View
397
Download
1
Embed Size (px)
DESCRIPTION
“Like” CEE Facebook Page for Inspirational Quotes and Leadership Articles: https://www.facebook.com/ceeglobal
Citation preview
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
1
Prof Sattar BawanyProf Sattar Bawany
CEO, Centre for Executive EducationSenior Advisor & Master Facilitator, Cicom Brains Asia
20 – 21 August 2013 Raja’s Commercial College @ Bras Basah Complex
TRI-NET LOGISTICS WORKSHOP ON “LEADERSHIP THAT GETS
RESULTS”
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
2
Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death.
Every morning in Asia, 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?
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
3
Module 1: Introduction and
Workshop Objectives
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
4
About Centre for Executive Education (CEE)
Executive Education Leadership & High
Potential Development Executive Coaching Succession Planning Executive Assessment
4
CEE is the Affiliate Partner of Executive Development Associates (EDA), a global leader in executive development & coaching since 1982.
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
5
• 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.
• Cicom Brains (a Strategic Partner of CEE) helps Japanese companies address the important business challenge of training locally hired staff, by offering comprehensive support in processes ranging from planning to the execution of training programmes.
Who We Are
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
• CEO of Centre for Executive Education (CEE)• C-Suite Master Executive Coach, EDA• Senior Advisor, IPMA Asia Pacific• Senior Advisor & Master Facilitator, Cicom Brains Asia• Adjunct Professor of Paris Graduate School of Management• Over 25 years’ in 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 Master Facilitator
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
7
S
C
O
P
E
HARE
HALLENGE
PEN MINDED
LAN OF ACTION
NJOY OURSELVES
The S.C.O.P.E. Approach
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
8
Knowing Yourself as a Leader
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
9
• Gain a clear understanding about the context for leadership in today’s changing organisation and achieving organisational results
• Understand the repertoire of leadership styles that can impact employee engagement
• Appreciate how effective leadership can influence behaviour, goals, decision–making
• Engaging your employees and stakeholders adopting a proven motivational management approach
• Craft a SMART Executive Leadership Development Plan
This Workshop is designed to develop your Leadership Skills Towards Achieving Organisational Results. You will be able to:
Workshop Objectives
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
10
1. Failure to Meet Business Objectives (Achieving Organisational Results)
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/organization's priorities a high priority
Top Lessons on Executive Derailers
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
11
Module 2
Achieving Results @ Tri-Net
Logistics
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
12
• Corporate Leadership Council, 2012o Eight out of ten CEOs are planning on significant organizational changes to stay
competitive which includes but not limited to developing their managerial team towards achieving organizational results.
• The Conference Board – CEO Challenge 2012 Report (April 2012) The global CEO consensus about 2012 suggests that
growing one’s business is the key to success,” said Jonathan Spector, CEO of The Conference Board.
CEOs selected the internally-focused actions of improving leadership development/grow talent internally, enhancing the effectiveness of the senior team, providing employee training and development and improving leadership succession as the key strategies to address talent challenges, ahead of hiring more talent in the open market.
Importance of Leadership
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
13
Focus on Business Results Drivers
Specify and Communicate
Expected Behaviours
Lead Strategy Execution
Leading to Achieve Results
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
14
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 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.
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
15
Achieving Results @ Tri-Net Logistics • 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
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
1616
Leader’s Purpose And Values
Are you a Boss or Leader?
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 17
Questions We Will Try To Answer
Why are some people more successful than others?
Why are some people happier than others?
What is powerful leadership made up of?
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 18
What is Common Between… Michael Jackson Elvis Presley Kenneth Lay Whitney Houston Bernie Madoff Adolf Hitler Indira Gandhi
Wealth, Position, Power, Fame, FortuneThey were either murdered, jailed for life, or killed themselves
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 19
Successful LeadersTo most people….
Wealth, Position, Power, Fame, Fortune
is the definition of leadership, happiness and success
WealthPositio
n
Power
Fame Fortune
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
20
http://www.youtube.com/watch?v=03o1JZ7c7gI
So, what is Leadership all about?
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
21
Of all the bosses you’ve worked for in your career so far, how many would you classify as truly great
leaders?
