CEE Presentation on "Maximising the Potential of Future Leaders in Asia" at 2014 HR Expo @ Jakarta Convention Centre - 11 Dec 2014

Copyright @2014 Centre for Executive Education Pte Ltd (CEE Global) (Linc Knowledge Academy is an Affiliate Partner of CEE Global in Indonesia)

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Prof Sattar Bawany CEO, Centre for Executive Education (CEE Global) C-Suite Master Executive Coach, EDA Asia Pacific

11 December 2014 HR Expo 2014, Jakarta Convention Centre

“Maximizing the Potential of Future Leaders in Asia”

Leveraging on Executive & Transition Coaching

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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?






About Centre for Executive Education (CEE)

Executive Education

Leadership & High Potential Development

Executive Coaching

Succession Planning

Executive Assessment

4

CEE Global is the Exclusive Strategic Partner of Executive Development Associates (EDA), a pioneer in Executive Coaching & Leadership Development since 1982.






• Centre of Executive Education (CEE Global) is a premier network for established human resource development and consulting firms around the globe which partners with our client to design solutions for leaders at all levels who will navigate the firm through tomorrow's business challenges.

• CEE has established strategic partnerships with network of Affiliate Partners across the globe including Linc Knowledge Academy whom is representing CEE Global in Indonesia.

• CEE faculty, consultants and executive coaches are highly credentialed with extensive experience to help managers and executives who are being positioned for future career growth.

Who We Are





www.cee-global.com

• CEO of Centre for Executive Education (CEE Global)

• C-Suite Master Executive Coach, EDA Asia Pacific

• Adjunct Faculty of Harvard Business School Corporate Learning

• Adjunct Faculty of Duke Corporate Education (CE)

• Adjunct Professor teaching human resource courses and leadership development with Paris Graduate School of Management and Curtin Graduate School of Business.

• Over 25 years’ in executive coaching, group facilitation, executive education and senior leadership development and training

• Assumed senior global and regional leadership roles with DBM (Drake Beam & Morin), Mercer Human Resource Consulting, Hay Management Consultants and Forum Corporation

About Your Speaker

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1. Business Case for Leadership Development and Succession Planning

2. Proven Framework for Developing a Future Leadership Pipeline

3. How to leverage on Executive & Transition Coaching in Developing Future Leaders

4. Best Practice Strategies and Case Studies on Developing Future Leaders

Session Objectives






BUSINESS CASE FOR LEADERSHIP DEVELOPMENT AND SUCCESSION PLANNING

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• “Senior HR Leaders have done a good job working as a Business Partner, but going forward they need to couple their HR skills with a much deeper understanding of the business.”

• ‘If I was head of HR, I’d pound the table more. HR issues get ignored in the heat of the battle.”

• “HR leaders can show value to CEOs by focusing on strategies to further cultivate senior talent and develop a sustainable leadership pipeline.”

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CEOs – HR Disconnect

Source: CEE Interviews with CEOs Coachees on Strategic Role of HR, November 2014






Future Role of HR

• Lead and Develop: – accelerate leadership development at all levels;

– build global workforce capabilities;

– re-energize corporate learning by putting employees in charge;

• Attract and Engage: – develop innovative ways to attract, recruit, and access talent;

– drive passion and engagement in the workforce; use diversity and inclusion as a business strategy

Source: Deloitte Global Human Capital Trends 2014: Engaging the 21st Century Workforce






CEE Talent Management Cycle

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Source: Sattar Bawany, ‘How Singapore Companies Can Win the War for Talent’ in Singapore Business Review http://sbr.com.sg/hr-education/commentary/how-singapore-firms-can-win-war-talent, 5 September 2013




http://sbr.com.sg/hr-education/commentary/how-singapore-firms-can-win-war-talent


















“Crisis may be an overused word, but it’s a

fair description of the state of leadership in

today’s corporations. CEOs are failing

sooner and falling harder, leaving their

companies in turmoil. At all levels,

companies are short on the quantity and

quality of leaders they need.”

Reference: Ram Charan, “Leaders at All Levels”, Jossey-Bass, Wiley, San Francisco, California, 2008

Business Case for Succession

Planning






Leadership & Achieving Results

Sattar Bawany (2014), “Building High Performance Organisations with Results-based Leadership Framework” in Leadership Excellence, November 2014 (11.2014) issue:www.hr.com/en/magazines/leadership_excellence_essentials/ E-Copy available as a download at: http://www.cee-global.com/6/publication




http://www.slideshare.net/cee-global/building-high-performance-organisationsleadership-excellence-issue-nov14



http://www.hr.com/en/magazines/leadership_excellence_essentials/


http://www.cee-global.com/6/publication






Future Leaders Redefined

“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 leveraging on Ontological Humility and Level 5

Servant Leadership as well as 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

















PROVEN FRAMEWORK FOR DEVELOPING A FUTURE LEADERSHIP PIPELINE

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Who are High Potentials?

High Potentials consistently and significantly outperform their

peer groups in a variety of settings.

While achieving these superior levels of performance, they

exhibit behaviors that reflect their companies’ culture and

values in an exemplary manner.

Show a strong capacity to grow and succeed throughout their

careers within an organization – more quickly and effectively

than their peer groups do.

Reference: Douglas Ready, Jay Conger and Linda Hill, ‘Are You a High Potential? Harvard Business

Review, June 2010






The difference between high-performance employees and high-

potential employees is that the high-performance employee are

very good at performing their jobs, while the high-potential

employees have demonstrated measurable skills and abilities

beyond their current jobs.

The real damage is done when the high-performance employee

is promoted to a managerial level, is uncomfortable and

struggles in their new role, resulting in high levels of stress and

anxiety, causing them to quit.

High Performers vs. High Potentials






Executive Development Approaches

Executive Education (classroom/online), Stretch Assignment, Action Learning,

Executive Coaching and Mentoring

Company/ Sponsor

Expectations

Individual/ Coachee

Expectations

Transition Readiness

Assessment

Company/ Sponsor

Feedback

Individual/ Coachee Feedback

Gaps Action Plan

Gaps Action Plan

Adapted from: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p38-42 Download Complimentary e-copy from CEE Website at: http://www.cee-global.com/6/publication

Framework for Developing Sustainable

Leadership Pipeline

(Critical EQ Competencies)









• Next Generation of 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 EI competencies includes: relationship management; cross cultural communication; effective negotiation and conflict management

Reference: Bawany, Sattar: ‘Maximising the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’., Candid Creation Publishing LLP, September 2010. Download Complimentary e-copy from from: http://www.cee-global.com/6/publication

Leadership Competencies of Next

Generation of Leaders










HBR Video: Marshall Goldsmith on

“Developing Leaders of the Future”

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Developing Leaders of the Future

• Think Strategically and Globally

• Cross Cultural Diversity/Communication Competencies

• Be Technology Savvy – Leverage on Technology

• Develop Alliances and Partnerships

• Build and Develop an Effective Team - Having the ‘right person on the bus, wrong person off the bus and the right person in the right seat’

• Develop Learning Agility – Learn, Unlearn, Relearn

• Adopt Sharing Leadership – Ask, Listen and Learn

• Impact and Influence Stakeholders (including the Boss/Board) – Managing Upwards

21






LEVERAGING ON EXECUTIVE & TRANSITION COACHING IN

DEVELOPING FUTURE LEADERS

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“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?






