Leadership Redefined: Harnessing Human Energy

Copyright @2013 Centre for Executive Education Pte Ltd
www.ipma.com.sg/cee.php
1
Prof Sattar Bawany
CEO, Centre for Executive Education (CEE)
MD & C-Suite Executive Coach, EDA Asia Pacific
Friday, 19 July 2013 Shangri-La Rasa Sentosa Resort & Spa
Certis CISCO
Senior Management Retreat 2013
Theme: “Leadership Challenge:
From Effectiveness to Greatness”

2
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?

3
Knowing Yourself as a Leader

4
Module 1:
Introduction and
Session Objectives

5
About
Centre for Executive
Education (CEE)
 Executive Education
 Leadership & High
Potential Development
 Executive Coaching
 Succession Planning
 Executive Assessment
5
CEE is the Affiliate Partner of Executive Development Associates (EDA),
a global leader in executive development & coaching since 1982.

6
 Jim Bolt, Founder of EDA and FrED Forum
 Ram Charan, Educator, Author and Consultant to CEOs
 Jim Kouzes, Best-selling Author and Dean’s Executive Professor
of Leadership, Leavey School of Business, Santa Clara University
 Vijay Govindarajan, Professor, Amos Tuck School of Business,
Dartmouth College
 Ted Hoff, Vice President Learning, IBM
 Valerie Norton, VP, Talent Management & Acquisition
Broadridge Financial Solutions
 Sandy Ogg, Chief Human Resource Officer, Unilever N.V.
 Chuck Presbury, Senior Director Leadership Development,
McGraw-Hill Company
EDA Advisory Board

• CEO of Centre for Executive Education (CEE)
• C-Suite Master Executive Coach, EDA
• Strategic Advisor & Member of Board of Trustees, IPMA
• 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

8
S
C
O
P
E
HARE
HALLENGE
PEN MINDED
LAN OF ACTION
NJOY OURSELVES
The S.C.O.P.E. Approach

99
Session Objectives
1. The power of win-win and results based thinking.
2. How to increase your leadership influence within a
multigenerational workforce.
3. Understand the impact of leadership styles and
success (achieving organisational results).
4. How to create 8th Habit leadership (constantly look for
the potential in the team members and coach them to
maximise their potential).

10
The 7 Habits Paradigm
Source: Stephen R. Covey. (1989),The 7 Habits of Highly Effective People. 1989 published by Free Press, a Division of
Simon & Schuster, Inc.

11
Seven Habits® Profile
11
• Read each statement and, using
your best judgment, circle the
number that indicates how well
you perform in each of the
categories.
• Once completed, total your points
for each category in the Category
Totals column.
• There are nine categories; the first
two are the foundational habits of
the Seven Habits, and the last
seven are the Seven Habits.

12
Meeting the Leadership Challenge
12
1. Select one of the Habits and discuss why this is most
important for you and/or your organization now?
2. What is the desired level of execution for this Habit?
Describe the way it SHOULD be if this principle were
executed flawlessly or Habit achieved.
3. What is the current level of execution for this
Principle/Habit?
4. What is the gap between the current level and the desired
level? Why does the gap exist? What can be done to close
the gap? What can you do to close the gap?

13
Module 2
Achieving Results @
Certis CISCO

14
Leadership Redefined
“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 blended with elements of Socialised
Power/Social Intelligence”
(Bawany, 2013)
Source:
http://sbr.com.sg/hr-education/commentary/making-results-based-
leadership-work-in-singapore
14

15
Achieving Results @ Certis CISCO
• Profitability
• ROI
• Cost Optimisation
• Employee Satisfaction
• Employee Loyalty
• Company Policies
• Rewards and Flexibility
• Culture, Espirit De Corps
• Leadership Styles
• Servant Leadership
• Level 5/Ontological Humility
Organisational Results
Employee/Stakeholder Engagement
Organisational Climate
8th Habit Leadership
Customer Engagement/Loyalty
• Customer Satisfaction
• Service Value/
Relationship
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, 12 February 2013

16
The 8th Habit:
From Effectiveness to Greatness
16
• The 8th Habit is about finding
your voice and inspiring
others to find theirs.
• Voice is about vocation or
calling; where our talents,
passion and conscience
intersect with the world’s
(employees) needs.

17
Leader’s Purpose And Values
Are you a Boss or Leader?
17

18
Questions We Will Try To Answer
• Why are some people more successful
than others?
• Why are some people happier than
others?
• What is great leadership made up of?

