Public Bank Managerial Intelligence (MI-1) Workshop on 18-19 Aug 2014

Copyright @2014 Cegos Asia Pacific Pte Ltd
www.cegos.com.sg
WORKSHOP ON
“MANAGERIAL INTELLIGENCE LEVEL (MI) I”
Prof Sattar Bawany
Senior Advisor & Master Facilitator, Cegos Asia Pacific
18 – 19 August 2014
Public Bank IT & Training Centre (ITTC)

2Copyright @2014 Cegos Asia Pacific Pte Ltd
www.cegos.com.sg
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 a Deer?

Module 1:
Introduction and
Workshop Objectives

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Senior Advisor & Master Facilitator, Cegos Asia Pacific
CEO of Centre for Executive Education, CEE Global
C-Suite Master Executive Coach, EDA Inc.
Senior Advisor, IPMA Asia Pacific
Adjunct Professor of Paris Graduate School of Management
Over 25 years’ in executive coaching, facilitation, leadership
development and training.
Adjunct Professor teaching international business and human
resource courses with Paris Graduate School of Management
Assumed senior global and regional leadership roles with DBM
(Drake Beam & Morin), Mercer Human Resource Consulting,
Hay Management Consultants and Forum Corporation.
About Your Master Facilitator

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S
C
O
P
E
HARE
HALLENGE
PEN MINDED
LAN OF ACTION
NJOY OURSELVES
The S.C.O.P.E. Approach

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Top – Optimistic
Middle – Realistic
Bottom – Negative,
Pessimistic
Looking at you:
Direct
Devil’s Advocate
Very Detailed:
Analytical
Cautious
Distrustful
Bigger Ears – Better Listener
Little Details:
Ernest
Risk taker
Facing Left:
Traditional
Friendly
Good at details
Facing Right:
Innovative
Active
Creative
4 Legs:
Secure
Stubborn
Stick to ideals
3 Legs or Less:
Paranoid of
Change,
InsecureLong Tail – Good Sex Life
How Well Do You Know YOURSELF?

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Gain a clear understanding about the context for leadership in today’s
changing organisation and achieving organisational results
Understand the repertoire of leadership styles that can impact
employee engagement
Appreciate how effective leadership can influence behaviour, goals,
decision–making
Engaging your employees and stakeholders adopting a proven
motivational management approach
Craft a SMART Executive Leadership Development Plan
This Workshop is designed to develop your
Managerial Intelligence and Leadership Skills towards
achieving Public Bank Results. You will be able to:
Workshop Objectives

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1. Failure to Meet Business Objectives (Achieving Organisational
Results)
2. Inability to Change or Adapt During a Transition (The inability to
respond quickly and flexibly to rapidly changing market conditions)
3. Problems with Interpersonal Relationships (Lack of relationship
management and social/emotional intelligence skills)
4. Failure to Build and Lead a Team (Getting the ‘Right Person on the
Bus’, ‘Wrong Person off the Bus’ & ‘Right Person in the Right Seat’)
5. Failing to make the boss/organization's priorities a high priority
Top Lessons on
Executive Derailers

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Managerial Intelligence
When it becomes difficult to maintain an overall view of all the
dimensions to be taken into account, the traditional benchmarks of
stability and certainty are no longer applicable. Traditional management
tools are used to solve daily problems but are not effective because of
their limitations.
Managers must be alert and flexible enough to adapt and help their
teams adapt to this constant change and leverage the appropriate
elements depending on situations.
This is why each of the Modules of this Workshop is designed to uncover
and cultivate your managerial intelligence.

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Definition of Managerial
Intelligence
Managerial intelligence is the ability to constantly use the
best managerial response to a given situation by combining
and using 5 skills appropriately and simultaneously:
►Situational Management / Leadership Skills,
►Business Skills,
►Managerial Techniques,
►Interpersonal Skills and
►Emotional Skills.

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The CEGOS Managerial
Intelligence Model
INTER
PERSONAL
EMOTIONAL
TECHNICAL BUSINESS
SITUATION
MANAGEMENT

Module 2
Achieving Results @
Public Bank

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Role of Leaders
“Leadership is all about the ability to have impact and
influence on your followers so as to engage them
towards ACHIEVING RESULTS of your organisation
through both Ontological Humility and Servant
Leadership & Level 5 Leadership Styles blended with
elements of Socialised Power/Social Intelligence
Competencies ”
(Bawany, 2013)
Reference: Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business
Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore,
first published on 12 February 2013.

