Cee certis cisco senior management retreat 19 july 2013

Copyright @2013 Centre for Executive Education Pte Ltdwww.ipma.com.sg/cee.php

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Prof Sattar BawanyCEO, Centre for Executive Education (CEE)

MD & C-Suite Executive Coach, EDA Asia Pacific

Friday, 19 July 2013 Shangri-La Rasa Sentosa Resort & Spa

Certis CISCO Senior Management Retreat 2013

“Leadership Challenge: From Effectiveness to Greatness”

http://www.ipma.com.sg/cee.php


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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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Module 1: Introduction and

Session Objectives



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About Centre for Executive Education (CEE)

Executive Education Leadership & High

Potential Development Executive Coaching Succession Planning Executive Assessment

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



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Jim Bolt, Founder of EDA and FrED Forum Ram Charan, Educator, Author and Consultant to CEOs Jim Kouzes, Best-selling Author and Dean’s Executive Professor

of Leadership, Leavey School of Business, Santa Clara University Vijay Govindarajan, Professor, Amos Tuck School of Business,

Dartmouth College Ted Hoff, Vice President Learning, IBM Valerie Norton, VP, Talent Management & Acquisition

Broadridge Financial Solutions Sandy Ogg, Chief Human Resource Officer, Unilever N.V. Chuck Presbury, Senior Director Leadership Development,

McGraw-Hill Company

EDA Advisory Board



• CEO of Centre for Executive Education (CEE)• C-Suite Master Executive Coach, EDA• Strategic Advisor & Member of Board of Trustees, IPMA• Adjunct Professor of Paris Graduate School of Management• Over 25 years’ in executive coaching, facilitation, leadership

development and training.• Adjunct Professor teaching international business and human

resource courses with Paris Graduate School of Management• Assumed senior global and regional leadership roles with DBM

(Drake Beam & Morin), Mercer Human Resource Consulting, Hay Management Consultants and Forum Corporation.

About Your Master Facilitator



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S

C

O

P

E

HARE

HALLENGE

PEN MINDED

LAN OF ACTION

NJOY OURSELVES

The S.C.O.P.E. Approach



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Knowing Yourself as a Leader



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Session Objectives Pg. 7

1. The power of win-win and results based thinking.

2. How to increase your leadership influence within a multigenerational workforce.

3. Understand the impact of leadership styles and success (achieving organisational results).

4. How to create 8th Habit leadership (constantly look for the potential in the team members and coach them to maximise their potential).



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The 7 Habits Paradigm

Source: Stephen R. Covey. (1989),The 7 Habits of Highly Effective People. 1989 published by Free Press, a Division of Simon & Schuster, Inc.



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The 8th Habit: From Effectiveness to Greatness • The 8th Habit is about finding

your voice and inspiring others to find theirs.

• Voice is about vocation or calling; where our talents, passion and conscience intersect with the world’s (employees) needs.



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Seven Habits® Profile• Read each statement and, using

your best judgment, circle the number that indicates how well you perform in each of the categories.

• Once completed, total your points for each category in the Category Totals column.

• There are nine categories; the first two are the foundational habits of the Seven Habits, and the last seven are the Seven Habits.



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Meeting the Leadership Challenge1. Select one of the Habits and discuss why this is most

important for you and/or your organization now? 2. What is the desired level of execution for this Habit?

Describe the way it SHOULD be if this principle were executed flawlessly or Habit achieved.

3. What is the current level of execution for this Principle/Habit?

4. What is the gap between the current level and the desired level? Why does the gap exist? What can be done to close the gap? What can you do to close the gap?



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Module 2

Achieving Results @ Certis CISCO



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Achieving Results @ Certis CISCO • Profitability

• ROI• Cost Optimisation

• Employee Satisfaction• Employee Loyalty

• Company Policies• Rewards and Flexibility• Culture, Espirit De Corps

• Leadership Styles • Servant Leadership• Level 5/Ontological Humility

Organisational Results

Employee/Stakeholder Engagement

Organisational Climate

8th Habit Leadership

Customer Engagement/Loyalty• Customer Satisfaction• Service Value/

Relationship

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, 12 February 2013


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


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Leader’s Purpose And Values

Are you a Boss or Leader?



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Questions We Will Try To Answer

• Why are some people more successful than others?

• Why are some people happier than others?

• What is great leadership made up of?



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What is Common Between… Michael Jackson Elvis Presley Kenneth Lay Whitney Houston Bernie Madoff Adolf Hitler Indira Gandhi

Wealth, Position, Power, Fame, FortuneThey were either murdered, jailed for life, or killed themselves



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Successful Leaders

To most people….

Wealth, Position, Power, Fame, Fortune

is the definition of leadership, happiness and success

Weal

thPosition

Power

Fame Fortune



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http://www.youtube.com/watch?v=03o1JZ7c7gI

So, what is Leadership all about?




