CEE Key Note Presentation on "Authenticity Matters: Developing Authentic Relationships at the Workplace"

© Copyright 2018, Centre for Executive Education Pte Ltd, All Rights Reserved.
Knowledge Café Session on
“Authenticity Matters”
for
26 April 2018
Impiana KLCC Hotel, Kuala Lumpur
Key Note Speaker:
Prof Sattar Bawany
CEO, Centre for Executive Education (CEE)
Managing Director, Executive Development Associates (EDA) Asia Pacific
Adjunct Professor, Curtin Graduate School of Business (CGSB), Curtin University
CENTRE FOR EXECUTIVE EDUCATION PTE LTD
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● Tel: (65) 6789 0977 ● Fax: (65) 6789 0911 ●
● Email: enquiry@cee-global.com ● Website: www.cee-global.com ●

CEE Key Note Session on “Authenticity Matters: Developing Authentic Relationships at the Workplace” Page 2
THEME “AUTHENTICITY MATTERS”
An authentic relationship is based on truth, respect, and mutual trust. In the workplace, these qualities
are essential for effective teamwork and healthy, professional relationships. Of course, building
authentic workplace relationships takes time and continual practice. If you're seeking to improve not
only your personal relationships with others but also your professional environment, incorporating
simple, common sense practices not only achieves your goals but also improves the lives of those
around you. The key to success? Treat others as you wish to be treated yourself.
Authenticity. What is it, who is doing it well and how do we make it work for us in the workplace?
Attempts at building workplace relationships that lack authenticity can often feel contrived. When
approached by people lacking in authenticity, we may likely feel used and simply a vehicle for the
other person to achieve their business objectives. This is networking and selling at its worst.
We must own our behavior. Every action we take with regards to relationships at the workplace is
intentional. On some level, we likely know what we are doing, but may not always consider the impact
of our actions or the repercussions on our co-workers. Do we come across as givers or takers?
Authentic or fake?
As we continue to adapt to today’s ever-changing and VUCA-driven business environment, it is critical
that we challenge the fear that somehow being authentic is a bad thing as some people would have
thought. It may be uncomfortable and create some opposition in the short term from individuals not
used to it. However, practicing candor, transparency, engaging in honest and open dialogue, and
always placing our values, principles, and ethics before advancing our career or pursuing short-term
financial gain will bring us more meaningful success in every aspect of our lives, not just at the
workplace.
To develop authentic relationships at the workplace, we need to invest time in getting to know our
colleagues. Learn about their personal interests, their families and share similar information with them.
Keeping our work and personal lives separate is inherently unhealthy, yet many of us have been
trained from an early age to leave the personal stuff out of workplace conversations.
For those of us with internal client facing roles, don’t we desire to build trust and develop long-term
client relationships? The solution is to be ourselves and not an artificial version of ourselves. Get them
to view us as our real self. The payoff? An improved organizational climate with sustained long-term
relationships and increased employee engagement.
How will we know how much we should share in the workplace? Are there any boundaries?
Authenticity, when guided by prudent judgment and discretion, is always a fundamentally positive
approach to successfully building trusting relationships with our colleagues. Sharing everything about
our lives may not always be appropriate based on the situation, but not sharing anything is also the
wrong answer. Strike a balance and use good judgment.
Building effective workplace relationships is an extremely important skill for any employee. The
strength of our relationship-building skills can affect our ability to negotiate effectively, deliver projects
and meet deadlines. This ultimately results in achieving our own performance objectives.

