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CEE - Thomvell Leadership Engagement 2017 Brochure - 16 & 17 Jan 2017


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CEE - Thomvell Leadership Engagement 2017 Brochure - 16 & 17 Jan 2017

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CEE - Thomvell Leadership Engagement 2017 Brochure - 16 & 17 Jan 2017

  1. 1. KEY BENEFITS: :ybylevisulcxE:ybdevorppA:ybdetroppuS 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 global leaders.” 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 participants to: ● 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 ENGAGEMENT Leveraging Practical Tools & Proactive Approaches for Challenging Times
  2. 2. • B Braun Medical • Petronas • ANZ Bank • Citibank • FINAS • Financial Times • Toyota • Prasarana Malaysia • SCOMI • Epic Gas • Generali • Mundi Pharma • McDermott • TNB • Marina Bay Sands • Electrolux • Technip • Stanley Black & Decker • MRT Corp • PIDM CLIENTS INCLUDEOVERVIEW 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 self-leadership& teameffectiveness01 - 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.
  3. 3. “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 PROGRAMME OUTLINE CLIENT TESTIMONIALS 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 Achieving Your Results in a VUCA World Developing Your Emotional Intelligence 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 workshop 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 Leveraging Your Leadership Styles Putting It All in Place - Integrative Case Study Summary and Personal Leadership Development Plan “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
  4. 4. TRAINER’S BIOGRAPHY 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 WORKSHOP TIMING 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).