Real Leaders Eat Last - The Psychology of Leadership in the New Millennium

3,559 views

Published on

Marcus Evans Workplace & Organisational Psychology Conference, KL

Considering different leadership and management styles to adopt what is best for your organisation in today’s working environment
* Specifying set competencies as guidelines for effective leadership
* Designing individual effective leadership development programmes to groom
next generation leaders within your company
* Utilising “Real leaders eat last” and other unconventional concepts for leading staff in the new millennium

Published in: Business, Education
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
3,559
On SlideShare
0
From Embeds
0
Number of Embeds
327
Actions
Shares
0
Downloads
449
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • Real Leaders Eat Last - The Psychology of Leadership in the New Millennium

    1. 1. REAL LEADERS EAT LAST… The Psychology of Leadership in the New Millennium Case Studies, Concepts and Debatable Ideas Kenny Ong CNI Holdings Berhad
    2. 2. About: CNI <ul><li>19 years old </li></ul><ul><li>Core Business: MLM </li></ul><ul><li>Others: Contract Manufacturing, Export/Trading, eCommerce </li></ul><ul><li>Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan </li></ul><ul><li>Staff force: ± 500 </li></ul><ul><li>Distributors: 200,000 </li></ul><ul><li>Products: Consumer Goods and Services </li></ul>www.myCNI.com.my www.OOBEY.com
    3. 3. Agenda <ul><li>The New Leaders </li></ul><ul><li>Grooming Leadership </li></ul>
    4. 4. THE NEW LEADERS Concepts for Leadership in the new millennium
    5. 5. THE NEW LEADERS Why and How?
    6. 6. Why are ‘New’ Leaders required? BUSINESS changes PEOPLE changes PROBLEM changes
    7. 7. The New Leaders 1. Situational 3. Character 2. Role
    8. 8. THE NEW LEADERS Situational
    9. 9. The New Leader’s Situations Business People
    10. 10. Leaders vs. Business Model <ul><li>Mamak stall </li></ul>www.myCNI.com.my www.OOBEY.com
    11. 11. Leaders vs. Business Model <ul><li>&quot;Exactly what I need&quot; </li></ul><ul><li>Customized products </li></ul><ul><li>Personalized communications </li></ul><ul><li>&quot;They're very responsive&quot; </li></ul><ul><li>Preferential service and flexibility </li></ul><ul><li>Recommends what I need </li></ul><ul><li>&quot;I'm very loyal to them&quot; </li></ul><ul><li>Helps us to be a success </li></ul>&quot;They are the most innovative&quot; &quot;Constantly renewing and creative&quot; &quot;Always on the leading edge&quot; &quot;A great deal!&quot; Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership &quot;A no-hassles firm&quot; Convenience and speed Reliable product and service Product Leadership Operational Excellence Customer Intimacy www.myCNI.com.my www.OOBEY.com
    12. 12. Leaders vs. Business Model: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
    13. 13. The McPlaybook* <ul><li>Make it easy to eat </li></ul><ul><li>50% drive-thru </li></ul><ul><li>Meals held in one hand </li></ul><ul><li>Make it easy to prepare </li></ul><ul><li>High Turnover </li></ul><ul><li>Tasks simple to learn & repeat </li></ul><ul><li>Make it quick </li></ul><ul><li>“ Fast Food” </li></ul><ul><li>Tests new products for Cooking Times </li></ul><ul><li>Make what customers want </li></ul><ul><li>Prowls market for new products </li></ul><ul><li>Monitored field tests </li></ul>*Adapted from: Businessweek , Februrary 5 th 2007 www.myCNI.com.my www.OOBEY.com
    14. 14. <ul><li>Product Leadership </li></ul><ul><li>New, state of the art products or services </li></ul><ul><li>Risk takers </li></ul><ul><li>Meet volatile customer needs </li></ul><ul><li>Fast concept-to- counter </li></ul><ul><li>Never satisfied - obsolete own and competitors' products </li></ul><ul><li>Learning organization </li></ul>Leaders vs. Business Model: Disciplines, Priorities, and KPIs <ul><li>Operational Excellence </li></ul><ul><li>Competitive price </li></ul><ul><li>Error free, reliable </li></ul><ul><li>Fast (on demand) </li></ul><ul><li>Simple </li></ul><ul><li>Responsive </li></ul><ul><li>Consistent information for all </li></ul><ul><li>Transactional </li></ul><ul><li>'Once and Done' </li></ul><ul><li>Customer Intimacy </li></ul><ul><li>Management by Fact </li></ul><ul><li>Easy to do business with </li></ul><ul><li>Have it your way (customization) </li></ul><ul><li>Market segments of one </li></ul><ul><li>Proactive, flexible </li></ul><ul><li>Relationship and consultative selling </li></ul><ul><li>Cross selling </li></ul>www.myCNI.com.my www.OOBEY.com
