webinar leadership assessment and development in the gcc

Leadership Development

www.oliverwyman.com/LD

Webinar

Leadership Assessmentand Development in the GCC

12 September 2011

2© 2011 Oliver Wyman Leadership Development. All rights reserved.

David Jackson is Middle East Regional Market Lead for Oliver Wyman Leadership Development. He works with global companies and non-profit organizations to improve leadership performance and drive results.

David specializes in connecting executive learning programs to ongoing leadership performance, change management, and rewards processes to ensure that improved performance is sustainable and a key driver of measurable business outcomes. He has led many assignments in Asia, the Middle East as well as UK/Europe. His clients include Qtel, Bell South, and Saudi Telecom (STC). Other clients include Microsoft, Doosan, The Bank of China, Alcan, KonicaMinolta, HP, The Bank of America, and The University of California.

David began his business career as a global manager in Aon’s corporate training and development function, where he designed and delivered skills and technical training and worked with the CEO to prepare global strategy meetings. David has a Ph.D. from Columbia University, where he was a distinguished President’s Fellow and serves on the Graduate School Alumni Board. He has a B.A. from Occidental College, in Los Angeles, where he serves on the Executive Committee of the Board of Governors.


Session objectives

Understand the race for talent in emerging markets. Understand how becoming a whole leader who uses head,

heart, and guts can increase leadership effectiveness. Examine different motive patterns and how to manage people

in different stages of their careers. Develop skills for effective coaching. Practice having effective performance conversations. Learn a framework for understanding and managing people

from different cultural backgrounds. Learn seven ways to better manage team development. Examine how to assess team performance.


Programme resources

Complete the Head, Heart and Guts assessment by Sunday, 18 September.

Review the following articles (located on the Knowledge Center site):– A Credo Driven Approach– Leadership Brand Equity– Globally Savvy Leaders– Agile Whole Leadership– Head, Heart and Guts– Leadership 2.0: Practice of Leading Live– Shifting Paradigm of Executive Leadership Development– Successful Cultural Integration During a Merger



Progamme Modules


Leadership Brand:What do I stand for?

There are 3 basic types of leadership attributes – Actions and behaviours (what you do)– Knowledge and skills (what you know)– Personal attributes, beliefs and values (who you are)

On a piece of paper, write down 2-3 key answers to these questions:– What do I want to be doing, most of & best, day-to-day?– What expertise do I want to manifest & grow?– What values are most central to me do I want to enact.

Who you are?

What you know?

What you do?

GCC Leader

GCC Leader

“I have deep knowledge about how my industry

works and the consequencesof decisions I make”

“Integrity is one of my core values”

“I always act with judgment when making decisions.


GutsDo the right thing

based on clear values.

Today’s successful business leader must be a whole leader

HeadProvide clear purpose, direction, and strategy.

HeartUnderstand, work with,

and develop others.


Head, Heart, and Guts Leadership BehavioursA roadmap for personal development during change

Head Leadership

Rethink the way things are done. Develop and articulate a point of

view. Balance strategic and operational

thinking. Think like a customer.

Heart Leadership

Balance people’s needs with business requirements.

Develop organization talent. Develop strategic relationships inside

and outside the organization. Work with and lead a diverse workforce.

Guts Leadership

Act with unyielding integrity. Balance risk and reward. Take an active stance to resolve conflict. Be a champion for change.


Whole leadership is not just a fad.

Head: Provide strategy, direction, and purpose.

Heart: Understand, work with, and develop others.

Guts: Do the right thing based on clear values.

Increasing competitive pressure

Rapidly changing market conditions

The need for innovation Increasing customer

expectations

Achieving business results


Zayed University 2011 study10 attributes of “effective leadership” (qualitative research)

Qatar United Arab Emirates

Trust (1) Friendly (1)

Team-oriented (2) Follow-up (2)

Good communicator (3) Honest (3)

Honest (3) Team worker (3)

Problem-solver (3) Patient (5)

Visionary (3) Good communicator (5)

Planner (3) Organizer (7)

Listens (3) Helpful (8)

Decision-maker (3) Humble (9)

Visionary (3) Flexible (9)

Objective-driven (3) Ambitious (9)


We live in a complex, diverse, and uncertain world…

11


1

failure to adapt 2

3

4 neglect of the core

Value• Global sourcing• Economies of scale• Globalization of clients• One brand/one voice

Local Global

Value• Client responsiveness• Local cultural sensitivity• Local “entrepreneurial

magic” and passion• Local competition

Concern• Local alienation and

loss of entrepreneurship• Reduced cooperation• Reduced local

competitiveness• Cultural insensitivity

Concern• Lack of global strategy• Dilution of global brands• Lack of functional

efficiencies and best practices

• Silo mentality

Example: Global vs. local management paradox

12


Increased cross-cultural knowledge and skills

Business drivers of cross-cultural knowledge and skills

Foreign market expansion

Global customer needs Global suppliers

Global competitors

Thinking styleLeadership

style

EthnicityReligion

Gender

Age

Disability

Experience


1. RECOGNIZEWhat are the cultural differences at work in the situation?

the

2. IMPACT

What is their impact on relevant business activities (e.g., coordinating, decision making, organizing, planning, presenting)?

of cultural differences

3. STRATEGIZEWhat is the best option for moving forward most effectively (e.g., accommodate to differences, assimilate, blend)?with local

4. KNOWLEDGEWhat specifically should be done in the situation (e.g., focus on task or focus on relationships, communicate directly or indirectly)?to get the best results

The cross-cultural RISK process


A framework for attracting and retaining talent in emerging markets

Douglas A. Ready, Linda A. Hill, and Jay A. Conger, Winning the Race for Talent in Emerging Markets, HBR, November 2008


Stages of team development

Based on the work of Donelson R. Forsyth


Manager of Self

Manager of Others

Manager of Managers

Business Manager

Enterprise Manager

Functional Manager

Group Manager

The leadership pipeline model

PassageSix

PassageFour

PassageTwo

PassageFive

PassageThree

PassageOne


Leadership Brand:What do I stand for?

There are 3 basic types of leadership attributes – Actions and behaviours (what you do)– Knowledge and skills (what you know)– Personal attributes, beliefs and values (who you are)

On a piece of paper, write down 2-3 key answers to these questions:– What do I want to be doing, most of & best, day-to-day?– What expertise do I want to manifest & grow?– What values are most central to me do I want to enact.

Who you are?

What you know?

What you do?

GCC Leader

GCC Leader

“I have deep knowledge about how my industry

works and the consequencesof decisions I make”

“Integrity is one of my core values”

“I always act with judgment when making decisions.



Closing

webinar leadership assessment and development in the gcc

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