ENFORCING THE BEST LEADERSHIP MODEL TO ACHIEVE ORGANIZATIONAL TRANSFORMATION

Training and Development Asia 2016

Presented by Noor IskandarDate: 1 June 2016

Talk Scope

Enforcing the best leadership model to achieve organizational transformation

• Tactical challenges faced in implementing the right leadership model for your organization.

• What qualities should a transformational leader possess?

• Discuss the leading practices in the marketplace

• How do you execute a succession planning strategy effectively?

2

Focus

Enforcing the best leadership model to achieve organizational transformation.

Talk will focus on…

• Organizational Transformation: Why the need for leaders?

• Leadership Model: What type of leaders do we need?

• Enforcing: Making it work

3

Organizational Transformation:

Why the need for leaders?

4

Change is the only constant

Heraclitus, Greek philosopher

What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.

https://www.mindtools.com/pages/article/newPPM_82.htm

5

Transformations require leadership

6

• As Kotter (1995, p.60) expressed it, "change, by definition, requires creating a new system and then institutionalising the new approaches". Organisational leaders, by virtue of their influence in the organisation, are in a good position to play a role in bringing this about.

• People also frequently expect leaders to take responsibility for an organisational transformation. Indeed, there is empirical evidence that the role of leaders in the change process does have a significant impact on the success of a change effort (Higgs & Rowland, 2005).

https://www.cscollege.gov.sg/Knowledge/Pages/The-Role-of-Leadership-in-Organisational-Transformation.aspx

Leadership Model:

What type of leaders do we need?

7

Situation: Leadership Development

8

• In 2013 Corporate and government spend for training activities in N.A. (North America) was approximately $141.7B. (ATD)

• A 2012 study found that American companies spend almost $14 billion annually on leadership development training. (www.forbes.com)

9

What’s a Leader?

10

11

What were the factors you considered when you list the leadership elements?

“In the last quarter century the work load of the executive has greatly increased. The top manager has new functions that cannot possibly be delegated completely. Businesses have grown in size, in complexity, and in geographical coverage; the duties and problems of the top executive have increased commensurately.”

Lyndall F. Urwick (HBR 1956)

Leadership Development Model

Leading Self

• Individual Contributor

Leading Individuals

• Leading a team of Individual Contributors aka Team Leaders or Front Line Leaders

Leading Teams

• Leading Teams of Individual Contributors –still within a certain area of expertise aka Managers

Leading Managers

• Leading Multi Disciplines with Cross Functional Areas Teams

Leading Business

• Has financial impact and with internal and external stakeholders

LEADERSHIP PIPELINE MODEL

What middle managers do…

14

Challenges faced by Leaders

P.E.S.T.L.E.Political

Economic

Social

Technology

Legal

Environment

V.U.C.A.Volatile

Uncertain

Complex

Ambiguous

As a leader…

Stability Transformation

16

Oscillating Continuum

However…

17

Not many organizations factor in the Level of Maturity of their People & Organization.

18

19

Leadership Model - Relevancy

20

ContextContinual Motion

Measurement

Courageous Content

Clear and honest program

rationale

Kristi Hedges, If You Think Leadership Development Is A Waste of Time You May Be Right, www.forbes.com , Sept 23, 2014.

21

NASA Model

http://lionking2013.blogspot.my/p/mufasa.html

23

My Additional Elements

24

Maturity level

• People and People Development.

• Organization.

War is the means to a

political end –Carl Von

Clausewitz.

KISS – Keep It Simple Stupid.

LEARNING AREAS

Functional Capability

Enforcing: Making it work

26

Execution

27

The Building Blocks of Execution• Know your people and your business.• Insist on realism.• Set clear goals and priorities.• Follow through.• Reward the doers.• Expand people’s capabilities.• Know yourself.

To understand execution, you have to keep three key points in mind:1. Execution is a discipline, and integral to strategy.2. Execution is the major job of the business leader.3. Execution must be a core element of an organization’s culture.

My version of Enforcement

28

Process & Education

Process Driver• Policies• SOPs• Systems• Framework• Process• No ifs and/or buts

Process Driver• Awareness• Understanding Why• Fundamentals• Principles• Bigger Picture• WIIFM

Raise Level of Maturity

Effective Succession Planning Strategy

29

Key Success Factor

Maturity of the

Leaders, People and Organization

30

Last but not least…

31

Thank you

32