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Of all the bosses you’ve worked for in your

career so far, how many would you classify as truly great leaders?

TRULY GREAT LEADER: Someone who brings out the best in you Someone you can learn from Someone you can respect for who they are Someone who genuinely cares about your success and growth



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IF YOUR SUBORDINATES WERE ASKED,

WILL YOU BE AMONGST THE 1 OR 2 THEY WILL THINK OF?

TRULY GREAT LEADER: Someone who brings out the best in you Someone you can learn from Someone you can respect for who they

are Someone who genuinely cares about

your success and growth



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On a 1-10 scale where

1 is “well below potential”

and10 is “at peak

potential” how would you rate your organization’s

current performance in the marketplace?



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The Big Void

Of all the bosses in your career, how any would you rate as truly great leaders?

On a 1-10 scale where 1 is ‘extremely below potential’ and 10 is ‘at peak potential,’ how would you rate your organization’s current performance in the marketplace?

The answer is 0, 1, or 2. What is the question?

The answer is 6.5/10. What is the question?

The answer is approximately $60 billion. What is the question?

How much is spent globally on leadership development each year?

Individual Leadership Void

Organizational Performance Void



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Leadership Redefined

‘Leadership is the art of harnessing human energy towards the creation of a

better future’

Rajeev Peshawaria, Too Many Bosses, Too Few Leaders, 2011

SUSTAINABLE BUSINESS GROWTH

ENERGIZE SELF

ENLIST & ENERGIZE CO-LEADERS

ENERGIZE THE ENTIRE ORGANIZATION



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INDIVIDUAL EXERCISE: Discovering Your Leadership Purpose &

Values1. What few things are most important to me personally?2. Do I want to either:

– lead a simple life rich with everyday small pleasures? Or,– achieve great success in an individual endeavor? Or,– lead others towards a better future in Certis CISCO?

3. What results do I want to create in Certis CISCO?4. How do I want people to experience me as their leader?5. What situations would cause me to feel strong emotions?6. What values will guide my behavior and actions as a leader at

Certis CISCO?Write your PERSONAL MISSION STATEMENT as a Leader at Certis.



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Video on a Leader’s Purpose & Values



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GROUP EXERCISE: Discovering Energy @ Certis

CISCO

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Group I-III Task : List 3-4 activities the senior management team must focus most of their time on to create a green organization (everyone is align to the Vision, Mission, Values and Strategy)

Group IV-VI Task: What are the symptoms of a red organization?What actions or inactions of senior management causes a red organization (misalignment and disengaged workforce)?

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COVEY’S WHOLE PERSON PARADIGM"

1) What are the primary differences between an Industrial Age approach and a Knowledge Worker Age approach to leadership?2) What are the four basic needs of all people, and how do they apply in your work environment? 3) If you can think of a leader or an organization that has valued you as a whole person, describe what that individual or organization did and the impact it had on you and your fellow employees.


http://mckonlyasbury.typepad.com/.a/6a00d835360fa069e20105367050c0970b-pi


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Module 3

Leveraging Your Leadership Styles to Sustain Employee

Engagement



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Servant Leadership Defined

• Servant leadership is defined as an approach to leadership development, which emphasizes the leader’s role as steward of the resources (human, financial and otherwise) provided by the organization.

• It encourages leaders to serve others while staying focused on achieving results in line with the organization’s values and integrity.

Robert Greenleaf, 1997



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10 Principles of Servant Leadership1. Listening – (to self and others)

2. Empathy – (understanding)3. Healing – (search for wholeness of self and others)4. Awareness – (of self and of others)5. Persuasion – (building consensus)6. Conceptualization – (dreams and of day-to-day operations)7. Foresight – (intuitive ability to learn from past and see future

consequences of actions) 8. Stewardship – (holding institution in trust for the good of society)9. Commitment to Growth – (personal, professional, spiritual of self and

others) 10. Building Community – (benevolent, humane, philanthropic, to benefit

others)



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Good to Great: Level 5 Leadership



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Profile of Level 5 Leaders

Leaders who employ a paradoxical mix of

personal humility and professional will

Set up successors for even greater success

Attribute success to other than themselves

Look in mirror and take full responsibility for

poor decisions

Many people have the potential to evolve into

Level 5



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Goleman’s research collaboration with consulting firm

Hay/McBer covering 3,871 executives worldwide to

determine what is ‘effective leadership’ lead to

classification of six different leadership styles, each

springing from different components of emotional

intelligence.

