This document summarizes a presentation given by Prof Sattar Bawany on achieving career success with emotional intelligence. It discusses how emotional intelligence (EQ) is more important for career success than IQ. EQ involves self-awareness, self-regulation, motivation, empathy, and social skills. Leaders with high EQ create positive work environments and higher productivity. Developing EQ involves understanding your emotions and their impact, controlling impulses, managing relationships, and leading with humility.
This document summarizes a presentation by Prof. Sattar Bawany on result-based leadership during turbulent times. The presentation discusses how leaders can achieve organizational results and sustain employee engagement when facing uncertainty. It emphasizes focusing on business drivers, communicating expected behaviors, and collaborating on strategy execution. The presentation also highlights leveraging emotional and social intelligence, including skills like self-awareness, relationship management, and conflict resolution. Successful leaders are said to demonstrate high emotional intelligence in recognizing their own and others' feelings to motivate people and manage relationships well.
Prof Sattar Bawany gave a keynote presentation on achieving career success with emotional intelligence. He discussed how emotional intelligence (EQ) is a better predictor of success than cognitive intelligence (IQ). EQ includes skills like self-awareness, self-regulation, motivation, empathy and social skills. Developing these skills can help one avoid career derailment or plateauing due to issues like poor relationships, inability to adapt to change, or failure to meet business objectives. Successful leaders blend servant leadership styles with social intelligence to engage employees and achieve organizational results.
- The document is a letter thanking Prof. Sattar Bawany for delivering a presentation on employee engagement to the Service Quality Club in Jakarta, Indonesia.
- The letter writer states that Prof. Bawany was inspiring, engaged the audience well, and delivered the speech with full energy. All attendees enjoyed the seminar and gained incredible insights.
- The letter commends Prof. Bawany for doing a good job and thanks him for his presentation to the Service Quality Club.
The document outlines a seminar on productivity leadership best practices for rapid growth, discussing definitions of productivity and innovation, strategies for knowing customers better than themselves, uncovering competitors' blind spots, and unleashing employee potential through transforming leadership style and culture. Case studies from companies like Honda, Apple, and Southwest Airlines are presented as examples of applying these principles successfully. The seminar aims to provide a proven framework and tools for organizations to sustain high levels of productivity.
This document summarizes a presentation given by Prof Sattar Bawany on achieving career success with emotional intelligence. It discusses how emotional intelligence (EQ) is more important for career success than IQ. EQ involves self-awareness, self-regulation, motivation, empathy, and social skills. Leaders with high EQ create positive work environments and higher productivity. Developing EQ involves understanding your emotions and their impact, controlling impulses, managing relationships, and leading with humility.
This document summarizes a presentation by Prof. Sattar Bawany on result-based leadership during turbulent times. The presentation discusses how leaders can achieve organizational results and sustain employee engagement when facing uncertainty. It emphasizes focusing on business drivers, communicating expected behaviors, and collaborating on strategy execution. The presentation also highlights leveraging emotional and social intelligence, including skills like self-awareness, relationship management, and conflict resolution. Successful leaders are said to demonstrate high emotional intelligence in recognizing their own and others' feelings to motivate people and manage relationships well.
Prof Sattar Bawany gave a keynote presentation on achieving career success with emotional intelligence. He discussed how emotional intelligence (EQ) is a better predictor of success than cognitive intelligence (IQ). EQ includes skills like self-awareness, self-regulation, motivation, empathy and social skills. Developing these skills can help one avoid career derailment or plateauing due to issues like poor relationships, inability to adapt to change, or failure to meet business objectives. Successful leaders blend servant leadership styles with social intelligence to engage employees and achieve organizational results.
- The document is a letter thanking Prof. Sattar Bawany for delivering a presentation on employee engagement to the Service Quality Club in Jakarta, Indonesia.
- The letter writer states that Prof. Bawany was inspiring, engaged the audience well, and delivered the speech with full energy. All attendees enjoyed the seminar and gained incredible insights.
- The letter commends Prof. Bawany for doing a good job and thanks him for his presentation to the Service Quality Club.
The document outlines a seminar on productivity leadership best practices for rapid growth, discussing definitions of productivity and innovation, strategies for knowing customers better than themselves, uncovering competitors' blind spots, and unleashing employee potential through transforming leadership style and culture. Case studies from companies like Honda, Apple, and Southwest Airlines are presented as examples of applying these principles successfully. The seminar aims to provide a proven framework and tools for organizations to sustain high levels of productivity.
This document discusses intellectual capital and winning the war for talent. It provides an overview of a workshop on talent management and succession planning, delivered by Prof. Sattar Bawany. The workshop objectives are to gain an understanding of the context of talent management, develop the business case for it, understand the strategic importance of succession planning, and learn from leading organizations. The document includes sections on defining talent and talented people, the business case for talent management, talent management models and frameworks, assessing employees, identifying high potentials, and best practices in succession management.
