Organizational Leadership Role In Achieving Excellence Final


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A presentation by Fahmi Abdein on What is organizational excellence and what is the leadership role and responsibilities in achieving excellence. Current state of leadership in the Middle East, and what is missing.
Presentation for the ASHRM conference in Bahrain, May 2010

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Organizational Leadership Role In Achieving Excellence Final

  1. 1. Organizational Leadership Role in Achieving Excellence By: Fahmi Abdein
  2. 2. Overview <ul><li>Leadership </li></ul><ul><li>Leadership and Excellence </li></ul><ul><li>Leadership in the Middle East Overview </li></ul><ul><li>Leadership’s Responsibility </li></ul>
  3. 3. Leadership “ one's ability to get others to willingly follow “ &quot;Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion.&quot; Jack Welch
  4. 4. Leadership “ one's ability to get others to willingly follow “ Leadership is an endless pursuit of Excellence Leadership is a journey toward fulfillment of a Vision. A true leader’s Vision is bigger than life, It is bigger than his own life
  5. 5. Excellence ” Outstanding practices in managing the organization and achieving results, all based on a set of eight fundamental concepts” Achieving Balanced Results Adding Value for Customers Leading with Vision, Inspiration & Integrity Managing by Processes Succeeding through People Nurturing Creativity & Innovation Building Partnerships Taking Responsibility for a Sustainable Future The EFQM Excellence Model 2010
  6. 6. EFQM Excellence Criteria
  7. 8. Role of Leadership in Organizational Excellence
  8. 9. Leading with Vision, Inspiration & Integrity Definition Excellent organizations have leaders who shape the future and make it happen, acting as role models for its values and ethics.
  9. 10. Succeeding through People Definition Excellent organizations value their people and create a culture of empowerment for the balanced achievement of organizational and personal goals.
  10. 11. Nurturing Creativity & Innovation Definition Excellent organizations generate increased value and levels of performance through continual and systematic innovation by harnessing the creativity of their stakeholders.
  11. 12. Leadership in the Middle East Overview <ul><li>Arabian Business survey, </li></ul><ul><li>Only 16 % of business leaders in the region were creating a high performance environment for the people they manage. </li></ul><ul><li>Just 10 % of employees thought their managers were &quot;inspirational&quot; and would ensure future success for the business. </li></ul><ul><li>Only 22 % said they were &quot;confident&quot; that their bosses had the ability to come up with strategies to see the company through the current challenges. </li></ul>
  12. 13. Clannish Authoritarian Centralized decision making Advancement to leadership through kinship, friendship, or seniority Reactionary/Reactive Micromanagement Leadership in the Middle East Overview Disengaged Unfeeling
  13. 14. Hay Group survey, 70 % of those surveyed used the command and control style of leadership because they assumed their employees were unwilling to take on responsibility up to 62 % of managers in the Middle East are having a negative effect on their workforce Leadership in the Middle East Overview
  14. 15. Fear High employee turnover rates and an under qualified talent Instability and uncertainty …… . Whom to blame? What Type of Work Environment and Culture Did that Lead to? Low Productivity Low Motivation No Loyalty Submissiveness Low self esteem Poor Customer Service
  15. 16. What Needed is Visionary leadership with the ability to communicate common goals, bring people together, motivate them and march them toward one purpose To create an excellence focused culture that is based on continuous learning, innovation, and improvement
  16. 17. A Realization that “Excellence starts at the top” “ Traditional” management approaches do not work anymore Frank, and often painful, reality check by top organizational leaders Leaders must admit that there is a problem, and the problem starts with them What Needed is
  17. 18. A frank examination at the dysfunctional organizational culture some leaders have created, and how to rebuild these cultures on solid business ethics, human care, and social responsibility What Needed is
  18. 19. Break-out of the shackles of the mind What Needed is Paradigm shift in leaders’ attitudes toward their human capital A belief that people is the only sustainable development
  19. 20. Get rid of your hierarchal culture Come down from that ivory tower People want a pat on the shoulder, and like to hear you say thank you What Needed is
  20. 21. It is NOT the title that precedes your name that sticks with people, it is what you leave behind when you leave the scene.
  21. 22. Intrinsically, employees want to: Feel Useful Feel that they Belong Feel Loved and Appreciated What Do Employees Want
  22. 23. You will learn a lot If you ACTIVELY LISTEN When they know that you care they will start to ENGAGE And if you trust, and support them they will feel EMPOWERED
  23. 24. HR is Business HR is Excellence Organizational Excellence IS Excellence in HR