THE IRW MODEL OF BUILDING TRUST & AUTHENTIC RELATIONSHIPS
Being able to establish TRUST is one of the most important aspects of the building authentic
relationship at the workplace. There are 3 dimensions that need to be considered (See Figure 1):
1) The apex of trust is ensuring that the INTENT of the relationship is unambiguous, free from
agenda and focused on the mutually satisfying outcomes of both parties and not that of only
your own. To achieve this, you must be able to set aside personal biases, beliefs, and attitudes
which may impact upon the co-worker. Define the boundaries of the relationship if necessary.
2) In developing the RELATIONSHIP, you must focus on the concerns of the other co-worker.
Focus on that person, rather than yourself. You must have enough self-confidence to listen
without prejudging and enough curiosity to inquire without supposing an answer. At times you
may need to subordinate your own ego. You must be motivated more by an internalized drive
to do the right thing than by your organization’s rewards or dynamics. Build the relationship
with your co-workers, based on mutual responsibility.
3) Having established a clear intent and commenced building a sound, transparent and authentic
relationship, next it is critical to being consistent and engaging with the WORDS chosen and
shared with your co-workers. You will need to demonstrate effective emotional & social
intelligence skills including active listening and empathy. You seek “first to understand”. You
will need to show candor and where necessary use creative insight and emotional courage to
say it as it is.
The correct alignment of INTENT, RELATIONSHIP, and WORD will establish and foster the growth
of TRUST and AUTHENTICITY at the workplace.
Figure 1 The IRW Model of Building Authentic Relationships

“DEVELOPING AUTHENTIC RELATIONSHIPS”
Despite society’s emphasis on individuality, the reality is that critical workplace activities and
processes today are undertaken by teams. The success of organizations can be closely linked to how
well these teams of diverse individuals perform, and it is clear that some teams truly do excel.
As illustrated in Figure 2, the following key elements collectively known as “SCORE™” have been
found to characterize high-performing teams with trusted authentic relationships.
S: Cohesive Team Strategy
C: Clear Roles and Responsibilities
O: Open Communication & Trust
R: Rapid Response
E: Effective Leadership
Figure 2 The SCORE Framework for Developing Authentic Relationships
Developing
Authentic
Relationships
of Teams
Cohesive Team Strategy
S
C Clear Roles and
Responsibilities
Effective
Leadership
E
R
Rapid
Response
O Open
Communication

High-performing trust-based teams require a complementary set of characteristics known collectively
as “SCORE” – cohesive team strategy, clear roles and responsibilities, open communication, rapid
response, and effective leadership – as outlined in Table 1.
Table 1: “SCORE” Characteristics of Teams with Trust-based & Authentic Relationships
Characteristics Descriptions
S: Cohesive
Team Strategy
 High-performing teams with a cohesive strategy will demonstrate why
they are in existence by articulating a strong, uniting purpose that is
common to all team members.
 They will describe how they work together by defining team values and
ground rules (team charter). Finally, they will be clear about what they
do by defining key result areas.
C: Establishing
Clear Roles and
Responsibilities
 Successful teams determine and clearly define individual member
roles and responsibilities.
 High-performing teams with authentic relationship realistically examine
each individual’s responsibilities in terms of personality, interest, and
ability, resulting in an accurate understanding of each member’s
accountability and contribution to the team. This will minimize potential
workplace conflicts.
O: Developing
Open
Communication
& trust
 Communication is the key component in facilitating or developing
authentic relationships at the workplace; its lack limits team success.
 Effective communication includes demonstrating active listening as
well as flexing and adapting one’s style of communication to suit the
other team members. In addition, a cohesive culture is attained when
interpersonal interactions flow smoothly and individual differences are
also respected and leveraged to enhance overall team functioning and
minimize conflicts.
R: Rapid
Response to
Decision
Making
 A high-performing team responds quickly, as necessary, to changes in
the environment, using creativity and “outside the box” thinking.
 When faced with a problem, these teams leverage on each other
strength and brainstorm possible solutions and create innovative
resolutions leveraging on cognitive readiness and critical thinking
skills.
E: Exemplary
and Effective
Leadership
 An effective team leader is able to develop authentic relationships with
the team member by adjusting his or her leadership style (situational
leadership) as necessary depending on the task at hand and the skill
level of each team member performing that task.
 The team leader also plays a critical role in raising morale by providing
positive feedback and coaching team members (managerial
coaching skills) to improve performance.