‘Mentoring relates primarily to the identification and nurturing of potential for the whole person. It can be a long-term relationship, where the goals may change but are always set by the learner. The learner owns both the goals and the process. Feedback comes from within the mentee – the mentor helps them to develop insight and understanding through intrinsic observation, that is, becoming more aware of their own experiences.’ Meggison and Clutterbuck, Techniques for Coaching and Mentoring

Coaching vs Mentoring






‘Coaching relates primarily to performance improvement (often short-term) in a specific skills area. The goals, or at least the intermediate or sub-goals, are typically set with or at the suggestion of the coach. While the learner has primary ownership of the goal, the coach has primary ownership of the process. In most cases, coaching involves direct extrinsic feedback (i.e. the coach reports to the coachee what he or she has observed).’ Meggison and Clutterbuck, Techniques for Coaching and Mentoring

Coaching vs Mentoring





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Executive Coaching Approach

• Customizes coaching to meet the individual’s (coachee) specific needs and matches the leader with the most appropriate coach.

• Strategically links the coaching goals to the organization’s business strategies.

• Tripartite sessions along with the individual’s manager (sponsor) are worked into the coaching arrangement to assure accountability to the organization’s vision, mission and organizational strategy.

Sattar Bawany (2014), “Transforming Next Gen Leaders: Developing Leadership Pipeline for Succession Planning” in Leadership Excellence, July 2014 (07.2014) issue:www.hr.com/en/magazines/leadership_excellence_essentials/




http://www.slideshare.net/cee-global/transforming-the-next-gen-leadership-pipeline-in-talent-management-excellencejune2014




Transition Coaching Approach

Transition Coaching encompasses the goals of Executive Coaching, but has three overall goals:

1. to accelerate the transition process by providing just-in-time advice and counsel,

2. to prevent mistakes that may harm the business and the leader’s career, and

3. to assist the leader in developing and implementing a targeted, actionable transition plan that delivers business results.









CEE Coaching Framework: A.D.A.M.

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Assess: Through a series of assessment and information gathering from various stakeholders

Debrief: The coachee will be provided with feedback based on the results of the assessments and with the support of the Coach will develop a Development Plan

Action Plan: The Coachee will implement the Development Plan by taking well-defined action steps and regular feedback during scheduled coaching sessions with the Coach.

Measure: A full evaluation of the coaching process and engagement based on the agreed success metrics at the beginning of the assignment.









BEST PRACTICE STRATEGIES - CASE STUDIES ON

DEVELOPING FUTURE LEADERS

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Coaching Case Study #1

• The Coachee is an international assignee in Asia Pacific for the first time and has a lack of international management and cross-cultural experience. It was decided by the sponsor that a proven coaching process and the senior level international experience of the coach was a valuable additional investment to complement internal processes of mentoring and executive education.

• Over a 6-month period the executive identified and began to develop a repertoire of leadership styles which would enable him to move onto yet more senior levels, avoiding the derailment that so many high potentials experience executive. A high potential and very marketable executive with cross-cultural experience was subsequently promoted to a global leadership role.






Coaching Case Study #2

• The Coachee is a successful business leader and is perceived by the Regional President & CEO as not ready for transition to the role as COO. There was a need for the Coachee to shift from being an individual contributor to becoming a team player and leader. Her achievements would need to come through the involvement of others' ideas and opinions and by learning to balance the issues of her boss as well as peers and subordinates.

• At the end of the 6-months coaching engagement, positive change in the executive's leadership style was perceived at all levels of the organization. Key sensitive strategic alliances were successfully negotiated, resulting in considerable new and sustained relationship with members of the executive team.






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

education, voracious readings – can

accelerate a leader’s growth.

In Conclusion: Key to Success






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…






Prof Sattar Bawany

CEO, Centre for Executive Education (CEE Global)

C-Suite Master Executive Coach, EDA Asia Pacific

Strategic Advisor & Master Facilitator, IPMA Asia Pacific

Email: [email protected]

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Further Dialogue on Social Media




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Presentation at 2014 HRDF Conference, 4-5 November 2014, Kuching, Sarawak

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Presentation On

“MAXIMISING THE POTENTIAL OF FUTURE LEADERS”


By

Prof Sattar Bawany CEO, Centre for Executive Education (CEE Global) C-Suite Master Executive Coach, EDA Asia Pacific

Strategic Advisor & Master Facilitator, IPMA Asia Pacific

Website: www.cee-global.com

Email: [email protected] LinkedIn: www.linkedin.com/in/ceeglobal Facebook: www.facebook.com/ceeglobal

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“MAXIMISING THE POTENTIAL OF FUTURE LEADERS”


Synopsis of Presentation:

Talent management and retention is continuously one of the most pressing worries of CEOs — and for good reason. Having enough capable leaders to execute corporate strategy is a growing concern, one heightened by demographic trends that promise a continuing shortage of leaders in coming years. A company’s leadership pipeline is expected to deliver its “next generation” of ready now leaders. The payoff is a supply of leadership talent that simultaneously achieves targets, bolsters and protects ethical reputation, and navigates transformational change in pursuit of a bright competitive future. Unfortunately, some Boards and CEOs neglect their talent management accountability – consequently, their pipelines run dry. When this occurs, the downward spiral of competitive capability becomes discernible, the edge is lost, and the “magic” disappears. The competition begins to outwit, outflank, and outperform these companies1. Executive Coaching is one of the fastest growing and most misunderstood professions of this decade. Coaching used to be an “executive perk” for large company executives to help them make better business decisions. Today, coaching is rapidly being recognized as one of the best strategic weapons a company can have in its arsenal. Executive Coaching focuses on the qualities of effective leadership and improved business results. It is comprised of a series of structured, one-on-one interactions between a coach and an executive (coachee), aimed at enhancing the executive’s performance in two areas: • Individual Performance or Effectiveness • Organisational Performance or Effectiveness Transition Coaching encompasses the goals of Executive Coaching, but has three overall goals: to accelerate the transition process by providing just-in-time advice and counsel, to prevent mistakes that may harm the business and the leader’s career, and to assist the leader in developing and implementing a targeted, actionable transition plan that delivers business results. This presentation will demonstrate Centre for Executive Education (CEE) research findings and actual client engagements on how leaders develop, and how best to invest limited development budgets to produce successful future leaders in the most productive and efficient manner through a proprietary and proven coaching approach: The Presentation will cover:

Leadership Development and Succession Planning Framework for Developing a Future Leadership Pipeline How to leverage on Executive & Transition Coaching Best Practice Strategies and Case Studies on Developing Leaders

1 Bawany, Sattar: ‘Maximising the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’

In ‘Coaching in Asia – The First Decade’, Candid Creation Publishing LLP, September 2010. Download from: http://www.cee-

global.com/6/publication







APPENDIX I: SPEAKER’S PROFILE – PROF SATTAR BAWANY

Professor Sattar Bawany is the Chief Executive Officer of the Centre for Executive Education (CEE Global). He is also the Managing Director as well as C-Suite Master Executive Coach & Facilitator with Executive Development Associates (EDA) Asia Pacific. Prof Bawany is also concurrently the Strategic Advisor & Member of International Professional Managers Association (IPMA) Board of Trustees and Governing Council.

Prof Bawany is an Adjunct Faculty of Harvard Business School’s Corporate Learning as well as Duke University’s Corporate Education (Duke CE). He is also a member of Frontier Strategy Group’s Expert Advisory Network (EAN) for Human Capital and Talent Management issues in Asia Pacific advising CEOs and CHROs of global and regional organizations. He has over 25 years’ international business management experience, including 15 years in executive coaching, group facilitation, and leadership development and training with global management consulting firms. In addition to his business and consulting career, Prof Bawany has over 10 years of concurrent academic experience as an Adjunct Professor teaching senior executives international business strategies and human resource courses at various leading universities. He is currently the Adjunct Professor with Curtin Graduate School of Business and the Paris Graduate School of Management (PGSM). Prof Bawany is an astute advisor to executives who need to know how they are perceived and want to focus on what is most important in their professional and personal lives. He has coached a range of leaders, from CEOs, to senior vice presidents, and high potential managers. His current work in organisations focuses on encouraging individual initiative and leadership from a systemic perspective in order to achieve clearly defined business results. His specialty is effectively linking people processes to business outcomes. His approach to executive coaching encourages new insights into the key capabilities and unique strengths needed to sustain practical behavioural change over time, resulting in the executive’s enhanced self-awareness, better decision making, and continuous performance improvement. He is a Key Note Speaker at international and regional Conferences, Workshops and Seminars on Leadership Development and Talent Management & Succession Planning. He is an accomplished Author and has published extensively on topics such as Talent Management and Leadership Effectiveness including the Chapter on “Maximizing the Potential of Future Leader” in the Book “Coaching in Asia the First Decade”. He has also appeared regularly on MediaCorp’s Radio’s 93.8FM Live as a studio guest. He is a Graduate of Corporate Coach U and a Licensed Coaching Clinic Facilitator. He is certified in the administration and application of various psychometric instruments. He holds an Executive MBA and a Bachelor in Business Administration (Marketing). His Doctoral Research is on ‘The Impact of Executive Coaching on the Personal & Professional Development of Leaders”. Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management (SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of the International Coaching Federation (ICF) and International Association of Coaching (IAC).


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APPENDIX II: CORPORATE PROFILE OF CEE AND EDA

About Centre for Executive Education (CEE)

The Centre of Executive Education (CEE) is a premier network for established human resource development and consulting firms around the globe which partners with our client to design solutions for leaders at all levels who will navigate the firm through tomorrow's business challenges. CEE has established strategic

partnerships with International Professional Managers Association (IPMA) and Executive Development Associates (EDA) as well as a network of Affiliate Partners across the globe. CEE faculty, consultants and executive coaches headed by our founder & CEO, Prof Sattar Bawany, are highly credentialed with extensive experience to help managers and executives who are being positioned for future career growth. They are authors, leaders, and each possesses an enormous passion for the success and growth that executive development and coaching can bring to our participants. CEE suite of executive development programs includes talent management & succession planning, management & leadership development, executive coaching, CEO and board mentoring and advisory services. CEE together with our Strategic and Affiliate Partners helps corporate leaders and small business owners optimize their performance and accomplish their business and professional objectives. About Executive Development Associates (EDA)

CEE is a Strategic Partner of Executive Development Associates (EDA) which is established in 1982. EDA is a leader in creating custom-designed executive development strategies, systems and programs that help organizations build the capabilities needed to achieve their strategic objectives.

Executive Coaching is one of EDA’s Best-Practice Solutions that delivers a one-on-one growth and development opportunity and produces real business results in a short period of time. EDA customizes coaching to meet the individual’s specific needs and matches the leader with the most appropriate coach. EDA also strategically links the coaching goals to the organization's business strategies. Executive Coaching facilitates individual learning and development for leaders in order to increase the velocity at which business results are achieved. In all of our executive coaching engagements, a collaborative partnership is created between the executive (coachee), the organization, and the executive coach. Executive Coaching Services

Coaches for C-Suite Executives: CEOs and direct reports

Coaches for Executives and Leaders all the way down the leadership pipeline.

Embedded coaches in internal action learning, high-potential or executive development programs to gain real-time exposure of executives.

Coach-the-Coach Internal certifications for internal or external coaches for a specific organization. This ensures that coaching across the organization is aligned with the businesses strategic objectives and the coaches all follow a similar process.


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Notes




Copyright 2014 Centre for Executive Education Pte. Ltd.

All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any

means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval

system, without permission in writing from the publisher.

Requests for permission to make copies of any part of the work should be mailed to:

Centre for Executive Education Pte. Ltd. 259 Tampines Central, Singapore 915209. Tel: +65 6789 0977 Fax: +65 6789 0911 Email: [email protected] Homepage: www.cee-global.com

Published in Singapore




By Prof. Sattar Bawany

Leadership pipeline for succession planning

Transforming the Next Gen Leaders

30 leadership excellence essentials presented by HR.com | 07.2014

Talent management and retention is perennially at the top of CEO’s most pressing worries. A company’s leadership pipe-line is expected to deliver its “next generation” of ready-now leaders. The key to ensuring an organisation has the leaders it needs when it needs them, is to accelerate the performance of future leaders including high potential employees, so that their skills and leadership abilities are as strong as possible when they are needed particularly as leaders transition from role to role.

