LEADERSHIP INSIDEOUT: LEADERSHIP INSIDEOUT: BACK TO THE BASICS – BACK TO THE BASICS – THE CHALLENGES OF THE THE CHALLENGES OF THE CPA IN COMMERCE AND CPA IN COMMERCE AND INDUSTRYINDUSTRY

JULY 14, 2015JULY 14, 2015

ACCOUNTANCY WEEKACCOUNTANCY WEEK

Intercontinental HotelIntercontinental Hotel

Makati CityMakati City

Dr. Cesar A. MansibangDr. Cesar A. Mansibang

DISTURB US, LORDWhen we are too pleased with ourselves,When our dreams have become trueBecause we dreamed too little;When we have arrived in safetyBecause we sailed too close to the shore.

Disturb us, O LordWhen because of the abundance of things we possessWe have lost our thirst for the water of life;When, having fallen in love with time,We have ceased to dream of eternity;And, in our efforts to build a new earth, We have allowed our vision for a new heaven to grow dim.

Stir us, O Lord to dare boldlyTo venture on wider seas, where storms shall show Thy masteryWhere losing sight of land, we shall find the stars.

In the name of Him who pushed back the horizons of our hopes and invited the brave to follow Him.

Archbishop Desmond Tutu

INTRODUCTIONINTRODUCTION

Brief IntroductionExpectations

TAKE-AWAY VALUESTAKE-AWAY VALUES

Gain a deeper knowledge and appreciation of one’s personhood and the leadership roles one assume in personal, interpersonal, managerial, and organizational life settings

Become an effective “Controller-Chief Accountant” leader in various settings

Become an effective strategist, leader, culture-bearer, and steward in the organization

CONTROLLERS AND CHIEF CONTROLLERS AND CHIEF ACCOUNTANTS: WHAT DO PEOPLE ACCOUNTANTS: WHAT DO PEOPLE SAY ABOUT THEM?SAY ABOUT THEM?

Dour, boring, uninspiringControlling, fixated, inflexible, strictTedious and detailedSees the trees but not the forestDirective, stickler for rules and policiesEtcetera, etcetera

TWO PERSPECTIVES TWO PERSPECTIVES

One, controllers/chief accountants are like machines that operate on and on like a wheel in a sequential way – up down, up down.

Two, controllers/chief accountants are not machines but programmers of the machines to achieve effective results in a synergistic way.

LEADERSHIP IN THE 21LEADERSHIP IN THE 21STST CENTURY* CENTURY*

Looking Back, Looking ForwardLooking Back, Looking Forward

2020thth CenturyCentury

2121stst CenturyCentury

Stability, predictabilityStability, predictability Discontinuous changeDiscontinuous change

Size and scaleSize and scale Speed and responsivenessSpeed and responsiveness

Leadership from the topLeadership from the top Leadership from everybodyLeadership from everybody

Organizational rigidityOrganizational rigidity Permanent flexibilityPermanent flexibility

Control by rules and hierarchyControl by rules and hierarchy Control by vision and valuesControl by vision and values

Information closely guardedInformation closely guarded Information sharedInformation shared

Quantitative analysisQuantitative analysis Creativity, intuitionCreativity, intuition

Need for certaintyNeed for certainty Tolerance of ambiguityTolerance of ambiguity

Reactive; risk-averseReactive; risk-averse Proactive; entrepreneurialProactive; entrepreneurial

Corporate independenceCorporate independence Corporate interdependenceCorporate interdependence

Vertical integrationVertical integration ““Virtual” integrationVirtual” integration

Focus on internal organizationFocus on internal organization Focus on competitive environmentFocus on competitive environment

Sustainable competitive advantageSustainable competitive advantage Constant reinvention of advantageConstant reinvention of advantage

Competing for today’s marketsCompeting for today’s markets Creating tomorrow’s marketsCreating tomorrow’s markets

*Adapted from*Adapted from The Eleven Commandments of 21The Eleven Commandments of 21stst –Century Management –Century Management by Matthew J. Kiernanby Matthew J. Kiernan