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Achieving Results @ Public Bank
• Profitability/Market Share
• ROI/Cost Optimization
• Customer Satisfaction/Loyalty
• Service Value/Relationship
• Employee Satisfaction/Loyalty
• Employee Turnover Rate
• Company Culture, Policies
• Rewards and Flexibility
Social Intelligence
Leadership Styles/ Humility/
Level 5 Leadership
Adapted from Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business
Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore.
first published on 12 February 2013

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Leader’s Purpose And Values
Are you a Boss or Leader?

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Questions We Will Try To Answer
 Why are some people more successful
than others?
 Why are some people happier than
others?
 What is powerful leadership made up of?

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What is Common Between…
 Michael Jackson
 Elvis Presley
 Kenneth Lay
 Whitney Houston
 Bernie Madoff
 Adolf Hitler
 Indira Gandhi
Wealth, Position, Power, Fame, Fortune
They were either murdered, jailed for life, or killed themselves

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Successful Leaders
To most people….
Wealth, Position, Power, Fame, Fortune
is the definition of leadership,
happiness and success Fame

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http://www.youtube.com/watch?v=03o1JZ7c7gI
So, what is Leadership all about?

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Of all the bosses you’ve
worked for in your career so
far,
?
 Someone who brings out the best in you
 Someone you can learn from
 Someone you can respect for who they are
 Someone who genuinely cares about your success and growth

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Leadership Redefined
‘Leadership is the art of
harnessing human energy
towards the creation of a
better future’
Rajeev Peshawaria,
Too Many Bosses, Too Few Leaders, 2011
SUSTAINABLE BUSINESS
GROWTH
ENERGIZE SELF
ENLIST & ENERGIZE CO-
LEADERS
ENERGIZE THE ENTIRE
ORGANIZATION

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1. What few things are most important to me?
2. Do I want to:
• lead a simple life rich with everyday small pleasures?
• achieve great success in an individual endeavor? Or,
• lead others towards a better future in Public Bank?
3. What results do I want to create in Public Bank?
4. How do I want people to experience me?
5. What situations cause me to feel strong emotions?
6. What values will guide my behavior and actions as a leader at
Public Bank?
Individual Exercise on Purpose & Values
Finding Personal Leadership Energy

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Leading Your Team to Success
Source: Sattar Bawany, “Building High Performance Teams Using SCORE Framework” in
Talent Management Excellence, April 2014 issue

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• 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.
“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/
Video on Leader’s in Action:
Leading and Engaging Your Team

Module 3
Leveraging Your
Leadership Styles and
Emotional Intelligence

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Leadership That Gets Results
Goleman’s research collaboration with consulting
firm Hay/McBer covering 3,871 executives
worldwide to determine what is ‘effective
leadership’ lead to classification of six different
leadership styles, each springing from different
components of emotional intelligence.
Source: Daniel Goldman, ‘Leadership That Gets Results’, HBR, March-April
2000

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Hay-Goleman’s Six Leadership Styles
1. Coercive (Directive): “Do what I tell you”
2. Authoritative (Visionary): “Come with me”
3. Affiliative: “People come first”
4. Democratic (Participative): “What do you think?”
5. Pacesetting: “Do as I do, NOW!”
6. Coaching: “Try this”
Source: Daniel Goldman, ‘Leadership That Gets Results’, HBR, March-April
2000

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Coercive (Directive)
 aims to achieve immediate
compliance
 one-way directive
conversation
 seeks tight control over
situations
 Appropriate for dealing with
crisis situations or problem
employees
 Not to use with talented or
self-motivated staff
“Do it the way I
tell you”

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Authoritative (Visionary)
 aims to provide long-term
direction/vision
 allows employee input but
retains control over decision
 seeks to influence to gain buy-
in
 Appropriate to use with new
staff or when a new direction
has to be communicated
 Not recommended for
sophisticated & experienced
staff
“Firm but fair”