This document discusses leveraging a multigenerational workforce and the challenges and opportunities it presents. It provides an overview of the different generations currently in the workforce (Traditionalists, Baby Boomers, Gen X, Gen Y, Gen Z) and their characteristics. Managing a multigenerational workforce effectively requires understanding generational differences in values, communication preferences, and views of work-life balance. The document also addresses strategies for engaging and retaining younger generations like Gen Y, as they are an important future investment. However, multigenerational workplaces can also lead to conflicts if generational differences are not properly addressed.
The document provides information about a masterclass on executive leadership that gets results, hosted by Prof. Sattar Bawany. The masterclass aims to develop leadership skills to achieve organizational results. It will examine the importance of emotional intelligence in developing leadership effectiveness and sustaining employee engagement. The agenda covers topics like understanding leadership challenges, assessing emotional intelligence, leadership styles, and developing a personal leadership plan. The document provides context about the hosting organization and facilitator.
This document summarizes a presentation on harnessing the potential of multigenerational workforces. It discusses the different characteristics and perspectives of generations currently in the workforce, including Traditionalists, Baby Boomers, Gen X, Gen Y, and Gen Z. Managing a multigenerational workforce effectively requires understanding generational differences, engaging and retaining younger employees, and providing career growth opportunities for all. Leaders must communicate well, provide feedback, and recognize contributions to maximize performance across generations.
This document provides information about an upcoming workshop on achieving managerial success with emotional intelligence (EQ) hosted by the Centre for Executive Education. The workshop will be facilitated by Prof. Sattar Bawany and will cover topics like understanding the importance of EQ in leadership effectiveness, assessing one's own EQ, and developing an action plan to improve EQ. It includes the workshop agenda, objectives, quotes on leadership, concepts like leadership vs. management and intelligence quotient (IQ) vs. EQ. Models of EQ by Goleman and Bar-On are also introduced. The workshop aims to help participants understand how EQ impacts leadership capabilities and team effectiveness.
This document discusses strategies for managing a multigenerational workforce. It begins by introducing the Centre for Executive Education and their mission to help organizations develop their employees. It then discusses the different generational cohorts currently in the workforce - Traditionalists, Baby Boomers, Gen X, Gen Y, and Gen Z. Each generation has different traits and expectations regarding work. The document suggests that a multigenerational workforce can provide benefits like diverse perspectives if managed effectively. It provides tips for communicating across generations and retaining younger employees. Overall, the document advocates for understanding generational differences to maximize productivity in a multigenerational environment.
This document is a presentation on sustaining employee engagement and productivity of a multigenerational workforce. It discusses defining employee engagement, measuring engagement, and the role of managers in engagement. It emphasizes that engagement requires employees to feel safe, trusted, and fairly treated. Creating a culture of trust within an organization is key to improving engagement. Engagement must be strategically executed based on strong diagnostics to prove impact on business results. A highly engaged workforce is critical to business success.
This document provides an overview of a masterclass on strategic talent management. It discusses the need for organizations to manage talent effectively in today's global economy. An introduction is given on the facilitator Prof. Sattar Bawany and the organization hosting the masterclass, the Centre for Executive Education. The document outlines the objectives and agenda of the 2-day workshop, which will cover topics like talent management models, competency management, and succession planning.
This document discusses developing leadership pipelines for succession planning through transition coaching. It discusses:
- The challenges leaders face in role-to-role transitions within organizations and the need for transition coaching support.
- Common pitfalls leaders experience in transitions like trying to use old skills in new roles and expectations to produce quick results.
- A proven 4-step transition coaching process used by DBM to define critical transition roles, recommend solutions, provide executive coaching support, and measure returns.
- Key skills needed for successful leadership transitions like relationship management, communication, negotiation and developing emotional intelligence.
This document discusses strategic human resource management (SHRM) and the role of human resources as a strategic business partner. It provides definitions of SHRM, outlines four perspectives on SHRM activities and themes, and describes models of the evolution of HR roles from administrative experts to strategic partners. The document emphasizes that effective HRM is key to competitiveness and that people and processes within an organization are a source of sustained competitive advantage. It argues that HR leaders should participate directly in strategy formulation, ensure people issues are addressed as part of business strategies, and align HR strategies and processes to enable the implementation of business strategies.
This document discusses emotional intelligence and its impact on leadership effectiveness. It begins by defining emotional intelligence as involving self-awareness, self-regulation, motivation, empathy, and social skills. Research has shown that leaders who outperform their peers have mastered these aspects of emotional intelligence. The document then examines different models of emotional intelligence, tools for measuring emotional intelligence like the BarOn EQ-i and EQ-360, and research linking higher emotional intelligence to better leadership performance. It concludes that developing emotional intelligence competencies is important for leadership success and that leadership requires long-term development, not just short training courses.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations. Leaders must understand generational characteristics to engage employees and leverage strengths. Highly engaged employees improve customer satisfaction and organizational success through leadership that creates a positive organizational climate.
This document discusses intellectual capital and winning the war for talent. It provides an overview of a workshop on talent management and succession planning, delivered by Prof. Sattar Bawany. The workshop objectives are to gain an understanding of the context of talent management, develop the business case for it, understand the strategic importance of succession planning, and learn from leading organizations. The document includes sections on defining talent and talented people, the business case for talent management, talent management models and frameworks, assessing employees, identifying high potentials, and best practices in succession management.