19
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

20
Successful Leaders
To most people….
Wealth, Position, Power, Fame, Fortune
is the definition of leadership,
happiness and success Fame

21
http://www.youtube.com/watch?v=03o1JZ7c7gI
So, what is Leadership all about?

22
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

23
 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

24
On a 1-10 scale where
1 is “well below potential”
and
10 is “at peak potential”
how would you rate your
organization’s current
performance in the
marketplace?

25
The Big Void
Of all the bosses in your career, how any would you rate
as truly great leaders?
On a 1-10 scale where 1 is ‘extremely below
potential’ and 10 is ‘at peak potential,’ how
would you rate your organization’s current
performance in the marketplace?
The answer is 0, 1, or 2. What is the question?
The answer is 6.5/10. What is the question?
The answer is approximately $60 billion. What is the question?
How much is spent globally on leadership development each year?
Individual
Leadership Void
Organizational
Performance Void

26
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

2727
INDIVIDUAL EXERCISE:
Discovering Your Leadership Purpose & Values
1. What few things are most important to me personally?
2. Do I want to either:
– lead a simple life rich with everyday small pleasures? Or,
– achieve great success in an individual endeavor? Or,
– lead others towards a better future in Certis CISCO?
3. What results do I want to create in Certis CISCO?
4. How do I want people to experience me as their leader?
5. What situations would cause me to feel strong emotions?
6. What values will guide my behavior and actions as a leader at
Certis CISCO?
Write your PERSONAL MISSION STATEMENT as a Leader at Certis.

28
Video on a Leader’s Purpose & Values
http://www.youtube.com/watch?v=lRHjpHzpg8c

29
GROUP EXERCISE:
Discovering Energy @ Certis CISCO
$$
Group I-III Task : List 3-4 activities the senior management team must focus most
of their time on to create a green organization (everyone is align to the Vision,
Mission, Values and Strategy)
Group IV-VI Task: What are the symptoms of a red organization?
What actions or inactions of senior management causes a red organization
(misalignment and disengaged workforce)?
$$

30
Telling a Compelling Story
1. What do we want to be?
2. Who are our stakeholders?
• What do we want to do for each?
3. How will we get there?
• What is the conventional business model for our industry?
• What needs does the conventional model fulfill?
• What needs are yet unfulfilled?
• What new needs are likely to emerge in the future?
• What should we do differently compared to the traditional
model?
4. Why will we succeed?
• What will be our differentiating capabilities?

31
Start with WHY? – Simon Sinek
• 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/
http://www.youtube.com/watch?v=qp0HIF3SfI4

32
Leadership, Happiness and Success
We now know that….
• Leadership is the art of harnessing human energy towards the
creation of a better future
• To find and harness your leadership energy you need to clarify your
purpose and values
But what about happiness, and success?
• To be happy you need to know your values
• To be successful you need to know your purpose
Purpose
&
Values
SUCCESS

33
The 8th Habit:
From Effectiveness to Greatness
33
• Covey explains The Eighth Habit through the
“whole person”, body, mind, heart, and spirit. By
addressing the whole person, you find your voice
• The body satisfies the need; provides goods and
services; economic and physical needs.
• The mind provides talent and competency.
• The heart provides passion and excitement.
• The spirit is your conscience, which acts as your
principle sense of integrity, meaning, and trust. .

34
COVEY’S “WHOLE PERSON PARADIGM”
Source: http://www.youtube.com/watch?v=YhoUTp7c4c8
1) What are the primary differences between an Industrial Age approach and a
Knowledge Worker Age approach to leadership?
2) What are the four basic needs of all people, and how do they apply in your work
environment?
3) If you can think of a leader or an organization that has valued you as a whole
person, describe what that individual or organization did and the impact it had on
you and your fellow employees.

35
Module 3
Leveraging Your Leadership Styles
to Sustain Employee Engagement

36
Servant Leadership Defined
• Servant leadership is defined as an approach to
leadership development, which emphasizes the
leader’s role as steward of the resources (human,
financial and otherwise) provided by the
organization.
• It encourages leaders to serve others while staying
focused on achieving results in line with the
organization’s values and integrity.
Robert Greenleaf, 1997
36