TRULY GREAT LEADER: Someone who brings out the best in you Someone you can learn from Someone you can respect for who they are Someone who genuinely cares about your success and growth
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
22
IF YOUR SUBORDINATES WERE ASKED,
WILL YOU BE AMONGST THE 1 OR 2 THEY WILL THINK OF?
TRULY GREAT LEADER: Someone who brings out the best in you Someone you can learn from Someone you can respect for who they
are Someone who genuinely cares about
your success and growth
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
23
On a 1-10 scale where1 is “well below potential”
and10 is “at peak potential”
how would you rate your organization’s current
performance in the marketplace?
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 24
The Big Void
Of all the bosses in your career, how any would you rate as truly great leaders?
On a 1-10 scale where 1 is ‘extremely below potential’ and 10 is ‘at peak potential,’ how would you rate your organization’s current performance in the marketplace?
The answer is 0, 1, or 2. What is the question?
The answer is 6.5/10. What is the question?
The answer is approximately $60 billion. What is the question?How much is spent globally on leadership development each year?
Individual Leadership Void
Organizational Performance Void
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
25
Leadership Redefined
‘Leadership is the art of harnessing human energy towards the creation of a
better future’
Rajeev Peshawaria, Too Many Bosses, Too Few Leaders, 2011
SUSTAINABLE BUSINESS GROWTH
ENERGIZE SELF
ENLIST & ENERGIZE CO-LEADERS
ENERGIZE THE ENTIRE ORGANIZATION
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 26
GROUP EXERCISE: Discovering Energy @ Tri-Net
Logistics
$$
Group I Task : List 3-4 activities the senior management team must focus most of their time on to create a green organization (everyone is align to the Vision, Mission, Values and Strategy)
Group II Task: What are the symptoms of a red organization?What actions or inactions of senior management causes a red organization (misalignment and disengaged workforce)?
$$
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
28
• How great leaders inspire action - Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question "Why?”
• In 2009, Simon Sinek released the book "Start With Why" -- a synopsis of the theory he has begun using to teach others how to become effective leaders and inspire change
“If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears.” - Simon Sinek
References: http://www.startwithwhy.com/
Video on Leader’s in Action: Leading by Impact with Purpose & Values
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
29
Leading with Purpose & Values
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 30
1. What few things are most important to me?
2. Do I want to:• lead a simple life rich with everyday small pleasures?• achieve great success in an individual endeavor? Or,• lead others towards a better future in Tri-Net Logistics?
3. What results do I want to create in Tri-Net Logistics?
4. How do I want people to experience me?
5. What situations cause me to feel strong emotions?6. What values will guide my behavior and actions as a leader at
Tri-Net Logistics?
Individual Exercise on Purpose & Values Finding Personal Leadership Energy
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia) 31
Leadership, Happiness and SuccessWe now know that….• Leadership is the art of harnessing human energy towards the
creation of a better future• To find and harness your leadership energy you need to clarify your
purpose and values
But what about happiness, and success?• To be happy you need to know your values• To be successful you need to know your purpose
Purpose&
ValuesLEADER
SHI
P
HAPPINESS
SUCCESS
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
32
Module 3
Leveraging Your Leadership Styles and Emotional Intelligence
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
33
Goleman’s research collaboration with consulting firm
Hay/McBer covering 3,871 executives worldwide to
determine what is ‘effective leadership’ lead to
classification of six different leadership styles, each
springing from different components of emotional
intelligence.
Leadership That Gets Results
Source: Daniel Goldman, ‘Leadership That Gets Results’, HBR, March-April 2000
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
34
Hay-Goleman’s Six Leadership Styles1. 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
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
35
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”
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
36
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”
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
37
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”
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
38
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”
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
39
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”
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
40
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”
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
41
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, Authoritative, Affiliative, Democratic &
styles have a positive impact on organisational climate Coercive & Pacesetting can have a negative impact on
the working environment
Source: Goldman, D., ‘Leadership That Gets Results’, HBR, March-April 2000
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
4343
Reviewing the Results of Your Managerial Leadership Assessment• Your results will reveal your Personal Preference Profile as
well as your Situation/Job Demand Profile.• Your Situation/Job Demand Profile may change based on the
specific job function or role that you are assuming.• The Dominant styles ((Score of ≥ 12) are those styles that
appear to be used most frequently.• The Backup styles (Score of 6 - 11) are those styles that
are used to complement the dominant styles, or when the dominant styles do not work.
