World Institute for Action Learning, Regional Conference 2017
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World Institute for Action Learning, Regional Conference 2017
- 1. R. Palan Pro-Chancellor WIAL Regional Conference 2017 “Action Learning: The Performance Changer in a VUCA World” 7 April 2017 | Kuala Lumpur
- 2. Why CEOs Are Awake at Night? Leadership Development: Action Learning Tools Lessons from the Journey 1 2 3 AGENDA
- 3. www.hrdcongress.com WHY CEOS ARE AWAKE AT NIGHT? Leadership Global Survey CEO Challenges
- 4. Leaders at ALL levels LESSONS FROM THE JOURNEY Building A talent pipeline Succession
- 5. LEADERSHIP DEVELOPMENT: ACTION LEARNING TOOLS Leadership Development Opportunity Engagement Collaboration Transformation / Championing Reflection
- 6. www.hrdcongress.com TRUST Who are 3 people currently in your life upon whom your happiness, career & well- being most depends? Would you figure in your subordinates’ top 3 most trusted list? Who are 3 people you trust the most in your life currently? Why?
- 7. Lead at All Levels • Video Visit Times of India
- 8. www.hrdcongress.com Visit www.smrhub.com Free e-news: www.palan.org drpalan@smrhub.com Tan Sri Dato’ Dr.R.Palan Tan Sri Palan/ @DrPalan Tan Sri Dato Dr Palan
Editor's Notes
- Greetings Priest Story My background – psychology – trainer and social entrepreneur
- Let us look at three key areas – lessons from the ground. Volatile – Uncertain – complex – Ambiguous
- Point of View Intro Why are CEOs awake at night – Global Survey Leadership gaps Unable to inspire and motivate the team to fulfill the vision Inability to deliver the results. Lack of Values Narrow focus instead of larger goals Keeps the CEO awake at night Leadership is No 1 Challenge Reasons Supporting Point of View LEADERS no longer have the presence No longer walk the talk If u want to be the person u want to be you must Walk, Talk and Behave like the person u want to be Example Everyone wants to be a successful leader but the success is NOT defined Point of View Summary This simply worries CEOs. Leadership must be accompanied by values at all levels
- When I migrated from a trainer to a consultant and then to author, it was about talking and then sharing. I was able to observe and report and with the little experience I gained, I shared to the best of my ability. I wrote 16 books. My sons told me Dad we never read any of your books. You teach best what you need most. In the world of business when you deal with hundreds of millions and a short time cycle Q to Q. The market punishes you on almost anything that it sees as non performance. As an entrepreneur I found the experiences of learning and development very different. Acquisition 1 – we made the right people choices and we succeeded Acquisition 2 – we hired some great people and it turned out to be poor selection choices Acquisition 3 – we worked with Gen Y – it was a completely different experience. Management Process and architecture was not there – we had to put that in. This is where t was all about Action Learning. As we grew into a large organisation we could feel the leadership gaps. Leadership is both functional competence and an helicopter ability. It is about managing the chaos. Our objectives were three: We wanted to build a talent pipeline, we wanted succession, we wanted leadership at all levels. HR and Training gave me a list of course but for me that was not the answer, it was about learning through experiences, problems in a structured way. The story of good decisions – experience – poor decisions
- Arasu – Azlan – Ann Nei – Subra Issues that were critical to the organisation Knowledge was residing within people – tacit to explicit Wanted people to learn on the job solving issues in small teams. Reflect and learn. Internal Coaches and External Coaches Build a culture where problems get resolved and they learn from that – we wanted the learning to be institutionalised as a best practice 3 questions always and reflected. One on one engagement sessions critical conversations – questions reframing the issue Getting a structure around it Who knows what we are doing – FACTS Who cares about getting it accomplished (intent) Who can get it done (Power) Opportunity – Issue Engagement – getting them to want to do it Collaboration – working in teams Champions Reflection 20:80 Change Cycle – Effort – Impact – Power dynamics – Consequence analysis – Why Understand internal and external
- Point of View Intro The three people u trust in your life The three people most critical for your career happiness and well being What happened to the boss? Reasons supporting Point of View Trust glues relationships Example Would u figure in your subordinates list Point of View Summary TRUST is a significant component to inspire and motivate. Trust is an important element for Coaching. We used external coaches. Learning points – Profit is down but Costs are up We want them to figure where the costs areas are Challenge is how do we have at all levels