cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final
TRANSCRIPT
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.)
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Prof Sattar Bawany Prof Sattar Bawany
CEO, Centre for Executive Education (CEE)
Senior Advisor, Eduquest International Institute
Managing Director, Asia Pacific of Executive Development Associates (EDA)
Wednesday, 11 September 2013 President Hotel & Towers, Chennai
MADRAS MANAGEMENT ASSOCIATION “Leaders Speak Series”
“Result-based Leadership for Sustainability during Turbulent Times”
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.)
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Every morning in India, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death.
Every morning in India, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed.
It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running…..
Are You a Tiger or a Deer?
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About Centre for Executive Education (CEE)
Executive Education
Leadership & High Potential Development
Executive Coaching
Succession Planning
Executive Assessment
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CEE is the Affiliate Partner of Executive Development Associates (EDA), a global leader in executive development & coaching since 1982.
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• The Centre for Executive Education (CEE) is the Executive Development Division of The International Professional Managers Association (IPMA).
• IPMA is a global ‘not-for-profit’ (NPO) members organisation headquartered in UK with Regional Offices in Europe, Africa and APAC
• CEE’s mission is to assist client organisation to secure a leading position in their respective market place and developing a sustainable competitive advantage through developing their key asset, intellectual capital of the people.
• CEE offers talent management solutions including executive coaching and custom-designed leadership development programs to accelerate individual performance and succession planning for organisations.
• Eduquest, a Strategic Partner of CEE, offer training programmes for a wide spectrum of capabilities, knowledge and attitudes that help every individual to become more proficient and professional in carrying out the tasks assigned to them so as to enhance their employability skills.
Who We Are
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• CEO of Centre for Executive Education (CEE) • MD & C-Suite Master Executive Coach, EDA
• Strategic Advisor, IPMA Asia Pacific
• Senior Advisor & Master Facilitator, Eduquest
• Adjunct Professor of Paris Graduate School of Management
• Over 25 years’ in OD & HR consulting, executive coaching, facilitation, leadership development and training.
• Adjunct Professor teaching international business and human resource courses with Paris Graduate School of Management
• Assumed senior global and regional leadership roles with DBM (Drake Beam & Morin), Mercer Human Resource Consulting, Hay Management Consultants and Forum Corporation.
About Your Key Note Speaker
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Leading During Turbulent Times
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1. Failure to meet Business Objectives (achieving Organisational Results) during such times
2. Inability to Change or Adapt During a Transition (the inability to respond quickly and flexibly to rapidly changing market conditions)
3. Problems with Interpersonal Relationships (lack of relationship management and social/emotional intelligence skills)
4. Failure to Build and Lead a Team (getting the ‘Right Person on the Bus’, ‘Wrong Person off the Bus’ & ‘Right Person in the Right Seat’)
5. Failing to make the Boss/Board/Organization's priorities a high priority when implementing strategies to meet the challenges
Top Lessons on Executive Derailers
during Uncertainty ot Turbulent Times
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Use intellectual as well as emotional capabilities to guide
organizations through turbulent business environments
towards achieving organization's results
Understand and leverage of the importance of emotional
intelligence in development of leadership effectiveness
and sustaining employee engagement and productivity
during times of uncertainty
Today’s Leadership Challenge
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Focus on Drivers of Business
Results
Specify and Communicate
Expected Behaviors During
Times of Uncertainty
Collaborate with Co-Leaders on
Strategy Execution
Leading to Achieve Results During
Turbulent Times
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Role of Leaders
“Leadership is all about the ability to have impact and influence on your followers so as to engage them towards
ACHIEVING RESULTS of your organisation through both Ontological Humility and Servant Leadership & Level 5
Repertoire of Leadership Styles blended with elements of Socialised Power/Social Intelligence Competencies ”
(Bawany, 2013)
Reference: Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, first published on 12 February 2013.
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Achieving Results During Turbulent Times
• Profitability
• ROI
• Cost Optimisation
• Employee Satisfaction
• Employee Loyalty
• Company Policies
• Rewards and Flexibility
• Culture, Espirit De Corps
• Leadership Styles
• EQ/EI Competencies
• Level 5/Ontological Humility
Organisational Results
Employee/Stakeholder Engagement
Organisational Climate
Leadership Effectiveness
Customer Engagement/Loyalty • Customer Satisfaction
• Service Value/
Relationship
Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, 12 February 2013
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What’s Your Role During Turbulent &
Uncertain Times?
• The Current Realities – Times of Transition & Change
• What happens to Organisations during Turbulent Times?
• Response to Organisational ‘Toxic Cocktail’
Behaviour 1: Prompt and considered action
Behaviour 2: Honest and consistent communication
Behaviour 3: Emotional connection
Behaviour 4: Inspiration
• The Role of HR during Turbulent Times
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Leveraging on Your
Emotional and Social Intelligence
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Emotional Intelligence (EI) & EQ
Emotional Intelligence, also called EI and often measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups.
“Anyone can become angry – that is easy. But
to be angry with the right person, to the right
degree, at the right time, for the right purpose,
and in the right way – that is not easy.”
Aristotle in ‘Nicomachean Ethics’
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
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Emotional Intelligence by Goleman
“The capacity for
recognizing our own feelings
and those of others, for motivating
ourselves, for managing emotions
well in ourselves and in our
relationships.”
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.
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"A leader's intelligence has to have a strong emotional
component. He has to have high self-awareness,
maturity and self-control. He must be able to withstand
the heat, handle setbacks and when those lucky
moments arise, enjoy success with equal parts of joy and
humility. Emotional intelligence is more rare than book
smarts, but it is actually more important in the making of
a leader."
Jack Welch, former Chairman & CEO of GE Inc.