• A person can have more than one dominant or backup style, or a person may have none.
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
45
Plotting Your Scores (Personal vs. Situation)18
17
16
15
14
13
12
11
10
9
8
7
6
5
4
3
A B C D E F
17 16 17 11 9 10
9 15 8 6 11 17
Coercive Authoritative Affiliative Democratic Pacesetting Coaching
Your personal preference profile
Your situation/role demand profile
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
46
Styles Personal preference Situation/Role demand
Most preferred / required (Dominant)(Score of ≥ 12)
Coercive, Authoritative, Affiliative
Authoritative, Coaching
Somewhat preferred / required (Back-up)(Score of 6 - 11)
Democratic, Pacesetting and Coaching
Democratic, Pacesetting and Coercive,
Least preferred / required(Score of ≤ 5)
What does your scores mean?
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
47
Developing Your Emotional Intelligence
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
48
You CAN change this !
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
49
Intelligence Quotient (IQ)
IQ refers to an individual’s logical abilities (or the
cognitive aspects of intelligence) such as
memory, problem solving, how to rationalize and
analyze as well as scholastic abilities
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
50
Emotional Intelligence (EI) & EQEmotional 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.
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
51
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.
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
http://www.youtube.com/watch?v=7Qv0o1oh9f4
Video on Emotional & Social Intelligence Interview with Daniel Goleman
52
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
53
5 dimensions to help you navigate life, living, and the increasingly diverse workplace we operate in
5 Dimensions of EI by Goleman
Goleman, D. (1998) What Makes a Leader?, Harvard Business Review, HBS Publishing
Self-Awareness
Self-Regulation
Motivation
Empathy
Social Skills
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
54
Self-Awareness
• The ability to recognise and understand your moods, emotions and drives, as well as their effect on others
• Hallmarks– Self-confidence– Realistic self-assessment– Self-deprecating sense of humour
Self-Regulation
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
55
Self-Regulation (Self-Management)
• The ability to control or redirect disruptive impulses and moods
• The propensity to suspend judgment – to think before acting
• Hallmarks– Trustworthiness and integrity– Comfort with ambiguity / seniority / change– Openness to change
Self-Awareness
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
56
Motivation
• A passion to work for reasons that go beyond money or status
• A propensity to pursue goals with energy and persistence
• Hallmarks– Strong drive to achieve– Optimism, even in the face of failure– Organisational commitment
Motivation
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
57
Empathy• The ability to understand the emotional make-
up of other people• Skill in treating people according to their
emotional reactions• Hallmarks
– Expertise in building and nurturing meaningful relationships at all levels
– Cross-cultural sensitivity– Service to clients and customers
Empathy
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
58
Social Skill (Relationship Management)
• Proficiency in managing relationships and building networks
• An ability to find common ground and build rapport
• Hallmarks– Effectiveness in leading change– Persuasiveness– Expertise in building and leading teams
Social Skills
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
59
Emotional Intelligence by BarOn
“The measurement of emotional intelligence in the workplace is the first
step towards improving it. The truly intelligent leader is one who is not only “cogtelligent” (cognitively intelligent) but
also “emtelligent” (emotionally intelligent).”
Reuven Bar-On who coined the term "EQ" in 1985.
Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual. Toronto ON: Multi-Health Systems, Inc.
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
60
Measure of EI – BarOn EQ-i®
• Intrapersonal - how we deal with and understand ourselves
• Interpersonal - how we understand and deal with others
• Adaptability - how we deal with a changing environment
• Stress Management - how we manage stress
• General Mood - reflecting our sense of pleasure and optimism
Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual. Toronto ON: Multi-Health Systems, Inc.