MANAGEMENT AND LEADERSHIPMANAGEMENT AND LEADERSHIP

ManagementManagement LeadershipLeadership

Direction:Direction: Planning and budgetingPlanning and budgetingKeeping eye on outcomesKeeping eye on outcomes

Creating visioning strategyCreating visioning strategyKeeping eye on horizonsKeeping eye on horizons

Alignment:Alignment:Organizing and staffingOrganizing and staffingDirecting and controllingDirecting and controllingCreate boundariesCreate boundaries

Creating shared culture and valuesCreating shared culture and valuesHelping others growHelping others grow

RelationshipRelationships:s:

Focusing on producingFocusing on producing selling goods and servicesselling goods and servicesBased on position powerBased on position powerActing as bossActing as boss

Focusing on people-inspiring andFocusing on people-inspiring and motivating followersmotivating followersBased on person powerBased on person powerActing as coach, facilitator, servantActing as coach, facilitator, servant

Personal Personal Qualities:Qualities:

Emotional distanceEmotional distanceExpert mindExpert mindTalkingTalkingConformityConformityInsight into organizationInsight into organization

Emotional connections (heart)Emotional connections (heart)Open mind (mindfulness)Open mind (mindfulness)Listening (communications)Listening (communications)Non-conformity (courage)Non-conformity (courage)Insight into self (integrity)Insight into self (integrity)

OutcomeOutcomes:s:

Maintains stabilityMaintains stability Creates change, often radical Creates change, often radical changechange

STRATEGIC ROLES OF STRATEGIC ROLES OF CONTROLLERS/CHIEF CONTROLLERS/CHIEF ACCOUNTANTSACCOUNTANTS Corporate strategist

– Assists in assessing SWOT and formulating appropriate strategies

Transforming leader

– Shares and inspires others to be the best they can be

Effective culture bearer

– Provides examples and mechanisms to institute good corporate culture

Good steward of resources– Develops risk and return tradeoffs

LEADERSHIP-MANAGEMENT LEADERSHIP-MANAGEMENT APPLICATION SETTINGSAPPLICATION SETTINGS

Intra-personal levelInter-personal levelManagerial levelOrganization level

VISION FOR THE VISION FOR THE CONTROLLERS/CHIEF CONTROLLERS/CHIEF ACCOUNTANTSACCOUNTANTSMen and women in excellent service of others

in managerial and organizational settings:– See differently (multidisciplinary perspective)– Think differently (apply leadership skills on

various issues to find unique solutions)– Act responsibly (passion)–Make a difference wherever you are

CONTROLLERS/CHIEF CONTROLLERS/CHIEF ACCOUNTANTS AS DREAMERSACCOUNTANTS AS DREAMERS

Be dreamers too (THE IMPOSSIBLE DREAM).

This song is as probably as old as many of you here, including this one. But it is my favorite inspirational song.

Can we sing a bar or two?

LEADERSHIP LEADERSHIP CONNECTIONCONNECTIONYou are an integral part of a whole to

make it highly effective. Without you in the company, it will be ineffective, it cannot perform up to or above par.

It requires synergistic, facilitative, helping, catalytic skills: major traits of a leader.

LEADERSHIP INSIDEOUTLEADERSHIP INSIDEOUT

My talk/sharing is about LEADERSHIP INSIDEOUT-BACK TO THE BASICS applied in commerce and industry

We are going to explore and deepen our understanding of the basics of effective and differentiated leadership and the challenges you face.

BACK TO BASICSBACK TO BASICS

Leadership is not a new phenomenon. It is fundamental; it is back to the basics its application requires systemic and critical skills and judgment

Robert Fulghum’s All I Really Need To Know I Learned In Kindergarten is a testament to this back story, which for many of us, we tend to forget, e.g. say sorry, return what you do not own, do not throw garbage on the street.