APPENDIX I: CORPORATE PROFILE OF CEE & EDA
About Centre for Executive Education (CEE)
The Centre for Executive Education (CEE) is a premier network for established human resource
development and consulting firms around the globe which partners with our client to design solutions
for leaders at all levels who will navigate the firm through tomorrow's business challenges. CEE has
established strategic partnerships with International Professional Managers Association (IPMA) and
Executive Development Associates (EDA) as well as a network of Affiliate Partners across the globe.
CEE faculty, consultants, and executive coaches are highly credentialed with extensive experience to
help managers and executives who are being positioned for future career growth. They are authors,
leaders, and each possesses an enormous passion for the success and growth that executive
development and coaching can bring to our participants.
CEE suite of executive development programs includes talent management & succession
planning, management & leadership development, executive coaching, CEO and board mentoring
and advisory services. CEE together with our Strategic and Affiliate Partners helps corporate leaders
and small business owners optimize their performance and accomplish strategic business objectives.
To maintain competitive advantage and sustain success in a fast-changing business environment, we
believe organizations must identify, nurture, and prepare the next generation of high-performance
leaders for excellence. To this end, our programs are designed to equip these leaders to support
growth, execute change, and develop people to build high-performance organizations - leading to
increased productivity, exceptional business results, and greater profitability.
CEE Value Proposition
Companies are increasingly investing in executive development capabilities among their leaders to
maintain a competitive advantage in an increasingly complex and hypercompetitive global business
environment. Extensive published research including those from the Conference Board CEO
Challenges Survey, strategy execution has been consistently found to be the #1 priority for CEOs and
Business Leaders. Other published research has found that leading organizations have successfully
linked their executive development programs to achieve strategic results.
Today, the human resource development & consulting space is full of successful firms and talented
people. What makes us different? We believe that what sets us apart is our use of insights to create
maximum impact for our clients. For us, three words capture this distinctiveness: insight, impact, and
trust. These words describe a virtuous circle that articulates the essence of our work.
CEE collaborates with clients, adapting various organizational development approaches to their
specific business contexts. We design and implement tailor-made learning and organizational
development strategies that greatly improve our client's performance, increase market value and
enhance organizational capability.
We develop insight into what drives value creation and competitive advantage in our clients'
businesses. Then, we work closely with our clients to convert insight into concrete strategies and
tactics. The implementation of insight has high impact in the form of value created for our clients.

APPENDIX I: CORPORATE PROFILE OF CEE & EDA (CONTINUED)
About Centre for Executive Education (CEE)
When we deliver impact repeatedly, we earn their trust and build lasting relationships that serve as a
platform for deeper insight and ever-greater impact.
CEE global network of talent management and leadership development consultants and executive
coaches has a strong commitment to partner with our clients and participants towards achieving their
success.
For details and listing of CEE Directory of Executive Development Programs, please visit
www.cee-global.com/program-directory/
For Testimonials from CEE Global Clients on Leadership Development Workshops, please visit:
www.cee-global.com/testimonials/
About Executive Development Associates (EDA)
CEE is a Strategic Partner of Executive Development Associates (EDA) which is
established in 1982. EDA is a leader in creating custom-designed executive
development strategies, systems, and programs that help organizations build the
capabilities needed to achieve their strategic objectives.
Executive Coaching is one of EDA’s Best-Practice Solutions that delivers a one-
on-one growth and development opportunity and produces real business results in a short period of
time. EDA customizes coaching to meet the individual’s specific needs and matches the leader with
the most appropriate coach.
EDA also strategically links the coaching goals to the organization's business strategies. Executive
Coaching facilitates individual learning and development for leaders in order to increase the velocity
at which business results are achieved. In all of our executive coaching engagements, a collaborative
partnership is created between the executive (coachee), the organization, and the executive coach.
Executive Coaching Services
 Coaches for C-Suite Executives: CEOs and direct reports.
 Coaches for Executives and Leaders all the way down the leadership pipeline.
 Embedded coaches in internal action learning, high-potential or executive development
programs to gain real-time exposure of executives.
 Coach-the-Coach Internal certifications for internal or external coaches for a specific
organization. This ensures that coaching across the organization is aligned with the business'
strategic objectives and the coaches all follow a similar process.
 Design and coordination of organization-wide executive coaching programs to ensure
an effective use of the company’s resources. Coaching levels are assigned to pre-set
investment amounts. Coaches are chosen and trained in the various processes are set for
decision-making, tracking, and reporting of development metrics.

