How to become a leader in the UAE
Professor William Scott-Jackson
wsj@oxfordstrategicconsulting.com
+447785110910
And you thought leadership was complicated!
(Deeleadership is simple?
Hock, Founder Visa)
Leadership in 15 seconds:
Think ...
What we will cover - together
• What are the opportunities for you to become leaders?
• What are great leaders like?
• Wha...
Oxford Strategic Consulting delivers practical consultancy and
training based on thought-leadership and research in HR
eff...
Research Base

1/19/2014

© Oxford Strategic Consulting 2013

5
What are the opportunities for you
to become leaders in the UAE?

1/19/2014

© Oxford Strategic Consulting 2013

6
Let’s assume that Emiratis, like anyone
else, want to run their own country

On average, one person can lead
12 other peop...
Next level up

But the leader is also a member of his/her team.
So now let’s add 12 colleagues, each with their
team of 12...
Next level up

Then add 12 more leaders,
each with their team of 12,
and the overall leader

1/19/2014

© Oxford Strategic...
Next level up – and so on ……

Till you end up with the well-known hierarchy

1/19/2014

© Oxford Strategic Consulting 2013...
So how many leaders does a country need?
Strategic
Leaders
1%

Executive
Leaders
7%

Roughly 8%
of workforce

Supervisors ...
United Kingdom
So less than 10% of
UK nationals are
needed as leaders

Strategic
Leaders
1%

Executive
Leaders
7%
Supervis...
United Arab Emirates
So a very high
proportion (>64%)
of Emiratis are
NEEDED as leaders!

Strategic
Leaders
1%

Executive
...
What about overall demand?
e.g. Oil & Gas Sector?

© Oxford Strategic Consulting 2013

14
But employers tell us that they find it
difficult to attract Emiratis.
Why?

Generally, its not an active, informed
dislik...
Positive statements about a career in engineering
% of respondents who slightly or strongly agreed

Engineers are valued a...
We need to go from
‘Cool’

‘Gross’

© Oxford Strategic Consulting 2013

17
Opportunities to be a leader in the UAE

HUGE
1/19/2014

© Oxford Strategic Consulting 2013

18
What is a great leader?

1/19/2014

19
So ……?
• What are the characteristics of a good leader?
• Can leadership be developed or is it all ‘natural’?

1/19/2014

...
What is ‘Effective Leadership’?:
meta-analysis of global research into best practice

Participative
Leadership:
Building
c...
What is ‘Effective Leadership’?:
Review of global best practice exemplars
Participative
Leadership:
Building
commitment

B...
Can Leadership be developed?
or is it all ‘natural’?
Set as strategic priority
Measures Rewards &
recognition
Exhortations...
What is Effective Leadership?:
New World Leadership
Key to effectiveness in the new world is engagement and
values:
Employ...
What is Effective Leadership?:
‘Old world’ vs. ‘new world’ Leadership

OLD WORLD LEADERSHIP

I’m the leader!
(you are the ...
New World Leadership:
The Gulf Leadership Style

© Oxford Strategic Consulting 2013

26
The Gulf Arab Leadership Style:
Building Lasting Relationships

© Oxford Strategic Consulting 2013
The Gulf Arab Leadership Style:
Building Lasting Relationships
“It is vitally important that people be loyal to their lead...
The Gulf Arab Leadership Style:
Leading as Head of the Family

© Oxford Strategic Consulting 2013
The Gulf Arab Leadership Style:
Leading as Head of the Family
“The relationship between the leaders and the people of the ...
What is a great leader?

1/19/2014

© Oxford Strategic Consulting 2013

31
What should you do to become a
leader?

1/19/2014

© Oxford Strategic Consulting 2013

32
First – the perceived problems.
Does anyone recognise these kinds of statements?
Jamie Oliver

I am astonished by the atti...
Solutions
• What are the best ways for young people to become leaders?
• Do the UAE have any advantages when it comes to c...
How to become a leader?