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
61
Total EQ
Leadership Effectiveness
IntrapersonalSelf Regard Emotional Self AwarenessAssertiveness IndependenceSelf Actualisation
InterpersonalEmpathySocial responsibility Interpersonal relationship
Stress ManagementStress toleranceImpulse control
AdaptabilityReality testingFlexibility Problem solving
BarOn’s EI Model
General MoodHappiness, Optimism
Adapted from Sattar Bawany, ‘Leadership That Gets Results’, Human Capital, Vol. 10, Issue 4., October 2010
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
62
Business Case for EIResearch has shown that EQ can help improve organizational effectiveness in:
Employee commitment, morale, health, and well-being
Innovation/ Creativity Productivity Efficiency Motivation Sales/ Revenues Quality of service
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
63
"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
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
64
Level 5 Leaders: Many people have the potential to be Level 5 Ambitious for the organization – not for themselves Set up their successors for even greater success Display modesty, are self-effacing and understated Are driven by a need to produce results Credit success to others but take responsibility for failure Level 5 leaders score well on BarOn EQ-i
Level 5 Leadership
Source: Jim Collins, ‘Good to Great’, Harper Collins: 2001
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
65
EI and Developing Future 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
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
66
Review Results of Emotional Intelligence Self-Assessment
• The purpose of this self-evaluation is to measure your tendencies and abilities within various areas of emotional intelligence
• In the space provided next to each of the statements, please write in the number that best describes your agreement with the item, using the scale immediately below.
1 = Disagree Very Much 4 = Agree Slightly 2 = Disagree Moderately 5 = Agree Moderately 3 = Disagree Slightly 6 = Agree Very Much
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
67
EI BENCHMARK SCORES
EMOTIONAL COMPETENCY BENCHMARK SCORESSELF AWARENESS. 30
SELF REGULATION 29
MOTIVATION 32
EMPATHY 32
SOCIAL SKILLS
34
TOTAL EQ SCORE 157
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
68
New Discoveries in Neurophysiology
Amygdala
Thalamus
Sensory signals from hearing and sight travel from the thalamus then on to both the neocortex (the “thinking” brain) and amygdala (center of emotional intelligence) simultaneously. The amygdala is a faster processor.
The amygdala’s processing of information includes physiological responses (increased heartbeat, glandular secretions, etc.)
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
69
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 butt during 2006 World Cup’s Finals Soccer Match)
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
70
‘Amygdala Hijack’
This is what happens when people “lose it”
They lose control and end up in a place they didn’t want to be — their emotions are not used effectively
They erupt, shut down, do something extra-ordinarily brave, or otherwise act irrationally
On reflection they find it hard to explain why they acted as they did
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
71
1. What would be an example of an ‘Amygdala Hijack’ when you are having a performance management with your team member? (Both for you and the other party).
2. What do you need to do to keep your emotions in check?
Individual Exercise:‘Amygdala Hijack’
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
80
Module 4
Sustaining Engagement –Organizational Climate
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
81
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 CICOM BRAINS Asia)
82
Organizational 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
Drivers of Performance
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
83
1. Flexibility: do employees feel free to innovate?
2. Responsibility: how employees relate to organization
3. Standards: level which are set
4. Rewards: are these appropriate?
5. Clarity: of mission and values
6. Commitment: to a common purpose
What Is Organizational Climate?Refers to six key factors which influence an organization's working environment:
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
84
Six Leadership Styles at a Glance
Coercive (Directive)
Authoritative (Visionary)
Affiliative Democratic (Participative)
Pacesetting Coaching
The leader’s modus operandi Demands immediate compliance
Mobilizes people toward a vision
Creates harmony and builds emotional bonds
Forges consensus through participation
Sets high standards for performance
Develops people for the future
The style in a phrase “Do what I tell you” “Come with me” “People come first” “What do you think” “Do as I do, now” “Try this”
Underlying emotional intelligence competencies
Drive to achieve, initiative, self control
Self-confidence, empathy, change catalyst
Empathy, building relationships, communication
Collaboration, team leadership, communication
Conscientiousness, drive to achieve, initiative
Developing others, empathy, self-awareness
When the style works best In a crisis, to kick start a turnaround, or with problem employees
When changes require a new vision, or when a clear direction is needed
To heal rifts in a team or to motivate people during stressful circumstances
To build buy-in or consensus or to get input from valuable employees
To get quick results from a highly motivated and competent team
To help an employee improve performance or develop long-term strengths
Overall impact on climate Negative Mostly strongly positive
Positive Positive Negative Positive
Summary: Impact of Leadership Styles of Organizational Climate
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
85
Module 5
Motivational Management
David McClelland's Three Social Motives
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
86
The Three Social Motives by David McClelland
McClelland’s theory that proposes that certain types of needs are acquired during an individual’s lifetime
Three needs most frequently studied:
Need for Achievement (n Ach)
Need for Affiliation (n Aff),
Need for Power (n Pow).