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Affiliative
 aims to promote harmony
& co-operation
 seeks to smooth tensions
and resolve work/family
conflicts
 seeks to be liked as a
manager
 Appropriate to use when
tasks are routine or
employees need support
 Not recommended when
negative feedback is
required
“People first,
task second”

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Democratic (Participative)
 aims to build group
consensus for decision-
making
 heavy emphasis on team
participation
 employees are trusted to
have skills & drive
 Appropriate when working
with good staff with ample
time for decision-making
 Not recommended when a
particular answer is needed
“I’d like you to
participate”

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Pacesetting
 aims to accomplish quality
work yourself
 models high standards &
expects them in others
 delegates only to good
performers
 Appropriate when dealing
with staff who can perform
independently
 Not recommended with staff
who need feedback &
support
“Do it myself”

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Coaching
 aims towards professional
growth of employees
 helps people identify
strengths/weakness
 encourages honest self-
assessment
 Appropriate with employees
interested in being
innovative or developing
career
 Not recommended when
explicit direction is required
“I’d like to help
you develop
your potential”

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Impact of Leadership Styles
 Leaders who have mastered 4 or more styles create
the best business performance
 The most effective leaders can switch flexibly
between leadership styles in response to the
situation
 Coaching, Authoritative, Affiliative, Democratic &
styles have a positive impact on organisational
climate
 Coercive & Pacesetting can have a negative impact
on the working environment
Source: Goldman, D., ‘Leadership That Gets Results’, HBR, March-April 2000

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Reviewing the Results of Your
Managerial Leadership Assessment
Your results will reveal your Personal Preference Profile as
well as your Situation/Job Demand Profile.
Your Situation/Job Demand Profile may change based on
the specific job function or role that you are assuming.
The Dominant styles ((Score of ≥ 12) are those styles that
appear to be used most frequently.
The Backup styles (Score of 6 - 11) are those styles that
are used to complement the dominant styles, or when the
dominant styles do not work.
A person can have more than one dominant or backup
style, or a person may have none.

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Plotting Your Scores (Personal Preference vs.
Situation/Role Preference)
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Plotting Your Scores (Personal vs.
Situation)
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A B C D E F
17 16 17 11 9 10
9 15 8 6 11 17
Coercive Authoritativ
e
Affiliative Democratic Pacesetting Coaching
Your personal preference profile
 
Your situation/role demand profile
 

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Styles Personal preference Situation/Role demand
Most preferred /
required
(Dominant)
(Score of ≥ 12)
Coercive, Authoritative,
Affiliative
Authoritative, Coaching
Somewhat
preferred / required
(Back-up)
(Score of 6 - 11)
Democratic, Pacesetting
and Coaching
Democratic, Pacesetting and
Coercive,
Least preferred /
required
(Score of ≤ 5)
What does your scores mean?

Developing Your
Emotional
Intelligence

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You CAN change this !

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Intelligence Quotient (IQ)
IQ refers to an individual’s logical abilities (or
the cognitive aspects of intelligence) such as
memory, problem solving, how to rationalize
and analyze as well as scholastic abilities

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Emotional Intelligence (EI) & EQ
Emotional Intelligence, also called EI and often measured
as an Emotional Intelligence Quotient (EQ), describes an
ability, capacity, or skill to perceive, assess, and
manage the emotions of one's self, of others, and of
groups
“Anyone can become angry – that is easy. But
to be angry with the right person, to the right
degree, at the right time, for the right purpose,
and in the right way – that is not easy.”
Aristotle in ‘Nicomachean Ethics’
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.

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Emotional Intelligence by Goleman
“The capacity for
recognizing our own feelings
and those of others, for motivating
ourselves, for managing emotions
well in ourselves and in our
relationships.”
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.