37
10 Principles of Servant Leadership
1. Listening – (to self and others)
2. Empathy – (understanding)
3. Healing – (search for wholeness of self and others)
4. Awareness – (of self and of others)
5. Persuasion – (building consensus)
6. Conceptualization – (dreams and of day-to-day operations)
7. Foresight – (intuitive ability to learn from past and see future
consequences of actions)
8. Stewardship – (holding institution in trust for the good of
society)
9. Commitment to Growth – (personal, professional, spiritual of
self and others)
10. Building Community – (benevolent, humane, philanthropic, to
benefit others)
37

38
Good to Great: Level 5 Leadership

3939
Profile of Level 5 Leaders
 Leaders who employ a paradoxical mix of personal
humility and professional will
 Set up successors for even greater success
 Attribute success to other than themselves
 Look in mirror and take full responsibility for poor
decisions
 Many people have the potential to evolve into Level 5

40
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.
Leadership That Gets Results
Source: Daniel Goldman, ‘Leadership That Gets Results’, HBR, March-April 2000

41
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

42
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”

43
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”

44
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”

45
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”

46
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”

47
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”

48
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

4949
Module 4
Engaging a
Multigenerational
Workforce (incl. Gen Y)
(With Managerial Coaching)

50
Multi-Generational Workplace:
Danger or Opportunity?
Our multigenerational work environment can be a
source of positive challenge, opportunity and
significant growth if managed effectively and leveraged
to meet the business goals of our organization.

51
Shifting Demographics
• By 2017, workers in the US, Canada, France, Germany, Japan,
Singapore., Italy and the U.K. aged 50 and over will make up
more than 40% of the workforce (AARP Profit from Experience,
2007) and will be poised to retire in large numbers within the
next ten years.
• Gen X represents a much smaller pool of available workers and
will not be able to fill the positions left vacant by retirements
(Institute for the Future, 2003).
• In light of this predicted labor and skills shortage, it is imperative
for forward-thinking companies to focus on retaining older
workers and increasing their ability to recruit and engage
younger workers.

52
Most employees are:
Working in multi-generational teams
View that multi-generational teams improve organizational
performance
No Authoritative Published Data for Malaysia.
Key findings from survey commissioned by TAFEP:
Together, Gen X and Gen Y make up 60% of the workforce
Means that 40% of the workforce is over 45 years of age
Source: Tripartite Alliance for Fair Employment Practices (TAFEP) www.fairemployment.sg
Present Day Workforce

53
Source: Sattar Bawany, “Unlocking the benefits of a multi-generational workforce in Singapore” published by Singapore Business
Review, 24 January 2013: http://sbr.com.sg/hr-education/commentary/unlocking-benefits-multi-generational-workforce-in-singapore
Multigenerational Work Perspectives
Generation Years Born Work Perspectives
Traditionalists 1922 - 1945 “Company loyalty” - Believed they'd work for the same company
their entire career.
Boomers 1946 - 1964 “Live to work” - Believe in putting in face time at the office.
Women enter the workforce in large numbers.
Gen Xers 1965 - 1980 “Work to live” - Believe that work should not define their lives.
Dual-earner couples become the norm.
Gen Yers (Millennials) 1981 - 1994 “Work my way” - Devoted to their own careers, not to their
companies. Desire meaningful work.
Gen Zers (Linksters) 1995 to present “Living and Working their way” - Their struggles in the work
environment are tied to their youth and inexperience. Desire for
change, stimulation, learning and promotion that will conflict with
traditional organisational hierarchies.

54
i-Generation /
Linksters
Generation Y /
Millenials
Generation XBaby BoomersTraditionalists
68 and over 50-67 33-49 19-32 18 and under
1922-1945 1946-1964 1965-1980 1981-1994 1995-2010
Value logic and
discipline,
stability, want a
legacy
Idealistic,
competitive,
questions
authority,
dislikes change,
recognition,
stellar career
Work/life
balance,
career
portability,
flexible, some
anxiety, dislike
micro
management
Value diversity,
technologically
superior,
change, want
meaningful
work, embrace
selected
technologies
and don’t let go
Technology a
part of life,
never lost,
multi-profiled,
multi
collaborators,
multi personality
multi locations
The Key 5 Generational Traits

Source: The Straits Times, Singapore 8 April 2010

56

57
 Baby Boomers are retiring at the rate of
one every eight seconds.
 The vast majority of organizational
leaders are Baby Boomers with the most
typical age being 58 years old.
 There are 11% fewer Gen Xers than Baby
Boomers.
 Generation Y (twenty-five and under)
will not be management or leadership
material for years to come.
 What is your as Certis CISCO’s leader
role to develop them?
EDA Research: The New Realities