Speaking to The Wall Street Journal
Leadership and EI
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EI and Successful Leaders Successful leaders at all levels demonstrate a high
degree of Emotional Intelligence in their role
Emotionally intelligent leaders create an environment of positive morale and higher productivity resulted in sustainable employee engagement
Critical transitional skills include EI competencies such as relationship management; cross cultural communication; effective negotiation and conflict management
Bawany, S. (2010). ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession
Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Creation Publishing LLP.
Download e-copy from: http://www.ipma.com.sg/publications.php
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How the Brain Works
Neocortex The thinking part of the brain (“Just Say No” circuit)
Six seconds to activate
Amygdala The brain’s emotional memory bank
Stores memories (failures and victories); scans incoming information for threats and opportunities
“Fight or Flee” Part of the Brain
What makes us “snap” (e.g. Road Rage; Mike Tyson biting Evander Hollyfield’s ear during 1997 WBA Match; Zinedine Zidane’s head butted Marco Materazzi during 2006 World Cup’s Finals Soccer Match)
Amygdala
Thalamus
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Leadership Styles during
Turbulent Times
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Hay-Goleman’s Six Leadership Styles
1. Coercive (Directive): “Do what I tell you”
2. Authoritative (Visionary): “Come with me”
3. Affiliative: “People come first”
4. Democratic (Participative): “What do you think?”
5. Pacesetting: “Do as I do, NOW!”
6. Coaching: “Try this”
Source: Daniel Goldman, ‘Leadership That Gets Results’, HBR, March-April 2000
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Coercive (Directive) aims to achieve immediate
compliance
one-way directive conversation
seeks tight control over situations
Appropriate for dealing with crisis situations or problem employees
Not to use with talented or self-motivated staff
“Do it the way I tell you”
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Authoritative (Visionary)
aims to provide long-term direction/vision
allows employee input but retains control over decision
seeks to influence to gain buy-in
Appropriate to use with new staff or when a new direction has to be communicated
Not recommended for sophisticated & experienced staff
“Firm but fair”
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Affiliative
aims to promote harmony & co-operation
seeks to smooth tensions and resolve work/family conflicts
seeks to be liked as a manager
Appropriate to use when tasks are routine or employees need support
Not recommended when negative feedback is required
“People first, task second”
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Democratic (Participative)
aims to build group consensus for decision-making
heavy emphasis on team participation
employees are trusted to have skills & drive
Appropriate when working with good staff with ample time for decision-making
Not recommended when a particular answer is needed
“I’d like you to participate”
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Pacesetting
aims to accomplish quality work yourself
models high standards & expects them in others
delegates only to good performers
Appropriate when dealing with staff who can perform independently
Not recommended with staff who need feedback & support
“Do it myself”
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Coaching
aims towards professional growth of employees
helps people identify strengths/weakness
encourages honest self-assessment
Appropriate with employees interested in being innovative or developing career
Not recommended when explicit direction is required
“I’d like to help you develop
your potential”
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Impact of Leadership Styles
Leaders who have mastered 4 or more styles create the best business performance
The most effective leaders can switch flexibly between leadership styles in response to the situation
Coaching and Authoritative (most effective) along with Affiliative and Democratic & styles have a positive impact on organisational climate
Coercive & Pacesetting generally can have a negative impact on the working environment however may prove to be useful in turnaround or crisis situation
Source: Goldman, D., ‘Leadership That Gets Results’, HBR, March-April 2000
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Organizational Climate
Organizational climate, economic conditions and competitive dynamics are the main drivers of performance
Direct correlation between organizational climate and performance – good results, return on sales, revenue growth, efficiency, profitability etc.
Organizational climate accounts for nearly one-third of results – so is very important.
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.)
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Drivers Of Performance
Performance
Organizational
climate Economic
conditions
Competitive
dynamics
This is set by the leader, and
has an important effect on the
overall performance Leader has little control
over these factors
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1. Flexibility: do employees feel free to innovate?
2. Responsibility: how employees relate to organization?
3. Standards: level which are set to develop excellence
4. Rewards: are these appropriate and at market level?
5. Clarity: of mission and values
6. Commitment: to a common purpose (mission/vision)
What Is Organizational Climate? Refers to six key factors which influence an organization's working environment:
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In Conclusion: Key to Success Every company that wants to succeed during
turbulent times must recognise that their
leaders at every level needs support and
must be in tune with external changes and
can adapt to the speed and depth of those
changes.
Leadership can’t be taught in a classroom
alone, but developmental experiences –
executive coaching, mentoring, executive
education masterclasses, voracious
readings – can accelerate a leader’s growth.
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http://www.youtube.com/watch?v=03o1JZ7c7gI
Video on What Makes a Great Leader?
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If you do tomorrow what you did yesterday
Your Future is History……………
If you do tomorrow what we’ve covered today
Your Future is Historic!!!
Final Thoughts…
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Register For Masterclasses Now!!!
• Limited Seats are still available for 2 Masterclasses jointly offered by CEE and Eduquest
• “Executive Leadership That Gets Results” on Friday, 13th September 2013
• “Developing Managerial Skills for New Managers” on Saturday, 14th September 2013
• For Synopsis and further details, please contact us at:
Email: [email protected]
Website: www.eduquestindia.in
Mobile: +91 988 404 2200 / 988 414 2200
Telephone: +91 44 4238 2200
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Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.)
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Prof Sattar Bawany
CEO, Centre for Executive Education (CEE)
C-Suite Master Executive Coach, EDA
Senior Advisor, Eduquest International Institute
Email: [email protected]
Articles: www.ipma.com.sg/publications.php
Slideshare: www.slideshare.net/ipma_singapore
LinkedIn: www.linkedin.com/in/bawany
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Twitter: www.twitter.com/sattarbawany
Further Dialogue on Social Media