APPENDIX II: CEE MASTER FACILITATOR’S & MASTER EXECUTIVE
COACH PROFILE – PROF SATTAR BAWANY
Professor Sattar Bawany is Chief Executive Officer of the Centre for
Executive Education (CEE).
He is also the Managing Director as well as Master Executive Coach &
Facilitator with Executive Development Associates (EDA) in the Asia Pacific
region.
Prof Bawany is also concurrently the Strategic Advisor & Member of
International Professional Managers Association (IPMA) Board of Trustees
and Governing Council.
He is currently the Adjunct Professor and member of the International
Advisory Board of Curtin Graduate School of Business (CGSB), Curtin
University and Adjunct Professor of Strategy with the Paris Graduate School of Management (PGSM).
Prof Bawany is an Adjunct Faculty of Harvard Business School Publishing who partners with clients
to create world-class leadership development solutions for managers at all levels in global
organizations and governments. He is a member of the Duke Corporate Education (CE) Global
Learning Resource Network (GLRN).
Prof Bawany was also the immediate past Co-Chair of the Human Capital Committee of the American
Chamber of Commerce in Singapore (AmCham Singapore). He is also a member of Frontier Strategy
Group’s Expert Advisory Network (EAN) for Human Capital and Talent Management issues in the
Asia Pacific advising CEOs and CHROs of global and regional organizations.
He has over 25 years’ international business management experience, including 15 years in executive
coaching, group facilitation, and leadership development and training with global management
consulting firms. In addition to his business and consulting career, Prof Bawany has over 10 years of
concurrent academic experience as an Adjunct Professor teaching senior executives international
business strategies and human resource courses at various leading universities.
Prof Bawany has assumed various senior management roles including that of Managing Director and
Talent Management & Executive Coaching Practice Leader for DBM Asia Pacific. He was also the
Global Information Services (GIS) Business Unit Leader with Mercer HR Consulting. Prior to joining
Mercer, he was the Head of Hay Learning Services and Senior Consultant of Organisational
Effectiveness/Leadership Development with The Hay Group. He has also assumed senior leadership
roles in business development and consulting with The Forum Corporation and Mercuri International
with a focus on leadership development, customer service excellence and sales force effectiveness.
Prof Bawany’s passion for people and culture is about creating an environment where employees are
valued and emotionally engaged in the business. He has successfully worked with an extensive
number of public and private organizations regionally and internationally specializing in people and
culture through transformational change, starting with the ‘end’ in mind!

COACH PROFILE – PROF SATTAR BAWANY (CONTINUED)
He is an experienced facilitator and has spent many years developing leadership capability through
the delivery of structured talent management, leadership development programs including executive
coaching.
He is especially skilled at helping executives work through leadership transition issues, whether
individually or systemically. As a seasoned coach, he truly cares about others, listens with an open
mind, and adds value in unexpected ways. His approach to executive coaching encourages new
insights into the key capabilities and unique strengths needed to sustain practical behavioral change
over time, resulting in the executive’s enhanced self-awareness, better decision making, and
continuous performance improvement.
Prof Bawany is an astute advisor to executives who need to know how they are perceived and want
to focus on what is most important in their professional and personal lives. He has coached a range
of leaders, from CEOs to senior vice presidents, and high potential managers. His current work in
organizations focuses on encouraging individual initiative and leadership from a systemic perspective
in order to achieve clearly defined business results. His specialty is effectively linking people
processes to business outcomes.
He is a Key Note Speaker at international and regional Conferences, Workshops and Masterclass on
the following themes: Talent Management; Executive Leadership Development, Employee
Engagement and Managing across Generational Gap, Strategic Human Resource Management, and
Talent Management & Succession Planning.
He is an accomplished Author with a Chapter on “Maximizing the Potential of Future Leader” in the
Book “Coaching in Asia the First Decade”. He has published extensive series of articles on
topics/themes such as Talent Management, Leadership Effectiveness, Strategic HR/OD, Career
Management and Executive Coaching in the “The Straits’ Times”, “Singapore Business Review”,
“Today’s Manager” and “Human Capital” magazine. He has also appeared regularly on MediaCorp’s
Radio’s 93.8FM Live as a studio guest.
He is a Graduate of Corporate Coach U and a Licensed Coaching Clinic Facilitator. He is certified in
the administration and application of various psychometric instruments including the Myers-Briggs
Type Indicator™ (MBTI), Bar-On EQ 360™ and EQ-i™. He is also certified in the administration and
application of the MRG’s suite of instruments including “Leadership Effectiveness Analysis™” (LEA
360 Assessment tool) and “Strategic Leadership Development”. He is also accredited in the
administration and application of the Benchmarks®
and Skillscope®
Profiling Instruments.
He holds an Executive MBA and a Bachelor of Business Administration (Marketing). His Doctoral
Research is on “The Impact of Executive Coaching on the Personal & Professional Development of
Leaders”.
Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The
Chartered Institute of Marketing (CIM). He is a Professional Member of the Society for Human
Resource Management (SHRM) and the Chartered Institute of Personnel and Development (CIPD).
He is also a Practicing Member of the International Coaching Federation (ICF) and International
Association of Coaching (IAC).