58
 More flexible in changing demographics
 Broader insight into your customer base
 Wider pool of Talent
 Diverse perspectives leading to stronger
decision-making
 Greater innovation and creativity
 Meet the needs of diverse stakeholders
Multigenerational workplaces can be a source of positive challenge,
opportunity, and significant growth if managed effectively.
Benefits of Multigenerational Teams

59
Differences

60
Virtually fun and new languages
www.urbandictionary.com

61
Bringing a New Type of Language
to the Workplace
• Your gf is getto lol
• Rofl nah she’s cool
• Lol coolies ttyl gtg pos
Your girlfriend is lower class
laugh out loud
Rolling on the floor…
Laugh out loud, stay cool, talk
to you later, got to go,
parents over (my) shoulder

62
Multigenerational Communication
• Keeping these generational
differences in mind can make
dealing with co-workers, less of a
challenge.
• Remember to discard biases and
preconceived notions and enjoy
the generational differences

63
Source: “’Y’ Are They Different” – A Study of Gen Y at Work, Their Views and How They are Viewed, Published by
GMP & Temasek Polytechnic, 2009
Leadership Characteristics
That Gen Y-ers Want Their
Leaders To Demonstrate
Leadership Characteristics
That Managers From The
Other Generations Believe In
Demonstrating To Gen Y-ers
1. Caring (54%) 1. Competent (54%)
2. Inspiring (45%) 2. Honest (32%)
3. Competent (44%) 3. Forward-looking (31%)
*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.
http://www.gmprecruit.com/resource_hub/..%5Cpdf%5CResourceHub%5Cgeny_press.pdf
Leading Gen Y Employees

64
Top Factors That Motivate Gen
Y To Stay In Organizations
Retention Strategies Most
Utilized By Organizations
1. Opportunities for Career
Advancement (63%)
1. Opportunities for Career
Advancement (43%)
2. Good Work-Life Harmony (41%) 2. Emphasis on Learning &
Development (37%)
3. Good Relationships (40%) 3. Good Compensation (24%)
*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.
Engaging Gen Y Employees

65
• Calculate Your Current (and Future) Investment in
Gen Y:
 How many Gen Y employees does your
organisation currently have?
 What is the average compensation for Gen Y
employee at your organisation?
 Multiply the number of Gen Y employees x Your
average compensation.
• Can be seen as the risk your organisation takes in
assuming Gen Y will meet your employment
needs.
• The better managed this investment, the lower
the risk and the better return for all involved.
Group Exercise: Managing the ROI
on Gen Y?

66
Generation Z: The digital natives
Students today are all
“native speakers” of
the digital language of
computers, video
games, instantaneous
communication, and
the Internet.
Source: Marc Prensky, “Digital Natives, Digital Immigrants” (2001)

67
• The Linkster Generation (those born after 1995) is the one
just entering the workforce now. Like any other generation,
it brings its own mindset into the workforce.
• Linksters primarily work part-time while attending school.
• They are called Linksters because no other generation has
ever been so linked to each other and to the world through
technology. Their struggles in the work environment are
tied to their youth and inexperience.
• They are complete digital natives and cannot function
without communicating through social media.
• Desire for change, stimulation, learning and promotion that
will conflict with traditional organisational hierarchies.
Source: Generations, Inc., by Meagan Johnson and Larry Johnson. 2010, AMACOM.
Gen Z or The Linksters

68
• Get them into a routine that they can master.
• Generation Z will be unlike Baby Boomers, who are often
loyal to a firm. They don’t expect jobs for life and will move
onto the next job, similar to Generation Y.
• Managers of Generation Z employees will have to be
prepared to give regular feedback that tells them they are
making a difference to the organisation
• Development and work/life balance are more important than
financial reward, with both Gen Y & Z being committed to
their own personal learning and development.
Source: Edge Online Future of work - Employees 3.0: Managing Generation Z published on 28 August 2012
http://www.i-l-m.com/edge/managing_generation_Z.aspx
Managing Gen Z

69
• Career development and empowerment is critical to the
engagement of Gen Y at 3M
• Engagement happens when Gen Y feel safe to take action on their
own initiative
• Gen Y feel safe when they trust their environment
• Gen Y trust their environment when they feel fairly treated by it
• The key is to create a culture of trust in organizations
Case Study: Engaging Gen Y@
Fairness Trust Feel Safe Engaged

