Marcus Evans Workplace & Organisational Psychology Conference, KL Considering different leadership and management styles to adopt what is best for your organisation in today’s working environment * Specifying set competencies as guidelines for effective leadership * Designing individual effective leadership development programmes to groom next generation leaders within your company * Utilising “Real leaders eat last” and other unconventional concepts for leading staff in the new millennium

1. REAL LEADERS EAT LAST… The Psychology of Leadership in the New Millennium Case Studies, Concepts and Debatable Ideas Kenny Ong CNI Holdings Berhad

4. THE NEW LEADERS Concepts for Leadership in the new millennium

5. THE NEW LEADERS Why and How?

6. Why are ‘New’ Leaders required? BUSINESS changes PEOPLE changes PROBLEM changes

7. The New Leaders 1. Situational 3. Character 2. Role

8. THE NEW LEADERS Situational

9. The New Leader’s Situations Business People

12. Leaders vs. Business Model: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com

15. Leaders vs. Business Model: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com

16. Leaders vs. Business Model: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com

17. Business Situations vs. HRM Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer ‘ Change’ mgmt Reduce Fat Continuity Everyone Happy Innovation Acquire Profits Build momentum Sales Cash Flow Talent Mgmt Stack R&D Early wins Slow Down HR Costs Top Talent focus Stack Sales Increase attrition Motivation

19. Business Situations vs. HRM and their impact on C&B Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer ‘ Change’ mgmt Reduce Fat Continuity Everyone Happy Innovation Acquire Profits Build momentum Sales Cash Flow Talent Mgmt Stack R&D Early wins Slow Down HR Costs Top Talent focus Stack Sales Increase attrition Many times, you need a different CEO/Leader/Management Team for each business situation

20. Leaders vs. People Situations Supportive Directive Low High High S2 S1 S4 S3 D1 D2 D3 D4 Unable Unwilling Unable Willing Able Unwilling Able Willing

21. Leaders vs. People Situations Supportive Directive Low High High S2 S1 S4 S3 S1: TELLING Specific Directions Close Supervision D1 D2 D3 D4 Unable Unwilling Unable Willing Able Unwilling Able Willing

22. Leaders vs. People Situations Supportive Directive Low High High S2 S1 S4 S3 S2: CONSULTING Explain Decision Solicit Suggestion Direct Tasks D1 D2 D3 D4 Unable Unwilling Unable Willing Able Unwilling Able Willing

23. Leaders vs. People Situations Supportive Directive Low High High S2 S1 S4 S3 S3: PARTICIPATING Collaborative Decisions Support Tasks D1 D2 D3 D4 Unable Unwilling Unable Willing Able Unwilling Able Willing

24. Leaders vs. People Situations Supportive Directive Low High High S2 S1 S4 S3 S4: DELEGATING Turns over Decisions & Responsibilities for Tasks D1 D2 D3 D4 Unable Unwilling Unable Willing Able Unwilling Able Willing

25. Leaders vs. People Situations www.myCNI.com.my www.OOBEY.com Veterans (Pre-Boomers) 1934-1945 Boomers 1945-1960 Gen X (Cusper, Buster) 1960 - 1980 Gen Y (Millennials, Netster) 1980+

27. THE NEW LEADERS Role

28. The New Leader’s Role Reverse Pyramid Influence

29. The Reverse Pyramid Top Mgmt Managers Frontline Customers Customers Frontline Leaders Top Mgmt

32. Influence and Character Love/Fear Trust Credibility Respect

34. THE NEW LEADERS Character

36. The New Leader’s Character Rights & Counter Rights Contradictions

43. GROOMING LEADERSHIP Designing effective leadership development programmes to groom next generation leaders within your company

44. GROOMING LEADERSHIP Indentifying Your Leaders

49. Evaluating Potential? POTENTIAL EVALUATION 1. Capacity 2. Competencies 3. Culture

51. Full Cycle Strategy Business Strategy OJT, Mentoring, Big-5, LP, PDP, SDP, Projects, P/P Grid, SP Table, PDP, Premium, Q12, C&B , ACDP, SCL, Transfers, Events, Recognition P/P Grid, Q12, PA, SDP, SP Selection Development Motivation Evaluation

52. GROOMING LEADERSHIP Leadership Competencies

53. Leadership R.D.A.

57. The Seven ‘Life’ Skills www.myCNI.com.my www.OOBEY.com “ Skills essential for participation in adult life”, Queensland Studies Authority 1994, 1998, 1999 7. Technology 6. PS & DM 5. Math Techniques 4. Working with Others 3. Planning & Organizing 2. Comm & Influence 1. Information Mgmt Life Skills

58. GROOMING LEADERSHIP Leadership Development

59. Grooming Leaders Classroom Reward/Promote O.J.T One-on-one Role Modeling

60. Law of Excess and Moderation “ The Good things that the leader does in excess, the followers will do in moderation. The Bad things that the leader does in moderation, the followers will do in excess.” John C. Maxwell

66. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/