Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Presentation to OCBC - Leadership in the 21st century

540 views

Published on

Enclosed the Presentation slides for a presentation done by Roshan Thiran to about 400+ employees and leaders at OCBC in October 2015. The presentation walks through what it takes to be a great leader in the 21st century.

Published in: Business

Presentation to OCBC - Leadership in the 21st century

  1. 1. Leadership For the 21st Century How you can become the Best in the world leader OCBC Roshan Thiran roshan.thiran@leaderonomics.com www.facebook.com/roshanthiran.leaderonomics
  2. 2. Are the “world’s best” leaders born or developed? Is leadership genetic or learned? Question
  3. 3. Growth Time My “Hard” Experiences 10. Johnson & Johnson Industry : Healthcare Function: HR Global Role 9. GE Asia Pacific Industry : Multi Function: HR Asia Role 7. GE Aircraft Industry : Aviation Function: Finance CFO & ED 8. GE Crotonville Industry : Multi Function: HR Learning Role 6. GE CIG Industry : Multi Function: IT Project Mgmt Global 5. GE Capital Industry : Financial Service Function: Finance/Sourcing Europe Leader 4. NBC Universal Industry : Media Function: Finance Product Leader 1. GE Investments Industry : Investment Banking Function: Business Dev Individual Contributor 3. GE GCS Industry : Oil & Gas Function: Finance Inventory Mgmt 2. GE International Industry : Multi Function: Finance Analyst Global 12. Leaderonomics Industry : Multi Function: CEO Business leader 11. Star Media Group Industry : Media Function: CEO Business leader
  4. 4. Key question: How did they become best?
  5. 5. But is a different leadership required for the 21st century? Clearly, because of high performance leadership
  6. 6. Question: What is Leadership?
  7. 7. Leadership is . . . Attentiveness Assertiveness Responsibility Diligence Dependability Obedience Loyalty Thoroughness Truthfulness Initiative Hospitality Humility Forgiveness Tolerance Compassion Sincerity CReativity Having followers Persuasiveness Virtue Vision Deference Discretion BOLDNESS Determination Gratefulness Self-Control Sensitivity Thriftiness Generosity Punctuality Proactiviness Purpose Enthusiasm Availability Orderliness Resourcefulness Flexibility Wisdomped Innovation Execution
  8. 8. If we invested in people and taught every single skill listed on the previous slide, would we be able to “create” leaders? Question
  9. 9. motherteresa Her story in India
  10. 10. Time Current Reality – Self Awareness Ability/Achievement Decision-making GAP Purpose/Vision The Essence of Leadership is . . . Learning/ Execution/ Action GAP Fuels our energy Ensures reality
  11. 11. 11 How do great leaders just know when and what decisions to make?
  12. 12. The Research In past 30 years scientists have looked into top-level performance in a wide variety of fields. Findings: - Natural talent doesn’t explain top-level performance – if talent even exists. - In fields such as chess, music, business, and medicine, high IQ doesn’t necessarily correlate with top-level performance.  Some chess masters have below average IQ, for example. Deliberate practice is the key. - In England researchers studied music students. The only difference in the top performing group and other students was not talent, but the amount of practice. - Talent is an innate ability to do something better than others.  If it does exist, it is irrelevant to superior performance.  Practice is what counts – deliberate practice.
  13. 13. Which is more important? People or process? Question
  14. 14. The People vs Process debate’s winner is:
  15. 15. Investing in People may = PAMPERING Best Athletes in the world we PUSHED, not PAMPERED
  16. 16. Time Current Reality – Self Awareness Ability/Achievement Decision-making GAP Purpose/Vision The Essence of Leadership is . . . Learning/ Execution/ Action GAP Fuels our energy Ensures reality
  17. 17. Organisational Responsibility Individual Motivations There are 2 responsible parties in building great leaders :