Current Professional Appointment:
 Chief Executive Officer, Centre for Executive Education (CEE)
 Managing Director & Master Executive Coach, EDA Asia Pacific (EDA)
 Strategic Advisor of International Professional Managers Association (IPMA)
 Adjunct Faculty with Harvard Business School Publishing Corporate Learning (HSBP)
 Faculty Member of Duke Corporate Education (CE) Global Learning Resource Network (GLRN)
Past Professional Appointment:
 Adjunct Faculty & Executive Coach of ICLIF Leadership & Governance Centre
 Senior Advisor & Adjunct Practice Leader, Talent Management of Cegos Asia Pacific
 Managing Director and Talent Management Practice Leader, DBM Asia Pacific
 Head of Transition & Executive Coaching Practice, DBM Asia Pacific
 Business Leader, Global Information Services, Mercer HR Consulting, Asia Pacific
 Head of Learning Services & Senior Consultant Organisational Effectiveness and Management
Development (OEMD), The Hay Group, Asia Pacific
 Head of Business Development, Forum Corporation, Asia Pacific
 Senior Consultant, Sales, Service & Leadership Development, Mercuri International
Education/Accreditations:
 Adjunct Professor, Curtin Graduate School of Business, Curtin University
 Adjunct Professor, Paris Graduate School of Management (PGSM)
 MBA, Golden Gate University, San Francisco, California, USA
 BA, Business/Marketing, Curtin University of Technology, Perth, Australia
 Graduate of Corporate Coach University and Licensed Coaching Clinic Facilitator
 Myers-Briggs Type Indicator™ (MBTI)
 Extended DISC® Team Analysis and Communication Profiling
 Hogan Suite of Assessments for High Potential Leaders
 Bar-On EQ 360™ and EQ-i™ Certifications
 MRG Leadership Effectiveness Analysis™ (LEA) 360 Assessment
 Centre for Creative Leadership (CCL) Benchmarks® and Skillscope® Assessments
Professional Affiliations:
 Member of International Advisory Board for Curtin Graduate School of Business (CGSB)
 Member of the Board of Trustees of the International Professional Managers Association, (IPMA)
 Past Co-Chair of Human Capital Committee of American Chamber of Businesses in Singapore
 Fellow of International Professional Managers Association (IPMA)
 Fellow of The Chartered Institute of Marketing (CIM)
 Professional Member of Society for Human Resource Management (SHRM)
 Professional Member of Chartered Institute of Personnel and Development (CIPD)
 Practicing Member of International Coaching Federation (ICF)
 Practicing Member of Asia Pacific Alliance of Coaches (APAC)

