Real Leaders Eat Last - The Psychology of Leadership in the New Millennium

www.myCNI.com.my www.OOBEY.com

REAL LEADERS EAT LAST…The Psychology of Leadership in the New Millennium Case Studies, Concepts and Debatable Ideas

Kenny OngCNI Holdings Berhad


About: CNI

1. 19 years old

2. Core Business: MLM

3. Others: Contract Manufacturing, Export/Trading, eCommerce

4. Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan

5. Staff force: ± 500

6. Distributors: 200,000

7. Products: Consumer Goods and Services


http://www.mycni.com.my/

http://www.oobey.com/


Agenda

1. The New Leaders

2. Grooming Leadership


THE NEW LEADERS

Concepts for Leadership in the new millennium


THE NEW LEADERS

Why and How?


Why are ‘New’ Leaders required?

BUSINESS changes

PEOPLE changes

PROBLEM changes


1. Situational

3. Character

The New Leaders

2. Role


THE NEW LEADERS

Situational


The New Leader’s Situations

Business

People


Leaders vs. Business Model

• Mamak stall





Leaders vs. Business Model

"They are the most innovative"

"Constantly renewing and creative"

"Always on the leading edge"

"A great deal!"

Excellent/attractive price

Minimal acquisition cost and hassle

Lowest overall cost of ownership

"A no-hassles firm"

Convenience and speed

Reliable product and service

"Exactly what I need"

Customized products

Personalized communications

"They're very responsive"

Preferential service and flexibility

Recommends what I need

"I'm very loyal to them"

Helps us to be a success

Product Leadership

OperationalExcellence

CustomerIntimacy



Operational Excellence(low cost producer)

Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995

Product Leadership(best product)

Customer Intimacy(best total solution)

Leaders vs. Business Model: Market Disciplines



The McPlaybook*

Make it easy to eat• 50% drive-thru• Meals held in one

hand

Make it easy to prepare• High Turnover• Tasks simple to learn

& repeat

Make it quick• “Fast Food”• Tests new products

for Cooking Times

Make what customers want• Prowls market for new

products• Monitored field tests

*Adapted from: Businessweek , Februrary 5th 2007



Operational Excellence

• Competitive price

• Error free, reliable

• Fast (on demand)

• Simple

• Responsive

• Consistent information for all

• Transactional

• 'Once and Done'

Operational Excellence

• Competitive price

• Error free, reliable

• Fast (on demand)

• Simple

• Responsive

• Consistent information for all

• Transactional

• 'Once and Done'

Customer Intimacy

• Management by Fact

• Easy to do business with

• Have it your way (customization)

• Market segments of one

• Proactive, flexible

• Relationship and consultative selling

• Cross selling

Customer Intimacy

• Management by Fact

• Easy to do business with

• Have it your way (customization)

• Market segments of one

• Proactive, flexible

• Relationship and consultative selling

• Cross selling

Product Leadership

• New, state of the art products or services

• Risk takers

• Meet volatile customer needs

• Fast concept-to- counter

• Never satisfied - obsolete own and competitors' products

• Learning organization

Product Leadership

• New, state of the art products or services

• Risk takers

• Meet volatile customer needs

• Fast concept-to- counter

• Never satisfied - obsolete own and competitors' products

• Learning organization

Leaders vs. Business Model: Disciplines, Priorities, and KPIs

















Business Situations vs. HRM

Upturn Flat Downturn

Fight Complacency

Sharpen Edge

Keep Momentum

Conquer

‘Change’ mgmt

Reduce Fat

Continuity

Everyone Happy

Innovation

Acquire

Profits

Build momentum

Sales

Cash Flow

Talent Mgmt

Stack R&D

Early wins

Slow Down HR Costs

Top Talent focus

Stack Sales

Increase attrition

Motivation


Business Situations vs. HRM


Fight Complacency

Sharpen Edge

Keep Momentum

Conquer

‘Change’ mgmt

Reduce Fat

Continuity

Everyone Happy

Innovation

Acquire

Profits

Build momentum

Sales

Cash Flow

Talent Mgmt

Stack R&D

Early wins

Slow Down HR Costs

Top Talent focus

Stack Sales

Increase attrition

Motivation

•Projects•Job Ads•Communication•F/L Manager Com.•Middle Management•Involvement (survey, suggestions)•Realistic Goals•Controllable KPIs (customer satisfaction, production)


