Effective leadership is important for organizations to solve problems and deliver results. While individual leaders are important, an organization's leadership capacity over time is even more important for shareholders and customers. Therefore, organizations must invest in developing not just individual leaders but also leadership depth across the organization. To develop leadership depth, organizations should define leadership standards based on external stakeholder expectations, assess leaders' performance against these standards, and provide learning opportunities such as on-the-job experiences, training, coaching and feedback. Developing leadership is an ongoing journey that requires a long-term commitment from organizations.
Essence Of Corporate Leaders -by Ajay Bhat (Monnet Ispat)Mukesh
Conceptually Management & leadership are two different sides of the same coin. All executives are managers, in fact all employees may classified as managers for the assigned task & responsibility but in essence only the executives working in top positions are genuinely defined as the, management of the company. Among the top management the Leaders by implication are the people with vision, deep understanding of business, acumen, drive, ability to lead & guide people, risk taking ability etc.
Should Mentors of Entrepreneurs be Trained or their Experience is Enough?INNOVATION COPILOTS
Entrepreneurial mentoring is the support of novice entrepreneurs by experienced professionals in the business world. Despite this practice gaining popularity, a question remains: is it necessary for these organizations to train mentors or is the mentor’s experience su cient? To answer this question, we analyzed the e ect of the mentor’s training, as well as his/her pro le in terms of experience, on the mentee’s degree of satisfaction and learning. Our results show that the more a mentor is trained, the more he/she develops relational competencies, thereby creating a favorable (trusting) environment and developing an appropriate mentoring style (maieutic), which allows the mentee to learn and become more autonomous. However, the mentor’s experience in entrepreneurship does not have an impact on the quality of the mentoring relation‐ ship, nor does it impact the novice learning. Our results also show that, contrary to our expectations, mentoring experience has a negative impact on most of the psychological functions of the mentor. We found that this negative e ect is neutralized by continuous training of mentors. This suggests that entrepreneurship support organizations should implement specific training sessions for experienced mentors.
Should entrepreneurial mentors be trained or is experience enough?INNOVATION COPILOTS
Forget all your romantic ideas about what a good entrepreneurial mentor is: experienced in entrepreneurship, he/she has started several companies in his/her lifetime, has failed a couple of times and learned from it and succeeded enough time to still be active now. He has mentored several startupers so he/she knows how to transfer all that experience and entrepreneurial wisdom to the neo entrepreneur that you are. Having such a mentor will mean you will increase a hundred fold your chances of success. This is the mentor myth we share in our collective unconscious... And science says different.
Essence Of Corporate Leaders -by Ajay Bhat (Monnet Ispat)Mukesh
Conceptually Management & leadership are two different sides of the same coin. All executives are managers, in fact all employees may classified as managers for the assigned task & responsibility but in essence only the executives working in top positions are genuinely defined as the, management of the company. Among the top management the Leaders by implication are the people with vision, deep understanding of business, acumen, drive, ability to lead & guide people, risk taking ability etc.
Should Mentors of Entrepreneurs be Trained or their Experience is Enough?INNOVATION COPILOTS
Entrepreneurial mentoring is the support of novice entrepreneurs by experienced professionals in the business world. Despite this practice gaining popularity, a question remains: is it necessary for these organizations to train mentors or is the mentor’s experience su cient? To answer this question, we analyzed the e ect of the mentor’s training, as well as his/her pro le in terms of experience, on the mentee’s degree of satisfaction and learning. Our results show that the more a mentor is trained, the more he/she develops relational competencies, thereby creating a favorable (trusting) environment and developing an appropriate mentoring style (maieutic), which allows the mentee to learn and become more autonomous. However, the mentor’s experience in entrepreneurship does not have an impact on the quality of the mentoring relation‐ ship, nor does it impact the novice learning. Our results also show that, contrary to our expectations, mentoring experience has a negative impact on most of the psychological functions of the mentor. We found that this negative e ect is neutralized by continuous training of mentors. This suggests that entrepreneurship support organizations should implement specific training sessions for experienced mentors.
