London Business School Alumni - Transforming Next Gen Leaders on 7 October 2014

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Prof Sattar Bawany CEO, Centre for Executive Education (CEE Global) C-Suite Master Executive Coach, EDA Asia Pacific

Tuesday, 7 October 2014 Eden Hall (Residence), Singapore

TRANSFORMING THE NEXT

GENERATION OF LEADERS

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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?





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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 Session





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About Centre for

Executive Education

(CEE Global)

Executive Education

Leadership & High Potential Development

Executive Coaching

Succession Planning

Executive Assessment

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CEE is also the Strategic Partner of Executive Development Associates (EDA), a global leader in executive development & coaching since 1982.





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• CEO of Centre for Executive Education (CEE Global)

• C-Suite Master Executive Coach, EDA Asia Pacific

• Adjunct Faculty of Harvard Business School Corporate Learning

• Adjunct Faculty of Duke Corporate Education (CE)

• Adjunct Professor teaching international business and human resource courses with Paris Graduate School of Management

• Over 25 years’ in executive coaching, group facilitation, executive education and senior leadership development and training

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

About Your Speaker

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Future Leadership Redefined

“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 blended with elements of Socialised

Power/Social Intelligence Competencies ” (Bawany, 2013)

Reference: Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, first published on 12 February 2013.




http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore
















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Role of Leaders in Achieving Results

• Profitability/Market Share

• ROI/Cost Optimization

• Customer Satisfaction/Loyalty

• Service Value/Relationship

• Employee Satisfaction/Loyalty

• Employee Turnover Rate

• Company Culture, Policies

• Rewards and Flexibility

EQ/Social Intelligence

Leadership Styles/ Humility/

Level 5 Leadership

Reference: Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, first published on 12 February 2013.





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“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





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Succession Planning &

High Potentials

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.





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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





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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





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Analyzing Trends for Over 20 Years!

Research by

EDA and Pearson TalentLens

Research Report Website: http://www.executivedevelopment.com/product/20112012-trends-in-executive-development

EDA Research on Next-Gen Leaders




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

http://www.executivedevelopment.com/product/20112012-trends-in-executive-development











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Overview of Major Findings

1) Companies are looking for ways

to accelerate High Potentials.

2) Companies need leaders that think

strategically & inspire.

3) The 70-20-10 Learning

Framework is Becoming a

Standard.

4) Leader-as-Teacher model is key.

5) Critical Thinking is the Hottest

Development Topic.





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OD Interventions in Accelerating

High Potential Development





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

Leadership Competencies of Next

Generation of Leaders




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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








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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…





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Prof Sattar Bawany

CEO, Centre for Executive Education (CEE Global)

C-Suite Master Executive Coach, EDA Asia Pacific

Strategic Advisor & Master Facilitator, IPMA Asia Pacific

Email: [email protected]

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

Further Dialogue on Social Media




mailto:[email protected]



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London Business School Alumni - Transforming Next Gen Leaders on 7 October 2014

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Transcript of London Business School Alumni - Transforming Next Gen Leaders on 7 October 2014