Be a
Leader!

Organise a
volunteer group

Get a team
Practice being a
leader

Run business:

Inve...
Do young Emiratis have any
‘competitive advantages’ in
becoming leaders?

1/19/2014

© Oxford Strategic Consulting 2013

3...
1. The motivations of young Emiratis
Which of the following motivate you the most?
High school students

Vocational colleg...
2. The Role Models chosen by young Emiratis
Role Models
Relatives (e.g.
Father, Mother, Uncle, Sibling)
Public figures (e....
3. The Gulf Arab Leadership Style

© Oxford Strategic Consulting 2013

39
Can we ‘fast track’ Emiratis
to leadership positions?
Does a person need to have cleaned rooms, in order to run a hotel?
T...
1/19/2014

© Oxford Strategic Consulting 2013

41
Conclusion: Whose job is it to make you a leader?

There are HUGE opportunities to
become leaders in the UAE

You can deve...
If you want to become a leader:

Be a leader
Email wsj@oxfordstrategicconsulting.com
call +447785110910

1/19/2014

© Oxfo...
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  • Leadership is both commonplace and ‘natural’ – There is a lot of it about and lots of us think we can do it! And yet it seems very difficult to define (and every expert defines it differently), and even more difficult to create great leadership in organisations. Organizations with great leaders seem to have arrived there by accident and organisations that invest huge sums in leadership programmes often don’t get the real benefits. But first let’s just check that we are going to meet your objectives:
  • My name is Prof William, I head up Oxford Strategic Consulting, So we meet your needs, and come up with appropriate actions – how many of you are from companies? How many from government? How many educators? And how manystudents? Welcome to you especially – you are the whole point of the conference after all
  • This presentation skims over a lot of research so if you’re interested just let me or my colleague John Ellis know – John stand up – he’s the big guy. You cant miss him!
  • So lets do a bit of maths
  • We are all very aware that the Oil & Gas sector is facing a shortage of talent. On the demand side, the industry is growing and changing fast and on the supply side, the numbers of senior engineers leaving due to retirement is not matched by the reduced numbers of relevant graduates with a yawning gap in the middle, reflecting the reductions in staff during the 90s. I am going to focus on nationals but it increasingly clear that expat talent is also scarce, with new geographies sucking away the talent that is available.
  • I think Anand said there is an exam at the end? so you’ll need to memorise this lot!Leadership is a very popular subject for extremely clever academics and studies tend to suggest that leadership is just part of a complex organisational culture and system and that the most effective leadership is shared and most often ‘transformational.
  • Meanwhile, best practice examples from around the world tend to suggest that the best leadership focuses on driving performance. One answer to this puzzle might be that away from the rarefied heights of country leaders and fortune 100 CEOs, you have to have some combination of both.It is also apparent that the world is changing, particularly the expectations and attitudes of potential team members, so old world leadership might need rethinking.
  • As business or government organisations, the reason we care about great leadership is that it has an effect on the performance of our organization – whether a multi-national or a small team. And organizational outcomes like profit or reputation are caused by the actions of teams and individuals so the impact of any leadership programme should be assessed here.Individual performance, in turn is determined by the motivation, skills and, especially engagement of these people, which we will discuss further.These factors are impacted by leaders behaviours. Now most leadership programmes try to change and improve these behaviours according to various models of leadership best practice.However, it turns out that these behaviours are most impacted by the innate capabilities of the leaders themselves and the degree of focus and guidance provided by the organisation itself.So the most powerful leadership programmes focus on building the specific leadership capabilities required by the organization.And these capabilities are 30% due to the innate personality characteristics of the individual and 70% due to the experiences that individual has learned from, in his or her entire life. So, great leadership is, a great extent, learned through experience but of course is made easier if you recruit the right kind of people in the first place.
  • How many people here are from Europe or the US originally? Sorry about that!Best practice models, mainly based on US or European cultures, have largely failed to deliver engaged workforces or teams.How many people here are GCC nationals? Well congratulations! All our research suggests that the best components of the Gulf Leadership Style, according to our research, have the capability to create highly engaged teams with strong common values.
  • So hands up if you’ve come across a leader like the duck? Keep your hands down if you are like the duck!In the new world where employees can change their bank, their job and their lives more easily than ever before and where the discretionary effort of teams is the major differentiator between success and failure, how do ‘new world leaders’ ensure they engage their teams and maximize organizational capabilities? As a general rule, they focus on engagement first and performance follows.
  • How to be a leader scott jackson osc uae pioneers jan2014