A company’s leadership pipeline is expected to deliver its “next generation” of ready-now leaders. The payoff is a supply of leadership talent that simultaneously achieves targets, bolsters and protects ethical reputation, and navigates transformational change in pursuit of a bright competitive future. Unfortunately, some Boards and CEOs neglect their talent management ac-countability - consequently, their pipelines run dry. When this occurs, the downward spiral of competitive capability becomes discernable, the edge is lost, and the “magic” disappears. The competition begins to outwit, outflank and outperform these companies. The Current Realities

Organizations move their leaders through positions of respon-sibility and challenge to develop talent and ensure capability for the future. These transitions are known as “role to role” transi-tions, i.e. a leader who is successfully performing in one role takes on another role with different responsibilities.

Successfully assuming a new leadership role is almost never easy. It is more often challenging and daunting—regardless of the amount of experience a leader may have. In the 2009 Harvard Business Review article “The Realities of Executive Coaching”, Coaches surveyed reported that 48% of the time they are hired to develop high potentials or to facilitate transitions.

Actions taken in the first few months of a leadership transition directly impact a leader’s chances of success. Transitions can be times of both great opportunity and great risk. Transitioning leaders often find the eyes of superiors, colleagues, direct reports, and even shareholders firmly fixed on their first moves. Expecta-tions are high. So what are the secrets of succeeding and thriving in times of role transition, with so much at stake?What are the Challenges or Pitfalls leaders in transition face?

The specific challenges leaders face depend on the types of transitions they are experiencing. Leaders who have been hired externally (on-boarding) confront the need to adapt to new business models & organizational cultures, and to build supportive networks of relationships. For those who have been promoted internally (role-to-role transitions), the challenge lies in understanding and developing the competencies required to be successful at the new level. Hence, it is essential to carefully diagnose the situation and craft transition strategies accordingly.

The biggest trap new leaders fall into is to believe they will continue to be successful by doing what has made them success-ful in the past. There is an old saying, “To a person who has a

hammer, everything looks like a nail.” New leaders should focus first on discovering what it will take to be successful in the new role, then discipline themselves to do the things that don’t come naturally if the situation demands it.

New leaders are expected to “hit the ground running.” They must produce results quickly while simultaneously assimilat-ing into the organization. The result is that a large number of newly recruited or promoted managers fail within the first year of starting new jobs.

There is growing evidence that the range of abilities that constitutes what is now commonly known as emotional intel-ligence plays a key role in determining success for leaders and in the workplace. Longitudinal research, conducted by Centre for Executive Education (CEE Global) has uncovered links between specific elements of emotional intelligence and leader-ship styles as well as specific behaviors associated with leadership effectiveness and ineffectiveness. CEE has found that, higher levels of certain emotional intelligence components appear to be connected to better performance in leadership roles. The study also identified potential problem areas that could contribute to executive derailment.What are the transitional skills required for leaders in tran-sition?

Leaders must identify the right goals, develop a supporting strategy, align the architecture of the organization, and figure out what projects to pursue to secure early wins.

Leaders at all levels of the organization must demonstrate a high degree of emotional intelligence in their leadership role. Emotionally intelligent leaders create an environment of positive morale and higher productivity and this would result in sustainable employee engagement.

The critical transitional skills for leaders in transition include having social and emotional intelligence competencies in effective relationship management, diversity management, cross-cultural communication, effective negotiation and conflict management in a multigenerational workplace.

The reality for leaders in transition is that relationships are great sources of leverage. By building credibility with influen-tial players, you are better able to gain agreement on goals, and commitment to achieving those goals.

In the leader’s new situation, relationship management skills are critical as they aren’t the only one going through a transi-tion. To varying degrees, many different people, both inside and outside the leader’s direct line of command, are affected by the way he or she handles his or her new role.

Put another way, leaders negotiate their way to success in their new roles.Demystifying Executive Coaching

“The goal of coaching is the goal of good management: to make the most of an organization’s valuable resources.” - Harvard Business Review (November 1996)

31leadership excellence essentials presented by HR.com | 07.2014

Executive Coaching is one of the fastest growing and most misunderstood professions of this decade. Coaching used to be an “executive perk” for large company executives to help them make better business decisions. Today, coaching is rapidly being recognized as one of the best strategic weapons a company can have in its arsenal.

Effective coaching is a major key to improving business perfor-mance. Executive Coaching focuses on the qualities of effective leadership and improved business results. It is comprised of a series of structured, one-on-one interactions between a coach and an executive (coachee), aimed at enhancing the executive’s performance in two areas:• Individual Performance or Effectiveness • Organisational Performance or Effectiveness When executives are first confronted by being coached, they

are not always clear about how best to use their sessions and quite unaware that it is they who set the agenda; in fact, some executives expect executive coaching to be like a one-on-one tailored training programme where the executive coach initi-ates the agenda. Executive coaching teaches the beneficiary to minimise, delegate, or outsource non-strengths by changing ineffective behaviours or changing ineffective thinking.

An Executive Coach only has one item on his agenda – the client’s or coachee’s success. This means going where it might hurt by confronting and challenging the client, and keeping a client accountable to achieving their goals. Coaching helps people grow personally and as professionals. This growth allows then to commit completely to the success of an organization. When professional coaches work with organizations they can turn performance management into a collaborative process that benefits both the employee and the organization.

The Coaching Methodology (see Figure 1) consists of a proven four-step process that is firmly grounded in leadership develop-ment best practices:

Figure 1: A.D.A.M. Coaching Methodology

1. Assess: Through a series of assessment and information gathering from various stakeholders, the coachee determine how their performance links to current business goals.

2. Debrief: The coachee will be provided with feedback based on the results of the assessments and with the support of the Coach will develop a Development Plan which will enable coachees to determine what to do to close the gaps in their leadership capability. The Sponsor will sign off the Development Plan to ensure that there is alignment to the business objectives.

3. Action Plan: The Coachee will implement the Development Plan by taking well-defined action steps and regular feedback during scheduled coaching sessions with the Coach which enables the Coachees to move toward measurable goals.

4. Measure: A full evaluation of the coaching process and engagement based on the agreed success metrics at the beginning of the assignment yields objective measures of business results and professional outcomes for both the organisation and the coachee.Executive vs Transition Coaching Approach

Transition coaching has three overall goals: to accelerate the

transition process by providing just-in-time advice and counsel, to prevent mistakes that may harm the business and the leader’s career, and to assist the leader in developing and implementing a targeted, actionable transition plan that delivers business results.