    15. 15. Leaders vs. Business Model: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
    16. 16. Leaders vs. Business Model: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
    17. 17. Business Situations vs. HRM Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer ‘ Change’ mgmt Reduce Fat Continuity Everyone Happy Innovation Acquire Profits Build momentum Sales Cash Flow Talent Mgmt Stack R&D Early wins Slow Down HR Costs Top Talent focus Stack Sales Increase attrition Motivation
    18. 18. Business Situations vs. HRM Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer ‘ Change’ mgmt Reduce Fat Continuity Everyone Happy Innovation Acquire Profits Build momentum Sales Cash Flow Talent Mgmt Stack R&D Early wins Slow Down HR Costs Top Talent focus Stack Sales Increase attrition Motivation <ul><li>Projects </li></ul><ul><li>Job Ads </li></ul><ul><li>Communication </li></ul><ul><li>F/L Manager Com. </li></ul><ul><li>Middle Management </li></ul><ul><li>Involvement (survey, suggestions) </li></ul><ul><li>Realistic Goals </li></ul><ul><li>Controllable KPIs (customer satisfaction, production) </li></ul>
    19. 19. Business Situations vs. HRM and their impact on C&B Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer ‘ Change’ mgmt Reduce Fat Continuity Everyone Happy Innovation Acquire Profits Build momentum Sales Cash Flow Talent Mgmt Stack R&D Early wins Slow Down HR Costs Top Talent focus Stack Sales Increase attrition Many times, you need a different CEO/Leader/Management Team for each business situation
    20. 20. Leaders vs. People Situations Supportive Directive Low High High S2 S1 S4 S3 D1 D2 D3 D4 Unable Unwilling Unable Willing Able Unwilling Able Willing
    21. 21. Leaders vs. People Situations Supportive Directive Low High High S2 S1 S4 S3 S1: TELLING Specific Directions Close Supervision D1 D2 D3 D4 Unable Unwilling Unable Willing Able Unwilling Able Willing
    22. 22. Leaders vs. People Situations Supportive Directive Low High High S2 S1 S4 S3 S2: CONSULTING Explain Decision Solicit Suggestion Direct Tasks D1 D2 D3 D4 Unable Unwilling Unable Willing Able Unwilling Able Willing
    23. 23. Leaders vs. People Situations Supportive Directive Low High High S2 S1 S4 S3 S3: PARTICIPATING Collaborative Decisions Support Tasks D1 D2 D3 D4 Unable Unwilling Unable Willing Able Unwilling Able Willing
    24. 24. Leaders vs. People Situations Supportive Directive Low High High S2 S1 S4 S3 S4: DELEGATING Turns over Decisions & Responsibilities for Tasks D1 D2 D3 D4 Unable Unwilling Unable Willing Able Unwilling Able Willing
    25. 25. Leaders vs. People Situations www.myCNI.com.my www.OOBEY.com Veterans (Pre-Boomers) 1934-1945 Boomers 1945-1960 Gen X (Cusper, Buster) 1960 - 1980 Gen Y (Millennials, Netster) 1980+
    26. 26. Leaders vs. People Situations <ul><li>Women, Working Mothers </li></ul><ul><li>Youtube generation </li></ul><ul><li>Working retired </li></ul><ul><li>Social Activists </li></ul><ul><li>Work/Life balancers </li></ul><ul><li>Industry (ICT, Advertising, Engineer, Accounting, Lawyer, etc.) </li></ul>www.myCNI.com.my www.OOBEY.com
    27. 27. THE NEW LEADERS Role
    28. 28. The New Leader’s Role Reverse Pyramid Influence
    29. 29. The Reverse Pyramid Top Mgmt Managers Frontline Customers Customers Frontline Leaders Top Mgmt
    30. 30. New abilities required of Managers <ul><li>Bridge building </li></ul><ul><li>Water carrier </li></ul><ul><li>Beg & allocate resources </li></ul><ul><li>Cheer leader </li></ul><ul><li>Doctor </li></ul><ul><li>Complaints sounding board </li></ul><ul><li>Passing down of experience </li></ul><ul><li>Shoulder to cry on </li></ul><ul><li>Inspire ideas </li></ul><ul><li>People developer </li></ul><ul><li>Parent </li></ul>