    1. 1. How to become a leader in the UAE Professor William Scott-Jackson wsj@oxfordstrategicconsulting.com +447785110910
    2. 2. And you thought leadership was complicated! (Deeleadership is simple? Hock, Founder Visa) Leadership in 15 seconds: Think back to the best boss or teacher and the worst boss or teacher you ever had 1. Make a list of all the things done to you that you hated DON’T DO THEM TO OTHERS – EVER! 2. Make a list of the things done to you that you loved DO THEM TO OTHERS – ALWAYS! © Oxford Strategic Consulting 2013 2
    3. 3. What we will cover - together • What are the opportunities for you to become leaders? • What are great leaders like? • What should you do to become a leader? • Your ‘competitive advantage’ • What next? Thanks to BP for their great support for our new research into ‘Maximising Emirati Talent’ 1/19/2014 © Oxford Strategic Consulting 2013 3
    4. 4. Oxford Strategic Consulting delivers practical consultancy and training based on thought-leadership and research in HR effectiveness, Leadership and Emiratization. Partnerships with leading GCC and global organizations and Universities Sheikh Khaled Olayan (Host) presents H.E. Adel Fakieh, Saudi Arabia Minister of Labor (Patron) with OSC Practical Business Toolkit at OSC Employment Conference, Riyadh OSC translates research and knowledge into practical action and support 1/19/2014 © Oxford Strategic Consulting 2013 4
    5. 5. Research Base 1/19/2014 © Oxford Strategic Consulting 2013 5
    6. 6. What are the opportunities for you to become leaders in the UAE? 1/19/2014 © Oxford Strategic Consulting 2013 6
    7. 7. Let’s assume that Emiratis, like anyone else, want to run their own country On average, one person can lead 12 other people (based on average spans of control - ignoring matrix organisations etc.) Dunbar, R.I.M. (1993), Coevolution of neocortical size, group size and language in humans, Behavioral and Brain Sciences 16 (4): 681–735 1/19/2014 © Oxford Strategic Consulting 2013 7
    8. 8. Next level up But the leader is also a member of his/her team. So now let’s add 12 colleagues, each with their team of 12, and an overall leader 1/19/2014 © Oxford Strategic Consulting 2013 8
    9. 9. Next level up Then add 12 more leaders, each with their team of 12, and the overall leader 1/19/2014 © Oxford Strategic Consulting 2013 9
    10. 10. Next level up – and so on …… Till you end up with the well-known hierarchy 1/19/2014 © Oxford Strategic Consulting 2013 10
    11. 11. So how many leaders does a country need? Strategic Leaders 1% Executive Leaders 7% Roughly 8% of workforce Supervisors & non-leaders 92% 1/19/2014 © Oxford Strategic Consulting 2013 11
    12. 12. United Kingdom So less than 10% of UK nationals are needed as leaders Strategic Leaders 1% Executive Leaders 7% Supervisors & non-leaders 92% Of the total 60m population of UK, 4.8m need to be leaders There are ~55m UK nationals ~5m expats 1/19/2014 © Oxford Strategic Consulting 2013 12
    13. 13. United Arab Emirates So a very high proportion (>64%) of Emiratis are NEEDED as leaders! Strategic Leaders 1% Executive Leaders 7% Supervisors & non-leaders 92% Of the total ~8m population of the UAE, 0.64m need to be leaders There are ~1m UAE nationals ~7m expats 1/19/2014 © Oxford Strategic Consulting 2013 13
    14. 14. What about overall demand? e.g. Oil & Gas Sector? © Oxford Strategic Consulting 2013 14
    15. 15. But employers tell us that they find it difficult to attract Emiratis. Why? Generally, its not an active, informed dislike – but an absence of knowledge In the last 12 months have you taken part in any of the following? Work placement scheme Voluntary work Careers event 14% It’s not for girls I am not scientifically minded 8% The work is dirty Low status, manual work 3% Part time work Overseas study The work is tiring and dangerous 0% 0% None of the above Because I want to do something else 76% Its ‘Gross’! © Oxford Strategic Consulting 2013 Don’t want to work in the desert Prefer to work for the government in an office job 15