While many of the issues covered by transition coaching are similar to those included in executive coaching, such as sorting through short and long-term goals, and managing relationships upwards as well as with team members, transition coaching is focused specifically on the transition and designed to educate and challenge new leaders. The new leader and coach will work together to develop a transition plan, a road map that will define critical actions that must take place during the first 90 days to establish credibility, secure early wins and position the leader and team for long-term success.

The transition coaching relationship also includes regular meetings with the new leader as well as ongoing feedback. Fre-quently, the coach conducts a “pulse check” of the key players, including the boss, direct reports, peers and other stakeholders, after four to six weeks to gather early impressions so that the new leader can make a course correction if needed.

The entire transition coaching process provides new leaders with the guidance to take charge of their new situation, achieve alignment with the team, and ultimately to move the business forward. Organizations make a significant investment when they recruit and hire new leaders, and they have much to lose if a new hire does not succeed, possibly several times the hire’s base compensation.Conclusion

Whether an executive is moving into a new position or looking to get back on the road to success, executive and transition coach-ing work to bring out the best in leaders through the support of a professional relationship. Both relationships are built on a foundation of trust and confidentiality. The ability of coaches to provide leaders with an outside resource that can also act as a sounding board helps them become the successful leaders they were meant to be.

Organizations must clearly define the purpose of coaching, gauge the process, and evaluate results. Coaching is not just about providing support. Ultimately, coaching should deliver what any business needs – real results. LEBibliography

Bawany, Sattar, “Maximising the Potential of Future Leaders: Resolving Leader-ship Succession Crisis with Transition Coaching” in ‘Coaching in Asia – The First Decade’., Candid Creation Publishing LLP, September 2010Bawany, Sattar, “Winning the War for Talent”, Human Capital, Singapore Human Resources Institute, (September-October 2007); 54-57.Coutu, Diane. & Kauffman, Carol. “The Realities of Executive Coaching”. Harvard. Business Review Research Report. (January 2009); 6-7 Charan, Ram. “Ending the CEO Succession Crisis”. Harvard Business Review, (February 2005); 83-86. Ready, A. Douglas; Conger, A. Jay and Hill, A. Linda. “Are You A High Potential”. Harvard Business Review. (June 2010); 78-84. Prof Sattar Bawany is the CEO & C-Suite Master Executive Coach of

Centre for Executive Education (CEE Global) and Executive Development Associates (EDA). CEE Global offers talent management and executive development solutions including executive coaching and leadership development programs that help professionals develop the skills and knowledge to embrace change and catalyze success in their industries.Visit www.cee-global.comEmail [email protected]

Individual (Coachee) and Organisational Success

MeasureDebrief ActionAssess

Transforming the Next Gen Leaders

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By Sattar Bawany

Benefits of having a mentor

Mentoring & Leadership Development

IntroductionIn Ancient Greece, Odysseus entrusted the education of his

son, Telemachus, to a trusted counsellor and friend. This trusted and wise friend, mentor, reportedly became the counsellor, guide, tutor and mentor for his protégé, Telemachus.

Put at its simplest, the mentor is there to help the mentee to learn. Much of the learning is enabled by the mentor guiding the mentee into learning situations and then helping them to reflect on and consolidate the learning.

Mentoring is often thought of as a partnership largely because there are obligations, implicit or otherwise, that each party takes on. One key to a successful mentee/mentor relationship is to be aware of your obligations and take them seriously.Why Have a Mentor?

There are many benefits to having a mentor. The key to the value of a mentor is that whatever you are facing, your mentor will probably have been there before you. They can give you advice based on their experience. This means you are benefiting from the wisdom of someone who has probably faced the same issues that you have, many times over.

Finding out how your mentor dealt with a situation, and why they acted in the way they did can help you make decisions for yourself. A mentor will provide you with an independent opinion that you can use as a measuring stick when you’re faced with a difficult situation. They can also help to boost your confidence and help you avoid mistakes.

Having a mentor will help boost your career progression in a number of ways. Mentors can advice you in making decisions to progress your career, expose you to opportunities you may not previously have considered, or had access to. Mentors are able to serve as a reference to building your network, and perhaps even guide you to become a manager to rise to higher levels within an organisation.Importance of Mentoring to Leadership Development

Growing leadership expertise in a short period of time within an organization is a continual challenge. The speed of projects and the speed of the need for innovation has increased so that individuals are thrust into positions of management and leader-ship in an ever-increasing pace.

How are these individuals going to learn? But more impor-tant, how are they going to be able to quickly apply what they have learned within their organizational culture and in a hyper competitive business environment?

In the past, an individual would learn skills and knowledge through training, education and experience, and the organization could afford to wait around for him/her to come up to speed. But today, with the fast pace, organizations need to have their people learn – and be able to apply that learning – more quickly.Studies have proven that there are limits as to how fast you can drive education and training and have it be effective. Also, due

to economic constraints within organizations, many times the problem is not how fast to drive the education and training, but how to even find available dollars and resources to get it to individuals that are destined to lead the organization now and in the future.

What can organizations do to help solve this dilemma and assist in the transition between “education” and “experience”?

The answer is Mentoring!Building the Relationship

Once you have found your mentor, the next step is for you both to discuss your expectations and what you hope to achieve from the relationship. You need to be open to learning and have good understanding of yourself and a desire to achieve.

The rewards of a mentoring relationship are too great to ignore, sometimes it can just be a matter of being a natural progression in a bond with a senior colleague at work or an industry contact, or it may be a relationship that you have to actively pursue. Regardless of the means, the benefits speak for themselves and you will always have an experienced sounding board to assist you through tricky times and be there to celebrate through your achievements. No matter how small the challenge, your mentor will always understand as he or she has been there before and is familiar with the trials and predicaments you experience on a day- to- day basis.Conclusion

For mentoring to work effectively the mentor must not take responsibility away from the mentee. In order for this to work, the mentor should take responsibility for managing the relation-ship but should allow the mentee to ‘set the agenda’.