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http://www.youtube.com/watch?v=7Qv0o1oh9f4
Video on Emotional & Social Intelligence
Interview with Daniel Goleman
44

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5 dimensions to help you navigate life, living, and
the increasingly diverse workplace we operate in5 Dimensions of EI by Goleman
Goleman, D. (1998) What Makes a Leader?, Harvard Business Review, HBS Publishing
• Self-Awareness
• Self-Regulation
• Motivation
• Empathy
• Social Skills

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Self-Awareness
The ability to recognise and understand your
moods, emotions and drives, as well as their
effect on others
Hallmarks
►Self-confidence
►Realistic self-assessment
►Self-deprecating sense of humour
Self-Regulation

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The ability to control or redirect disruptive impulses
and moods
The propensity to suspend judgment – to think
before acting
Hallmarks
►Trustworthiness and integrity
►Comfort with ambiguity / seniority / change
►Openness to change
Self-Awareness

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A passion to work for reasons that go beyond
money or status
A propensity to pursue goals with energy and
persistence
Hallmarks
►Strong drive to achieve
►Optimism, even in the face of failure
►Organisational commitment
Motivation

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Empathy
The ability to understand the emotional make-up of
other people
Skill in treating people according to their emotional
reactions
Hallmarks
►Expertise in building and nurturing meaningful
relationships at all levels
►Cross-cultural sensitivity
►Service to clients and customers
Empathy

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Social Skill (Relationship Management)
Proficiency in managing relationships and building
networks
An ability to find common ground and build rapport
Hallmarks
►Effectiveness in leading change
►Persuasiveness
►Expertise in building and leading teams
Social Skills

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Emotional Intelligence by BarOn
“The measurement of emotional
intelligence in the workplace is the first
step towards improving it. The truly
intelligent leader is one who is not only
“cogtelligent” (cognitively intelligent) but
also “emtelligent” (emotionally
intelligent).”
Reuven Bar-On who coined the term "EQ" in 1985.
Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual.
Toronto ON: Multi-Health Systems, Inc.

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Measure of EI – BarOn EQ-i®
Intrapersonal - how we deal with and understand
ourselves
Interpersonal - how we understand and deal with others
Adaptability - how we deal with a changing environment
Stress Management - how we manage stress
General Mood - reflecting our sense of pleasure and
optimism
Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual. Toronto ON:
Multi-Health Systems, Inc.

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Total EQ
Leadership Effectiveness
Intrapersonal
Self Regard
Emotional Self Awareness
Assertiveness
Independence
Self Actualisation
Interpersonal
Empathy
Social responsibility
Interpersonal
relationship
Stress Management
Stress tolerance
Impulse control
Adaptability
Reality testing
Flexibility
Problem solving
BarOn’s EI Model
General Mood
Happiness, Optimism
Adapted from Sattar Bawany, ‘Leadership That Gets Results’, Human Capital, Vol. 10, Issue 4., October 2010

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Business Case for EI
Research has shown that EQ can help improve
organizational effectiveness in:
 Employee commitment, morale, health,
and well-being
 Innovation/ Creativity
 Productivity
 Efficiency
 Motivation
 Sales/ Revenues
 Quality of service

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Leadership and EI
"A leader's intelligence has to have a strong emotional
component. He has to have high self-awareness,
maturity and self-control. He must be able to withstand
the heat, handle setbacks and when those lucky
moments arise, enjoy success with equal parts of joy and
humility. Emotional intelligence is more rare than book
smarts, but it is actually more important in the making of
a leader."
Jack Welch, former Chairman & CEO of GE Inc.
Speaking to The Wall Street Journal

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Level 5 Leadership
Level 5 Leaders:
 Many people have the potential to be Level 5
 Ambitious for the organization – not for themselves
 Set up their successors for even greater success
 Display modesty, are self-effacing and understated
 Are driven by a need to produce results
 Credit success to others but take responsibility for failure
 Level 5 leaders score well on BarOn EQ-i
Source: Jim Collins, ‘Good to Great’, Harper Collins: 2001

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EI and Developing Future Leaders
Successful leaders at all levels demonstrate a
high degree of Emotional Intelligence in their
role
Emotionally intelligent leaders create an
environment of positive morale and higher
productivity resulted in sustainable employee
engagement
Critical transitional skills include EI
competencies such as relationship
management; cross cultural communication;
effective negotiation and conflict management
Bawany, S. (2010). ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession
Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Creation Publishing LLP.
Download e-copy from: http://www.cee-global.com/6/publication

