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L&D Asia 1 june 2016

Leadership Development Model

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L&D Asia 1 june 2016

  1. 1. ENFORCING THE BEST LEADERSHIP MODEL TO ACHIEVE ORGANIZATIONAL TRANSFORMATION Training and Development Asia 2016 Presented by Noor Iskandar Date: 1 June 2016
  2. 2. Talk Scope Enforcing the best leadership model to achieve organizational transformation • Tactical challenges faced in implementing the right leadership model for your organization. • What qualities should a transformational leader possess? • Discuss the leading practices in the marketplace • How do you execute a succession planning strategy effectively? 2
  3. 3. Focus Enforcing the best leadership model to achieve organizational transformation. Talk will focus on… • Organizational Transformation: Why the need for leaders? • Leadership Model: What type of leaders do we need? • Enforcing: Making it work 3
  4. 4. Organizational Transformation: Why the need for leaders? 4
  5. 5. Change is the only constant Heraclitus, Greek philosopher What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work. https://www.mindtools.com/pages/article/newPPM_82.htm 5
  6. 6. Transformations require leadership 6 • As Kotter (1995, p.60) expressed it, "change, by definition, requires creating a new system and then institutionalising the new approaches". Organisational leaders, by virtue of their influence in the organisation, are in a good position to play a role in bringing this about. • People also frequently expect leaders to take responsibility for an organisational transformation. Indeed, there is empirical evidence that the role of leaders in the change process does have a significant impact on the success of a change effort (Higgs & Rowland, 2005). https://www.cscollege.gov.sg/Knowledge/Pages/The-Role-of-Leadership-in- Organisational-Transformation.aspx
  7. 7. Leadership Model: What type of leaders do we need? 7
  8. 8. Situation: Leadership Development 8 • In 2013 Corporate and government spend for training activities in N.A. (North America) was approximately $141.7B. (ATD) • A 2012 study found that American companies spend almost $14 billion annually on leadership development training. (www.forbes.com)
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  10. 10. What’s a Leader? 10
  11. 11. 11 What were the factors you considered when you list the leadership elements?
  12. 12. “In the last quarter century the work load of the executive has greatly increased. The top manager has new functions that cannot possibly be delegated completely. Businesses have grown in size, in complexity, and in geographical coverage; the duties and problems of the top executive have increased commensurately.” Lyndall F. Urwick (HBR 1956)
  13. 13. Leadership Development Model Leading Self • Individual Contributor Leading Individuals • Leading a team of Individual Contributors aka Team Leaders or Front Line Leaders Leading Teams • Leading Teams of Individual Contributors – still within a certain area of expertise aka Managers Leading Managers • Leading Multi Disciplines with Cross Functional Areas Teams Leading Business • Has financial impact and with internal and external stakeholders LEADERSHIP PIPELINE MODEL
  14. 14. What middle managers do… 14
  15. 15. Challenges faced by Leaders P.E.S.T.L.E. Political Economic Social Technology Legal Environment V.U.C.A. Volatile Uncertain Complex Ambiguous
  16. 16. As a leader… Stability Transformation 16 Oscillating Continuum
  17. 17. However… 17 Not many organizations factor in the Level of Maturity of their People & Organization.
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  20. 20. Leadership Model - Relevancy 20 Context Continual Motion Measurement Courageous Content Clear and honest program rationale Kristi Hedges, If You Think Leadership Development Is A Waste of Time You May Be Right, www.forbes.com , Sept 23, 2014.
  21. 21. 21 NASA Model
  22. 22. http://lionking2013.blogspot.my/p/mufasa.html
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  24. 24. My Additional Elements 24 Maturity level • People and People Development. • Organization. War is the means to a political end – Carl Von Clausewitz. KISS – Keep It Simple Stupid.
  25. 25. LEARNING AREAS Functional Capability
  26. 26. Enforcing: Making it work 26
  27. 27. Execution 27 The Building Blocks of Execution • Know your people and your business. • Insist on realism. • Set clear goals and priorities. • Follow through. • Reward the doers. • Expand people’s capabilities. • Know yourself. To understand execution, you have to keep three key points in mind: 1. Execution is a discipline, and integral to strategy. 2. Execution is the major job of the business leader. 3. Execution must be a core element of an organization’s culture.
  28. 28. My version of Enforcement 28 Process & Education Process Driver • Policies • SOPs • Systems • Framework • Process • No ifs and/or buts Process Driver • Awareness • Understanding Why • Fundamentals • Principles • Bigger Picture • WIIFM Raise Level of Maturity
  29. 29. Effective Succession Planning Strategy 29
  30. 30. Key Success Factor Maturity of the Leaders, People and Organization 30
  31. 31. Last but not least… 31
  32. 32. Thank you 32

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