This document discusses leveraging a multigenerational workforce and the challenges and opportunities it presents. It provides an overview of the different generations currently in the workforce (Traditionalists, Baby Boomers, Gen X, Gen Y, Gen Z) and their characteristics. Managing a multigenerational workforce effectively requires understanding generational differences in values, communication preferences, and views of work-life balance. The document also addresses strategies for engaging and retaining younger generations like Gen Y, as they are an important future investment. However, multigenerational workplaces can also lead to conflicts if generational differences are not properly addressed.
The document provides information about a masterclass on executive leadership that gets results, hosted by Prof. Sattar Bawany. The masterclass aims to develop leadership skills to achieve organizational results. It will examine the importance of emotional intelligence in developing leadership effectiveness and sustaining employee engagement. The agenda covers topics like understanding leadership challenges, assessing emotional intelligence, leadership styles, and developing a personal leadership plan. The document provides context about the hosting organization and facilitator.
This document summarizes a presentation on harnessing the potential of multigenerational workforces. It discusses the different characteristics and perspectives of generations currently in the workforce, including Traditionalists, Baby Boomers, Gen X, Gen Y, and Gen Z. Managing a multigenerational workforce effectively requires understanding generational differences, engaging and retaining younger employees, and providing career growth opportunities for all. Leaders must communicate well, provide feedback, and recognize contributions to maximize performance across generations.
This document provides information about an upcoming workshop on achieving managerial success with emotional intelligence (EQ) hosted by the Centre for Executive Education. The workshop will be facilitated by Prof. Sattar Bawany and will cover topics like understanding the importance of EQ in leadership effectiveness, assessing one's own EQ, and developing an action plan to improve EQ. It includes the workshop agenda, objectives, quotes on leadership, concepts like leadership vs. management and intelligence quotient (IQ) vs. EQ. Models of EQ by Goleman and Bar-On are also introduced. The workshop aims to help participants understand how EQ impacts leadership capabilities and team effectiveness.
This document discusses strategies for managing a multigenerational workforce. It begins by introducing the Centre for Executive Education and their mission to help organizations develop their employees. It then discusses the different generational cohorts currently in the workforce - Traditionalists, Baby Boomers, Gen X, Gen Y, and Gen Z. Each generation has different traits and expectations regarding work. The document suggests that a multigenerational workforce can provide benefits like diverse perspectives if managed effectively. It provides tips for communicating across generations and retaining younger employees. Overall, the document advocates for understanding generational differences to maximize productivity in a multigenerational environment.
This document is a presentation on sustaining employee engagement and productivity of a multigenerational workforce. It discusses defining employee engagement, measuring engagement, and the role of managers in engagement. It emphasizes that engagement requires employees to feel safe, trusted, and fairly treated. Creating a culture of trust within an organization is key to improving engagement. Engagement must be strategically executed based on strong diagnostics to prove impact on business results. A highly engaged workforce is critical to business success.
This document provides an overview of a masterclass on strategic talent management. It discusses the need for organizations to manage talent effectively in today's global economy. An introduction is given on the facilitator Prof. Sattar Bawany and the organization hosting the masterclass, the Centre for Executive Education. The document outlines the objectives and agenda of the 2-day workshop, which will cover topics like talent management models, competency management, and succession planning.
This document discusses developing leadership pipelines for succession planning through transition coaching. It discusses:
- The challenges leaders face in role-to-role transitions within organizations and the need for transition coaching support.
- Common pitfalls leaders experience in transitions like trying to use old skills in new roles and expectations to produce quick results.
- A proven 4-step transition coaching process used by DBM to define critical transition roles, recommend solutions, provide executive coaching support, and measure returns.
- Key skills needed for successful leadership transitions like relationship management, communication, negotiation and developing emotional intelligence.
This document discusses strategic human resource management (SHRM) and the role of human resources as a strategic business partner. It provides definitions of SHRM, outlines four perspectives on SHRM activities and themes, and describes models of the evolution of HR roles from administrative experts to strategic partners. The document emphasizes that effective HRM is key to competitiveness and that people and processes within an organization are a source of sustained competitive advantage. It argues that HR leaders should participate directly in strategy formulation, ensure people issues are addressed as part of business strategies, and align HR strategies and processes to enable the implementation of business strategies.
This document discusses emotional intelligence and its impact on leadership effectiveness. It begins by defining emotional intelligence as involving self-awareness, self-regulation, motivation, empathy, and social skills. Research has shown that leaders who outperform their peers have mastered these aspects of emotional intelligence. The document then examines different models of emotional intelligence, tools for measuring emotional intelligence like the BarOn EQ-i and EQ-360, and research linking higher emotional intelligence to better leadership performance. It concludes that developing emotional intelligence competencies is important for leadership success and that leadership requires long-term development, not just short training courses.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations. Leaders must understand generational characteristics to engage employees and leverage strengths. Highly engaged employees improve customer satisfaction and organizational success through leadership that creates a positive organizational climate.