Managing the relationship involves ensuring that the mentee feels supported and encouraged and able to speak with the mentor without the fear of judgements being made. The mentor also needs to feel that the discussion and information exchanged is kept confidential. LE

Prof Sattar Bawany is the CEO & C-Suite Master Executive Coach of Centre for Executive Education (CEE Global). CEE is a premier network for established human resource development and consulting firms around the globe which partners with our client to design solutions for leaders at all levels who will navigate the firm through tomorrow’s business challenges. Email [email protected] www.cee-global.com

52 leadership excellence essentials presented by HR.com | 08.2014





By Prof. Sattar Bawany

Building High Performance Organisations


“Research has found six distinct leadership styles, each spring-ing from different components of emotional intelligence. The styles, taken individually, appear to have a direct and unique impact on the working atmosphere of a company, division, or team, and in turn, on its financial performance.” - Daniel Goleman (Leadership That Gets Results, Harvard Business Review, March 2000)

In essence, the heart of the leadership challenge that confronts today’s leaders is learning how to lead in situations of ever greater volatility and uncertainty in a globalised business environ-ment, allied with the needs to deal with scale, complexity and new organisational forms that often break with the traditional organisational models and structures within which many have learned their ‘leadership trade’. So the basic assumption that past experience is the key for future leadership success is more open to scrutiny than ever.

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 Hu-mility and Servant Leadership approaches blended with elements of Social Intelligence competencies and Socialised Power.

Leadership is an art and a science. It is an art because it continually evolves, changes form, and requires creativity. It is a science because there are certain essential principles and techniques required.

A good leader knows when it is time to change shape because they are highly attentive to those around them. Coming from a position of strength, a great leader takes risks by freeing up the creative genius in their followers to build their capability and multiply the talents of the organization. This leads to com-munity and greatness. By powerfully communicating a vision that animates, motivates, and inspires followers, a great leader is able to transform his or her organization. The New Realities: Results-Based Leadership

We are operating in a hypercompetitive business environment. The world moves faster today when compared to10 years ago. Companies feel the pressure to decrease time to market and improve the quality of products while delivering on ever-changing customer expectations to maintain competitive posture – that is, be adaptive and nimble. Driving results is difficult even for companies who have the benefit of dedicated and knowledgeable employees and business leaders to leverage.

In the early years leadership studies, the so-called “trait theory” took the view that there is a set of traits that separates the leader from the pack. Traits purported to be characteristic of leaders included intelligence, a drive to dominate others, being extro-verted and having charisma. Today, people often point to the importance of emotional intelligence in achieving leadership effectiveness.

There is growing evidence that the range of abilities that constitute what is now commonly known as emotional intel-

ligence plays a key role in determining success in life and in the workplace. Recent research has uncovered links between specific elements of emotional intelligence and specific behaviors associ-ated with leadership effectiveness and ineffectiveness.

Flexible leadership, however, involves being able to adapt your leadership style according to the situation and the state of the team - e.g.: taking charge when a team is forming but playing the role of coach when a team is managing itself well. This is critical in developing and sustaining employee engagement. There are six distinct leadership styles, each one springing from different components of emotional intelligence.

Organizations need leaders to visualize the future, motivate and inspire employees, and adapt to changing needs. On-going research by CEE indicates that, with the right leadership develop-ment support including executive coaching, those with leadership potential can be developed into outstanding leaders. Emotional Intelligence competencies are perhaps the most challenging for leaders to develop effectively and yet it is the one that often has the most impact. As emotionally intelligent leaders rise through the ranks of an organization, their profile becomes more visible to employees and their increased power can have greater impact towards achieving the organisational results (see Figure 1).

Putting Employees First Before Customer and ProfitsPutting the customer first has been the mantra of many companies

for a long time. But however correct the mantra may be, perhaps it’s time to question the wisdom of it. Some companies already have, that is, put the customer second, after employees. The results are surprising and enlightening – engaged and contented employees and companies cited for their best practices. Moreover, customers are satisfied. This Workshop presents an operating model and proven approach for putting employees first.

Steady, long-term competitiveness requires an organization to be committed to putting employees first and developing quality training programs that are linked to its strategic objectives. Without a true commitment to the employees at all levels throughout an organization, the journey to enhance organizational performance will be an elusive adventure. Quality employees equate to organizational success. Un-qualified and poorly trained employees equate to organizational failure.

An organization’s employees have always made the difference between

46 leadership excellence essentials presented by HR.com | 11.2014Submit your Articles

5 Organizational Results

4 Customer Engagement

3 Employee Engagement

2 Organizational Climate

•Profitability/Market Share•ROi/Cost Optimization

•Customer Satisfaction/loyalty•Service Value/Relationship

•Employee Satisfaction/loyalty•Employee turnover Rate

•Company Culture, Policies•Rewards and Flexibility

1 Self-Leadership & Team Effectiveness•Emotional & Social intelligence•leadership Styles/Servant leadership•Ontological Humility/level 5 leadership

FIGURE 1 Results-Based Leadership Framework

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a truly successful organization and a mediocre entity, but it’s amazing how often managers overlook or discount this fundamental recipe for economic survival. Organizations with cultures that focus on their people and that invest in their future will in the long-run, be more competitive than cultures that view employees as mere costs to be reduced in times of trouble.

Extensive published research including from CEE own consulting engagement, have resulted in the understanding the organization that plans every action around its employees will thrive in the marketplace.

It’s the employees who breathe life into an organization for it’s their skills and abilities that give an organization its competitiveness. As stated by Peters and Waterman, Jr. (2004, 1982) “productivity and the economic rewards that go with it are achieved through the people of an organization.” A fundamental rule of organizational survival is to put employees first and develop their abilities and skills by establishing a quality training environment.

How to improve employee loyalty is one of today’s most difficult problems that troubles business leaders. Research has consistently shown that by putting employees first you can actually deliver your promise of customers first. If you do not put the employee first – if the business of management and managers is not to put employee first – there is no way you can get the customer first.

CEE Research has consistently found that the Employees First ap-proach produces far more passion than any motivational or recognition program. Why? Because it proves that management understands the

importance of the work being done by the employees in the first place. It demonstrates that we are actively helping them in ways that make it easier for them to do their jobs. It shows that we trust them to do what needs to be done in the way they believe it should be done. And it shows that we respect them for the value they bring to the company.

We give them understanding, help, trust and respect–which are the drivers of employee engagement. LEConclusion

There is growing evidence that the range of abilities that constitute what is now commonly known as emotional intelligence plays a key role in determining success in life and in the workplace.

Since leaders lead people, the style with which you do it is important. It must truly represent you, fit with the situation, the results you wish to achieve and the people you hope will follow your lead. In truth, having a particular style is not as essential to being a leader as having a vision of what could exist, being committed to the vision, bringing great energy to realising that vision and having people to support you towards achieving the organisational results.

