gcc leadership & organization talent management smart strategies
TRANSCRIPT
Dr Usman Zafar | CEO | DUC Consulting International
Organization Talent Management Smart Strategies GCC Perspective
The global downturn has had an impact on the type of leadership required to achieve success in the
Middle-East….
01
What do the best leaders do?
They have a strategic outlook and share this vision
01 They give their employees autonomy and responsibility
02 They recognise and reward good performance
03
The Best Leaders Share Some Common Features
02
Standing Out
Standing out – today and tomorrow For the past ten years the Middle East, in particular the Gulf states, have experienced unprecedented economic growth
§ There is now more realism about the kind of growth the region needs, and how it should best go about achieving it
§ Drive for exponential growth has led to over-expansion, particularly in real estate, and rulers and advisors are now scrutinising the money-making potential of projects far more closely
§ New, more considered approach to growth calls for different sets of behaviors and leadership styles, characterised by more analysis, caution and professionalism
§ But this is not the only argument for building stronger leadership
§ Middle Eastern companies are increasingly important players on the world stage
The challenges leaders face Fast paced growth in the last decade has accelerated young leaders up the corporate ladder
§ The relatively young populations from GCC countries are increasingly entering the workforce
§ The average age of GCC nationals in the workforce is generally lower than mature markets at the professional and mid management levels. As an example:
Professional/ mid mgt
31
Senior management jobs
Supervisory
Clerical/ admin
39
47
32
38
40
44
47
Average age GCC nationals
Average age UK workforce
Source: Hay Group data
How well equipped are they to drive the kind of
performance from their diverse teams that will lead
to long-term sustainable success?
Which types of leaders stand out in the Middle East?
03
Source: Hay Group data
Hay Group Findings
Hay Group studied 733 respondents from the business community for different countries in the Middle East. They looked at the impact of leadership behaviours on performance The sample included a large range of industries, including real estate, telecommunications, oil and gas, financial services, pharmaceuticals and manufacturing
The best leaders in the Middle East Think strategically, provide clarity and set high standards
They are also clear about where
performance can be improved and set achievable targets
for their people
The best leaders in the Middle East also
Delegate responsibility and give their people autonomy
In high-performing cultures, where
leaders delegate more responsibility and provide more autonomy, employees are comfortable with much higher levels of responsibility
And the best leaders in the Middle East
Create a rewarding and engaging environment Employees want to be managed differently. They would like managers to create a more rewarding climate for those that performed well in more difficult times
A key message to leaders in the Middle East today is
Give us more responsibility
Where employees lack authority and empowerment,
not only is leadership potential suppressed, but
innovation is unlikely to thrive either
Giving authority and empowerment, together
with development support, is a key driver of engagement,
and will help develop leaders for tomorrow
Leaders of tomorrow will need to create environments that inspire their people
today!
18
Active Learning & Coaching
A Key Towards
Organizational Talent Management !
Research on business coaching
Business Coaching results in 88%
increase in work productivity, compared to
just 22% for typical managerial training. --Harvard Business Review 2016
Today’s organization’s challenges
Challenge 1
Challenge 2
Challenge 4
Lasting and tangible learning?
Accelerating experience maturity?
Sustainable competitive advantage?
Training Traditional Approach
One Month
Before During After
Knowledge / Performance
Training alone does not increase performance
q Challenge in applying new concept to an old environment
Observation Conceptualization Application
During Before After
Measurement and accountability
Knowledge / Performance
ROI
Experiential Training & Coaching Approach
q Knowledge / performance line
moves before participation
q Impact after seminar through on-
the job experimentation
Integrated Organizational Learning
Deliver
Measure
Assess
• Analyze Capacity and strength and weakness.
• Define Specific Scenario
• Tailor Active Learning
• Integrate Scenario
• Measure Learning Impact
• Perform on the job coaching
• Re-enforce concept.
Leadership Coaching Solution
§ Setup a periodical review
§ Setup a self-managed tools
Assess
Compare
Coach
§ Compare stakeholder’s evaluation § Develop mission and plan
§ Coach “blind-spot” § Offer specialized seminars
Collect 360 feedback: § Strength & Weakness § Emotional Intelligence § Leadership quality
Transform
Knowledge Management
The secret behind training
“You can tell people what they need to know very fast. But they will forget what you tell them even faster.
People are more likely to understand what they figure out for themselves than what you figure out for them.”
—MelSilberman
Dr Usman Zafar CEO DUC Consulting International Board Advisor imex Systems Canada Board Advisor cloudBuy UK Email:[email protected]
Cell: +971556348894 [email protected]
www.duconsulting.com www.usmanzafar.com
Thank you very much for your attention!