70
Source: http://www.youtube.com/watch?v=rDAdaaupMno

71
• “Coaching is a cyclical process of enhancing the other persons’
awareness of 'what is really going on'; guiding them to choose
responsibility for the actions they will take to achieve their
personal goals and helping them to evaluate the consequences.”
• Purpose of coaching as a performance management tool
 To gain attention to the key issues affecting performance. This can be
performance of the individual or of the team
 To focus on the detail and relevance of the conversation to those key issues
 To create a positive feedback loop
Leading & Engaging Team Members
with Managerial Coaching

72
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
The Coaching Conversation Model“ is copyrighted by CoachWorks and Corporate Coach U (CCU)

73
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 Model – Questions

74
Coaching Styles Questionnaire
74
INSTRUCTION:
READ each of the
statements, and indicate
in the last column which
of the 3 styles best
describes your preferred
style.

7575
Coaching Skills For Leaders:
Seven Habits That Make A Difference
1. Ability to create trust, be fully present and connect
2. Ability to listen attentively
3. Ability to ask powerful questions
4. Ability to communicate effectively
5. Ability to create awareness
6. Ability to facilitate the design of actions, creation of
plans and setting of goals
7. Ability to manage progress and accountability

76
Module 5
Integrative Case Study &
Mini Quiz
Putting It All Together

77
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 type of leadership style(s) do you think a leader should
adopt aboard a nuclear submarine – concern for high
certification grades or high-quality interpersonal relationships?
How different is your response for these leaders operating during
peace time vs. war time. Discuss.
20 minutes
Case Study – USS Florida

78
Opening Scene –
Background
http://www.youtube
.com/watch?v=_FW
pZF4AjFw
Leadership Styles
http://www.youtube.com/
watch?v=Q1sLU6HOxyI
Read the Video Synopsis in Workbook
Inspirational
Speech
http://www.youtube.com/
watch?v=V6eOmp0TwOg
Video Case Study – Crimson Tide

7979
Mini Quiz on Leading a Multigenerational
Workforce
Important Note: The purpose
of the following short quiz is
to provide you with an
introduction to effective
leadership styles in managing
a multigenerational
workforce. The results you
get from this quiz are NOT a
comprehensive picture of
your repertoire of effective
leadership styles currently
deployed.

8080
Scenario 1
You are a Baby Boomer Manager in a meeting when a Gen Y
colleague takes credit for work that you have done. What do you
do?
1. Immediately and publicly confront the colleague over the
ownership of your work.
2. After the meeting, take the colleague aside and tell her that
you would appreciate in the future that she credits you when
speaking about your work.
3. Nothing, it's not a good idea to embarrass colleagues in public.
4. After the colleague speaks, publicly thank her for referencing
your work and give the group more specific detail about what
you were trying to accomplish.

8181
Scenario 2
You are a Gen X Manager in an organization that is trying to
encourage respect for racial and ethnic diversity. You overheard a
Gen Y employee telling both sexist and racist jokes in the
presence of other employees. What do you do?
1. Ignore it – the best way to deal with these things is not to
react.
2. Call the person into your office and explain that their behaviour
is inappropriate and is grounds for disciplinary action if
repeated.
3. Speak up on the spot, saying that such jokes are inappropriate
and will not be tolerated in your organization.
4. Suggest to the person telling the joke he go through a diversity
training program.

8282
Scenario 3
You are a Gen Y Manager and have recently been assigned a Baby
Boomer in your team, and have noticed that he appears to be
unable to make the simplest of decisions without seeking advice
from you. What do you do?
1. Accept that he "does not have what it take to succeed around
here" and find others in your team to take on his tasks.
2. Get an HR manager to talk to him about where he sees his
future in the organization.
3. Purposely give him lots of complex decisions to make so that
he will become more confident in the role.
4. Engineer an ongoing series of challenging but manageable
experiences for him, and make yourself available to act as his
mentor.

83
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 but can be leant in
a classroom along with developmental
experiences such as executive coaching,
mentoring, executive Masterclass, voracious
readings which can accelerate a leader’s
growth and professional development.