Prof Sattar Bawany is the CEO & C-Suite Master Executive Coach of Centre for Executive Education (CEE Global). CEE is a premier network for estab-lished human resource development and consulting firms around the globe which partners with our client to design solutions for leaders at all levels who will navigate the firm through tomorrow’s business challenges.Email [email protected] www.cee-global.com

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14 D r a k e B u s i n e s s R e v i e w | V o l u m e 6 , N u m b e r 1 | d r a k e i n t l . c o m

Why New Leaders Must Make an Impact within Their

First 90 Days

CEOs are generally considered to have failed when they are unable to meet the expectations of their boards,

shareholders, and the market at large — the company’s stakeholders. This failure becomes official when a company con-firms its decision to initiate proceedings for the CEO’s departure. What factors lead to this dissatisfaction? What is the CEO’s ability to react? And can the top executive be considered a “failure” when receiving a severance package worth millions?

The actions new leaders take during their first 90 days can have a major impact on their success, so how does one best take charge in a new leadership role? Transitions are pivotal times, in part because everyone is expecting change to occur. But these are also periods of great vulnerability for new leaders who lack established working relationships and detailed knowledge of their new role. New CEOs who fail to build mo-mentum during their transition face an uphill battle, which in the final analysis may never be won. Once the battle is lost, a CEO’s reputation may be so tarnished that another leadership opportunity may be difficult to come by.

Six leadership passagesCharan, Drotter, & Noel’s 2001 Leadership Pipeline model (Figure 1) sets out the dis-crete career stages and critical transition points in the leadership pipeline, where each passage represents a fundamental change in the skills and values that are important and the activities that must be prioritized and allocated more time to avoid transition pitfalls.

At Passage Six of the Leadership Pipeline, leadership transition pitfalls for CEOs commonly occur for two reasons:1. CEOs are often unaware that this signifi-

cant passage requires changes in values.2. It’s difficult to develop a CEO for this par-

ticular leadership transition. Preparation for the chief executive position requires a series of diverse experiences over a long time, at best carefully selected job assignments that stretch them

The actions new leaders take during their first 90 days can have a major impact on their success.

and allow them to learn and practise necessary skills. Though coaching might be helpful as an adjunct to this develop-ment process, people usually need time, experience, and the right assignments to develop into effective CEOs.

According to Dr. Michael Watkins, author of the best-seller The First 90 Days (HBS Press 2003), the greatest trap new leaders fall into is believing that they will con-tinue to be successful by doing what has made them successful in the past. Leaders who have become successful by relying on certain skills and abilities too often fail to see that their new leadership role demands different skills and abilities. And so they fail to meet the adaptive challenge. This does not mean that new leaders should ignore their strengths. It means that they should focus first on what it will really take to be successful in the new role, then discipline themselves to do things that don’t come naturally if the situation demands it.

15

Dr. Watkins adds that another common trap is being overwhelmed by the under-standable anxiety the transition process evokes. Some new leaders try to take on too much, hoping that if they do enough things, something will work. Others feel they have to be seen taking charge and so make changes just to put their own stamp on things. Still others experience the “action imperative” — they feel they need to be in motion and so don’t spend enough time up front engaged in diag-nosis. As a result, new leaders end up enmeshed in vicious cycles in which they make bad judgments that undermine their credibility.

In my executive coaching engagements with CEOs over the past 10 years, I ob-served that leaders who underperform typically fall into these common traps.

First, they isolate themselves as a conse-quence of over-reliance on financial and operating reports and quantitative analy-ses to assess their new organizations.

New CEOs, especially those with a colle-gial style, often believe that subordinates deserve a chance to prove themselves. However, retaining team members with their record of mediocre performance is seldom advisable. Retaining direct reports who are not up to the task squan-ders precious time and energy, which leaders might be directing elsewhere. While it is inappropriate to be unfair or expect miracles, new CEOs should impose a time limit, say six to twelve months depending on the severity of the problem, for deciding who should remain on the senior management team.

Leadership BlindspotsGood leaders make people around them successful. They are passion-ate and committed, authentic, cou-rageous, honest, and reliable. But in today’s high-pressure environ-ment, leaders need a confidant, a mentor, or someone they can trust to tell the truth about their be-haviour. They rarely get that from employees or board members.

Professional executive coaches can help leaders reduce or eliminate their blind spots and be open to constructive feedback, not only reducing the likelihood of failure and premature burnout, but also providing an atmosphere in which the executive can express fears, failures, and dreams.

For a new CEO, the most impor-tant goal is building momentum towards achieving priorities, the objectives the new leader wants to achieve within the near term. Success relies on securing early wins and laying a foundation for deeper change. The transition process requires a deeper assess-ment of organizational capabilities and change that supports a more focused set of priorities. Following this learning period during transi-tion, vision and coalition building are critical to success.

The greatest trap new leaders fall into is believing that they will continue to be successful by doing

what has made them successful in the past.

Figure 1

Passage Six

Passage Five

Passage Four

Passage Three

Passage Two

Passage OneManager of Self

Manager of Managers

Business Manager

Enterprise Manager

Manager of Others

Functional Manager

Group Manager

They spend too much time reading and not enough time meeting and talking. They want to know the organization before venturing out into it. The resulting isolation inhibits the development of im-portant relationships and the cultivation of sources of information. Consequently, the new leader becomes remote and un-approachable. In short, new leaders must get out and become acquainted with their organizations quickly.

Second, new CEOs must not enter the firm with a well-defined fix for organi-zational problems. Some CEOs rely too much on technical solutions, changes to organizational structure, or the ma-nipulation of measurement and reward systems. New CEOs fall into this trap through arrogance, insecurity, or a belief that they must appear decisive and es-tablish a directive tone. Unfortunately, employees become cynical about these superficial solutions and hence reluctant to support change.

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16 D r a k e B u s i n e s s R e v i e w | V o l u m e 6 , N u m b e r 1 | d r a k e i n t l . c o m

Hitting the ground running

By adhering to a number of core princi-ples, new CEOs can manage a success-ful transition and make an impact most effectively within the first 90 days of their tenures. First, they must effectively use that priceless period before entry to absorb information about the organiza-tion and begin to plan. Before assuming the new role, the CEO should understand as much as possible about the organiza-tion’s strategy, its strengths and weak-nesses, and should have formulated some hypotheses to begin testing.

It is also critical to secure early wins. Within the first 90 days, a new CEO must have made substantial progress in energizing people and focusing them on solving the business’s most pressing problems. A quick, dramatic impact is important, and tangible improvements must motivate employees.

