possible
- From “Business-as Usual” to “Living the Future Now”
- Requires A New Shared Vision
- Harness energy from insight, inspiration
and intentionality

Which People First and How?
• To Transform the Business you must Transform
the People
• To Build the Business you must Build the People
• To Grow the Business you must Grow the People
• Leaders First –Authentic, Open, Always
Learning, Coaching, Role Modelling
• Rapid Skill Building: Leverage Neuroscience and
Systems Learning in the Job versus Classroom

Fresh Ideas A
N
T
S
utomatic
egative
hought

Neuroscience has discovered that our
brain’s design makes it sociable,
inexorably drawn into an intimate brain-
to-brain linkup whenever we engage
with another person.
That neural bridge lets us impact the
brain—and so the body—of everyone
we interact with, just as they do us.
Even our most routine encounters act as
regulators in the brain, priming
emotions in us, some desirable,
others not.
41
Emotional & Social
Intelligence

Source: Social Intelligence, Daniel Goleman 2006
Neuroscience clearly demonstrates that
emotions are contagious
“When someone dumps toxic feelings on us
they activate in us the same circuitry for the
same distressing emotions… we catch
strong emotions like we catch a cold”
“Everyone in a given workplace
(colleagues and customers) contributes
to the emotional stew, the sum total of the
moods that emerge as they interact
throughout the workday”

43
Leading and Engaging
Your Workforce
• Profitability
• ROI
• Cost Optimisation
• Employee Satisfaction
• Employee Loyalty
• Company Policies
• Rewards and Flexibility
• Culture, Espirit De Corps
• EQ/EI Competencies
• Managerial Skills
• Leadership Styles
Organisational Results
Employee Engagement
Organisational Climate
Leadership Effectiveness
Customer Loyalty
• Customer Satisfaction
• Service Value/
Relationship
Bawany, S. (2011) “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational Workforce” published by
Singapore Business Review, 1st November 2011. http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0

Engaging a Multigenerational WorkplaceEngaging a Multigenerational Workplace
page 45
45
EI Mini Quiz
Important Note: The purpose of the following short quiz is to provide
you with an introduction to Emotional Intelligence (EI). The results
you get from this quiz are NOT a comprehensive picture of your EI.

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.
page 46

Answer for Scenario 1
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.
page 47

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?
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.
page 48

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.
The Racist Joke:
page 49

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.
page 50

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)
The indecisive Baby Boomer Employee:
page 51

Agenda
• Questions

Simple
Systems
Work

“The art and science of engaging yourself
and others….
your Colleagues, Teams, Partners
and Customers”
Comprises a philosophy, practices, systems and skills to drive profitability &
productivity through sustaining employee and engagement
54
EngagineeringTM
Source: White Paper on “Engagineering: The secret to unlocking your full potential” by Bill Lang, 2009

EngagineeringTM strategy implemented
the Harvard Framework
Engaged
staff
Engaged
customers
Higher
Profits &
Productivity
• From measurement systems to leadership and people development
system
• Create value for customers through understanding customers’
emotional realities, product expectations and then pleasantly
surprising them with Results + Experience, not simply price
• Create value for staff through increasing their feelings of
involvement and being valued.

© 2013 Copyright, Centre for Executive Education
In every organisations 2 types of engagement
drive company growth, productivity and profit
Value to
Employees
Customer
loyalty
Customer
Engagement
Value to
Customer
Improved
productivity
Employee
retention
Employee
Engagement
Revenue
growth
Profitability/
Productivity
56
Adapted from: Heskett, James L., Jones, Thomas O., Loveman, Gary W., Sasser, W. Earl, and Schelsinger, Leonard A. "Putting
the Service Profit Chain to Work", Harvard Business Review, (March-April 1994) 164-174
SNEF Business Leaders Seminar - The Art of Productivity Leadership

Scores-on-the-Board (SOTB)

Leader Transformation In The Job
- Engagement up 44%
- Absenteeism down 60%
- Attrition down 60%
- Costs down 25%
- Customer Satis. up 15%
- Sales up 30%
- Profits up 50%

Awards
Best Large Contact Centre in the World
Gold Medal
Innovation in People Development UK
Clydesdale & Yorkshire Bank
59
Refer to Handout for Case Study

Scores on the Board – the book
http://www.scoresontheboard.com/
60
Resource

Larry Bossidy
Former CEO of Honeywell
Co-Author, ‘Execution: The Art of Getting Things Done’
“To put it simply and starkly; if you don’t
get the people process right, you will
NEVER fulfill the potential of your
business.”
Conclusion

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…….
© 2012 Copyright, IPMA Asia Pacific 62SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership

Prof Sattar Bawany
Master Executive Coach & Facilitator
Email: sattar@ipma.com.sg
Website: www.ipma.com.sg
Website: www.scoresontheboard.com
Facebook: www.facebook.com/ipma.singapore
LinkedIn: www.linkedin.com/in/bawany
Twitter: www.twitter.com/sattarbawany
Social Networking Contacts

Cee presentation at snef the art of productivity leadership seminar 18 jan2013

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