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
87
AchievementDefining and
attaining goals and results
PowerInfluencing others
and having an impact
AffiliationEstablishing and
maintaining positive personal
relationships
Motives
AchievementDefining and
attaining goals and results
PowerInfluencing others
and having an impact
AffiliationEstablishing and
maintaining positive personal
relationships
Motives
The Three Social Motives
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
88
Need for Achievement (n Ach) Meeting or surpassing a self-imposed standard of
excellence Outperforming others, meeting or exceeding targets Choosing and defining goals that are realistically attainable Striving to make a unique contribution Seeking feedback about the success of one’s action Taking actions that can be identified as one’s own Advancing one’s own career
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
89
Need for Affiliation (n Aff)
Being liked and accepted
Ensuring one’s relationships are working well
Being involved with people in work situations
Being part of a group or team
Minimising conflict
Enjoying task situations where performance is demonstrated in working with others in a cooperative atmosphere
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
90
Need for Power (n Pow)
Having an impact and influence on others
Being interested in status and position
Giving advice, assistance, support, and help to others
Being predisposed to persuading others
Being actively interested and involved in the politics of one’s organization
Having control of situations
“Personalized Power’’ and “Socialized Power”
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
91
Summary of The Three Social Motives
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
92
Points to Remember Most people have a mixture of all three motives; you
need to look for the ones that are the strongest
Motives remain relatively stable
Assess motivational needs over time
Avoid attributing motivation on limited data, review the clues and checklist provided in your Workbook
Be careful not to confuse your own motivations with those of your employees
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
93
Individual Exercise: ‘Increasing Your Leadership Influence &
Effectiveness with a Team Member’
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
94
Individual Exercise: Increasing Influence with
Your StakeholdersBased on your knowledge of this individual, what do you think his or her motivational profile might be? Complete the Tasks and Answer the Questions in the Workbook.
High
Mod
Lown Ach n Aff n Pow
PURPOSE: To develop a plan to better manage and greater influence of a stakeholder (direct report or peer).
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
95
Profiles of Successful Leaders• Research was conducted at how motives and leadership style
affect a group’s climate and performance by studying 21 managers at IBM
• The findings were published in HBR June 2006, where it was found that 11 of the 21 managers created strong or energizing work climates
• Moreover, the 11 managers employed at least four of the six managerial styles described in this article, using each when appropriate to the circumstances.
• The challenge is to seek an approach to leadership that uses socialized power to keep achievement in check.
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
96
Module 6
Integrative Case Studies
Putting It All Together
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
97
Review once again the Video Synopsis in Workbook if necessary The film has been used as a case study in various military and
business leadership training seminars for many years. It is frequently used as an example to stimulate discussion with
respect to leadership styles and effectiveness.
Video Case: Twelve O'clock High
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
102102
GROUP I EXERCISE: TASKS
1. What is the motive profile of Colonel Keith Davenport? What does he think about? What is he concerned about? What does he enjoy doing?
2. What leadership style or styles does Colonel Keith Davenport demonstrate?
3. What organizational climate results from Colonel Keith Davenport’s leadership style(s)?
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
103103
GROUP II EXERCISE: TASKS
1. What is the motive profile of General Frank Savage? What does he think about? What is he concerned about? What does he enjoy doing?
2. What leadership style or styles does General Frank Savage demonstrate?
3. What organizational climate results from General Frank Savage’s leadership style(s)?
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
104
Video Case: ‘Crimson Tide’ (Leadership Styles in Action)
Opening Scene – Background
Leadership Styles
Read the Video Synopsis once again in Workbook if necessary
Inspirational Speech
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
105
Case Study – USS Florida
QUESTIONS FOR GROUP DISCUSSION
1. Analyse Alfonso’s leadership style(s) as seen from the case. What might account for the fact that he behaved or adopted the specific style(s) as captain of the USS Florida?
2. Which do you think a leader should be more concerned about aboard a nuclear submarine – high certification grades (Need for Achievement) or high-quality interpersonal relationships (Need for Affiliation)? Do you agree with Admiral Sullivan’s decision to fire Alfonso? Discuss.