Leadership That Gets ResultsLeadership That Gets Results

Source: Daniel Goldman, ‘Leadership That Gets Results’, HBR, March-April 2000



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Hay-Goleman’s Six Leadership StylesHay-Goleman’s Six Leadership Styles1. Coercive (Directive): “Do what I tell you”

2. Authoritative (Visionary): “Come with me”

3. Affiliative: “People come first”

4. Democratic (Participative): “What do you think?”

5. Pacesetting: “Do as I do, NOW!”

6. Coaching: “Try this”

Source: Daniel Goldman, ‘Leadership That Gets Results’, HBR, March-April 2000



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Coercive (Directive) aims to achieve immediate

compliance one-way directive

conversation seeks tight control over

situations Appropriate for dealing with

crisis situations or problem employees

Not to use with talented or self-motivated staff

“Do it the way I tell you”



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Authoritative (Visionary) aims to provide long-term

direction/vision allows employee input but

retains control over decision seeks to influence to gain buy-in Appropriate to use with new staff

or when a new direction has to be communicated

Not recommended for sophisticated & experienced staff

“Firm but fair”



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Affiliative aims to promote harmony &

co-operation seeks to smooth tensions and

resolve work/family conflicts seeks to be liked as a

manager Appropriate to use when

tasks are routine or employees need support

Not recommended when negative feedback is required

“People first, task second”



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Democratic (Participative) aims to build group consensus

for decision-making heavy emphasis on team

participation employees are trusted to have

skills & drive Appropriate when working with

good staff with ample time for decision-making

Not recommended when a particular answer is needed

“I’d like you to participate”



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Pacesetting aims to accomplish quality work

yourself models high standards &

expects them in others delegates only to good

performers Appropriate when dealing with

staff who can perform independently

Not recommended with staff who need feedback & support

“Do it myself”



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Coaching aims towards professional

growth of employees helps people identify

strengths/weakness encourages honest self-

assessment Appropriate with employees

interested in being innovative or developing career

Not recommended when explicit direction is required

“I’d like to help you

develop your potential”



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Impact of Leadership Styles

Leaders who have mastered 4 or more styles create the best business performance

The most effective leaders can switch flexibly between leadership styles in response to the situation

Coaching, Authoritative, Affiliative, Democratic & styles have a positive impact on organisational climate

Coercive & Pacesetting can have a negative impact on the working environment

Source: Goldman, D., ‘Leadership That Gets Results’, HBR, March-April 2000



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Module 4

Engaging a Multigenerational

Workforce (incl. Gen Y) (With Managerial Coaching)



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Multi-Generational Workplace: Danger or Opportunity?

Our multigenerational work environment can be a source of positive challenge, opportunity and

significant growth if managed effectively and leveraged to meet the business goals of our organization.



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Source: Sattar Bawany, “Unlocking the benefits of a multi-generational workforce in Singapore” published by Singapore Business Review, 24 January 2013: http://sbr.com.sg/hr-education/commentary/unlocking-benefits-multi-generational-workforce-in-singapore

Multigenerational Work PerspectivesGeneration

Years Born Work Perspectives

Traditionalists

1922 - 1945 “Company loyalty” - Believed they'd work for the same company their entire career.

Boomers

1946 - 1964 “Live to work” - Believe in putting in face time at the office. Women enter the workforce in large numbers.

Gen Xers

1965 - 1980 “Work to live” - Believe that work should not define their lives. Dual-earner couples become the norm.

Gen Yers (Millennials)

1981 - 1994 “Work my way” - Devoted to their own careers, not to their companies. Desire meaningful work.

Gen Zers (Linksters) 1995 to present “Living and Working their way” - Their struggles in the work environment are tied to their youth and inexperience. Desire for change, stimulation, learning and promotion that will conflict with traditional organisational hierarchies.


http://sbr.com.sg/hr-education/commentary/unlocking-benefits-multi-generational-workforce-in-singapore

http://sbr.com.sg/hr-education/commentary/unlocking-benefits-multi-generational-workforce-in-singapore


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Baby Boomers are retiring at the rate of one every eight seconds.

The vast majority of organizational leaders are Baby Boomers with the most typical age being 58 years old.

There are 11% fewer Gen Xers than Baby Boomers.

Generation Y (twenty-five and under) will not be management or leadership material for years to come.

What is your as Certis CISCO’s leader role to develop them?

EDA Research: The New Realities



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• Career development and empowerment is critical to the engagement of Gen Y at 3M

• Engagement happens when Gen Y feel safe to take action on their own initiative

• Gen Y feel safe when they trust their environment• Gen Y trust their environment when they feel fairly treated by it

• The key is to create a culture of trust in organizations

Case Study: Engaging Gen Y@

Fairness Trust Feel Safe Engaged



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Source: http://www.youtube.com/watch?v=rDAdaaupMno


http://www.youtube.com/watch?v=rDAdaaupMno




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• “Coaching is a cyclical process of enhancing the other persons’ awareness of 'what is really going on'; guiding them to choose responsibility for the actions they will take to achieve their personal goals and helping them to evaluate the consequences.”