Should entrepreneurial mentors be trained or is experience enough?INNOVATION COPILOTS
Forget all your romantic ideas about what a good entrepreneurial mentor is: experienced in entrepreneurship, he/she has started several companies in his/her lifetime, has failed a couple of times and learned from it and succeeded enough time to still be active now. He has mentored several startupers so he/she knows how to transfer all that experience and entrepreneurial wisdom to the neo entrepreneur that you are. Having such a mentor will mean you will increase a hundred fold your chances of success. This is the mentor myth we share in our collective unconscious... And science says different.
Room for Inclusion: Employers guide on how to onboard your talent inclusivelyHarvey Nash Plc
A short 'how to' guide and tips for employers on how to ensure that the new starters you have worked hard to attract and hire get off to the right start and feel included from day one.
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.
One day interactive workshop delivered in the snow to an audience of HR professionals, recruiters and line managers from predominantly the private sector.
Your Culture Shapes What Your Business BecomesBill Thomas
Your organization’s culture is not what your CEO or executive team believes it is or proclaims it to be. It’s what your employees, customers and investors believe it to be. This article discusses three keys to shaping a culture that aligns with the business, rather than letting one’s culture determine the business.
Championing the next generation of female leadershipCBIZ, Inc.
More companies are proactively looking to expand female representation within leadership positions and placing a greater emphasis on ensuring proper representation at the executive level. While the focus on equality at the top level is important, more can be done earlier in the career cycle to promote greater engagement among female employees, positioning them for leadership success now and into the future.
Term project 21st century business leadership-public speaking (94189)-fall 2016Muhammad Asif Khan Awan
Focuses to mention the characteristics that has been required to become an effective leader in the ongoing 21st century, in order to lead the business organizations in this global village.
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
Room for Inclusion: Employers guide on how to onboard your talent inclusivelyHarvey Nash Plc
A short 'how to' guide and tips for employers on how to ensure that the new starters you have worked hard to attract and hire get off to the right start and feel included from day one.
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.
One day interactive workshop delivered in the snow to an audience of HR professionals, recruiters and line managers from predominantly the private sector.
Your Culture Shapes What Your Business BecomesBill Thomas
Your organization’s culture is not what your CEO or executive team believes it is or proclaims it to be. It’s what your employees, customers and investors believe it to be. This article discusses three keys to shaping a culture that aligns with the business, rather than letting one’s culture determine the business.
Championing the next generation of female leadershipCBIZ, Inc.
More companies are proactively looking to expand female representation within leadership positions and placing a greater emphasis on ensuring proper representation at the executive level. While the focus on equality at the top level is important, more can be done earlier in the career cycle to promote greater engagement among female employees, positioning them for leadership success now and into the future.
Term project 21st century business leadership-public speaking (94189)-fall 2016Muhammad Asif Khan Awan
Focuses to mention the characteristics that has been required to become an effective leader in the ongoing 21st century, in order to lead the business organizations in this global village.
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
An approach to develop greater leadership flexibility and agility to improve performance and build a strong talent pipeline for the future. Build leaders who can influence, thrive and perform under the pressure of globalisation, complexity and diversity.
To find out how I can work with your leaders, contact me : carol@springforward.com.au
Selecting and developing capable and confident leaders has become more critical today than ever before.
Discover 4 proven strategies to guide you through today's white water leadership challenge.
15Five's Guide To Creating High Performing TeamsDavid Hassell
Managing a team has never been more complex. Knowledge-based workers are challenging status-quo leadership at every turn. How will you keep your A-players, ensure their happiness and call forth their best week after week?
15Five's Guide To Creating High Performing Teams contains helpful management tips on everything from building better relationships with employees to supercharging meetings and performance reviews.
How to get employees to trust managersPoonam Singh
If you've ever watched a suspense movie, you would have noticed that creeping sense of fear and tension as it draws to a close. Just like in the movies, your workplace could be suffering from a toxic work culture.
Attract, Retain, and Grow your people to grow your impact and the role of lea...The Pathway Group
The title "Attract, Retain, and Grow Your People: Maximizing Impact and the Importance of Effective Leadership" highlights the essential elements of building a successful organization. By focusing on attracting, retaining, and nurturing talented individuals, companies can expand their influence and achieve meaningful outcomes. Effective leaders play a crucial role in this process, guiding and empowering their teams to reach their full potential. By prioritizing the development of their people, businesses can drive growth, enhance their impact, and create a thriving work environment.
