Change and growth are critical

Dr. Win Maung
M.B.,B.S
MPA
MDevS

Changing roles and Perception
What is Difference?
Individual
Contributor
 Uses technical
skills
 Focuses on
assigned tasks
 Follows managers’
path and vision
Works along side
team members
 Recognized for
individual
contributions
Manager
 Uses managerial and
technical skills
 Focuses on getting
work done through the
team
 Follows leaders’
paths & create own
teams’ path
 Builds teams’ skills
and gives regular feed
back
 Recognizes for
teams’ contributions/
recognizes individuals
Leader
 Uses leadership
and managerial skills
 Focuses on getting
work done through
department
 Sets vision and
works to get others to
follow
 Drives strategic
objectives & solicits
regular feedback
 Recognizes
departments for
their contributions

Skills needs change over career
Importance course
High
Low
Individual
Contributor
Leadership Skills
Managerial Skills
Technical Skills
Manager Executive

Manager vs. Leader Competencies
A MANAGER
Has a short-range perspective.
Plan how and when.
Eyes the bottom line.
Imitates others.
Accepts the status quo.
Does things correctly.
Seeks continuity.
Focuses on goals for improvement.
Power is based on position or authority.
Demonstrates skill in technical
competence.
Demonstrate skill in administration.
A LEADER
Has a long-range perspective.
Asks what and why.
Eyes the horizon.
Originates.
Challenges the status quo.
Does the correct things.
Seeks change.
Focuses on global innovation.
Power is based on personal influence.
Demonstrates skill in selling the
vision.
Demonstrates skills in dealing with
ambiguity.

A MANAGER
Demonstrates skill in supervision.
Works toward employee compliance.
Plans tactics.
Sets standard operating procedures.
Relies on analytical decision making
style.
Is risk cautious.
Uses a “transactional” communication
style.
Mostly uses an informational base of
data and facts.
Builds success through maintenance of
quality.
A LEADER
Demonstrates skill in persuasion.
Works toward employee commitment.
Plan strategy.
Sets policy.
Relies on intuitive decision-making style.
Takes necessary risks.
Uses a “transformational”
communication style.
Uses an informational base, including
“gut” feeling.
Builds success through employee
commitment.

A MANAGER
Does not want to experience anarchy.
Plans, budgets, and designs detail steps.
Sets standards of performance.
Develops the detailed plan to achieve
results.
A LEADER
Does not want to experience inertia.
Develops the vision and the strategies
to achieve it.
Sets standards of excellence.
Develops the future direction by
gathering future trends.

The Foundations of Leadership Model
Leadership
Dimension
SELF OTHER COMPANY
Development Priority Brand Coaching Communication
LEAD SELF
Great leaders are clear about their most important passions, and rely upon
these to set their priorities and guide their day-to-day actions.
It is through the consistent and visible application of these passions that the
leader sets a standard for others and creates a strong personal leadership
brand.

The Foundations of Leadership Model
LEAD OTHERS
Great leaders help others perform at their very best. They do this by
challenging, encouraging, supporting and constructively confronting others.
They do not try to fix others or solve their problems. They act as coaches to
help others gain new perspectives, energy and commitment.
LEAD COMPANY
Great leaders understand that changes is inevitable and seeks to accelerate
positive change throughout as much of their team and the organization as
possible. They do this by communicating in ways that inspire others to align
their talents and best efforts in the concerted action needed to make this
change happen.

LEADERSHIP BEHAVIOUR SCALE
1. External Orientation/ Global Business Knowledge
2. Strategic Thinking
3. Deliver Results
4. Customer Focus
5. Managerial Courage
6. Approachability and Trust
7. Self Management and Development
8. Creativity and Innovation
9. Communicating Vision and Strategic Purpose
10. Change and Transformation
11. Building High Performance Teams
12. Developing People
13. Diversity and Inclusion

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness
4. Limiting  Relies on pre-existing assumptions and closes
mind to new information.
 Maintains an internal focus at the expense of the
wider external view.
 Close down or quashes the ideas of others by
dismissing them at an early stage as not, for
example, being pragmatic.
 Uses out of date information and anchors their
ideas on this.