    16. 16. Positive statements about a career in engineering % of respondents who slightly or strongly agreed Engineers are valued all over the world as highly skilled and technical experts 65% Engineers travel the world and are in high demand 58% Being a qualified engineer would be really cool 55% Engineering is a job for life with high rewards 51% I want to work overseas I would love to work as an engineer for a company in the oil and gas industry I would love to work for a company in the oil and gas industry but not as an engineer 35% 28% 29% © Oxford Strategic Consulting 2013 16
    17. 17. We need to go from ‘Cool’ ‘Gross’ © Oxford Strategic Consulting 2013 17
    18. 18. Opportunities to be a leader in the UAE HUGE 1/19/2014 © Oxford Strategic Consulting 2013 18
    19. 19. What is a great leader? 1/19/2014 19
    20. 20. So ……? • What are the characteristics of a good leader? • Can leadership be developed or is it all ‘natural’? 1/19/2014 © Oxford Strategic Consulting 2013 20
    21. 21. What is ‘Effective Leadership’?: meta-analysis of global research into best practice Participative Leadership: Building commitment Shared leadership Servant Leader Theory New Genre Leadership charisma etc - raise higher order values (altruism) and raise aspirations. Emotional attachment. Followership The attributes of the led are inputs not outputs Cross cultural Transformational Project Globe Leadership Leader-Member Executive (House et al Exchange Theory LMX Presence 2004) Authentic (within High Performance traditional styles of Complexity Leader participative, directi leadership ve, inspiring) dynamic, holistic, non Leader Substitute transactional Theory e.g. E-leadership Technology, tools, pro Situational leading virtual cess, Leadership Transactional teams etc dynamic, holistic, n Leadership reward on transactional for output. (seen as dysfunctional) Academic research suggests that leadership should be seen as participative and part of a complex system Driving Performance: Leading from the front Leadership as a distinct discipline Leadership as part of complex system © Oxford Strategic Consulting 2013 21 21
    22. 22. What is ‘Effective Leadership’?: Review of global best practice exemplars Participative Leadership: Building commitment Builds relationships with honesty and authenticity for themselves and their teams Uses recognition and feedback to create and open and confident culture Fosters trust, accountability and self -awareness as fundamental management behaviours in the organization Articulates goals and vision more frequently and clarifies priorities to create meaning and inspiration Plays to win for the success of the Sets organization by direction, narrates collaborating and and simplifies goals working across and vision for teams functional Creates an innovative and learning culture through openness, drive for improvement and learning from failure. Creates high performing virtual teams by having clear team goals, cross functional groups, clear and resourced roles and tasks, diversity, creativity ,co-operation and review of results. ‘Best Practice’ suggests a Leadership focus on Drives for results Displays unwavering sense of driving Performance short and holds professional will in face of Driving Performance: themselves and Leading from others to account . the front Leadership as a distinct discipline term set-back for longer term sustained high performance Has an intelligent risk taking approach aligned with company values, beliefs and compliance Doesn’t have to be an expert in change management but there is evidence of an adopted change model , ideally as a common tool across teams / the organization Scans the external environment and promotes strategic and agile thinking by asking great questions Leadership as part of complex system © Oxford Strategic Consulting 2013 22 22