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
Nick krest - skills for a successful management careerNickkrest
Effective leaders must master all forms of communication including written, verbal and listening skills. As a team manager you're the line of communication between frontline staff and senior management.
The role of Leadership is becoming challenge and undergoing a transformation, this presentation is an attempt to create awareness to the prospective leaders
Similar to Preparing Leaders to Meet Gen Y Expectations in Daily FT - 27 May 2014 (20)
Letter of Appointment of Centre for Executive Education as the Authorised Representative of IPE Management School Paris in the Asia Pacific region. Visit https://www.cee-global.com/mba-disruptive-leadership
The details on the IPE MBA in Disruptive Leadership could be found at http://www.ipe-paris.fr/edu-course/disruptive-leadership/ and https://www.cee-global.com/mba-disruptive-leadership
Overview of Presentation
The Fourth Industrial Revolution (also known as Industry 4.0) is here, and it's changing everything. The advent of cloud computing and the unprecedented availability of information is shaping a business climate that rewards innovation and agility. This shift has the potential for enormous impact on businesses and, consequently, on their brands.
This Digital Revolution has changed the business landscape significantly, transforming the ways in which brands reach out to consumers and how consumers interact with brands. Being present on digital channels has thus become necessary for brands to continue engaging with their customers effectively.
The integration of digital and physical technologies heralds the imminent arrival of a new digital revolution. For brands – especially those still struggling to get to grips with data – capitalizing on the opportunities created by the new ‘Industry 4.0’ could be daunting. Yet all can benefit by self-optimizing for the opportunities and challenges that lie ahead today. From artificial intelligence and analytics to robotics, connected cities to smart homes and the internet of things, key components of Industry 4.0 are being powered by data. So the first thing organizations must do is adjust their mindset.
The primary challenge for businesses today is to navigate the increasingly connected world and changing consumer landscape to reach more customers, more effectively. Today's customers have less time and attention to devote to your brand—and they are surrounded by alternatives every step of the way. You need to stand up, get their attention, and deliver the message they want to hear.
This presentation examines the marketplace's shifting power dynamics, the paradoxes wrought by connectivity that will shape today’s and tomorrow's consumer. We will also discuss the challenges and strategies in driving brand success in today’s digital-driven market place.
CEE Key Note Presentation on "Authenticity Matters: Developing Authentic Relationships at the Workplace"
For the list of topics of CEE Key Note Sessions, please visit http://www.cee-global.com/keynote/
For Testimonials, visit http://www.cee-global.com/testimonials/
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
STRENGTH – PERFORMANCE – AESTHETICS
Corporate Wellness Division of CEE
“Working out gives me at least four additional hours of productive time every day.”
– Sir Richard Branson, Founder & CEO of Virgin Group,
When asked what his #1 tip would be for success, in the book ‘The 4-Hour Body’ by Timothy Ferriss
Why Keeping Employee Healthy Leads towards the Development of a Sustainable Competitive Advantage for Your Organisation?
Have you ever considered the impact that an effective corporate wellness programme could make on your business?
Are you interested in making your office a healthy and fun place to work for your employees?
Wondering how a wellness programme can motivate and energize your employees while also possibly reducing health insurance costs to your organisation?
STRENGTH – PERFORMANCE – AESTHETICS (SPA) is the Corporate Wellness Division of Centre for Executive Education (CEE).
Corporate Wellness is any workplace health promotion activity or organisational policy designed to support healthy behaviour in the workplace and to improve health outcomes of your employees.
Being competitive in the market place means more than products and services. Businesses need productive employees to stay competitive in the market place. Employees need good health to stay productive. That’s where SPA Corporate Wellness becomes a key component in your business plan.
SPA Corporate Wellness provides the expertise for planning, promoting and implementing on-site health promotion programmes. All programmes can be custom-designed to meet the site, scheduling/shift, and volume requirements of your organisation.