    31. 31. Q12 <ul><li>Clear expectations </li></ul><ul><li>Resources </li></ul><ul><li>Maximize talents </li></ul><ul><li>Recognition </li></ul><ul><li>Caring Boss </li></ul><ul><li>Encourage development* </li></ul><ul><li>Expression </li></ul><ul><li>Company Mission </li></ul><ul><li>Co-workers** </li></ul><ul><li>Friends </li></ul><ul><li>Progress updates </li></ul><ul><li>Learn and Grow </li></ul>Q12 by “First, Break All The Rules” www.myCNI.com.my www.OOBEY.com
    32. 32. Influence and Character Love/Fear Trust Credibility Respect
    33. 33. Dangers of Direct Incentives <ul><li>lessen internal motivation, </li></ul><ul><li>switch to mercenary mode, </li></ul><ul><li>do something and do not do something else, </li></ul><ul><li>bribe and fraud culture, </li></ul><ul><li>easier for competitors to recruit, </li></ul><ul><li>lessen teamwork & helpful culture, </li></ul><ul><li>less and less impact for same value, </li></ul><ul><li>mockery of base salary and employment contract, </li></ul><ul><li>rebellion from non-incentivised staff, </li></ul><ul><li>end up incentivising everyone for everything?, </li></ul>www.myCNI.com.my www.OOBEY.com
    34. 34. THE NEW LEADERS Character
    35. 35. Character & Philosophy Principles Philosophy <ul><li>Equal / Fair </li></ul><ul><li>Happy / Productive </li></ul><ul><li>Hire Low, Train High </li></ul><ul><li>Performance vs Potential </li></ul><ul><li>Retention / Engagement </li></ul>www.myCNI.com.my www.OOBEY.com
    36. 36. The New Leader’s Character Rights & Counter Rights Contradictions
    37. 37. Your Rights and Privileges You gain the right to: <ul><li>Receive a bit of glamour </li></ul><ul><li>Be admired </li></ul><ul><li>Be recognized as special </li></ul><ul><li>Special Training </li></ul><ul><li>Have special attention </li></ul><ul><li>Access Top Mgmt </li></ul><ul><li>Manage your career </li></ul><ul><li>Influence others </li></ul><ul><li>Draw the picture </li></ul><ul><li>Choose the timing </li></ul><ul><li>Choose the team </li></ul><ul><li>Choose the standards </li></ul>
    38. 38. Your Counter-Rights You lose the right to: <ul><li>Complain to others </li></ul><ul><li>Complain in public </li></ul><ul><li>Complain downline </li></ul><ul><li>Lose your temper </li></ul><ul><li>Show-off </li></ul><ul><li>Be alone </li></ul><ul><li>Be Calculative </li></ul><ul><li>Be like “normal” people </li></ul><ul><li>Be off-time </li></ul><ul><li>Have a bad attitude </li></ul><ul><li>Eat first </li></ul><ul><li>Do what you enjoy </li></ul><ul><li>Think of yourself first </li></ul><ul><li>Avoid problems </li></ul><ul><li>Avoid responsibility </li></ul><ul><li>Transfer problems </li></ul><ul><li>Transfer responsibility </li></ul>
    39. 39. Your Counter-Rights You lose the right to: <ul><li>Be irritating </li></ul><ul><li>Backstab </li></ul><ul><li>Talk nonsense </li></ul><ul><li>Disobey orders </li></ul><ul><li>Have you own time </li></ul><ul><li>Remain the same </li></ul><ul><li>Ignore feedback </li></ul><ul><li>Be inconsistent </li></ul><ul><li>Claim everything </li></ul><ul><li>Work less than others </li></ul><ul><li>Be undisciplined </li></ul><ul><li>Break rules </li></ul><ul><li>Avoid participation </li></ul><ul><li>Avoid communication </li></ul><ul><li>Rescue yourself first </li></ul><ul><li>Blame others </li></ul>
    40. 40. Leadership Contradictions <ul><li>Decisive BUT…. Not Decisive </li></ul><ul><li>Dependent BUT… Independent </li></ul><ul><li>Get advise from Experts BUT… Be careful of Experts </li></ul><ul><li>Take recognition BUT… Don't take recognition </li></ul><ul><li>Focus on present BUT… focus on future </li></ul><ul><li>Skills are important BUT… Skills are not important </li></ul>
    41. 41. Leadership Contradictions <ul><li>Its not what you say, its what u do that's important But… its not what you do, its what u say that's important </li></ul><ul><li>You are in control But… You are NOT in control </li></ul><ul><li>Need ego but… cannot have ego </li></ul><ul><li>Decision based on feelings But… Decision CANNOT be based on feelings </li></ul>
    42. 42. Leadership Contradictions <ul><li>Leadership is the goal But… leadership is NOT the goal </li></ul><ul><li>Continue changing BUT… Consistent (values) </li></ul><ul><li>Big view But… Small view </li></ul><ul><li>Leadership is all about Inward BUT… leadership is all about outward </li></ul><ul><li>Mature BUT… child-like </li></ul>
