LEADERONOMICS SDN BHDCategory: Best Leadership Development Consultant HR Vendor Awards 2015

INTRODUCTIONLeaderonomics is a social enterprise dedicated to transforming the nation through leadership development. Why leadership? We believe that leaders can profoundly affect the social, economic and spiritual health of the individuals and communities that they influence. Our hope is that as we help individuals to grow in their leadership capacity and experience, they will be able to “build communities of love” as they lead and manage different teams. And in turn, these multiple “communities of love” will then go on to “transform the nation”.

Our 58 employees (“Leaderonomers”) make up the following teams:

Youth: Developing 7–19 year olds via DIODE camps, clubs in school and DropZone (a youth inspiration centre)

Campus: Developing university students via camps, clubs and programmes

Corporate Services: Developing employees of companies at all levels

TV: Producing and distributing leadership content in video form

Leaderonomics.com: Publishing leadership articles online and weekly in The Star

While Leaderonomics on a whole is made up of 5 key teams, for the purposes of this submission, we will focus on our Corporate Services team.

Leaderonomics team at the HR Excellence Awards 2015

QUICK FACTS ABOUT LEADERONOMICS• Established: 2008• No of employees: 58• Vision: Growing people into leaders, building communities of love, transforming the nation • Values: Relationship, Building the Future, Empowering, Growth, Giving• Awards won: HREA SME of the Year (2014 & 2015), Excellence in CSR practices (Gold), Excellence in Employee Engagement (Silver), Excellence in Workplace Well-Being (Silver)

PART 1: PERFORMANCEAs a social enterprise, Leaderonomics measures our success and impact via our 4 ‘R’s: Relationship, robustness, reach and revenue.

RelationshipBuilding deep and meaningful relationships are important to Leaderonomers not just within our organisation, but also with our clients, partners and participants. This is evident in our learning environment that is fun, encouraging, empowering and growing.

Besides making learning enjoyable, fostering strong relationships with our customers also enables us to maintain a strong customer base year on year. We’ve had 32 returning corporate clients over the last 7 years and 26 new clients in 2015.

Leaderonomers Elisa and Joseph enjoying a meal with the leadership team of the Bank of Papua New Guinea and their family.

Small gestures go a long way. Leaderonomics’ Programme Managers go the extra mile to ensure participants stay engaged.

RobustnessWe continuously grow and adapt to the needs of the industry and our customers and our programmes are designed based on the following frameworks:

Our 70-20-10 learning model stresses the importance of experiential learning over traditional classroom teaching.

People learn best through practical live experiences.

Learning through experience: Participants from Exact Asia experience being blind for 45 minutes at Dialogue in the Dark Going to war! Hands-on learning in our Silega Cold War simulation.

Our growth model revolves around the 4 essential areas of leadership, business, functional and personal that needs to be mastered by an individual to perform as a competent, well-rounded contributor.

Our Leadership Philosophy is a product of the review of extensive research in the field, personal experiences in the workplace and insights from leaders across the world. It highlights the development of leadership throughout the span of an individual’s life.The main idea behind the Leadership Philosophy is that different aspects of leadership development occur at different points in an individual’s life. Starting from the building of the foundation of leadership in the formative years, leadership is then practised and improved in the workplace before becoming more concrete and driven in the later years of an individual.

These character and values become the basis of their understanding of the world, and often will shape the decisions made at later points in his/her life. As an individual develops as a leader, these character and values (already shaped during the foundation years) act as directions and principles, governing the type of leadership employed.

Group discussions and debates contribute towards personal and leadership mastery

ReachIn 2014, our Corporate Services team conducted a total of 333 programmes to 9851 participants and 88 clients.

We continue to grow in 2015, establishing 4 new offices in PJ (March 2015), Johor (April 2015), Sarawak & Cambodia (July 2015)

Participants from AmBank Group.

Leaderonomics office in Johor.

RevenueSince establishment in 2008, Leaderonomics has seen a steady increase in annual turnover. However, in 2014, while Leaderonomics doubled in headcount, the revenue numbers plateaued. As such, we took a step back to review internal processes and to restructure the way we work. Since then, we have seen a positive improvement for 2015 and remain optimistic towards our targets.