    23. 23. Can Leadership be developed? or is it all ‘natural’? Set as strategic priority Measures Rewards & recognition Exhortations Strategic focus on Leadership Individuals pay attention to their own and their subordinate’s leadership Traits (~30% hereditary) Leadership capabilities Psychological capital Low Drive anxiety Emotional Learned Intelligence through Risk Experiences propensity Assertiveness (~70%) Authoritative Life experiences Training Work experiences Leadership behaviors Intervening effects. Motivation Building group identity Commitment Goal clarity Passion Cost control ‘Wastage Sense of identity and loyalty Recognizing Personable, ‘Presence’ Charisma Productivity Engagement Inspiring Setting goals, vis ion Individual & team performance Listening Quality Staff turnover Organizational performance Profit, Re venue Cost Income Ratio Market Share Market reputation Shareholder value Reductionist © Oxford Strategic Consulting 2013 23
    24. 24. What is Effective Leadership?: New World Leadership Key to effectiveness in the new world is engagement and values: Employees who are most committed to their organizations expend 57 percent more effort and are 87 percent less likely to resign than those who are disengaged. Leadership is THE main driver of engagement BUT globally 78% of employees say they are not engaged So ‘best practice’ leadership models are not working © Oxford Strategic Consulting 2013 24
    25. 25. What is Effective Leadership?: ‘Old world’ vs. ‘new world’ Leadership OLD WORLD LEADERSHIP I’m the leader! (you are the followers) My decisions are right! (no need to involve followers) © Oxford Strategic Consulting 2013 We’ll do it my way! (a great way to lose great people!) 25
    26. 26. New World Leadership: The Gulf Leadership Style © Oxford Strategic Consulting 2013 26
    27. 27. The Gulf Arab Leadership Style: Building Lasting Relationships © Oxford Strategic Consulting 2013
    28. 28. The Gulf Arab Leadership Style: Building Lasting Relationships “It is vitally important that people be loyal to their leaders, but it is even more important that a leader be loyal to his people. A leader and his people share a bond of faith in each other, which, if broken, is extremely difficult to fix.” H.H Sheikh Mohammed bin Rashid al Maktoum “I apply not my sword where my lash suffices, nor my lash where my tongue is enough. And even if there be one hair binding me to my fellowmen, I do not let it break: when they pull I loosen, and if they loosen I pull” Caliph Mu’äwiyah AD 661-680 in Muna :63 For the Gulf Arab Manager, relationships are extremely important in all aspects of life, including business, and the power of relationships sets them apart. Actively seeks to build wide and influential relationships. Operates in a manner that builds trust in others. Is honest at all times and displays openness to colleagues and customers. Respects other people’s views and customs (politeness). Invests time in maintaining existing relationships. Supports friends and family in all aspects of life - and gains support from them. Demonstrates trust in others. Sees long term relationship as more important than short term gain. Values loyalty. Adopts a ‘person-oriented’ rather than impersonal approach to business. Shares knowledge and ‘discloses’ to those in close relationships. Manages conflict © Oxford Strategic Consulting 2013
    29. 29. The Gulf Arab Leadership Style: Leading as Head of the Family © Oxford Strategic Consulting 2013
    30. 30. The Gulf Arab Leadership Style: Leading as Head of the Family “The relationship between the leaders and the people of the UAE is one of the secrets behind the nation's success…Our leadership style is to make the organisation a family with a head whose job is to make the family strong and successful but also to look after the members of the family.” HE Sultan Ahmed Bin Sulayem The Gulf Arab Manager sees the company or their team as like their family - with the same obligations and responsibilities to those being led and leading. Leads the team as ‘head of the family’ with the same duties, responsibilities and authority. Recognises obligation to colleagues and duty to support, guide and nurture team members. Demonstrates strong loyalty to their boss and expect strong loyalty from their team. ‘Learn from our fathers’ – respect for experience, age and knowledge. Every employee