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Review Results of Emotional Intelligence
Self-Assessment
The purpose of this self-evaluation is to measure your
tendencies and abilities within various areas of emotional
intelligence
In the space provided next to each of the statements,
please write in the number that best describes your
agreement with the item, using the scale immediately
below.
1 = Disagree Very Much 4 = Agree Slightly
2 = Disagree Moderately 5 = Agree Moderately
3 = Disagree Slightly 6 = Agree Very Much

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EI BENCHMARK SCORES
EMOTIONAL COMPETENCY BENCHMARK SCORES
SELF AWARENESS. 30
SELF REGULATION 29
MOTIVATION 32
EMPATHY 32
SOCIAL SKILLS 34
TOTAL EQ SCORE 157

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New Discoveries in Neurophysiology
Amygdala
Thalamus
 Sensory signals from hearing and sight travel from the
thalamus then on to both the neocortex (the “thinking” brain)
and amygdala (center of emotional intelligence)
simultaneously. The amygdala is a faster processor.
 The amygdala’s processing of information includes
physiological responses (increased heartbeat, glandular
secretions, etc.)

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How the Brain Works
Neocortex
 The thinking part of the brain (“Just Say No” circuit)
 Six seconds to activate
Amygdala
 The brain’s emotional memory bank
 Stores memories (failures and victories); scans incoming
information for threats and opportunities
 “Fight or Flee” Part of the Brain
 What makes us “snap” (e.g. Road Rage; Mike Tyson biting
Evander Hollyfield’s ear during 1997 WBA Match; Zinedine
Zidane’s head butt during 2006 World Cup’s Finals Soccer
Match)

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‘Amygdala Hijack’
 This is what happens when people “lose it”
 They lose control and end up in a place they didn’t want
to be — their emotions are not used effectively
 They erupt, shut down, do something extra-ordinarily
brave, or otherwise act irrationally
 On reflection they find it hard to explain why they acted
as they did

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Individual Exercise:
‘Amygdala Hijack’
1. What would be an example of an ‘Amygdala Hijack’ when
you are having a performance management with your team
member? (Both for you and the other party).
2. What do you need to do to keep your emotions in check?

Module 4
Motivational
Management
David McClelland's
Three Social Motives

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The Three Social Motives by David
McClelland
 McClelland’s theory that proposes that certain types
of needs are acquired during an individual’s lifetime
 Three needs most frequently studied:
 Need for Achievement (n Ach)
 Need for Affiliation (n Aff),
 Need for Power (n Pow).

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Achievement
Defining and
attaining goals
and results
Power
Influencing others
and having an
impact
Affiliation
Establishing and
maintaining positive
personal
relationships
Motives
Achievement
Defining and
attaining goals
and results
Power
Influencing others
and having an
impact
Affiliation
Establishing and
maintaining positive
personal
relationships
Motives
The Three Social Motives

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Need for Achievement (n Ach)
 Meeting or surpassing a self-imposed standard of
excellence
 Outperforming others, meeting or exceeding targets
 Choosing and defining goals that are realistically
attainable
 Striving to make a unique contribution
 Seeking feedback about the success of one’s action
 Taking actions that can be identified as one’s own
 Advancing one’s own career

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Need for Affiliation (n Aff)
 Being liked and accepted
 Ensuring one’s relationships are working well
 Being involved with people in work situations
 Being part of a group or team
 Minimising conflict
 Enjoying task situations where performance is
demonstrated in working with others in a cooperative
atmosphere

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Need for Power (n Pow)
 Having an impact and influence on others
 Being interested in status and position
 Giving advice, assistance, support, and help to others
 Being predisposed to persuading others
 Being actively interested and involved in the politics of
one’s organization
 Having control of situations
 “Personalized Power’’ and “Socialized Power”

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Summary of The Three Social Motives

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Points to Remember
 Most people have a mixture of all three motives;
you need to look for the ones that are the strongest
 Motives remain relatively stable
 Assess motivational needs over time
 Avoid attributing motivation on limited data, review
the clues and checklist provided in your
Workbook
 Be careful not to confuse your own motivations with
those of your employees

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Individual Exercise:
‘Increasing Your Leadership
Influence & Effectiveness with a
Team Member’

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Individual Exercise: Increasing
Influence with Your Stakeholders
Based on your knowledge of this individual, what do you
think his or her motivational profile might be? Complete
the Tasks and Answer the Questions in the Workbook.
High
Mod
Low
n Ach n Aff n Pow
PURPOSE: To develop a plan to better manage and greater influence of a
stakeholder (direct report or peer).