New leaders must produce results quickly while being assimilated into the organi-zation. While early wins can help a new CEO get off to a good start, they are not sufficient for continued success. Deeper foundations must be extended for the cultural change necessary to support sustained improvements in the organiza-tion’s performance. A new CEO must lay a foundation for long-term improvements that focus on diagnosing cultural prob-lems and taking early actions that begin to change perceptions. A new leader must get people to think differently and con-sider new ways of operating. Cultural

To be successful, new CEOs must manage themselves. A clear head can provide a substantial edge, as can emotional balance. Exercising clear-headed judg-ment, staying focused, and maintaining emotional evenness are all critical factors. It is important to maintain perspective and avoid isolation. The most common cause of failure is not technical — corpo-rate strategy, technologies, or functional aspects of the business — but rather a failure to read and react to political cur-rents or to manage the internal chal-lenges of the transition. New leaders are more likely to succeed if they build and use a balanced network of technical, po-litical, and personal advisers.

Leaders must identify the right goals, develop a supporting strategy, align the architecture of the organization, and figure out what projects to pursue to secure early wins.

Leaders at all levels of the organization must demonstrate a high degree of emo-tional intelligence in their leadership role. Emotionally intelligent leaders create an environment of positive morale and higher productivity, resulting in sustain-able employee engagement.

For leaders in transition, relationships are great sources of leverage. By build-ing credibility with influential players, they are better able to gain agreement on goals and commitment to achieving those goals.

Relationship management skills are criti-cal for leaders in a new situation, as they are not the only ones going through a transition. The way they handle their new role affects, to varying degrees, many people both inside and outside the leader’s direct line of command. Put another way, leaders negotiate their way to success in their new roles.

Reprinted with the permission of Professor Sattar Bawany, CEO & Master Executive Coach of Centre for Executive Education (CEE Global). CEE provides executive coaching and leadership development solutions for challenges posed by a multigen-erational workforce. For further information, visit www.cee-global.com or www.linkedin.com/in/bawany. Email: [email protected].

Every organization needs to ensure they have the right leadership on board — leaders with the people skills required to steer superior performance.Drake’s Leadership Development Solution uses behavioural assessments, coaching, and workshops to deliver the insight your people need to become better leaders. To find out how Drake’s Leadership Development solution can inspire your current leaders, improve productivity, reduce turnover, and attract top performers to the company, contact the Talent Management Solutions team.

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change can be initiated by setting up pilot projects, changing the way perfor-mance is measured, helping employees develop new perspectives on customers and competitors, building up islands of excellence, or collectively envisioning new ways to operate.

D B R

The first 90 days is a priceless period

during which a new leader can absorb

information about the organization and begin to plan.

Within the first 90 days, a new CEO must have made

substantial progress in energizing people and focusing them

on solving the business’s most

pressing problems.

w h y n e w l e a d e r s m u s t m a k e a n i m p a c t w i t h i n t h e i r f i r s t 9 0 d a y s

CEE VALUE PROPOSITION

Companies are increasingly investing in executive development capabilities among their leaders to maintain a competitive advantage in an increasingly complex and hypercompetitive global business environment. Strategy execution has been consistently found to be the number one priority for CEOs and Business Leaders. CEE Global research as well as that by our Strategic & Affiliate Partners has consistently found that leading organizations have successfully linked their executive development programs to achieving strategic results.

CEE collaborates with clients in adapting various organizational development approaches to their specific business contexts. We design and implement tailor-made learning and organizational development strategies that greatly improve our client's performance, increase market value and enhance organizational capability.

We develop insights into what drives value creation and competitive advantage in our clients' businesses. To achieve this, we collaborate closely with our clients to convert insights into concrete strategies and tactics. The implementation of insights has high impact in the form of value created for our clients. When we deliver impact repeatedly, we earn their trust and build lasting relationships that serve as a platform for deeper insights and ever-greater impact.

Centre of Executive Education (CEE Global) is a premier network for established human resource development and consulting firms around the globe. We partner with our clients to design solutions for leaders at all levels who will navigate the firm through tomorrow's business challenges. CEE has established strategic partnerships with Executive Development Associates (EDA) and International Professional Managers Association (IPMA) as well as a network of Affiliate Partners across the globe.

CEE faculty, consultants and executive coaches in Asia Pacific as well as those in EDA globally, are highly credentialed with extensive experience to help managers and executives who are being positioned for future senior leadership roles. They are authors, seasoned business practitioners and leaders, and each possesses an enormous passion for the success and growth that executive development and coaching can bring to our participants.

ABOUT CENTRE FOR EXECUTIVE EDUCATION (CEE GLOBAL)

CEE Suite of Executive Development Programs includes the following:

• CEO Mentoring and Board Advisory Services • Executive Leadership Development Solutions• Talent Management & Succession Planning• Executive Coaching for C-Suite and High Potential Leaders• High Potential Assessment, Selection and Development• Custom Design 360-Feedback for Leadership Effectiveness

CEE assist corporate leaders and business owners optimize their performance and accomplish their business and professional objectives. To achieve sustainable competitive advantage and sustain success in a fast-changing hypercompetitive business environment, we believe organizations must identify, nurture, and prepare the next generation of high-performance leaders for excellence. To this end, our programs are designed to equip these leaders to support growth, execute change, and develop people to build high performance organizations - leading to increased productivity, exceptional business results, and greater profitability.


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Source: Sattar Bawany, “Making Results-based Leadership Work in Singapore” published in Singapore Business Review,

12 February 2013: http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore

Source: Sattar Bawany, “Building High Performance Teams Using SCORE Framework” in Talent Management Excellence,

April 2014 issue: www.hr.com/en/magazines/talent_management_excellence_essentials/

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CHARACTERISTICS OF HIGH-PERFORMING TEAMS

CEE “RESULTS-BASED LEADERSHIP” (RBL) FRAMEWORK

CEE “S.C.O.R.E.” FRAMEWORK FOR TEAM EFFECTIVENESS

• Profitability/Market Share• ROI/Cost Optimization

• Company Culture, Policies• Rewards and Flexibility

• Employee Satisfaction/Loyalty• Employee Turnover Rate

• Customer Satisfaction/Loyalty • Service Value/Relationship

• Emotional & Social Intelligence• Leadership Styles/Servant Leadership• Ontological Humility/Level 5 Leadership

1 Self-Leadership & Team Effectiveness

2 Organizational Climate

3 Employee Engagement

4 Customer Engagement

5 Organizational Results

TEAMWORK

Cohesive Strategy

RapidResponse

OpenCommunication

Effective Leadership

Clear Roles &Responsibilities