20 minutes
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
106
Module 7
Managerial Coaching for Team Success
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
107
“Coaches help people set better goals and then reach those goals, provide the tools, support and structure to accomplish them”
International Coaching Federation
“Coaching is a powerful, collaborative relationship between a coach & a willing individual which enables, through a process of discovery, goal setting the realization of strategic action”
Corporate Coach U
What is Coaching?
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
108
“Coaching is unlocking a person’s potential to maximise their own performance. It’s helping them to learn rather than teaching them” The Inner Game in Business by W Timothy Gallwey
“Coaching is the art of improving the performance of others. Managers who coach encourage their teams to learn from and be challenged by their work. Create the conditions for continuous improvement by helping staff to define and achieve goals.” Coaching Successfully by Roy Johnson and John Eaton.
What is Performance Coaching?
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
109
Helping an individual: “Learn what it takes” to improve existing
capabilities Set meaningful goals Be accountable for results Understand and eliminate barriers
Focus of Managerial Coaching
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
110
Intention
WordsRelationship
TRUST
COACHABLE MOMENT®
Those moments when an individual is open to taking in new information that will effect a shift in his/her knowledge and behavior.
Being a Manager - Coach
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
111
1. Goal 2. Reality
• Invite self assessment • Feedback• Is there a gap?
• Be creative – look at the full range, brainstorm• Offer suggestions for consideration – beware advice!
3. Options4. Wrap Up
• Identify possible obstacles• Commit to action• Identify steps• Agree support
• Agree topic for discussion• Agree specific objective of the session• Set longer term aim if appropriate
Gap?
The GROW Coaching Model
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
112
1. Goal 2. Reality • What’s the evidence?
• What have you already tried?• What did you learn from that?• What other feedback do you have?
• If you looked at this from another angle … what could you do then? • What could you try now?• What else?• What could you do as a first step?
3. Options4. Wrap Up
• What do you want to cover today?• What are you hoping to achieve today?• What are the priorities?
• What other help/input do you need?• When could you do this?• What could get in the way of your plans?• How will you overcome this? • How will you/others know you’ve been successful?
• End – what have you learnt from today? How have we worked together? What could we do differently next time?
GROW – Coaching Questions
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
113
Conduct these role-play sessions in groups of 3. For each of the role-play sessions, there will be an employee, a manager-coach and an observer.
Preparation – 5minsCoaching session – 15minsDebrief – 5 min
Rotate the roles after each role-play session.
Focus will be on a real-life case scenarios that you are currently experiencing in your workplace/teams. Alternatively you may consider one of the 3 examples workplace scenarios.
GROW – Coaching Practice Session
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
114
Module 8
Crafting a SMART Personal Leadership Development Plan
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
115
Individual Exercise: Creating a SMART Personal Development Plan
Specific Goal
Measurement When I achieve this goal, I will know I am successful because: Other people will notice the following difference(s):
Actions What action will I take? What will I do differently?
Reality Check Is this goal achievable?
Why is this goal important?”
What resource(s) do I need? Funding? Support?
Timeline
When will I start?
When do I expect to meet my goal?
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
116
In Conclusion: Key to Success Every company that wants to excel in the
future must recognise that the ultimate competitive advantage is a deep leadership pool where leaders at every level are 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 Masterclass, voracious readings – can accelerate a leader’s growth.
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
117
Appendix
Recommended Further Readings and Videos in
the Participants’ Resource Workbook
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
118
Appendix
Compilation of Articles of Interest for Post-Workshop
Readings(Related to the Themes on Leadership Effectiveness,
Leadership Styles, Motivational Management and Managerial Coaching)
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
119
http://www.youtube.com/watch?v=03o1JZ7c7gI
Video on What Makes a Great Leader?
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
120
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…
Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of CICOM BRAINS Asia)
121
Prof Sattar BawanyCEO, Centre for Executive Education &
Strategic Advisor, IPMA Asia Pacific Email: [email protected]
Website: www.ipma.com.sg/cee.php LinkedIn: www.linkedin.com/in/bawany
Facebook: www.facebook.com/ipma.singaporeTwitter: www.twitter.com/sattarbawany
Skype: sattar.bawany
Further Dialogue on Social Media