made to feel part of the ‘family’ with obligations and benefits. Seeks to be a strong role model for their people by gaining knowledge and guidance from their leader and sharing it freely. Informal constant communications both upwards and downwards. Seeks to get to know the personal issues of their people and help them where possible. Consults extensively to understand the thoughts and feelings of colleagues and create a sense of involvement. Balances duties to ‘work family’ with duties to ‘non-work family’ and other communities. Has an ‘open door’ policy where people of various levels can gain access to the ‘head’ at any time (re majlis). Supports the ‘head’ in public but also say what you really think in private without implying disloyalty – it’s your decision but … © Oxford Strategic Consulting 2013
    31. 31. What is a great leader? 1/19/2014 © Oxford Strategic Consulting 2013 31
    32. 32. What should you do to become a leader? 1/19/2014 © Oxford Strategic Consulting 2013 32
    33. 33. First – the perceived problems. Does anyone recognise these kinds of statements? Jamie Oliver I am astonished by the attitude of many of the young [nationals], who even if they possess little academic ability were unwilling to undertake hard work! immigrants make far better workers - my businesses would close immediately if I depended on national staff!! a growing hard-core of young people aged between 16 and 18 are not prepared to put in a hard days work. “they have a poor work ethic, punctuality, appearance, and manners” © Oxford Strategic Consulting 2013 33
    34. 34. Solutions • What are the best ways for young people to become leaders? • Do the UAE have any advantages when it comes to creating an exceptional percentage of leaders? • Can we ‘fast-track’ Emiratis into executive leadership positions? 1/19/2014 © Oxford Strategic Consulting 2013 34
    35. 35. How to become a leader? Be a Leader! Organise a volunteer group Get a team Practice being a leader Run business: Invent Take charge of something Take a Challenge and risk Get a Mentor Market yourself Volunteer for internship Get support Create something new Do something useful Get business skills 1/19/2014 Organise a club © Oxford Strategic Consulting 2013 Learn from leaders 35
    36. 36. Do young Emiratis have any ‘competitive advantages’ in becoming leaders? 1/19/2014 © Oxford Strategic Consulting 2013 36
    37. 37. 1. The motivations of young Emiratis Which of the following motivate you the most? High school students Vocational college and university students Help the country 54% 29% 38% 38% Money Challenge 34% Development 34% Contribute to society 27% 22% Easy life 10% Pride Excitement 1/19/2014 38% 40% 27% 19% 10% 12% Influence Travel 40% 8% 8% 6% 10% © Oxford Strategic Consulting 2013 37
    38. 38. 2. The Role Models chosen by young Emiratis Role Models Relatives (e.g. Father, Mother, Uncle, Sibling) Public figures (e.g. Dahi Khalfan, HH Sheikh Khalifa, HH Sheikh Mohamed) Work-related role models Don't know Teachers Friends 0 1/19/2014 2 4 6 8 © Oxford Strategic Consulting 2013 10 12 14 16 38
    39. 39. 3. The Gulf Arab Leadership Style © Oxford Strategic Consulting 2013 39
    40. 40. Can we ‘fast track’ Emiratis to leadership positions? Does a person need to have cleaned rooms, in order to run a hotel? To have laid bricks in order to run a construction company? To have flown or maintained a plane in order to run an airline? • Armies • Graduate schemes • Family businesses © Oxford Strategic Consulting 2013 40
    41. 41. 1/19/2014 © Oxford Strategic Consulting 2013 41
    42. 42. Conclusion: Whose job is it to make you a leader? There are HUGE opportunities to become leaders in the UAE You can develop your leadership potential You can become a leader You can ‘fast-track’ your own leadership career It’s up to you 1/19/2014 © Oxford Strategic Consulting 2013 42
    43. 43. If you want to become a leader: Be a leader Email wsj@oxfordstrategicconsulting.com call +447785110910 1/19/2014 © Oxford Strategic Consulting 2013 43

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