    43. 43. GROOMING LEADERSHIP Designing effective leadership development programmes to groom next generation leaders within your company
    44. 44. GROOMING LEADERSHIP Indentifying Your Leaders
    45. 45. Targeting: Identify and Attract Leaders you want <ul><li>Who are your Leadership Talents? </li></ul> : A Leader for others does not mean a Leader for you www.myCNI.com.my www.OOBEY.com
    46. 46. Our Leadership Talent Profile <ul><li>Unwanted by big MNCs </li></ul><ul><li>Small companies </li></ul><ul><li>Boring Environment </li></ul><ul><li>No Growth/Learning </li></ul><ul><li>No MBA </li></ul><ul><li>Passion, Values, IQ (streetsmart) </li></ul><ul><li>Appreciate Chaos </li></ul><ul><li>Multitask </li></ul><ul><li>Passion to Learn </li></ul>www.myCNI.com.my www.OOBEY.com
    47. 47. B. Identify Group I (Talent Pool) <ul><li>Identify </li></ul>2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
    48. 48. B. Identify Group I (Talent Pool) Group II (  Potential) Group III (  Performance) Group IV (Counseling) 2 3 4 5 2 3 4 5 PERFORMANCE POTENTIAL <ul><li>Identify </li></ul>
    49. 49. Evaluating Potential? POTENTIAL EVALUATION 1. Capacity 2. Competencies 3. Culture
    50. 50. <ul><li>Management Ladder </li></ul><ul><li>Specialist Ladder </li></ul>Career Ladder Exe2 Exe1 SE2 SE1 SAM AM M2 M1 SM2 SM1 - Assoc Specialist II Assoc Specialist I Specialist IV Specialist III Specialist II Specialist I Consultant IV Consultant III Consultant II Consultant I Principal Consultant
    51. 51. Full Cycle Strategy Business Strategy OJT, Mentoring, Big-5, LP, PDP, SDP, Projects, P/P Grid, SP Table, PDP, Premium, Q12, C&B , ACDP, SCL, Transfers, Events, Recognition P/P Grid, Q12, PA, SDP, SP Selection Development Motivation Evaluation
    52. 52. GROOMING LEADERSHIP Leadership Competencies
    53. 53. Leadership R.D.A.
    54. 54. Leadership R.D.A. <ul><li>R ELATIONSHIP </li></ul><ul><li>Relationships = Expectations. </li></ul><ul><li>Make people feel important </li></ul><ul><li>Avoid arguing. </li></ul>RELATIONSHIP
    55. 55. Leadership R.D.A. <ul><li>D ISCIPLINE </li></ul><ul><li>Habits </li></ul><ul><li>Self Development </li></ul><ul><li>Feelings </li></ul>DISCIPLINE
    56. 56. Leadership R.D.A. <ul><li>A TTITUDE </li></ul><ul><li>Serve </li></ul><ul><li>High standards </li></ul><ul><li>Never complain </li></ul>ATTITUDE
    57. 57. The Seven ‘Life’ Skills www.myCNI.com.my www.OOBEY.com “ Skills essential for participation in adult life”, Queensland Studies Authority 1994, 1998, 1999 7. Technology 6. PS & DM 5. Math Techniques 4. Working with Others 3. Planning & Organizing 2. Comm & Influence 1. Information Mgmt Life Skills
    58. 58. GROOMING LEADERSHIP Leadership Development
    59. 59. Grooming Leaders Classroom Reward/Promote O.J.T One-on-one Role Modeling
    60. 60. Law of Excess and Moderation “ The Good things that the leader does in excess, the followers will do in moderation. The Bad things that the leader does in moderation, the followers will do in excess.” John C. Maxwell
    61. 61. Personal Growth <ul><li>Tools for Personal Grooming: </li></ul><ul><li>Personal Growth Journal </li></ul><ul><li>Gap Analysis Tools </li></ul>
    62. 62. How to tap their maximum potential <ul><li>G row up </li></ul><ul><li>U nderstand themselves </li></ul><ul><li>I nvest in themselves </li></ul><ul><li>E liminate “Cannot be Done” </li></ul><ul><li>“ Y ou are being observed all the time” </li></ul>
    63. 63. <ul><li>“ E verything depends on Relationships” </li></ul><ul><li>C hoose close Friends </li></ul><ul><li>S erve </li></ul><ul><li>C ontrol and use Emotions </li></ul><ul><li>D iscipline </li></ul>How to tap their maximum potential
    64. 64. In the end… <ul><li>Great Wall of China </li></ul><ul><ul><li>humans are the weakest link </li></ul></ul><ul><ul><li>bad treatment of staff will lead to weak link i.e. easier to bribe, easier to con, etc; </li></ul></ul><ul><ul><li>bad treatment examples: insulting, lose face, broken promises, no dignity, public criticism, restructure without communication </li></ul></ul>www.myCNI.com.my www.OOBEY.com
    65. 65. End Note <ul><li>We can only do as much as we can. </li></ul><ul><li>The rest is up to them. </li></ul>
    66. 66. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/

    ×