• Purpose of coaching as a performance management tool

To gain attention to the key issues affecting performance. This can be performance of the individual or of the team

To focus on the detail and relevance of the conversation to those key issues

To create a positive feedback loop

Leading & Engaging Team Members with Managerial Coaching



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Intention

WordsRelationship

TRUST

COACHABLE MOMENT®

Those moments when an individual is open to taking in new information that will effect a shift in his/her knowledge and behavior.

Being a Manager-Coach

The Coaching Conversation Model“ is copyrighted by CoachWorks and Corporate Coach U (CCU)



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1. Goal 2. Reality • What’s the evidence?

• What have you already tried?• What did you learn from that?• What other feedback do you have?

• If you looked at this from another angle … what could you do then? • What could you try now?• What else?• What could you do as a first step?

3. Options4. Wrap Up

• What do you want to cover today?• What are you hoping to achieve today?• What are the priorities?

• What other help/input do you need?• When could you do this?• What could get in the way of your plans?• How will you overcome this? • How will you/others know you’ve been successful?

• End – what have you learnt from today? How have we worked together? What could we do differently next time?

GROW Coaching Model – Questions



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Coaching Styles Questionnaire

INSTRUCTION: READ each of the statements, and indicate in the last column which of the 3 styles best describes your preferred style.



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Coaching Skills For Leaders: Seven Habits That Make A Difference

1. Ability to create trust, be fully present and connect2. Ability to listen attentively3. Ability to ask powerful questions4. Ability to communicate effectively5. Ability to create awareness6. Ability to facilitate the design of actions, creation of

plans and setting of goals7. Ability to manage progress and accountability



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Module 5

Integrative Case Study & Mini Quiz

Putting It All Together



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QUESTIONS FOR GROUP DISCUSSION

1. Analyse Alfonso’s leadership style(s) as seen from the case. What might account for the fact that he behaved or adopted the specific style(s) as captain of the USS Florida?

2. Which type of leadership style(s) do you think a leader should adopt aboard a nuclear submarine – concern for high certification grades or high-quality interpersonal relationships? How different is your response for these leaders operating during peace time vs. war time. Discuss.

20 minutes

Case Study – USS Florida



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Opening Scene – Background

Leadership Styles

Read the Video Synopsis in Workbook

Inspirational Speech

Video Case Study – Crimson Tide



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Mini Quiz on Leading a Multigenerational Workforce

Important Note: The purpose of the following short quiz is to provide you with an introduction to effective leadership styles in managing a multigenerational workforce. The results you get from this quiz are NOT a comprehensive picture of your repertoire of effective leadership styles currently deployed.



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Scenario 1You are a Baby Boomer Manager in a meeting when a Gen Y colleague takes credit for work that you have done. What do you do? 1. Immediately and publicly confront the colleague over the

ownership of your work.2. After the meeting, take the colleague aside and tell her that

you would appreciate in the future that she credits you when speaking about your work.

3. Nothing, it's not a good idea to embarrass colleagues in public.4. After the colleague speaks, publicly thank her for referencing

your work and give the group more specific detail about what you were trying to accomplish.



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Scenario 2You are a Gen X Manager in an organization that is trying to encourage respect for racial and ethnic diversity. You overheard a Gen Y employee telling both sexist and racist jokes in the presence of other employees. What do you do? 1. Ignore it – the best way to deal with these things is not to

react.2. Call the person into your office and explain that their behaviour

is inappropriate and is grounds for disciplinary action if repeated.

3. Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization.

4. Suggest to the person telling the joke he go through a diversity training program.



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Scenario 3You are a Gen Y Manager and have recently been assigned a Baby Boomer in your team, and have noticed that he appears to be unable to make the simplest of decisions without seeking advice from you. What do you do? 1. Accept that he "does not have what it take to succeed around

here" and find others in your team to take on his tasks.2. Get an HR manager to talk to him about where he sees his

future in the organization.3. Purposely give him lots of complex decisions to make so that

he will become more confident in the role.4. Engineer an ongoing series of challenging but manageable

experiences for him, and make yourself available to act as his mentor.



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In Conclusion: Key to SuccessIn Conclusion: Key to Success Every company that wants to excel in the

future must recognise that the ultimate competitive advantage is a deep leadership pool where leaders at every level are in tune with external changes and can adapt to the speed and depth of those changes.

Leadership can’t be taught in a classroom alone, but developmental experiences – executive coaching, mentoring, executive Masterclass, voracious readings – can accelerate a leader’s growth.



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Video on What Makes a Great Leader?




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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 &

Managing Director & C-Suite Executive Coach, EDA Asia Pacific

Email: [email protected]

Website: www.ipma.com.sg/cee.php

LinkedIn: www.linkedin.com/in/bawany

Facebook: www.facebook.com/ipma.singapore

Twitter: www.twitter.com/sattarbawany

Skype: sattar.bawany

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