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Profiles of Successful Leaders
• Research was conducted at how motives and leadership
style affect a group’s climate and performance by studying
21 managers at IBM
• The findings were published in HBR June 2006, where it
was found that 11 of the 21 managers created strong or
energizing work climates
• Moreover, the 11 managers employed at least four of the
six managerial styles described in this article, using each
when appropriate to the circumstances.
• The challenge is to seek an approach to leadership that
uses socialized power to keep achievement in check.

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Case Study – USS Florida
QUESTIONS FOR GROUP DISCUSSION
1. Analyse Alfonso’s leadership style(s) as seen from the
case. What might account for the fact that he behaved or
adopted the specific style(s) as captain of the USS Florida?
2. Which do you think a leader should be more concerned
about aboard a nuclear submarine – high certification
grades (Need for Achievement) or high-quality
interpersonal relationships (Need for Affiliation)? Do you
agree with Admiral Sullivan’s decision to fire Alfonso?
Discuss.
20 minutes

Module 5
Managerial Coaching
for Team Success

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“Coaches help people set better goals and then reach
those goals, provide the tools, support and structure to
accomplish them”
International Coaching Federation
“Coaching is a powerful, collaborative relationship between
a coach & a willing individual which enables, through a
process of discovery, goal setting the realization of
strategic action”
Corporate Coach U
What is Coaching?

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“Coaching is unlocking a person’s potential to maximise their
own performance. It’s helping them to learn rather than
teaching them”
The Inner Game in Business by W Timothy Gallwey
“Coaching is the art of improving the performance of others.
Managers who coach encourage their teams to learn from and
be challenged by their work. Create the conditions for
continuous improvement by helping staff to define and achieve
goals.”
Coaching Successfully by Roy Johnson and John Eaton.
What is Performance Coaching?

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Focus of Managerial Coaching
Helping an individual:
 “Learn what it takes” to improve
existing capabilities
 Set meaningful goals
 Be accountable for results
 Understand and eliminate barriers

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Intention
WordsRelationship
TRUST
COACHABLE MOMENT®
Those moments when an individual is open to taking in new information that
will effect a shift in his/her knowledge and behavior.
Being a Manager - Coach

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1. Goal 2. Reality
• Invite self
assessment
• Feedback
• Is there a gap?
• Be creative – look at
the
full range, brainstorm
• Offer suggestions for
consideration – beware
advice!
3. Options4. Wrap Up
• Identify possible
obstacles
• Commit to action
• Identify steps
• Agree support
• Agree topic for discussion
• Agree specific objective
of the session
• Set longer term aim
if appropriate
Gap?
The GROW Coaching Model

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1. Goal 2. Reality
• What’s the evidence?
• What have you already tried?
• What did you learn
from that?
• What other feedback
do you have?
• If you looked at this from
another
angle … what could you do
then?
• What could you try now?
• What else?
• What could you do as a first
step?
3. Options4. Wrap Up
• What do you want to cover today?
• What are you hoping to achieve today?
• What are the priorities?
• What other help/input do you need?
• When could you do this?
• What could get in the way of your plans?
• How will you overcome this?
• How will you/others know you’ve been
successful?
• End – what have you learnt
from today? How have we
worked together? What could
we do differently next time?
GROW – Coaching Questions

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Conduct these role-play sessions in groups of 3. For each of the
role-play sessions, there will be an employee, a manager-coach
and an observer.
Preparation – 5mins
Coaching session – 15mins
Debrief – 5 min
Rotate the roles after each role-play session.
Focus will be on a real-life case scenarios that you are
currently experiencing in your workplace/teams.
Alternatively you may consider one of the 3 examples
workplace scenarios.
GROW – Coaching Practice Session