A corporate wellness programme designed by SPA Corporate Wellness is a combination of educational, organisational and environmental activities designed to support behaviour conducive to the health improvement and well-being of employees. Corporate wellness programs may consist of many components, but the scope of the programmes is defined by the objectives of the companies.
The Benefits of SPA Corporate Wellness Programme
As health improves, so does workplace employee productivity. Research has consistently shows that organisations that provide their employees’ wellness programmes can expect the following benefits:
Decreased healthcare costs
Reduced absenteeism
Increased energy and mental clarity
Increased employee morale and retention rate
Increase Sustainable Profits and Wellness
Reduce Burnout
Reduce Health-Related Costs
Reduce Turnover
Increase Empowerment Mandates
The SPA Corporate Wellness Brochure is available at http://www.corporate-wellness.pro/
CEE Leadership Masterclass Series in Leading in a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools and techniques to drive organisational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customised in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognised certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organisations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
CEE Leadership Masterclass Series in Leading in a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools and techniques to drive organisational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customised in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognised certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organisations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
CEE Leadership Masterclass Series in Leading in a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools and techniques to drive organisational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customised in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognised certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organisations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
Appointment of Prof Sattar Bawany as Adjunct Professor of Leadership and Human Resource Management at Curtin Graduate School of Management (CGSB) 21 Oct 2015
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Preparing Leaders to Meet Gen Y Expectations in Daily FT - 27 May 2014
1. Management & Leadership
www.ft.lk
TUESDAY MAY 27, 2014
12
Effective leaders
in organisations bring
together both individu-
als and organisations
to solve customer and
organisational prob-
lems, but there is a dif-
ference between leaders
and leadership.
L e a d e r s r e f e r t o
individuals who have
unique capabilities to
guide the behaviour
of others to deliver
outstanding results
o r r e s o l v e i s s u e s .
Leadership refers to an
organisation’s capacity
to build future leaders
and leadership bench
strength.
A n i n d i -
vidual leader
matters, but
an organisa-
tion’s leader-
ship matters
m o r e o v e r
t i m e b o t h
t o s h a r e -
holders and
c u s t o m e r s .
T h e r e f o r e ,
organisations
must not only
invest to help
i n d i v i d u a l
leaders to be
more ef fec-
tive through
coaching, 360
feedback, and
by executing
i n d i v i d u a l
development
plans, but also must
invest to build leader-
ship depth by devoting
sufficient time for lead-
ership development.
Build leadership
Generally there are
a few key things that
organisations can do
to upgrade the quality
of leadership in a firm.
The quality of leader-
ship will drive busi-
ness performance both
inside and outside the
organisation.
Organisations with
leadership depth will
have the capacity to
respond to changing
business conditions,
e x e c u t e s t r a t e g y,
increase investor con-
fidence, and anticipate
and deliver those cus-
tomer requirements.
Often leadership suc-
cess remains inside the
company. As a result
potential leaders learn
from other leaders in
the company who have
succeeded.
The criteria of leader-
ship should start with
customers. The owners
in a firm must define
the company’s intended
brand and then identify
the leadership behav-
iours consistent with
this exter nal brand.
When leaders inside the
company behave in line
with the expectations
of customers and other
stakeholders outside the
company, the leadership
becomes more sustain-
able and effective.
Also by defining inter-
nal leadership through
external expectations
w i l l s e t
more rel-
evant and
impactful
leadership
standards.
Once lead-
e r s h i p
standards
a r e s e t ,
l e a d e r s
need to be
a s s e s s e d
o n h o w
well they
meet those
standards.
To g e t
an exter-
nal view,
leadership
360s may
be expand-
ed to 720s
where cus-
tomers, suppliers, com-
munities, regulators,
or other external stake-
holders may be included
in assessing targeted
leaders.
The board of directors
should also regularly
assess the CEO’s perfor-
mance both inside the
company with his team,
among his employees
and outside the compa-
ny with key stakehold-
ers.
This type of assess-
ment of fers a more
complete view of lead-
ers who have key roles
to play with external
stakeholders.
Assessment also helps
to identify high poten-
tials and future leaders
by looking at the extent
to which they have aspi-
rations to lead, ability
to meet future challeng-
es, and agility to learn
and grow.