8484
Appendix: Recommended Readings - I
1) Bawany, S (2013) “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
2) Bawany, S. (2010), ‘Leadership That Gets Results’, Human Capital, Vol. 10, Issue 4.
3) Bawany, S. (2010) ‘Maximizing the Potential of Future Leaders: Resolving Leadership
Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’.
Candid Creation Publishing LLP, Singapore. E-copy of the Chapter is available as a
download from: http://www.ipma.com.sg/publications.php
4) Collins, J. (2001), Good to Great: Why Some Companies Make the Leap... and Others
Don't. Harper Business.
5) Covey, S (1989), ‘The 7 Habits of Highly Effective People’. Simon & Schuster, NY
6) Covey, S (1991), ‘Principle-Centered Leadership. Simon & Schuster, NY
7) Covey, S (2004). ‘The 8th Habit: From Effectiveness to Greatness.’ The Free Press, NY

8585
Appendix: Recommended Readings - II
8) Covey, S (2004). ‘The 8th Habit: From Effectiveness to Greatness.’ The Free Press, NY
9) Goleman, D. (1988) ‘What Makes a Leader’. Harvard Business Review. November–
December.
10) Goleman, D. (2000) ‘Leadership That Gets Results’ Harvard Business Review. March–
April.
11) Goleman, D., Boyatzis, R., McKee, A. (2002) ‘Primal Leadership: Realizing the Power of
Emotional Intelligence’ Boston: Harvard Business School Publishing.
12) Goleman, D. (1998) ‘Working with Emotional Intelligence’, Bantam Books, New York.
13) Greenleaf, R. K (1982), ‘The Servant as Leader’. Robert K. Greenleaf Center.
14) Whitmore, J. (2002) 3rd ed., Coaching for Performance, Growing People, Performance
and Purpose, Nicholas Brearly.
15) Stein, S. J. & Book, H. E. (2003). The EQ Edge: Emotional Intelligence and your Success.
Toronto, ON: Multi-Health Systems Inc. (Bar On Emotional Intelligence Model)

8686
Appendix: Recommended Videos - I
1) Crimson Tide Movie on Situational Leadership Styles and Motivational Management:
http://www.youtube.com/watch?v=fvNqZRymNmM
2) Twelve O'clock High Movie on Adopting Different Leadership Styles for Different
Situation: http://www.youtube.com/watch?v=tieZKOnvVeY
3) Communication Coach Ric Phillips on using GROW Model for setting goals:
http://www.youtube.com/watch?v=S_CW3Zu0DLk
4) The Daily Coaching Process by Marshall Goldsmith, renowned Global Executive Coach
: http://www.youtube.com/watch?v=G9ElB4RILm0
5) Managing Gen Y: Interview with Tammy Erickson
http://www.youtube.com/watch?v=rDAdaaupMno
6) What Motivates Gen Y and Baby Boomer Talent
http://www.youtube.com/watch?v=fVHnug8H1MM
7) TED Talk by Simon Sinek on Inspiring Leadership:
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html

8787
Appendix: Recommended Videos - II
8. Collection of Videos Clips about Management and Leadership:
http://www.youtube.com/watch?v=lnaOz1TWENQ&feature=related
9. Emotional & Social Intelligence: Interview with Daniel Goleman by Harvard Business
School: http://www.youtube.com/watch?v=7Qv0o1oh9f4
10. Primal Leadership - The Leader's Mood Drives a Staggering 30% of Performance:
http://www.youtube.com/watch?v=jZ6_-WhjT8I
11. An excellent summation of the Essence of Leadership by General Colin Powell:
http://www.youtube.com/watch?v=ocSw1m30UBI&feature=related
12. Steve Jobs talks about Managing People:
http://www.youtube.com/watch?v=f60dheI4ARg&feature=related
13. Daniel Goleman on the Leadership lessons from Steve Jobs:
http://www.youtube.com/watch?v=UVuufIqoBN4
14. Success: Leading with Impact: http://www.youtube.com/watch?v=saEkfYSFRrQ

88
http://www.youtube.com/watch?v=03o1JZ7c7gI
Video on What Makes a Great Leader?

89
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…………

90
Prof Sattar Bawany
CEO, Centre for Executive Education (CEE) &
MD & C-Suite Executive Coach, EDA Asia Pacific
Email: sattar.bawany@ipma.com.sg
Website: www.ipma.com.sg/cee.php
LinkedIn: www.linkedin.com/in/bawany
Facebook: www.facebook.com/ipma.singapore
Twitter: www.twitter.com/sattarbawany
Skype: sattar.bawany
Continue the Dialogue on Social Media

Leadership Redefined: Harnessing Human Energy

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Leadership Redefined: Harnessing Human Energy

Similar to Leadership Redefined: Harnessing Human Energy (20)

More from Centre for Executive Education

More from Centre for Executive Education (20)

Recently uploaded

Recently uploaded (20)

Leadership Redefined: Harnessing Human Energy