Module 6
Developing
Your Business

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Manner 44%
Knowledge 20%
Sensitivity to needs 17%
Sales Presentation 13%
Time Awareness 4%
Appearance 2%
When customers were asked what do you most/least like
about sales people, they said:
Unacceptable Manner 26%
Poor Sales Presentation 23%
Lack of Knowledge/
Information
20%
Sensitivity to Needs 13%
Time Awareness 4%
Appearance 2%
Most Least
Customer focused in everything we do
85
Source: Cegos Research, 2011
This was a survey conducted by Cegos Group (Europe & China) around end 2010 / early 2011 period, taking in 660 buyers from
152 of our core customers across b2b and b2c selling environment. It was part of a wider sales survey on ‘Habits of Successful
Sales People’. The manner is made up of relationship approach, behaviours during meeting, attitude towards customers and
flexibility to customers).

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Level 1 Level 2 Level 3
Their impression product expert potential resource business consultant
of you
Their perception an interruption a sales presentation a business meeting
of the visit
Their conclusion due diligence creative ideas compelling value
about the visit completed explained revealed
Their outcome sent away to be considered guaranteed access
for you ( “don’t call me” ) ( “don’t call me, ( “call when
I’ll call you” ) you like” )
Thinking like a buyer

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Understanding the Market

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Start with the end in mind – Reverse
Selling Cycle
• The Reverse Selling Cycle (RSC) frame ensures that the sales person
prepares effectively for each stage focusing on the buyer emotional
need as much as the business point of view.
• RSC highlights the technical and behavioral skills needed by the
salesperson, helping us to visualize what it takes to succeed with the
customer in terms of Sales person’s manner (a mix of relationship skill,
attitude, behavior and flexibility) that has helped them secure success
• Planning and preparation is critical. If we start with the end in mind (i.e. a
successfully implemented sale of an excavator) we can work back to
better prepare ourselves for success

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Start with the end in mind – Reverse Selling Cycle
-This is the SUPER SALES PERSON approach
Achieving
Customer success!
We have…..
Supported the
customer
Secured the deal +
performed the
contract
Presentation of
Solution to the
customer
Meeting the
Customer
Preparation
Know our
Buyer’s
emotional
drivers
Start with
the end in
mind
Our Sales
manner
(attitude,
customer focus,
behaviour)
TRUST
has been
established
Delivery
We kept our
promises
Responsibility
Has been taken
to implement the
solution
ASSURANCES
have been
given
Agreement
We led the
buyer to the
right solution
Confidence
Has enabled the
sales person to
conclude the sale
UNDERSTAND
Know our / my
needs / pain
Discovery
Deeper needs
uncovered
Empathy
Has been
genuinely
demonstrated
FEELING
SPECIAL
Solution is for
us/for me
Commitment
A highly
tailored
solution
Passion
For the
customer &
solution
RESPECT
For HCM
Sales person
Preparation
We have
researched
everything
Awareness
Market
customer and
buyer

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80% of market sales will come from 20% of the
customers….But potential should also be taken into
account
Revenue / Sales
(%)
20 70 100
80
95
100
B
A
C
Customers as % of total portfolio
Pareto ’s law

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Useful tool in MI-II Workshop:
Define Prioritised Customer Focus
Step 1:
Make 2 lists:
1) List of your customers ranked by revenue, listing annual turnover, then total up the
annual revenue figures
2) List of your customers ranked by potential, listing estimated annual turnover, then
total up the annual potential figures
Step 2:
Split both lists into groups of A,B,&C:
Group A – Those customers representing 80% of the total revenue and total potential
Group B – Those customers representing 15% of the total revenue and total potential
Group C – Those customers representing 5% of the total revenue and potential
Plot – ie Customer 1 = A/B: add to A/B square on map
91

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Workshop MI-II: Analysis of the Customer Portfolio
Introducing the ABC matrix…assess your current customers in terms of
revenue, potential AND prospects potential ( “P” )
Potential
A / A' A / B' A / C'
B / A' B / B' B / C'
C / A' C / B' C / C'
P / A P / B P / C
A
B
C
P
+ -
B'A' C'
+
-

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Blend of heart and head
Reliable, dependable
Fun, interesting
Not forced or false
Enthusiastic
Not "high", not "low"
"Equal" status
Selling must build the relationship
The business relationship – now we are
ready to meet the customer