It is the responsibility
of the board to keep an
eye on potential leaders’
ability to serve custom-
ers and engage employ-
ees to do their best
work.
Leadership
investment
The traditional for-
mula for leadership
investment has been
70-20-10. The logic is
that 70% of learning
and development is on
the job; 20% from feed-
back and observation
of role models, and only
10% from training.
Now it is suggested
by Prof. Dave Ulrich,
t h e a u t h o r o f t h e
‘Leadership Code,’ that
this for mula should
shift to something like:
50% of learning from job
experience, including
mirroring role models,
30% of learning from
updated training and
20% of learning from life
experience.
Most leaders have
learnt and learn from
experiences outside of
work, in families, social
settings, social networks,
volunteer work, reading,
and travelling. When
companies can encour-
age and access knowl-
edge from these life
experiences, leaders will
broaden their repertoire.
For example, many
companies now use their
CSR efforts as develop-
ment opportunities for
high potential leaders.
This mix of leadership
investments in my view
is the foundation for a
professional approach
for development of lead-
ership throughout a
firm.
(The writer is a thought
leader in HR.)
Introduction
So, what is all the fuss about
Generation ‘Y’ (those born
between 1980 and 1995)? Are they
different? Yes. Are they difficult?
Different is only difficult when we
don’t understand or can’t under-
stand what the difference means.
As a leader, manager, supervisor,
what can you do to increase your
effectiveness when motivating
and managing Generation ‘Y’?
Influence and inspire. As a Gen
Y myself, from discussion with my
peers, we believe these are the two
values Gen Y employees admires
most about their leaders. Their
leaders must have the ability to
empower and excite them towards
not only the organisation’s goals
but towards personal excellence
as well.
Many bosses find themselves
in leadership positions without
ever having consciously made the
choice to become a leader, let alone
a great leader.
For these bosses to evolve into
an exceptional leader for the
youth, they first have
to step down to the
level of the youths.
They have to show
them that they were
exactly where they are
when they started and
that it is indeed pos-
sible to climb up the
corporate ladder to
reach the position they
are in now. Now how
exactly does one do so?
Here are some practi-
cal guidelines:
1. Talk to them
Everyone wants to
feel important, and
what better way to
show the importance
of your employees
then to get to know
them on a personal level. Share
with them your personal journey
about how you’ve reach to the top
of the ‘food chain’. Provide them
with that sense of belonging that
motivated you to stay on with the
organisation and it is likely that
that same reason would be the rea-
son that would make them want to
stay on as well.
2. Hang out with them
Now, I don’t mean to be weekend
hang out buddies, no. There still
need to be a boundary between
boss and employee. However, have
a get together every now and then
to show your employees that you
care and that you are genuinely
concerned about their well-being
and their happiness in the organi-
sation. Yes, there are retreats and
all that usual shenanigans, but
you need to show that you are
involved. You are interested and
involved in the team bonding
efforts that go on in the organisa-
tion.
3. Be a confidant
Everyone loves a listening ear,
especially the youths at our day
and age. They have the constant
perception that the boss is only
someone who gives orders and
instructions and not to be messed
around with. Whilst being firm,
offer to be a friend to the employ-
ees. Don’t just listen, but hear
them out, their problems and
what challenges they are facing.
Help them understand the reason
for some operation procedure and
the direction the organisation
is heading in the next few years.
That way, everyone would be on
the same page.
Today’s Gen Y is an interesting
group of people and a vital one for
that matter. Succession planning
is crucial and there is always a
need to stay relevant, on that note
youths are the future of the next
generation, thus there is a need to
invest significantly in them.
Leading and engaging
Gen Y at work
For the first time in modern
history, workplace demographics
now span four generations, mean-
ing that 20-year-old new hires can
find themselves working side-by-
side with colleagues who are older
than they are by 50 years (or even
more). The five generations and
their birth years are depicted in
Table 1.
Gen Y (including in large
number of today’s Youths) are
also individuals who holds on to
grudges, any bad experience with
you and they will remember it for
a long time, so be careful what you
do to them. At the same time, the
youth these days make it a point
to go above and beyond their call
of duty and often produces excep-
tional work. All they ask in return
is acknowledgement. A simple pat
on the back and words of encour-
agement does the trick, trust me.
