cgsb business leaders forum 'developing the next generation of leaders' - 5 april 2016

Copyright ©2016 Centre for Executive Education Pte Ltd (CEE) All Rights Reserved www.cee-global.com

CEE is a Strategic Partner of Executive Development Associates (EDA) Inc. 1

Prof Sattar Bawany CEO & C-Suite Master Executive Coach, CEE Global

Adjunct Professor & Member of Advisory Board, CGSB

5 April 2016, 5.30 pm to 7.00 pm, CGSB Function Room

CGSB BUSINESS LEADERS’ FORUM

“Transforming the Next

Generation of Leaders”

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





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

3

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





CEE is a Strategic Partner of Executive Development Associates (EDA) Inc.

• CEO of Centre for Executive Education (CEE Global)

• C-Suite Master Executive Coach, EDA Asia Pacific

• Over 30 years’ in international business management, executive coaching, group facilitation, executive education and senior leadership development and training

• Adjunct Professor and Member of Advisory Board of Curtin Graduate School of Business (CGSB)

• Adjunct Faculty of Harvard Business School Corporate Learning

• Adjunct Faculty of Duke Corporate Education (CE)

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

About Your Guest Speaker

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Agenda

• Business Case for Succession Planning

• High Potentials vs. High Performers

• EDA Research on Leadership Development Trends

• Competencies of Next Generation Leaders

• CEE Framework on Developing Leadership Pipeline

• Dialogue (Q & A) Session






“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 (including Coaching Styles) blended with elements of Socialised Power/Social Intelligence Competencies”

Sattar Bawany (2014), “Building High Performance Organisations using Results-based Leadership Framework” Leadership Excellence Essentials, Issue 11.2014 (Nov 2014). E-Copy available as download at: www.cee-global.com/6/publication

Future Leadership Redefined




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





Results-based Leadership™ Framework

Sattar Bawany (2014), “Building High Performance Organisations using Results-based Leadership Framework” Leadership Excellence Essentials, Issue 11.2014 (Nov 2014). E-Copy available as download at: www.cee-global.com/6/publication









“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





CEE is a Strategic Partner of Executive Development Associates (EDA) Inc. 9 9

Succession Planning &

Developing Future Leaders

Succession planning involves the identification of high-potential employees, evaluating and honing their skills and abilities, and preparing them for advancement into positions which are key to the success of business operations and objectives.






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






Analyzing Trends for Over 30 Years!

Research by

Executive Development Associates (EDA), Pearson TalentLens and

Performance Assessment Network (PAN)

Details available at: http://executivedevelopment.com/online-solutions/product/2016-trends-in-executive-development/

EDA Research on Next-Gen Leaders




http://leadershipdevelopmenttrends.com/next-gen-leaders/

http://executivedevelopment.com/online-solutions/product/2016-trends-in-executive-development/















Overview of Major Findings

1) Creating a Powerful, Engaging Vision

2) Customers’ Changing Requirements

3) Preparedness for a VUCA World

4) Critical Thinking vs Cognitive Readiness






Exemplary Leadership NOW!






Leading in a VUCA World






1. Volatility: Prices fluctuate after a natural disaster

takes a supplier off-line.

2. Uncertainty: A competitor’s pending product launch

muddies the future of the business and the market.

3. Complexity: Doing business in many countries, with

unique regulatory environments and cultural values.

4. Ambiguity: Moving into emerging markets outside

your organisation’s core competencies.

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Examples of Impact of VUCA






• Chief among the new VUCA-related competencies that leaders need to develop is a high level of Cognitive Readiness, which is the mental, emotional, and interpersonal preparedness for uncertainty and risk.

• Critical Thinking, the more common and tactical of the thinking skills, involves strategic thinking, creative thinking, problem-solving, and decision-making.

• The research indicates the strategic importance of developing Cognitive Readiness in order to be able to effectively think critically.

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Cognitive Readiness






• 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: www.cee-global.com/6/publication

Leadership Competencies of Next

Generation of Leaders









"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






Executive Development Approaches

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

Executive Coaching and Mentoring

Company Expectations

Individual Expectations

Transition Readiness

Assessment

Company Feedback

Individual Feedback

Gaps Action Plan

Gaps Action Plan

Reference: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p38-42

Framework for Developing

Future Leaders (High Potentials)

Download Complimentary e-copy from : http://www.cee-global.com/6/publication









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)

Managing Director, EDA Asia Pacific

Email: [email protected]

LinkedIn: www.linkedin.com/in/ceeglobal

Facebook: www.facebook.com/ceeglobal

Twitter: www.twitter.com/cee_global

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

Presentation: www.cee-global.com/7/speaking_engagements

Further Dialogue on Social Media




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

http://www.facebook.com/ceeglobal

http://www.twitter.com/cee_global




http://www.cee-global.com/7/speaking_engagements



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http://www.twitter.com/sattarbawany

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