Brief on Selected Leadership Development Assignment:
1. The Client is a leading global pharmaceutical firm which has achieved rapid growth through
mergers and acquisitions (M&A). While M&A was great for the organization, it was challenging
for the employees with new roles and responsibilities, new reporting structures and new
expectations. Successfully incorporating merged and acquired employees meant getting
everyone to feel part of the company’s newly forged customer-centric culture. The "ART"
(Accelerating Role Transition) Program was implemented with the employee-driven process
for new and transitioning employees; the organization capitalized on the culture and built
respect through clear communication between employees and their managers. The
organization now includes it in the onboarding program for new hires at all levels and has made
it available to all employees changing jobs within the company. As a result, in contrast to many
mergers and acquisitions, which show signs of clashing cultures and slow pay-offs, the
employees of this firm score high on employee engagement and climate survey and the
leaders have quickly “settled in” to new responsibilities to deliver results – fast.
2. The Client is a high-performing, global informational technology firm where the senior
leadership team had set ambitious growth goals that rested on Corporate Values. Managers
at all levels across the globe are required to align their day-to-day decision making with the
values and inspire the workforce to do the same. Working with key leaders, the most effective
approach was established for achieving these results in the organization's culture. The solution
implemented includes a customized “Values-based Leadership” workshop which was
designed to create buy-in to a values-driven culture, help managers connect their personal
convictions with the organization’s values and prepare them to build their team’s commitment
through compelling communications. The second phase includes an executive coaching
program for managers and a values alignment process for individual contributors. As a result,
the senior executive team and all managers lead in communicating and modeling the
company’s values.
3. The Client is an Asia Pacific Regional Operations of a Global Financial Services Firm which
was expanding and adapting to increasingly competitive market conditions following the Global
Financial Crisis in 2008-2009. In this intensely hypercompetitive and fast-moving environment,
the firm understands that there is one factor that keeps the company ahead - the commitment,
creativity, and energy of its people. They wanted a radical new focus for the leaders at all
levels which would drive the results through engagement of the employee in a manner which
will capture the very spirit of the company and act as a motivational, inspiring force. Using
these principles and partnering with the firm, the “Leadership That Gets Results” (LTGR), a
high-performance leadership development program was designed and delivered. As a result,
the LTGR program has created new levels of co-operation and trust that has flourished across
the various business units of the company. Managers have become more energized and
motivated to take positive action and their new commitment has been cascaded through the
entire company. The managers were then ready and able to shape the future success of the
company and steered the firm towards achieving its Corporate objectives and sustainable
business results.

Brief on Selected Executive Coaching Assignment:
1. The coachee is an international assignee in the Asia Pacific for the first time and has a lack of
international management and cross-cultural experience. It was decided by the sponsor that a
proven coaching process and the senior level international experience of the coach was a
valuable additional investment to complement internal processes. Over a six-month period,
the executive identified and began to develop a leadership style which would enable him to
move onto yet more senior levels, avoiding the derailment that so many high potentials
executive experience. A high potential and very marketable executive with cross-cultural
experience was subsequently promoted to a global leadership role.
2. The senior leaders of a high growth software organization were exceptionally bright but lacking
in leadership skills. A framework for executive coaching engagements was established for the
senior leadership team. Determining individual strengths and areas for improvement was the
first critical step. The participating executives (coachees) were assessed on two critical scales:
business competence and personal connection. With those results as a baseline, interviews
with each executive’s direct reports were conducted. That data, combined with the Coach’s
observations, formed the basis for very specific, tailored 6-month, one-on-one executive
coaching engagements. As a result of the team coaching engagement, the executive
management team developed a common language to discuss business strategy, goals, and
organizational culture issues.
3. The coachee is a successful business leader but is perceived by the Regional President &
CEO as not ready for the transition to the role as Country Head. There was a need for the
coachee to shift from being an individual contributor to becoming a team player and leader.
Her achievements would need to come through the involvement of others' ideas and opinions
and by learning to balance the issues of her boss as well as peers and subordinates. At the
end of the 6-months coaching engagement, positive change in the executive's leadership style
was perceived at all levels of the organization. Key sensitive strategic alliances were
successfully negotiated, resulting in considerable new and sustained relationship with
members of the country executive team, which is critical for the client towards her goal of
assuming the role of Country Head in the near future.
4. A highly successful marketing professional in a pharmaceutical firm develops better leadership
skills and understanding of teamwork. Within six months of the onset of the coaching
experience, the client's behavior and leadership style had grown substantially and
sustainably. Her retention record for key accounts and staff improved.
5. Project Management Director for a technology start-up company was struggling with gaining
consensus on project management goals and on-time delivery of products. Achieved
unanimous agreement over difficult issues within cross-functional areas. Executive became
more confident and engaged in handling challenging project assignments.

APPENDIX III: SELECTED CLIENT TESTIMONIALS

APPENDIX VII: SELECTED CLIENT TESTIMONIALS

For other CEE Clients’ Testimonials, please visit: www.cee-global.com/testimonials/

CEE Key Note Presentation on "Authenticity Matters: Developing Authentic Relationships at the Workplace"

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