Leaders for the youths are scru-
tinised pretty intensely at this
day and age. They play a vital
part in the motivation process of
the youth’s professional journey.
Leaders with the ability to present
themselves well have already won
the hearts of the youth. Youths
feel that, “If I put in effort to look
good and professional, you should
too.” Now, I’m not talking about
superficiality, I’m talking about
looking professionally good.
All in all, the ability to connect
and gel with the youth is not an
easy task. It takes a lot of effort
and may be a little
time consuming but
the results would be
tremendous. Good
leadership is hard to
come by, good leader-
ship for the youth, is
extra work. However,
it would be all worth
it when you hand over
that office of yours
to your predecessor
who was once a youth
under your wing.
T h e ‘ P e t e r
Principle; states that
in modern organisa-
tions, most bosses rise
to the level of their
least competence, like
the specialist (e.g.
accountant, engineer,
lawyer, etc.) who is
so good at their craft that they get
promoted to a management posi-
tion in ‘charge of people’ without
having mastered any real leader-
ship skills. And then they bomb.
It’s not their fault; they were pro-
moted into the position with little
or no training or mentoring... it’s
sink or swim.
What Gen Y looks
for in their leaders?
Things are not how they used to
be. Employee expectations have
definitely changed with regard
to work. Leaders can no longer
ignore these new expectations nor
refuse to adapt their leadership
style and methods to deal with
these new expectations.
In a research report published
in Singapore on ‘Gen Y at Work,
Their Views and How they are
Viewed,’ Gen Y-ers believe that it
is most important for their leaders
to be caring, inspiring and compe-
tent. On the other hand, manag-
ers from the Other Generations
believe in demonstrating compe-
tence, honesty and a forward-look-
ing orientation to the Gen Y-ers
they lead and manage.
The overall pattern of results
clearly suggests that there is a
gulf between the Gen Y work-
force’s expectations, and their
managers’ beliefs about how to
lead them. The results suggest
that Gen Y prefers relationship-
oriented leaders, while their man-
agers believe in demonstrating
a relatively more task-oriented
approach to leading them.
What makes a great leader
in managing
Gen Y?
In several cases that Centre for
Executive Education (CEE) came
across in consulting engagements,
well intentioned promises of lead-
ership development, coaching
or mentoring were made to the
leader when they were appointed,
only to fall by the wayside because
more pressing business matters
crowded out the hours in the lead-
er’s day.
Like a captain of a sporting
team or a general of an army,
leaders need to innovate, inspire,
excite or provide a clear vision to
others. They hold and believe in
a vision and just as importantly,
have the self-belief and convic-
tion to communicate it to others.
Furthermore leaders do not have
definitive characteristics. Some
inspire and organise, whereas
others are strategic or tactical,
spot opportunities or protect
against disaster.
Leadership is a journey of dis-
covery. It is the expression of a
person at his or her best whose
aim is to transform something
for the better and to develop this
potential in others. It is not a
solitary pursuit but one that har-
nesses the energy of those around
you.
A manager can implement pro-
cesses, monitor performance, set
business goals and objectives and
generally take care of the day-to-
day needs of their staff. However
achieving authentic leadership
takes more than textbook man-
agement skills.
CEE believes that with the rel-
evant executive
development sup-
port, those with
leadership poten-
tial can be devel-
oped into out-
standing leaders.
No one can
argue that a great
leader can boost
an organisation’s
growth and per-
formance in much
the same way a
poor leader can
run one into the
ground. But what
makes a leader
effective or inef-
fective is a more
nebulous concept
to pin down.
A c c o r d i n g
to Jim Kouzes,
author of the
best-seller ‘The
L e a d e r s h i p
Challenge,’ the
qualities that
make an effective
leader have two
distinct perspec-
tives: what follow-
ers look for and
what research
from the past few decades has
shown. “There are four things
consistently that we have found
that people most look for in a
leader. Number one, people want a
leader who’s honest, trustworthy
and has integrity. Second (they
want someone) forward-looking,
who has a vision of the future,
foresight and thinks about the
long term. Third, people want
a leader who is competent, has
expertise, knows what they’re
doing, and fourth is inspiring,
dynamic, energetic, optimistic
and positive about the future.”
