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Leadership Engagement 2017 focus includes leading in a volatile, uncertain & complex world in the midst of building high
performance and result-driven organisations. How should individuals and organisations best prepare for expanding and
innovating, coping with faster rates of change and greater uncertainties, and building leadership teams and organisational
architectures that are competitive and sustainable? This experiential workshop will present a proven approach to drive
bottom-line results using Result-Based Leadership (RBL) Framework - a simple yet powerful 5-Step approach towards
achieving organisational results.
L E A D E R S H I P
16 & 17 January 2017 l Sheraton Imperial Hotel Kuala Lumpur
“It is evident that conventional leadership development practices are
no longer adequate. Organisations globally need to incorporate the
next generation leadership competencies in order to address the
development needs of their rising leaders. This expanded group of
upcoming leaders need to have a broader skillset, one that equips
them to think and act globally in a VUCA business environment.
They must do so while embracing cross-cultural diversity and
cultivating collaborative relationships within and outside their walls.
These are the hallmarks of the mind-set needed to develop effective
Prof Sattar Bawany (2016) Co-Author Of ‘2016 Trends in Executive
Development: A Benchmark Report
This highly intensive and experiential workshop combines proven-in-action techniques with peer interaction helping the
● Understand the importance of leadership effectiveness towards organisational success in a hypercompetitive world
● Understand the repertoire of leadership styles that can impact employee engagement
● Understand & apply the best practices to impact and influence employees to achieve performance goals and enhance
organisational climate within an ambiguous business environment
● Leverage on the Emotional & Social Intelligence competency framework to develop leadership effectiveness
● Learn how effective leadership can influence behaviour, goals, decision–making
● Develop a SMART Individual Leadership Development Plan
Leveraging Practical Tools & Proactive Approaches for Challenging Times
• B Braun Medical
• ANZ Bank
• Financial Times
• Prasarana Malaysia
• Epic Gas
• Mundi Pharma
• Marina Bay Sands
• Stanley Black & Decker
• MRT Corp
Centre for Executive Education (CEE)
International Professional Managers Association (IPMA)
International Professional Managers Association (IPMA) is a not-for-profit professional member organisation
whose mission is to provide practicing Managers with the opportunity to participate and to be part of the
process of improving managerial performance and effectiveness in all areas of business, industry and public
administration CEE is the Strategic Partner of IPMA in Asia Pacific.
About Supporting Partners:
Figure 1: CEE 5 Step Approach of Results-Based Leadership Framework
- Leading in a VUCA Business Environment
- Cognitive Readiness with Emotional & Social Intelligence Competencies
- SCORE High Performance Team
- High Performance Corporate Culture
- Flexible Policies for Multigenerational Workforce
- Pay for Performance Compensation Philosophy02 organisationalclimate
- Revenue Growth, Market Share
- Profitability, ROI, ROA, ROCE
- Cost Reduction & Optimisation03 employeeengagement
- Customer Engagement Ratio
- Customer Lifetime Value
- Improve Customer Experience04 customerengagement
- Revenue Growth, Market Share
- Profitability, ROI, ROA, ROCE
- Cost Reduction & Optimisation05 ORGANISATIONALRESULTS
Business leaders face huge challenges during turbulent times including period of
prolonged economic recession. Qualities such as courage, self-confidence and the
ability to make tough commercial decisions under pressure all come to the fore.
Less widely appreciated and understood is the crucial psychological and emotional
role that leaders must play during periods of acute uncertainty if they are to optimise
the long-term performance of their business. Leaders must understand the
dynamics that lie "below the surface" of their organisations and skillfully address the
unspoken needs of their staff. This takes maturity and skill which will maximise the
chances of weathering the economic storm and emerged strengthened when times
improve. Those businesses that do not achieve this will find their commercial
problems compounded by destructive internal dynamics and underperformance.
Leaders also often fail to appreciate how profoundly organisational climate
influence organisational results. Research has shown that it can account for nearly
30% of financial performance. (Goleman, 2000).
It is not enough to gauge leaders by personal traits such as character, style, and
values. Rather, effective leaders know how to connect these leadership attributes
with results. Results-Based Leadership (RBL) is an experiential leadership devel-
opment framework which is designed to assist executive manage their day to day
managerial leadership challenges effectively. It shows executives how to deliver
results for various stakeholders, including for the employees, for the organisation, for
its customers, and for its investors as shown in Figure 1 below.
This 2-Day Workshop provide action-oriented training that delegates can follow to
develop and hone their own results-based leadership skills which will produce a
refreshing clarity and directness to the leadership discussion, providing a hands-on
program to help executives succeed with their leadership challenges. Delegates
receive 6 CPD Points from IPMAASIA PACIFIC.