LEADERSHIP TRAITS AND LEADERSHIP TRAITS AND VALUESVALUES

Visionary and systemicCourageous and committedRisk-taking and daringCompassionate and passionateFaithful and hard-workingEmpowering and inspiringSelf-assured and humble

LEADERSHIP IS A WAY OF

SEEING AND A WAY OF BEING

MANAGEMENT IS A WAY OF

DOING

MANAGEMENT AND MANAGEMENT AND LEADERSHIP - CONTINUUMLEADERSHIP - CONTINUUM

SEEING AND BEING PRECEDE DOING BEING AND SEEING ARE INEFFECTIVE

WITHOUT DOING DOING WITHOUT REFERENCE TO BEING

IS EQUALLY INEFFECTIVE FAITH WITHOUT ACTION IS USELESS DOING THE RIGHT THINGS RIGHT

FOUNDATION PRINCIPLES FOUNDATION PRINCIPLES AND CONCEPTSAND CONCEPTSCharacter and Competence (Iceberg)Effectiveness (Golden Egg)Maturity ContinuumHabits, Values, and PrinciplesParadigm Shifts

CHARACTER AND CHARACTER AND COMPETENCECOMPETENCECharacter refers to the inner

principles and values the person lives by, his/her reason for being, his/her integrity, his philosophies

Competence is the external visible manifestation of the person’s skills and capability obtained from experience, education, background

THE TIP OF THE ICEBERGTHE TIP OF THE ICEBERGCharacter and CompetenceCharacter and Competence

VISIBILITYEXCELLENCEOPENNESSCOMMUNICATIONCONFIDENCE

COMMITMENTINTEGRITYPRINCIPLESVALUESPHILOSOPHIESCONSCIENCE

THE GOLDEN GOOSETHE GOLDEN GOOSE

Do not kill the goose the lays the Do not kill the goose the lays the golden egggolden egg

- PRODUCTION CAPACITY - GoosePRODUCTION CAPACITY - Goose- OUTCOME/EFFECTOUTCOME/EFFECT- - Golden egg- Golden egg

MATURITY CONTINUUMMATURITY CONTINUUM

DependencyIndependencyInterdependency

YOU CAN RESPOND TO LEADERSHIP CHALLENGES DEPENDING ON THE LEVEL OF YOUR OWN MATURITY

AREAS OF MATURITYAREAS OF MATURITY

Intellectual maturityPsycho-emotional maturitySpiritual maturityPhysical maturity

PRINCIPLES, VALUES, PRINCIPLES, VALUES, HABITSHABITSPrinciples - philosophies, beliefs,

traits, natural laws that govern human existence

Values – beliefs, expectations, norms that once chooses to have in life

Habits – the way we do things consistently

PARADIGM SHIFTPARADIGM SHIFT

Break with tradition, old ways of thinking, or old paradigms

AWARENESS (Current Situation and Reference Point)

REFLECTION (Dialogue/Discernment/Prayer)

CHOICES (Chosen option)

ACTION (Implementation)

ARCA

THE PERSON AND THE THE PERSON AND THE CONTROLLERCONTROLLER

Before a CONTROLLER, a PERSON first.Who is this PERSON in the

CONTROLLER?Principle: My joy or sorrow, success or

failure as a controller-leader/manager is as much more traceable to my being than to my doing

Heart

Spirit

Body

Mind

THE PERSON

(HEART) To

Love

Relationships

To Leave a Legacy (SPIRIT)

Meaning and Contribution

(BO

DY

)

To

Live

Surv

ival

Growth and Development To Learn

(MIND)

FOUR NEEDS OF PEOPLE AS PERSONS

WHOLE PERSON 4 NEEDS VOICE 4

ATTRIBUTES

BODY To Live NEEDS (Honoring the

Needs)

Discipline

MIND To Learn TALENT (Creating a Disciplined

Focus)

Vision

HEART To Love PASSION(Loving to be

with/ Loving to do)

Intimacy

SPIRIT To Leave a Legacy

CONSCIENCE(Doing what’s

right)

Conscience

THE PERSON (Stephen Covey)

Modeling (SPIRIT)

TRUST

TRU

STT

RU

ST

FOUR BASIC FUNCTIONS OF LEADERSHIP

BECOMING AN EFFECTIVE BECOMING AN EFFECTIVE CONTROLLER - LEADERCONTROLLER - LEADER

We must do the right things and do them right.