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness  Conducts a narrow information search, missing out
important sources or relevant categories of
information about the specific task at hand.
 Understands the importance of establishing the
‘big picture’ information.
 Relies on existing concepts rather than generating
ideas.
 Finds it difficult to grasp the concepts of others.
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value  Uses sufficient sources of information to arrive at a
comprehensive understanding of the specific task at
hand.
 Seeks information about the external market and
global issues specifically effecting organization/
company.
 Develops ideas and concepts around the issues in
hand.
 Finds it difficult to grasp the concepts of others.
3. Awareness
4. Limiting

Behavior Indicator
1. High Level  Builds own awareness of the bigger, global picture
by using a broad range of sources to gather data.
 Searches broad market information to assist in the
creation and assessment of strategy.
 Generates new ideas and innovative solutions
based seemingly unconnected information.
 Able to assess market potential of new ideas.
2. Adding Value
3. Awareness
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness
4. Limiting  Adopts a single plan or strategy without
considering alternative views or ideas.
 Rejects alternatives offered or valued by others.
 Has difficulty seeing the wider context.

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness  Recognizes the value of alternative ideas but does
not use them to contribute to solutions.
 Understands the importance of alternatives
solution in achieving the bigger picture.
 Sees the strategic vision of organization/ company
and understands the contribution they make in
achieving it.
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value  Develops at least two alternative ideas or solutions
simultaneously themselves.
 Can look at situations from different perspectives
at the same time.
 Encourages others to develop alternative solutions
to a problem rather than going with the most
obvious.
3. Awareness
4. Limiting

Behavior Indicator
1. High Level  Aligns ideas and solutions to strategic imperatives.
 Evaluates the opportunities and risks of each idea
and solution to make informed strategic decisions.
 Puts in place structured opportunities for others
to generate alternative ideas.
2. Adding Value
3. Awareness
4. Limiting

3. Delivers Results
Behavior Indicator
1. High Level
2. Adding Value
3. Awareness
4. Limiting  Either sets no targets or measures or inappropriate
ones.
 Is constrained by restrictive or outmoded policies
or procedures.
 Creates bureaucracy that hinders the ability of
others to take action.
 Consistently fails to deliver results by not focusing
on outcomes.

3.Delivers Results
Behavior Indicator
1. High Level
2. Adding Value
3. Awareness  Responds to the plans or initiative of others.
 Makes own plans reactively when asked by others.
 Shows an awareness of the importance of targets
and measures but does not translate these into
action.
4. Limiting

3.Delivers Results
Behavior Indicator
1. High Level
2. Adding Value  Plans appropriately and sets project steps.
 Allocates tasks and responsibilities to get the job
done.
 Monitors plans to ensure that results are achieved
on time.
3. Awareness
4. Limiting

3.Delivers Results
Behavior Indicator
1. High Level  Removes barriers and constraints to ensure that
plans are achieved.
 Actively manages risk and takes action to reduce
risk.
 Makes changes to improve performance as a result
of information received.
 Creates measures and metrics to track
performance.
2. Adding Value
3. Awareness
4. Limiting

4. Customer Focus
Behavior Indicator
1. High Level
2. Adding Value
3. Awareness
4. Limiting  Fails to take action to respond to customer need
even when that need is clear.
 Puts own interest before that of the customer.
 Does not show any awareness of incidents when
customer service is falling within own area of
responsibility.

4. Customer Focus
Behavior Indicator
1. High Level
2. Adding Value
3. Awareness  Makes statements about the importance of
understanding customer needs but does not
translate this into action.
 Individual demonstrates an awareness of who
their customer is, both internally or externally.
4. Limiting

4. Customer Focus
Behavior Indicator
1. High Level
2. Adding Value  Recognized both internal and external customers.
 Respond to customers’ request.
 Takes specific one-off actions to make customer
needs or improves some aspect of customer service.
3. Awareness
4. Limiting

4. Customer Focus
Behavior Indicator
1. High Level  Always acts with the customer in mind and
anticipates current and future needs.
 Establishes and maintains effective long-term
relationships with customers.
 Seeks out customer feedback to deliver sustained
improvements to customer service.
 Proactively takes action to ensure customer issues
aren’t evident in the future.
2. Adding Value
3. Awareness
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness
4. Limiting  Appears to be unclear about own responsibility.
 Tends to defer decisions to others rather than take
responsibility themselves.
 Resists taking tough decisions due to fear of
failure.