PART 2: LEADERONOMICS TALENT ACCELERATION PROGRAMME (TAP)Duration: 8-12 months

Highlights:- Gap analysis to tailor TAP to suit developmental needs- Field visits to learn best practices in industries- Assessments to form baseline for Talent Acceleration and provide key insights into individual candidates- Live Business Projects to expose talent to business realities faced by the organisation- Mentoring and guidance by Senior Management team or other key leaders- Simulation and experiential learning to provide participants with a LIVE experience- Round table sharing and engagement with internal leadership team- CSR project element to give back to community - Self-learning and supplementary reading materials with structured discussions

Field trips provide deeper insignts into industry trends and best practices

Experiential group learning activities enhances internalisation process of sessions and modules

CLIENT STUDY: JOHOR PORT BERHAD

We conducted 2 TAPs with Johor Port from 2013 to June 2014, starting with the Senior Management, Leadership Acceleration Program which focused on three areas: leadership skills, concepts of coaching & mentoring and communication upwards & downwards.

• 20% of graduates sent for Executive Programme• 20% promoted after graduating, having displayed positive progress• 25% recommended to play the role of mentor in the next development programme

Our Engagement Approach

We believe that this framework allows talents to embark on a continuous competency- enhancing cycle because the defined and carefully designed experiences will drive the competencies that create value and growth. These will in turn, generate new experiences. Over time, this self- sustaining cyclical process will automatically drive competitiveness, whilst providing high potentials with meaningful and fulfilling experiences to facilitate talent retention and personal growth and development.

TAP is also designed as such that while it adheres to an overall framework and direction, it remains robust and agile enough to be customised and adapted to suit different customer needs.

16 high potentials from Senior Executives, Assistant Managers and Managers were part of TAP for 1 year to proactively accelerate them to the next level. Highlights of the programme:

a) Trained and groomed 10% of TalentCorp's next pipeline of leaders

b) Birthed value creation projects that brings commercial value, enhanced user experience, improved organisational efficiency and a more integrated workforce (e.g, Developed a tool that assess organisation's talent needs to match TalentCorp's products).

CLIENT STUDY: TALENTCORP

Leaderonomics team with Johan Merican, CEO of TalentCorp Malaysia

TalentCorp TAP graduates 2015 Leaderonomics Programme Manager, Yasir, exciting the graduatesConvex Malaysia TAP graduates

PART 3: OUR LEADERONOMERS

In 2014, we realised that we needed to alter the business structure for the ever-changing environment and take into consideration of the employees point of view. After discussion and deliberation, our Corporate Services team made the bold move to restructure and merge our then Learning & Development team together with our Talent Acceleration team, forming the united and synergistic “Learning & Acceleration” team.

The design of this new super-team ensures clients and participants get the best solutions and learning experiences possible. It also enabled Leaderonomers to work according to their strengths, increasing efficiency and satisfaction at work. Moreover, the merge created opportunities for Leaderonomers to assume leadership positions which further facilitated their growth and development.

Our people are our priority and we invest significant time and effort to ensure that our employees are engaged and fulfilled in their work.

Learning & Acceleration team structure enables Leaderonomers to focus on their strengths while developing areas of weakness

The Growth team AKA Programme Managers journey with participants and support them in their learning and growth throughout the entire programme.

The Faculty Solutions and Design team led by Evelyn Teh, focusses on designing and curating the best programme for each customer and connecting them with the training

faculty that most meets their needs.

Organisational Diagnostics team led by Ian Lee are the ‘doctors’ who assist clients in identifying key areas of development needs.

By empowering Leaderonomers to work in accordance to their strengths, our solutions team has churned out 364 proposals since October 2014, increasing their output by 37%.

INTERNAL LEARNING INITIATIVES

Last year, we conducted a company-wide CEO simulation to challenge Leaderonomers to think and strategise like a CEO. This year we have launched 4 internal development initiatives to further grow our people into leaders:1. L-TAP: An internal Talent Acceleration Programme for young talents2. Women’s Connect: Empowering female leaders3. Growth Mentoring: Growth and development of leaders4. Discipleship Programme: Building future leadersBesides that, all staff go through a strengths-based assessment to deepen their understanding and awareness of themselves. Selected staff are also offered partial scholarships to pursue their Masters as a reputable university. Currently there are 5 staff in a Masters programme.

Other learning opportunities in Leaderonomics:- Learning Friday sessions where Leaderonomers gather to learn something new from each other. 12 sessions have been conducted in 2015- 14 internal workshops and simulations have been conducted since January 2015. These include Silega simulations – cold war, expedition and commander; strategic decision making; special upskilling workshops for interns as well as sessions on parenting and working with children.

