Developing Your Leadership Pipeline - Succession Planning Framework

Copyright @2013 Centre for Executive Education Pte Ltd
(Affiliate Partner of Executive Development Associates Inc.)
www.ipma.com.sg/cee.php 1
Prof Sattar Bawany
CEO, Centre for Executive Education (CEE)
C-Suite Executive Coach, EDA Asia Pacific
Monday, 29 July 2013 MIS Executive Club @ Anson Centre
DEVELOPING YOUR
LEADERSHIP PIPELINE
Transforming the Next Generation of Leaders

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?

Agenda
• Business Case for Succession Planning
• High Potentials vs. High Performers
• EDA Research on Leadership Development Trends
• Strengths and Competency Deficits of Next
Generation Leaders
• CEE Framework on Developing Leadership Pipeline
• Dialogue Session

About
Centre for Executive
Education (CEE)
 Executive Education
 Leadership & High
Potential Development
 Executive Coaching
 Succession Planning
 Executive Assessment
4
CEE is also the Affiliate Partner of Executive Development Associates
(EDA), a global leader in executive development & coaching since 1982.
CEE is the Executive Development
Division of IPMA Asia Pacific

 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

www.ipma.com.sg/cee.php
• CEO of Centre for Executive Education (CEE)
• C-Suite Master Executive Coach, EDA Asia Pacific
• Strategic Advisor, IPMA Asia Pacific
• 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 Speaker
6

Future 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 & Level 5
Leadership Styles blended with elements of Socialised
Power/Social Intelligence Competencies ”
(Bawany, 2013)
Reference: 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,
first published on 12 February 2013.

Engaging Talent to Achieve Results
• 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
Leadership Effectiveness
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

Succession Planning Approach

“Crisis may be an overused word, but it’s a
fair description of the state of leadership in
today’s corporations. CEOs are failing
sooner and falling harder, leaving their
companies in turmoil. At all levels,
companies are short on the quantity and
quality of leaders they need.”
Reference: Ram Charan, “Leaders at All Levels”, Jossey-Bass, Wiley, San Francisco, California, 2008
Business Case for Succession
Planning

11
Succession Planning &
High Potentials
• Succession planning involves the identification of high-
potential employees, evaluating and honing their skills
and abilities, and preparing them for advancement into
positions which are key to the success of business
operations and objectives.
• Succession planning involves:
 Understanding the organization's long-term goals and objectives.
 Identifying the high-potential candidates and their respective
developmental needs.
 Determining workforce trends and predictions.

Building a Leadership Pipeline –
Development of High Potentials

Who are High Potentials?
 High Potentials consistently and significantly outperform their
peer groups in a variety of settings.
 While achieving these superior levels of performance, they
exhibit behaviors that reflect their companies’ culture and
values in an exemplary manner.
 Show a strong capacity to grow and succeed throughout their
careers within an organization – more quickly and effectively
than their peer groups do.
Reference: Douglas Ready, Jay Conger and Linda Hill, ‘Are You a High Potential? Harvard Business Review, June 2010

 The difference between high-performance employees and high-
potential employees is that the high-performance employee are
very good at performing their jobs, while the high-potential
employees have demonstrated measurable skills and abilities
beyond their current jobs.
 The real damage is done when the high-performance employee
is promoted to a managerial level, is uncomfortable and
struggles in their new role, resulting in high levels of stress and
anxiety, causing them to quit.
High Performers vs. High Potentials

 Studies show employee turnover can cost companies
up to 40 percent of their annual profit. That's for the
turnover of all employees, regardless of their
performance levels.
 The financial impact of losing a significant number of
high-potential employees (including those Gen X and Y
who have been identified as your future leaders) can be
exponentially higher.
High Performers vs. High Potentials
Reference: High-Potential Management Survey, by Corporate Leadership Council released in 2005

• Next Generation of leaders at all levels demonstrate
a high degree of Emotional Intelligence in their role
• Emotionally intelligent leaders create an
environment of positive morale and higher
productivity resulted in sustainable employee
engagement
• Critical EI competencies includes: relationship
management; cross cultural communication;
effective negotiation and conflict management
Reference: Bawany, Sattar: ‘Maximising the Potential of Future Leaders: Resolving Leadership Succession Crisis with
Transition Coaching’ In ‘Coaching in Asia – The First Decade’., Candid Creation Publishing LLP, September 2010.
Download Complimentary e-copy from from: http://www.ipma.com.sg/publications.php
Leadership Competencies of Next
Generation of Leaders