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness  Recognizes the need for strong decision making
but delays when decisions or actions are clearly
required.
 Overcomes conflict only when instigated by others.
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value  Makes decisions when decisions are due.
 Acknowledges the problems, issues and points of
conflict of others.
 Speaks out clearly for what they believe.
3. Awareness
4. Limiting

Behavior Indicator
1. High Level  States willingness to champion ideas.
 Prepared to take calculated risks and stand by
decisions despite resistance.
 Confronts difficult situations and seeks resolution.
 Makes tough decisions and corrective action
without delay.
2. Adding Value
3. Awareness
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness
4. Limiting  Too concerned with presenting own ideas rather
than listening and understanding those of others.
 Tendency to over-talk and interrupt.
 Is not always open and direct about how they feel
or think about an issue.
 Discards other people’s feelings or options.

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness  Listen carefully to others and values their
contributions
 Speaks to others about the need to show empathy
for others’ positions challenges.
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value  Creates instant rapport with colleagues through
interpersonal skills.
 Is approachable with an open and honest style.
 Able to admit own mistakes and not blame others
for theirs’
 Demonstrate consistent ethical standards.
3. Awareness
4. Limiting

Behavior Indicator
1. High Level  Ensures they really understand the views and
feelings of others by using summary clarification and
paraphrasing to show empathy.
 Makes others feel comfortable and able to be
open and honest about their thoughts and feelings
by disclosing own feelings.
2. Adding Value
3. Awareness
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness
4. Limiting  Shows no concern for improving and developing
self.
 Fails to learn from own mistakes preferring to
blame others.
 Applies inconsistent standards
 Demonstrates a volatile state to others when
working under pressure.

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness  Recognizes challenging situations that may put
them under pressure.
 Expresses a willingness to develop but waits for
others to translate this into action.
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value  Recognizes the need for self-development and
plays an equal role in the performance management
process as an individual.
 Learns from own mistakes and is open to ask for
support where needed.
3. Awareness
4. Limiting

Behavior Indicator
1. High Level  Takes responsibility for own development.
 Actively seeks out feedback to understand own
strengths and weakness better.
 Demonstrates high degree of self-confidence
when faced with unfamiliar settings.
 Copes effectively with multiple tasks and
demonstrates a calm and steady exterior to others
whilst working under pressure.
2. Adding Value
3. Awareness
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness
4. Limiting  Dismisses new and different approaches from
others.
 Always operates within proven ways of working
rather than risk taking and trying new approaches.
 Actively discourages opportunities for creating
alliances outside of the norm without clear reasons
or rationale.

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness  Openly talks about doing things differently,
pushing the boundaries and ways of working.
 Recognized value of innovation on driving business
performance.
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value  Generates new and innovative ideas that stretch
away from the normal way of working.
 Feels confident taking risks themselves and
demonstrates confidence in outcome.
 Spots opportunities to bring together partnerships
/ working alliances that haven’t been used before.
3. Awareness
4. Limiting

Behavior Indicator
1. High Level  Encourages and values innovation in others.
 Sets up mechanisms that allow others to generate
ideas that sit outside the norm.
 Allows different groups to work together that
previous may not have been thought of to allow
creativity to happen.
 Allows other the freedom of risk taking when
working towards a desired outcome.
2. Adding Value
3. Awareness
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness
4. Limiting  Communicates without clarity or structure in a
way that makes the message unclear or impossible
to receive.
 Communicates with a lack of belief and confidence
in the message, resulting in a lack of buy in from the
audience.
 Is limited in their communication style e.g. uses on
style or same style for all audiences

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness  Communication is understood but impact is
impaired by factors such as inadequate eye contact,
low volume, high speed, distracting movement.
 Communication lacks structure and content.
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value  Communicates clearly with logical structure.
 Makes positive statements about the project.
 Id generally optimistic and makes general
statements to this effect.
3. Awareness
4. Limiting

Behavior Indicator
1. High Level  Communicates a compelling, inspired vision and
sense of core purpose.
 Tailor communication style to various audiences,
using analogies, humor, gestures etc.
 Convey complex issues with clarity, brevity and
confidence.
 Shows optimism about the project to vision and
future possibilities, which in turn inspires others.
2. Adding Value
3. Awareness
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness
4. Limiting  Shows hesitation or doubt about the future.
 Actively resists change.
 Expresses own lack of belief and confidence in the
team to adopt change.
 Is negative towards the interests and ideas of
others in an attempt to promote own interest.

