Building enduring leadership - Creating a Legacy

1. Creating a Legacy

2. Mindset Change
• What can I get out of it?Consumption
• What can I do for it?Contribution
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3. 3
 The individual desires to be
part of an organization to
fulfill certain personal needs,
both material and
psychological.
 Individuals like to belong to
larger systems as it gives
them a sense of personal
significance. However in
large systems people feel
relatively helpless about
influencing that system
towards change. The larger
the system, the greater this
feeling of powerlessness.
 The organization desires the
membership of the individual
to fulfill its own goals which it
can only do using the talents
of the individual.
 That while these objectives
are not mutually exclusive,
they will also not
automatically mesh without
conscious effort. And that if
eventually organizational and
individual goals are to be
realized, then this meshing
or alignment is absolutely
critical.
The Basic Assumptions

4. The Model

5. 5
Pride in Identity
Strategic
Focus
Focus on
People
Focus on
Quality
Enduring Leadership™
© Mirza Yawar Baig

6. Pride in Identity
 Who You Are
 A strong sense of identity and belonging to
the organization of which their members feel
proud.
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Who are You?

7. 7
 Why Do You Exist
 The Covenant is a promise. A promise that a
person makes to himself, to do the best that
he can. To work to fulfill his potential, to
realize the purpose of his creation, to live his
dreams and to become all that he can possibly
become.
What are you here to do?
The Covenant

8. 8
 A strategic focus gives context to the effort
and places things in perspective.
 It makes it possible to draw an overall plan of
action before getting involved in the details.
 It enables decision makers to foresee the
possible consequences of their decisions, their
potential impact
Strategic Focus
Its not about any particular strategy
but about how any strategy is to be viewed

9. 9
Focus on Quality
 Quality defines, differentiates, is a competitive
advantage
 Quality is not increase in cost but increase in
value
 Quality needs clear processes with
measurements
 Quality means discipline and no exceptions
“If you want to see what someone values,
see what they measure.” Mikel Harry

10. Focus on People
 Developing people is not an option
 Invest in them, track of the investment,
periodically assess progress and make any
required changes.
 Are your Recruitment, Training,
Compensation & Reward systems aligned?
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Remember you only get what you pay for

11. Pride in Identity
Who Are You?

12. 12
‘Who You Are’ is more important than
‘Where You Are Going’
Who You Are
Who You Are decides how far you will go

13. 13
Who You Are is more important
than Where you Are Going
 Who you are is relatively unchanging. It is formed
early in life and crystallizes as you grow older and
becomes the definition by which you identify
yourself.
 Where you are going is changeable and should
change according to the demands of life and its
opportunities.
 Who you are drives where you are going. How you
define yourself decides the kinds of work you will do,
the kinds of choices you will make or will not make.
Who I Am defines what I Do which decides what I Get

14. Everything that you do or
choose not to do,
communicates brand
value and character

15. Step 1 – Defining the
Identity
 Think of the values that are dearest to you.
Those that you believe come from the core of
your being. Those that you are proud of,
confident about, have stood up for in the past
and will do so again in the future. Those that
you will never compromise, no matter what
the cost.
Because your values define you
Values drive behavior and behavior drives results

16. 16
 Ask: If circumstances changed and penalized
us for being who we are, would we change
our values?
 Those are your Core Values.
 Usually these are very few, never more than
3-4. Please list them.
The Acid Test
Remember it is about what is:
Not what should be

17. 4 E’s of GE
 Energy
 Energize
 Edge
 Execute
 To communicate ‘your’ vision so
clearly, so passionately, that
everyone wants it for their own
 To involve everyone… Get them
excited… Draw out their best
 To make difficult decisions with
fairness and absolute integrity
 Deliver Results
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18. Energy
• Sustained Energy- working hard,
thinking through problems,
weathering rough patches
• Using speed as a competitive
advantage
• Being focused and determined
• Driving self to be successful
• Being tenacious, not stopping at
“no”
• Being enthusiastic
• Giving up on a project too early
• No focus or direction
• Seeing the negative side of things
only
• Wanting constant reassurance
about your ability
• Becoming apathetic, doing the
minimum to get by
• Always waiting for more
information, more analysis
• Focusing on personal
aggrandizement
What it Is What it is not
Creates a Strong Leadership that Constantly Works
Hard, Learns and Absorbs Knowledge

19. Reinforcing Core Values
 Company/Family legends reinforce
this sense of belonging. Stories of
wins, sacrifice, risk taking.
 Define Signature Structures & Rituals
 6 σ Black Belts
 Wal-Mart chant
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20. The Covenant
Why do You Exist?

21. What is the Covenant?
 The Covenant is your purpose of existence. It is
the reason you walk the earth. It is the need you
fulfill. It is the gap you will leave if you cease to
exist. It is what you will be remembered for.
 The Covenant generates a sense of loyalty and
binds all those who share in it.
 It invokes a sense of pride and belonging that
transcends generations and holds its believers to a
code of conduct that defines them
 A Covenant is lived by, bequeathed to successors
and the reason they will cry when you die.
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22. What is your Covenant?
 Ask yourself: “What would happen if we
ceased to exist? If someone gave us our
asking price for this company and then
broke it up and sold it off piecemeal, so
that none of our products or services,
brands, names or identity existed; what
would be lost?”
Does this thought bring tears to your eyes?

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 Why do you wake up in the morning?
 What makes your heart beat faster?
 What grabs you in the gut?
 What makes you feel proud to be identified for?
 Then think of how your activity impacts on your
environment. What does it do for those who use it
or are affected by it?
 GE: ‘We bring good things to life’;
 YB&A: ‘Changing the world, one mind at a time’
The ‘Covenant’ Statement

24. Driving Change
Alignment - Process by
Process

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What would you ideally like them to see?
 If someone from another country,
organization or planet, walked into
your company, what would they see
or experience and what would this tell
them about your culture?
Culture is the Covenant in
action

26. 26
‘Moments of Truth’
“A Moment of Truth is that moment
when a customer or a potential
customer comes into contact with any
aspect of your business and has the
opportunity to form an opinion.”
 Jan Carlzson, CEO, Scandinavian Airlines

27. Measuring ‘Moments of
Truth’
 Please list Moments of Truth where
you will need to ‘pass the test’ and
demonstrate that you are living by
your Covenant.
 Please define the metrics to measure
each moment
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28. 28
The Anxiety of Transition
 Please remember that most people are anxious at
the prospect of change. Unless you address this
anxiety people will resist change.
 People who have benefited from changing in the
past will be the best role models at these times.
Identify them early and make them visible.
 That way you will build some quick credibility for the
change initiative; as people believe those who are
most like themselves.

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Dangers of not changing
 Since change always produces anxiety and discomfort
there is a natural tendency to avoid it and to convince
yourself that you and your organization does not really
need it.
 However corporate histories, one after another, tell
stories of organizations which were highly profitable and
powerful but which declined and disappeared because
they were not willing or able to change in tune with the
environment.

30. For questions & comments
www.yawarbaig.com
For a more detailed explanation please read, “The Business of Family Business”, Mirza Yawar Baig
The copyright for the model belongs to Mirza Yawar Baig