37%

STAFF NUMBERS AND GROWTH

In Leaderonomics, we genuinely care for the development of our people. In career progression and personal development discussions, there are times we would help our people chart their journey through opportunities outside of Leaderonomics.

We recognise our limitations as a relatively small organisation that we may not be able to provide all the growth opportunities needed by our people, thus it is important to let our people go, better themselves outside, and then return to Leaderonomics in the future as mature, more experienced leaders.

Number of Leaderonomers and percentage change by year.

PART 4: LEADERSHIP PERSPECTIVELeaderonomics believes that leadership development should be accessible and available to everybody and anybody who desires to grow as a leader. We consistently produce and share our leadership content freely on our web portal and online channel. Leaderonomics also edits and produces a weekly career pullout in The Star newspapers known as My Star Jobs which circulates to 1.5 million readers in Klang Valley.

LEADERONOMICS.COM

For folks who may not be

able to access print media,

our online site houses

thousands of leadership,

self-development, career and business articles completely free of charge. These articles are updated almost daily with relevant and thought-provoking content from key industry leaders.

For those who prefer audio learning, our website also links to many soundbytes of various Leaderonomers interviews and sharing on radio stations such as BFM and Capital FM

http://leaderonomics.com/category/leadership/soundbytes

Leaderonomics CEO, Roshan Thiran is a regular guest on BFM Radio

LEADERONOMICS TV

We also produce videos

featuring leadership

lessons and leadership

insights from top leaders.

These videos can be found

on our youtube channel or

via our website,

leaderonomics.com

Leaderonomics youtube channel houses hours of leadership learning. www.youtube.com/leaderonomicsmedia

Some of our shows:1. The Leaderonomics Show: Interviews with CEOs and leaders of companies and community organisations2. Leadership Nuggets: Bite sized and easy to digest chunks of leadership wisdom3. A Day in a Life: Career understanding of different industries4. Be A Leader: Leadership lessons served with comedy and drama5. Top 10: Tips on being better at work and self-improvement

Interview with Dato Charon Mokhzani, MD, Khazanah Research Institute on our Leaderonomics Show

LEADERONOMICS PUBLISHING

In 7 years, we have

published numerous books

to further encourage

leadership development

across different age

groups and language

backgrounds.

YOUTH LEADERSHIP WORKBOOKS

Enabling youth to develop character-based leadership in their formative years.

KEMBARA KEPIMPINAN

A leadership book in our native Bahasa Malaysia written by Leaderonomics CEO, Roshan Thiran.

WHAT’S AFTER SPM?

Sharing stories of vision and purpose to the upcoming generation of leaders.

“It was very useful in a few ways; first, it introduced us to 'Design Thinking' and the tools associated with it to facilitate problem-solving in a structured and methodical way (one such tool I now use frequently is the 'Lotus Blossom' technique

which helps break down individual features that make a successful product/service). I have also found there were always opportunities for personal growth among participants; from leading a team, to coming

up with ideas/solutions to real-life problems and executing these ideas, to even improving presentation skills. An important aspect of the programme was working with and finding out more about my other colleagues which is rare as we come from different departments. The programme provided a platform for us to connect with each other and discover

that we are actually quite like-minded.”- Chancey Pacheco - Senior Executive - TalentCorp

“I would like to thank Leaderonomics for being an excellent business partner to us in developing our talent pool. Over the last 2 years, this programme made headlines locally within the organisation, country, senior management team and even at Group level in Zurich. Whilst this programme has come to an end, we will work together in future programmes/development needs in ensuring that our talent pool is continuously

developed for the organisation and eventually for the nation." – Viknesh Nambiar, Director of Human Resources, DKSH Malaysia

“I learned not only about others, but also about myself. The key to leadership is knowing oneself and working on one's strengths and weaknesses. Doing this with humility is something I learned to understand, and will continue to do.”

-Jehan Aziz - Senior Executive - TalentCorp

“A belief in myself that i can become the future leader in my organisation. After this journey ends, i'm now equip with the leadership value especially on the belief that great leaders are set out to make a difference, apply the character

wise conversation learning and constantly coach and mentoring my team members.”-Elly Azemi - Senior Executive – TalentCorp

CLIENT TESTIMONIALS