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness  Does not attempt to win others over to own
position as part of the change process.
 Expects own idea to sell itself rather than
expressing the benefits for others.
 Demonstrates an awareness of change and
possible implications but does not adapt behavior to
meet the change.
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value  Able to tap into and use informal networks
effectively to initiate, implement and/ or embed
change.
 Adapts behavior and communication style to get
buy-in from other.
 Presents features, benefits and advantages of
ideas to persuade others of the change.
3. Awareness
4. Limiting

Behavior Indicator
1. High Level  Addresses the concerns of others over change,
helping them to embrace it and demonstrating own
belief and high expectations.
 Celebrates success of change both at the end and
through out the process.
 Builds the confidence of others in their own ability
to embrace change.
 Effectively influences others by understanding
their interests and showing how they will be met by
own preferred solution.
2. Adding Value
3. Awareness
4. Limiting

11. Building High Performance Team
Behavior Indicator
1. High Level
2. Adding Value
3. Awareness
4. Limiting  Shuts down the contributions of other team
members by centralizing issues around self.
 Imposes consensus upon the group
inappropriately.
 Attempts to maintain control by discouraging or
preventing interaction between team members.

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness  Actively participates in team interaction.
 Does not engage in managing the interactions of
others.
 Does not disrupt or close down interaction.
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value  Ensures that team contribution is fully realized by
bringing people into the discussion.
 Encourages sense of belonging and team spirit by
ensuring all members have the opportunity to
contribute to team achievements.
 Generally recognizes the benefit of a team
approach.
3. Awareness
4. Limiting

Behavior Indicator
1. High Level  Facilitates and manages interaction between team
members so that they perform more highly together
than they would as individuals.
 Creates climates of high team morale by sharing
team successes.
 Promotes collaborative working across boundaries.
2. Adding Value
3. Awareness
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness
4. Limiting  Shows no concern for development when the
need exist.
 Fails to support others’ developmental efforts.
 Does not openly give feed back to maintain or
improve performance.
 Reduces or restricts the opportunities for
development of others.

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness  Makes general statements about the need or value
of learning and development but does not translate
this into action.
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value  Uses learning or development courses/
programmes to enhance the knowledge or skills of
others.
 Recognizes achievements of others and the actions
they have taken to develop themselves.
 Supports others’ effort to develop themselves.
3. Awareness
4. Limiting

Behavior Indicator
1. High Level  Takes personal responsibility for supporting and
developing others by acting as mentor, coach or
trainer.
 Give constructive feedback to enhance
capabilities.
 Allocates projects and responsibilities to another
for the purpose of his/ her development.
 Creates a climate that promotes peer
development and feedback amongst their teams.
2. Adding Value
3. Awareness
4. Limiting

13. Diversity & Inclusion
Behavior Indicator
1. High Level
2. Adding Value
3. Awareness
4. Limiting  Sees cultural differences that exist as problematic
and a source of difficulty.
 Tends to avoid seeking diversity in their team.
 Avoids potential conflict rather than raise and face
diversity issues.

Behavior Indicator
1. High Level
2. Adding Value
3. Awareness  Understands that important cultural differences
exist within the organization and views these
positively.
 Encourages others to seek out differences to each
other.
 Recognizes the diversity in their own team.
4. Limiting

Behavior Indicator
1. High Level
2. Adding Value  Actively seeks to bring in variety and diversity to
the team.
 Facilitates teams to ensure the contribution of all
in a diverse group.
 Actively tailors their communicate, taking into
account diverse perspectives and practical
constraints and challenges.
3. Awareness
4. Limiting

Behavior Indicator
1. High Level  Manages cultural differences both internally and
externally into a source of competitive strength.
 Works into ensure that the workplace is inclusive
and that the talents of the individual are effectively
harnessed (exploited) to achieve business success.
 Develops strategies for teams to work across
traditional boundaries, working in diverse
environments.
2. Adding Value
3. Awareness
4. Limiting

Change and growth are critical

Change and growth are critical

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