PERSONAL/PROFESSIONAL PERSONAL/PROFESSIONAL LEADERSHIP BALANCELEADERSHIP BALANCE

DEBITS = CREDITS

FIRST EQUATIONFIRST EQUATION

P + V + H = I

Where: P = principlesV = valuesH = habitsI = integrity

SECOND EQUATIONSECOND EQUATION

I + B + E = T

Where: I = integrity B = balance E = effectiveness

T = trustworthiness

THIRD EQUATIONTHIRD EQUATION

T = C1 + C2

Where: T = trustworthiness

C1 = character

C2 = competence

FINAL EQUATIONFINAL EQUATION

P + V + H = I + T + E

The LEADER must have a balance of these elements to make him highly

effective.

DR. STEPHEN COVEYDR. STEPHEN COVEYTHE SEVEN HABITS OF HIGHLY THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLEEFFECTIVE PEOPLE

Private VictoryPrivate Victory* Be proactive* Be proactive* Begin with the end in mind* Begin with the end in mind* Make first things first* Make first things first

Public VictoryPublic Victory* Think Win-Win* Think Win-Win* Seek first to understand then to be understood* Seek first to understand then to be understood* Synergize* Synergize

Sharpen the SawSharpen the Saw

The Five Practices The Five Practices ofof Exemplary Leadership Exemplary Leadership (Kouzes & Posner)(Kouzes & Posner)

1. Model the Way• by finding your voice• by setting the example

2. Inspire a Shared Vision • by envisioning the future• by enlisting others

3. Challenge the Process• by searching for opportunities• by experimenting and taking risks

4. Enable Others to Act• by fostering collaboration• by strengthening others

5. Encourage the Heart• by recognizing contributions• by celebrating the values and victories

LEADERSHIP JOURNEYLEADERSHIP JOURNEY

Appreciating oneself as talentedAppreciating oneself as talented Identifying personal and derailing Identifying personal and derailing

baggagebaggage Articulating motivating goals and Articulating motivating goals and

ambitionsambitions Determining what one stands for, what Determining what one stands for, what

impact wants to makeimpact wants to make Developing a worldviewDeveloping a worldview Acquiring habit of updating oneselfAcquiring habit of updating oneself

CHRIS LOWNEYCHRIS LOWNEYHEROIC LEADERSHIPHEROIC LEADERSHIP

Self-awarenessSelf-awareness

IngenuityIngenuity

LoveLove

HeroismHeroism

04/19/23

YOUR HEART TODAY

MV FRANCISCO, SJ

WHERE THERE IS FEAR I CAN ALLAY,

WHERE THERE IS PAIN I CAN HEAL,

WHERE THERE ARE WOUNDS I CAN BIND,

AND HUNGER I CAN FILL,

REFRAIN: LORD, GRANT ME COURAGE, LORD, GRANT ME STRENGTH,

GRANT ME COMPASSION THAT I MAY BE YOUR HEART TODAY.

WHERE THERE IS HATE I CAN CONFRONT,

WHERE THERE ARE YOKES I CAN RELEASE,

WHERE THERE ARE CAPTIVES I CAN FREE,

AND ANGER I CAN APPEASE (REFRAIN)

04/19/23

BRIDGE:

WHEN COMES THE DAY I DREAD TO SEE OUR BROKEN WORLD,

COMPEL ME FROM MY CELL GROWN COLD

THAT YOUR PEOPLE I MAY BEHOLD.

(Repeat verse 1 and Refrain)

AND WHEN I’VE DONE ALL THAT I COULD,

YET THERE ARE HEARTS I CANNOT MOVE,

LORD, GIVE ME HOPE THAT I MAY BE YOUR HEART TODAY.