Business Situations vs. HRM and their impact on C&B


Fight Complacency

Sharpen Edge

Keep Momentum

Conquer

‘Change’ mgmt

Reduce Fat

Continuity

Everyone Happy

Innovation

Acquire

Profits

Build momentum

Sales

Cash Flow

Talent Mgmt

Stack R&D

Early wins

Slow Down HR Costs

Top Talent focus

Stack Sales

Increase attrition

Many times, you need a different CEO/Leader/Management Team

for each business situation


Leaders vs. People Situations

Su

pp

ort

ive

DirectiveLow High

High

Able

Willing

Able

Unwilling

Unable

Willing

Unable

Unwilling

D4 D3 D2 D1

S2

S1S4

S3



Su

pp

ort

ive

DirectiveLow High

High

Able

Willing

Able

Unwilling

Unable

Willing

Unable

Unwilling

D4 D3 D2 D1

S2

S1S4

S3S1: TELLING

Specific Directions

Close Supervision



Su

pp

ort

ive

DirectiveLow High

High

Able

Willing

Able

Unwilling

Unable

Willing

Unable

Unwilling

D4 D3 D2 D1

S2

S1S4

S3

S2: CONSULTING

Explain Decision

Solicit Suggestion

Direct Tasks



Su

pp

ort

ive

DirectiveLow High

High

Able

Willing

Able

Unwilling

Unable

Willing

Unable

Unwilling

D4 D3 D2 D1

S2

S1S4

S3

S3: PARTICIPATING

Collaborative Decisions

Support Tasks



Su

pp

ort

ive

DirectiveLow High

High

Able

Willing

Able

Unwilling

Unable

Willing

Unable

Unwilling

D4 D3 D2 D1

S2

S1S4

S3S4: DELEGATING

Turns over Decisions & Responsibilities for

Tasks



Veterans (Pre-Boomers)1934-1945

Boomers1945-1960

Gen X (Cusper, Buster)1960 - 1980

Gen Y (Millennials, Netster)

1980+




1. Women, Working Mothers

2. Youtube generation

3. Working retired

4. Social Activists

5. Work/Life balancers

6. Industry (ICT, Advertising, Engineer, Accounting, Lawyer, etc.)



THE NEW LEADERS

Role


The New Leader’s Role

Reverse Pyramid

Influence


The Reverse Pyramid

Top Mgmt

Managers

Frontline

Customers

Customers

Frontline

Leaders

Top Mgmt


New abilities required of Managers

1. Bridge building2. Water carrier3. Beg & allocate resources4. Cheer leader5. Doctor6. Complaints sounding board7. Passing down of experience 8. Shoulder to cry on9. Inspire ideas 10.People developer11.Parent


Q12

1. Clear expectations

2. Resources

3. Maximize talents

4. Recognition

5. Caring Boss

6. Encourage development*

7. Expression

8. Company Mission

9. Co-workers**

10.Friends

11.Progress updates

12.Learn and Grow

Q12 by “First, Break All The Rules”



Influence and Character

Love/Fear

Trust

CredibilityRespect


Dangers of Direct Incentives

1. lessen internal motivation, 2. switch to mercenary mode, 3. do something and do not do something else, 4. bribe and fraud culture, 5. easier for competitors to recruit, 6. lessen teamwork & helpful culture, 7. less and less impact for same value, 8. mockery of base salary and employment

contract, 9. rebellion from non-incentivised staff, 10.end up incentivising everyone for everything?,



THE NEW LEADERS

Character


Character & Philosophy

Principles Philosophy

1.Equal / Fair

2.Happy / Productive

3.Hire Low, Train High

4.Performance vs Potential

5.Retention / Engagement



The New Leader’s Character

Rights & Counter Rights

Contradictions


You gain the right to:

1. Receive a bit of glamour

2. Be admired

3. Be recognized as special

4. Special Training

5. Have special attention

6. Access Top Mgmt

7. Manage your career

8. Influence others

9. Draw the picture

10.Choose the timing

11.Choose the team

12.Choose the standards

Your Rights and Privileges


You lose the right to:

1. Complain to others

2. Complain in public

3. Complain downline

4. Lose your temper

5. Show-off

6. Be alone

7. Be Calculative

8. Be like “normal” people

9. Be off-time

10.Have a bad attitude

11.Eat first

12.Do what you enjoy

13.Think of yourself first

14.Avoid problems

15.Avoid responsibility

16.Transfer problems

17.Transfer responsibility

Your Counter-Rights


You lose the right to:

18.Be irritating

19.Backstab

20.Talk nonsense

21.Disobey orders

22.Have you own time

23.Remain the same

24. Ignore feedback

25.Be inconsistent

26.Claim everything

27.Work less than others

28.Be undisciplined

29.Break rules

30.Avoid participation

31.Avoid communication

32.Rescue yourself first

33.Blame others

Your Counter-Rights


Leadership Contradictions

1. Decisive BUT…. Not Decisive

2. Dependent BUT… Independent

3. Get advise from Experts BUT… Be careful of Experts

4. Take recognition BUT… Don't take recognition

5. Focus on present BUT… focus on future

6. Skills are important BUT… Skills are not important



7. Its not what you say, its what u do that's important But… its not what you do, its what u say that's important

8. You are in control But… You are NOT in control

9. Need ego but… cannot have ego

10.Decision based on feelings But… Decision CANNOT be based on feelings



11.Leadership is the goal But… leadership is NOT the goal

12.Continue changing BUT… Consistent (values)

13.Big view But… Small view

14.Leadership is all about Inward BUT… leadership is all about outward

15.Mature BUT… child-like


GROOMING LEADERSHIP

Designing effective leadership development programmes to groom next generation leaders

within your company


GROOMING LEADERSHIP

Indentifying Your Leaders


Targeting: Identify and Attract Leaders you want

• Who are your Leadership Talents?

: A Leader for others does not mean a Leader for you





Our Leadership Talent Profile

• Unwanted by big MNCs• Small companies• Boring Environment• No Growth/Learning• No MBA• Passion, Values, IQ (streetsmart)• Appreciate Chaos• Multitask• Passion to Learn





B. Identify

Group I

(Talent Pool)

23

45

PE

RF

OR

MA

NC

E

2 3 4 5

POTENTIAL• Identify


B. Identify

Group I

(Talent Pool)

Group II

( Potential)

Group III

( Performance)

Group IV

(Counseling)

2 3 4 5

23

45

PE

RF

OR

MA

NC

E

POTENTIAL• Identify


POTENTIAL EVALUATION

1. Capacity

2. Competencies

3. Culture

Evaluating Potential?


Management Ladder

Specialist Ladder

-

SM2

SM1

M2

M1

SAM

AM

SE2

SE1

Exe2

Exe1

Principal Consultant

Consultant IV

Consultant III

Consultant II

Consultant I

Specialist IV

Specialist III

Specialist II

Specialist I

Assoc Specialist II

Assoc Specialist I

Career Ladder


Full Cycle Strategy

Business Strategy

OJT, Mentoring, Big-5, LP, PDP, SDP, Projects,

P/P Grid, SP Table, PDP, Premium,

Q12, C&B, ACDP, SCL, Transfers, Events, Recognition

P/P Grid, Q12, PA, SDP, SP

Development

Motivation

Selection

Evaluation


GROOMING LEADERSHIP

Leadership Competencies


Leadership R.D.A.


Leadership R.D.A.

RELATIONSHIP• Relationships =

Expectations. • Make people feel

important• Avoid arguing.

RELATIONSHIP


Leadership R.D.A.

DISCIPLINE• Habits• Self Development• Feelings DISCIPLINE


Leadership R.D.A.

ATTITUDE• Serve• High standards • Never complain

ATTITUDE


The Seven ‘Life’ Skills

7. Technology

6. PS & DM

5. Math Techniques

4. Working with Others

3. Planning &

Organizing

2. Comm & Influence

1. Information

Mgmt

Life Skills


“Skills essential for participation in adult life”,Queensland Studies Authority 1994, 1998, 1999




GROOMING LEADERSHIP

Leadership Development


Grooming Leaders

Classroom

Reward/Promote

O.J.T

One-on-one

Role Modeling


“The Good things that the leader does in excess, the followers will

do in moderation.

The Bad things that the leader does in moderation, the

followers will do in excess.”John C. Maxwell

Law of Excess and Moderation


Personal Growth

Tools for Personal Grooming:

1. Personal Growth Journal

2. Gap Analysis Tools


1. Grow up

2. Understand themselves

3. Invest in themselves

4. Eliminate “Cannot be Done”

5. “You are being observed all the time”

How to tap their maximum potential


6. “Everything depends on Relationships”

7. Choose close Friends

8. Serve

9. Control and use Emotions

10.Discipline

How to tap their maximum potential


In the end…

• Great Wall of China– humans are the weakest link– bad treatment of staff will lead to weak link i.e.

easier to bribe, easier to con, etc; – bad treatment examples: insulting, lose face,

broken promises, no dignity, public criticism, restructure without communication





End Note

We can only do as much as we can.

The rest is up to them.

Thank You.

soft copy of slides: http://totallyunrelatedrandomanddebatable.

blogspot.com/