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6 core skills to help build Rapport
1. Eye contact
2. Smile
3. Active Listening
4. Body language
5. No Barriers
6. Mirroring

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Objectives
 Relax yourself
 Relax buyer
 Take control of interview
 Agree agenda
Considerations
 Handshake
 Attitude
 Eye contact
 Conversation - business/ pleasure
 Objective of the meeting
 AND the 4 x 20s…………..
Creating a strong first impression

www.cegos.com.sg page 96
How Do We Communicate?
Words
Way/
Voice Tone
Body Language
7% 38%
55% Source: Nonverbal Communication
by Albert Mehrabian
ISBN 0202309665

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Power of Voice and Body Language
Source: http://www.youtube.com/watch?hl=en-GB&gl=SG&v=evpn-U3t-i0

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SPICES will add context, personality,
personalisation
ComponentsNeed
Security
Pride
Innovation
Customer Care
Economy
Sympathy
Trust, quality, safety
Expertise, warranty, function
Association, company,
Brand, image, conceit, pleasure
Leading, different, imaginative
New, creative, first, artistic,
unique
Service, technical support,
Contact / Network, Convenience,
support package
Cost, value, return
Profit, rebate , investment
Causes, environment,
culture, alignment, influence
relationships, promises
Create compelling
FABs
Features “TELL”
What it is…
Advantages
“EXPLAIN”
What it does…
Benefits “SELL”
What it means to YOU..!
(SPICES sits here)

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Sales Process recap for proposing to the
customer
• Present the Value Proposition for Public Bank Offerings
• Grasp customer interest & Positively engage the
customer
• Customer Proposal, Handle Objections & Follow up
• Make quotation request
• Report sales opportunity information.
• Advise/Instruct to the customers.
• Report accurate sales forecasting

Module 7
Integrative Case Studies
Putting It All Together

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Video Case: ‘Crimson Tide’
(Leadership Styles in Action)
Opening Scene –
Background
Leadership Styles
Read the Video Synopsis once again in Workbook if necessary
Inspirational
Speech

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 Review once again the Video Synopsis in Workbook if
necessary
 The film has been used as a case study in various military
and business leadership training seminars for many years.
 It is frequently used as an example to stimulate discussion
with respect to leadership styles and effectiveness.
Post Workshop Video Case:
Twelve O'clock High

Module 8
Crafting a SMART
Personal Leadership
Development Plan

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Individual Exercise: Creating a SMART
Personal Development Plan
Specific Goal
Measurement When I achieve this goal, I will know I am successful because:
Other people will notice the following difference(s):
Actions What action will I take? What will I do differently?
Reality Check Is this goal achievable?
Why is this goal important?”
What resource(s) do I need? Funding? Support?
Timeline When will I start?
When do I expect to meet my goal?

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In Conclusion: Key to Success
 Every company that wants to excel in the
future must recognise that the ultimate
competitive advantage is a deep
leadership pool where leaders at every
level are in tune with external changes
and can adapt to the speed and depth of
those changes.
 Leadership can’t be taught in a classroom
alone, but developmental experiences –
executive coaching, mentoring,
executive Masterclass, voracious
readings – can accelerate a leader’s
growth.

Appendix
Recommended
Further Readings and
Videos in the
Participants’
Resource Workbook

Appendix
Compilation of Articles
of Interest for Post-
Workshop Readings
(Related to the Themes on
Leadership Effectiveness, Leadership
Styles, Motivational Management and
Managerial Coaching)

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http://www.youtube.com/watch?v=03o1JZ7c7gI
Video on What Makes a Great Leader?

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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…

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Prof Sattar Bawany
Senior Advisor, Cegos Asia Pacific
CEO, Centre for Executive Education (CEE)
Email: sattar.bawany@cegos.com.sg
LinkedIn: www.linkedin.com/in/ceeglobal
Facebook: www.facebook.com/ceeglobal
Twitter: www.twitter.com/cee_global
Articles: www.cee-global.com/6/publication
Presentation: www.cee-global.com/7/speaking_engagements
Further Dialogue on Social Media

Public Bank Managerial Intelligence (MI-1) Workshop on 18-19 Aug 2014

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