cee eduquest briefing for mma results based leadership during turbulent times 11 sept 2013 final

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”


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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


• 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.

http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore
















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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

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.


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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?

http://www.youtube.com/watch?v=03o1JZ7c7gI

../Workshop Video/Closing of Workshop - Great Leaders Care.mpg


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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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mailto:[email protected]

http://www.eduquestindia.in/


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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

Facebook: www.facebook.com/ipma.singapore

Twitter: www.twitter.com/sattarbawany

Further Dialogue on Social Media


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http://www.linkedin.com/in/bawany

http://www.facebook.com/

http://www.twitter.com/sattarbawany

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