Centre for Executive Education (CEE) is an award winning, premier network of established human resource
development and consulting firms around the globe which partners with our client to design solutions for next
generation of leaders who will navigate the firm through tomorrow's business challenges.
“You certainly have broad knowledge and you were able to provide practical application and focus for our participants. I did find your ability to introduce
thought-provoking insights in the workshop especially helpful.” - Vice-President, Human Resources, National University Singapore (NUS)
“After attending the workshop, I am much more confident and careful communicator in leading and engaging my leadership team towards achieving
organisational results” – President, Stanley Black & Decker
“We have learned how to effectively lead, develop, and coach our people and ensure that our workforce is aligned with the company's core values”
- Managing Director, Menlo Worldwide Logistics
introduction & Checking-in
Review Workshop Objectives
Setting for Collaborative Session: “S.C.O.P.E.” Approach
Group Discussion: Lessons Learnt on Executive Derailment in a VUCA World
Understanding the elements of a VUCA Business Environment
Organisational consequences of the 'Toxic Cocktail'
Leveraging on the Results-Based Leadership (RBL) Framework
Group Exercise: Energising Self, Energising Team and Energising the Whole
Organisation during a Recession/Downturn
Harvard Video: Daniel Goleman on Social & Emotional Intelligence
Review of lndividual Assessment (Pre-Work): 'How Emotionally Intelligent Are You?'
Goleman's & BarOn's Framework of E.l. Competencies
individual Exercise: 'Amygdala Hijack' at the Workplace
Introduction & Objectives
Results in a VUCA World
Situational Leadership Approach
Review of HBR Article: 'Leadership That Gets Results'
Review of lndividualAssessment (Pre-Work): Your Managerial Leadership Styles
Goleman's Six Leadership Styles
Coaching Style of Leadership
Harvard Case Study provides participants with real-life scenarios where a leader resolves
the operational challenges related to managing in a VUCA business environment.
This case study crystallises the concepts and ideas that were developed during the
Group Exercise: Case Study Debrief and Group Presentation
Review of the Key Concepts and Models
Individual Exercise: Crafting a SMART Leadership Development Plan
Recommended Post Workshop Readings
Putting It All in Place
- Integrative Case Study
“The Programme has raised their standards for constructive, collaborative conversations with their respective teams, and they have developed practical,
business-based skills and competencies. This has not only shaped the individual leader’s performance but also, increasingly build broader organisational capacity.”
Group Managing Director, Prasarana Malaysia
WHO TO ATTEND
CEOs, VPs, Directors, GMs, Department Heads, Senior Managers at all levels, business and
functional leaders, including those who aspire to be in a leadership position or have been
identified for future leadership and management roles.
8:30am: Registration & Coffee l 9:00am: Workshop Begins l 10:30am: Morning Break
1:00pm: Lunch l 3:30pm: Afternoon Break l 5:00pm: End of Workshop
Professor Sattar Bawany is the Chief Executive Officer of the Centre for Executive Education
(CEE). He is also concurrently the Strategic Advisor & Member of the International Professional
Managers Association (IPMA) Board of Trustees and Governing Council. Prof Bawany is
concurrently the Managing Director as well as Master Executive Coach & Facilitator with Executive
Development Associates (EDA) Asia Pacific.
He is an Adjunct Faculty & Master Facilitator for global leadership development programme of
Harvard Business School Publishing who partners with clients to create world-class leadership
development solutions for managers at all levels in global organisations and governments. He is
an Adjunct Faculty Member of the Duke Corporate Education (CE) Global Learning Resource
Network (GLRN). He is also an Adjunct Professor of Management with Curtin Graduate School of
Business (CGSB) and Member of the International Advisory Board of Curtin Business School. Prof Bawany is also an
Adjunct Professor of Strategy with Paris Graduate School of Management (PGSM).
Prof Bawany has assumed various senior management roles including Managing Director and Talent Development &
Coaching Practice Leader for DBM Asia Pacific as well as Business Leader, Organisational Effectiveness/Leadership
Development Consultant and Executive Coach with Mercer HR Consulting, The Hay Group and The Forum Corporation.
During his tenure at DBM, he has partnered with many CEOs, Business & HR Leaders through both consulting and
coaching engagements in managing the operational and human resource challenges resulting from restructuring of their
organisations during the 2008-2009 Global Financial Crisis (GFC).
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 organisations 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 frequent Keynote Speaker at international conferences on the following themes: Executive Leadership
Development, Employee Engagement and Managing across Generational Gap, Strategic Human Resource Management,
and Talent Management & Succession Planning. He is a Contributing Author on the Chapter for the Book “Maximising the
Potential of Future Leader - Coaching in Asia”. He has published extensive series of contemporary articles on topics such
as Leadership Effectiveness, Strategic HR, Career Management, Talent Management and Executive Coaching in leading
regional and international publications.
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 of 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).
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