Analyzing Trends
for Over 20 Years!
Research by
EDA and
Pearson TalentLens
Research Report Website: http://www.executivedevelopment.com/product/20112012-trends-in-executive-development
EDA Research on Next-Gen Leaders

Overview of Major Findings
1) Companies are looking for ways
to accelerate High Potentials.
2) Companies need leaders that think
strategically & inspire.
3) The 70-20-10 Learning
Framework is Becoming a
Standard.
4) Leader-as-Teacher model is key.
5) Critical Thinking is the Hottest
Development Topic.

Why focus on Next Gen Leaders?
• Baby Boomers are retiring.
• 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 (25 and under) will not be
management/leadership material for years to
come.

Strengths of the Next Gen Leaders
• Ability to prioritize a multitude of important
demands on their time
• Ability to delivery results/results oriented
• A high integrity mind-set
• Understanding of the technical side of the
business and the products and services

Competency Gaps of Next-
Generation Leaders

OD Interventions in Accelerating
High Potential Development

Executive Development Approaches
Executive Education (classroom/online),
Stretch Assignment, Action Learning,
Executive Coaching and Mentoring
Company
Expectations
Individual
Expectations
Transition
Readiness
Assessment
Company
Feedback
Individual
Feedback
Gaps
Action
Plan
Gaps
Action
Plan
Reference: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p38-42
Framework for Developing
Future Leaders & High Potentials

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…………

Appendix I: Recommended Readings
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) Goleman, D. (1988) ‘What Makes a Leader’. Harvard Business Review. November–December.
6) Goleman, D. (2000) ‘Leadership That Gets Results’ Harvard Business Review. March–April.
7) Goleman, D., Boyatzis, R., McKee, A. (2002) ‘Primal Leadership: Realizing the Power of Emotional
Intelligence’ Boston: Harvard Business School Publishing.
8) Greenleaf, R. K (1982), ‘The Servant as Leader’. Robert K. Greenleaf Center.

Appendix II: Recommended Videos
1) Talent Management Summit: Leading and Engaging a Multigenerational Workforce :
http://www.youtube.com/watch?v=BiCJ3s7mRSo
2) Managing Gen Y: Interview with Tammy Erickson
http://www.youtube.com/watch?v=rDAdaaupMno
3) What Motivates Gen Y and Baby Boomer Talent
http://www.youtube.com/watch?v=fVHnug8H1MM
4) TED Talk by Simon Sinek on Inspiring Leadership:
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
5) The Daily Coaching Process by Marshall Goldsmith, Global Executive Coach :
http://www.youtube.com/watch?v=G9ElB4RILm0
6) Emotional & Social Intelligence: Interview with Daniel Goleman by Harvard Business School:
http://www.youtube.com/watch?v=7Qv0o1oh9f4
7) Primal Leadership - The Leader's Mood Drives a Staggering 30% of Performance:
http://www.youtube.com/watch?v=jZ6_-WhjT8I
8) Success: Leading with Impact:
http://www.youtube.com/watch?v=saEkfYSFRrQ

Appendix III: Resource Materials
1) CEE Executive Development:
http://ipma.co.uk/news/newsid-38.php
2) CEE Executive Briefing (Learn @ Lunch):
http://ipma.co.uk/news/newsid-29.php
3) CEE Leadership Program Directory:
http://www.ipma.com.sg/downloads/download.php?file=CEE-IPMA-Asia-Pacific-2013-Executive-
Education-Program-Directory.pdf
4) CEE Key Note Presentation Directory:
http://www.ipma.com.sg/downloads/download.php?file=CEE-IPMA-Asia-Pacific-2013-Key-note-
Executive-Briefing-Series.pdf
5) CEE IPMA Clients’ Testimonials on Facilitation and Coaching:
http://ipma.co.uk/news/newsid-testermonial.php
6) CEE Listing of Published Articles on Talent Management and Leadership Effectiveness:
http://www.ipma.com.sg/publications.php
7) CEE Past Speaking Engagement Presentations:
http://www.ipma.com.sg/speaking-engagements.php

Prof Sattar Bawany
CEO, Centre for Executive Education (CEE)
Strategic Advisor, IPMA Asia Pacific
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
Further Dialogue on Social Media

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