  18. 18. Principle Talent needs to be MANAGED & DEVELOPED. This includes enabling talents to maximize potential and grow Process and Tools Succession Planning Performance Mgmt Career Paths Talent Pools Leadership Development Programmes Learning Curriculum Talent Acceleration Programmes Feedback & Reflection Principle Identify & select leaders that have the passion, desire and ability to make a difference in your organisation Process and Tools Entry Level Leadership Program Competency Model/Values Enterprise Assessment System Interviews & Assessments On-boarding Cultural Assimilation Principle To retain talent, 2 key factors: 1. Internal motivations (comp/ben, engagement 2. External factors (company brand & mktg perception) Process and Tools External Branding initiatives Mentoring Programmes Engagement Programmes Total Rewards Structure (Comp & Ben) External Perception of the Organisation & Leadership Culture of Organisation 1) Organisational Responsibility – are we building the process? Talent Acquisition Talent Development Talent Retention An Infrastructure to Enable Leadership Development
  19. 19. “…Talent is like every other business process. It is something that is very important as we go forward. It’s really the leadership in the organisation that makes the difference – it is the people. Our ability to develop these people and make sure we have the leaders for the future will ensure the continued success of Johnson & Johnson. It’s as important as new products, as supply chain, or anything else…” February 2004 (Excerpt from the video on Talent Management) Bill Weldon, CEO, J & J
  20. 20. Talent development is A PROCESS Leadership is A PROCESS
  21. 21. story… is a process story… wayne rooney the
  22. 22. Organisational Responsibility Individual Motivations There are 2 responsible parties in building great leaders :
  23. 23. 2) Individual aspirations & motivations Do you WANT to be a leader? Are you WILLING to go through the pain of leadership development?
  24. 24. So what does “high potential” mean? Question
  25. 25. Answer NOTHING absolutely
  26. 26. Potential Determining the potential of your talent A measure of demonstrated desire to take on additional responsibility and motivation for progression and growth A measure of skills and capabilities to learn and grow in the future Future Aspiration Ability to Learn Potential Demonstrates ability & aspiration to take on tasks beyond peers of same level and track record
  27. 27. How many of you like to learn? Question to the class
  28. 28. “Learning… the process by which change in knowledge or skills is acquired through learning or experience” Key Questions: 1. Change? 2. Learning 3. Experience Learning….
  29. 29. Why is learning so hard? Question to the class
  30. 30. LEARNING = CHANGE What is learning?
  31. 31. 1. What percentage of people reach their target weight ? 2. What percentage of people maintain their target weight? 3. What percentage of people quit smoking and never start again? 4. What percentage of people quit smoking after a physical crisis? 5. What percentage of re-engineering efforts are successful? 6. What percent of companies on the 1955 Fortune 100 list are still around today? 7. What percent of Fortune 500 companies on the 1970 list had vanished by 1985? 8. What percent of executives in Fortune 500 companies who had financial losses in 1993-1994 attributed it to poor leadership and lack of change? 4% 1% 16% 43% 30% 32% 41% >50% Change Quiz
  32. 32. Learning is painful…. “I listen, and I forget; I see, and I understand; I do, and I can” – Confucius Source: Pesquisa IBM; Whitmore, “Coaching for Desempenho”
  33. 33. Information/ Knowledge Awareness Skill Advanced Skill Expertise Context Content Composition of Delivery: 90% Content, 10% Context Composition of Delivery: 10% Content, 90% Context But learning is contextual
  34. 34. If learning is so hard (and nobody likes it), how do we develop our talent? Question to the class
  35. 35. • 70% of skills are learned from EXPERIENCE: - challenging job-based development tasks - special job-based assignments, including Talent Acceleration Programmes (TAP) and other experienced based learning progs. • 20% of skills are learned from FEEDBACK: - 360 degree feedback, learning from others, observation based learning programmes - supervisors, coaches, mentoring programmes etc • 10% of skills are learned from TRAINING: - self-development, training programmes, classroom-based learning - Coursework “True” development combines all of the above Development: What 70-20-10 really means
  36. 36. The Coach Video Case Study
  37. 37. www.leaderonomics.org www.leaderonomics.com www.facebook.com/roshanthiran.leaderonomics www.leaderonomics.com

×