These still hold true on what Gen
Y-ers expects from their leaders.
Leadership styles
Gen Y is well known for want-
ing more flexible work sched-
ules. With mobile technology and
cloud solutions widely available,
resistance to alternative work
schedules by Gen X or Boomers
Manager is becoming a barrier
to progress at the workplace. All
managers must get to a similar
understanding of why Gen Y
looks at flexible work arrange-
ments as a given. With globali-
sation a force driving corporate
strategy, allowing employees to
choose to work nights and week-
ends over day shifts makes sense.
Working from a cafe today and
hotel, onsite tomorrow is smart
business.
Those managers who grew up
in corporate-land believing work
occurs between 9-5 need to learn
to rethink how, where and when
work gets done. Gen Y gets this. It’s
time that Managers of other gen-
eration must do, too.
Some people have one style of
leadership, which is fine if they
can find a situation that requires
that style of leadership.
Flexible leadership, however,
involves being able to adapt your
leadership style according to the
generational make-up of the team
and situation – e.g.: taking charge
when a team is forming but play-
ing the role of coach when a team
is managing itself well.
Overall, CEE research suggests
that Generation Y is an ambi-
tious, impatient and yet tremen-
dously promising generation,
one that employers must listen to
in order to bring
fresh ideas and per-
spectives to tradi-
tional operations.
Though success-
fully connecting
with Generation Y
may be challeng-
ing at times, the
consequences can
take employers
from good to great,
and prepare for
an uncertain and
rapidly-changing
future.
Conclusion
Leaders today
are facing a critical
challenge: how to
adapt their leader-
ship practices and
style to get the best
out of Generation
Y employees. They
can’t do so alone.
Organisations have
a responsibility
to help managers
understand how
workers’ expecta-
tions have changed
and how they can
adapt their leader-
ship style to these new conditions.
More importantly, organisations
needs to provide leaders with the
tools and processes which allow
leaders to reward and recognise,
train and develop, empower gener-
ation Y employees more effectively.
For Singapore’s budding leaders
to compete with the world’s best,
managers need to embrace the lat-
est techniques of executive devel-
opment to enhance their abilities
to better manage the Gen Y and
soon Gen Z workers. The price of
not doing so will create plenty of
managers, but very few leaders.
Finally, remember: Leadership
development is a journey, not
something that can be learned
on a five-day training course. It
requires time, reflection and a
high level of self-awareness.
[The writer is the Gen Y Business
Development Manager of Centre for
Executive Education (CEE Global)
and is a recent graduate of Ngee Ann
Polytechnic’s School of Business and
Accountancy. CEE Global offers execu-
tive coaching and leadership develop-
ment programs that help professionals
develop the skills and knowledge to
embrace change and catalyse suc-
cess in their industries. Website: www.
cee-global.com Email: adam.bawany@
cee-global.com.]
Generation Y: Are we preparing
leaders to deal with this generation
of new employees’ expectations?
nFrom a Gen Y youth’s
perspective
Leaders today are
facing a critical challenge:
how to adapt their
leadership practices and
style to get the best out of
Generation Y employees.
They can’t do so alone.
Organisations have a
responsibility to help
managers understand how
workers’ expectations have
changed and how they can
adapt their leadership style
to these new conditions.
M o r e i m p o r t a n t l y,
organisations needs to
provide leaders with the
tools and processes which
allow leaders to reward
and recognise, train
and develop, empower
generation Y employees
more effectively
Whycompanies
mustinvestin
leadership
Guest
Column
By Dinesh
Weerakkody
A n i n d i v i d u a l
leader matters, but an
organisation’s leadership
matters more over time
both to shareholders and
customers. Therefore,
organisations must not only
invest to help individual
leaders to be more effective
through coaching, 360
feedback, and by executing
individual development
plans, but also must invest
to build leadership depth by
devoting sufficient time for
leadership development
Guest
Column
By Adam
Bawany