cee workshop for cogent group on transforming managers to leaders - 12 july 2014

Copyright @2014 Centre for Executive Education Pte Ltd www.cee-global.com

(HRmatters21 is an Affiliate Partner of CEE Global) 1

Prof Sattar Bawany Prof Sattar Bawany

CEO, Centre for Executive Education (CEE Global)

C-Suite Master Executive Coach, EDA Asia Pacific

Saturday, 12 July 2014

Singapore Island Country Club (SICC)

WORKSHOP ON

“Transforming Managers into Leaders”

http://www.cee-global.com/





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?






Top – Optimistic

Middle – Realistic

Bottom – Negative,

Pessimistic

Looking at you:

Direct

Devil’s Advocate

Very Detailed:

Analytical

Cautious

Distrustful

Bigger Ears – Better Listener

Little Details:

Ernest

Risk taker

Facing Left:

Traditional

Friendly

Good at details

Facing Right:

Innovative

Active

Creative

4 Legs:

Secure

Stubborn

Stick to ideals

3 Legs or Less:

Paranoid of

Change,

Insecure Long Tail – Good Sex Life

How Well Do You Know YOURSELF?






Module 1:

Introduction and

Workshop Objectives






About Centre for Executive Education (CEE)

Executive Education

Leadership & High Potential Development

Executive Coaching

Succession Planning

Executive Assessment

5

CEE Global is the Exclusive Strategic Partner of Executive Development Associates (EDA), a global leader in Executive Development & Coaching since 1982.






• Centre of Executive Education (CEE Global) is a premier network for established human resource development and consulting firms around the globe which partners with our client to design solutions for leaders at all levels who will navigate the firm through tomorrow's business challenges.

• CEE has established strategic partnerships with Executive Development Associates (EDA), International Professional Managers Association (IPMA) and Cegos Asia Pacific as well as a network of Affiliate Partners across the globe.

• CEE faculty, consultants and executive coaches are highly credentialed with extensive experience to help managers and executives who are being positioned for future career growth. Each possess an enormous passion for the success and growth that executive development and coaching can bring to our participants.

Who We Are





http://www.executivedevelopment.com/

http://www.executivedevelopment.com/

http://ipma.co.uk/

http://ipma.co.uk/

http://www.cegos.com.sg/

http://www.cee-global.com/19/affiliate_partners

http://www.cee-global.com/29/our_team


(HRmatters21 is an Affiliate Partner of CEE Global)

• CEO of Centre for Executive Education (CEE) • C-Suite Master Executive Coach, EDA

• Master Facilitator, IPMA Asia Pacific

• Adjunct Professor of Paris Graduate School of Management

• Over 25 years’ in OD & HR consulting, 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 Facilitator






S

C

O

P

E

HARE

HALLENGE

PEN MINDED

LAN OF ACTION

NJOY OURSELVES

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






Outside this was the leader at work. But it wasn’t just a personal story. The transformation extended to his team members, then his organization, and last his up-line environment and stakeholders. The most positive results came, not surprisingly, when all the dolls fit neatly together allowing the the Leader to Achieve the Objectives.

As a Leader, each of your own success story occurred within a context of up to five others, just like Russian dolls nested one inside the other. The smallest doll was the leader’s personal aspirations, values and well being.

The Leader & the Russian Doll






• Identify the skills of successful managers assuming a new role

• Learn the best practice on the different leadership styles and impact on the organizational climate and towards achievement of the organizational results

• Understand the importance of emotional and social intelligence at the workplace to achieve success

• Effectively motivate and coach their team towards meeting their goals

• Work effectively as a team by resolving conflict at work

• Craft a SMART Executive Leadership Development Plan

This Workshop will provide you with a foundation of knowledge that will enable you to:

Workshop Objectives






“Management is doing things right; leadership is doing the right things.”

Peter F. Drucker

Father of Modern Management

“Don't tell people how to do things, tell them what to do and let them surprise you with

their results.”

George S. Patton

U.S. Army General & Hero during World War II

“The best executive is the one who has sense enough to pick good men to do what he

wants done, and self-restraint to keep from meddling with them while they do it.”

Theodore Roosevelt

26th President of the United States (1901-1909)

Quotable Quotes on Leadership





(HRmatters21 is an Affiliate Partner of CEE Global) 12 12

Kid’s Perspective on What Makes a Leader? –




C:/Users/Prof Sattar Bawany/Desktop/Workshop Videos/Kids Interview - What is a Good Leader.mp4



The Leader’s Purpose and Values

Are you a Boss or Leader?






What is Common Between…

Michael Jackson

Elvis Presley

Kenneth Lay

Whitney Houston

Bernie Madoff

Adolf Hitler

Indira Gandhi Wealth, Position, Power, Fame, Fortune

They were either murdered, jailed for life, or killed themselves






Successful Leaders

To most people….

Wealth, Position, Power, Fame, Fortune

is the definition of leadership, happiness and success Fame






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

So, what is Leadership all about?





C:/Users/Prof Sattar Bawany/Desktop/Workshop Videos/Gandhi - Funeral Procession.mp4



Role of Leaders

“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

















Module 2

Transitioning to a New

Managerial Role






Facts on Leadership Transitions

Successfully assuming a new management role is never easy. Every stretch promotion brings steep performance challenges, an uncharted working environment and a vacuum where the new manager has to create the networks and relationships necessary for success.

As a company hires new talent or moves talent to new roles, the economic impact of unsuccessful transitions is significant:

40-50% of new hires fail within the first year.

The impact for losing an executive with salary greater than $100k is 24-27

times salary.






‘movement, development, or

evolution from one form, stage, or style

to another’.

– Webster Dictionary

Transition Defined






Duality of Leadership Transition

RISK (VULNERALBILITY)

OPPORTUNITY






Group Case Study

• From the brief case analysis and from your own experience or your observations of other managers that you know, what are the significant challenges that is evident when transitioning into a new managerial or supervisory role?

• Discuss how you or other managers you know or observed overcome some of the common difficulties we have just discussed.

• In light of the above, what then are the critical skills and competencies that are critical to successfully transition to a new manager?






1. Failure to Meet Business Objectives (Achieving Organisational Results)

2. Inability to Change or Adapt During a Transition (The inability to

respond quickly and flexibly to rapidly changing market conditions)

3. Problems with Interpersonal Relationships (Lack of relationship

management and social/emotional intelligence skills)

4. Failure to Build and Lead a Team (Getting the ‘Right Person on the Bus’,

‘Wrong Person off the Bus’ & ‘Right Person in the Right Seat’)

5. Failing to make the boss/organization's priorities a high priority

Top Lessons on

Executive Derailers






http://www.youtube.com/watch?v=GCnJaPZ8Sf4

Video on Level 5 Leader – Humility






C:/Users/Prof Sattar Bawany/Desktop/Workshop Videos/Level 5 Leader - Humility -APJ Abdul Kalam.avi



Module 3

Developing Your

Emotional & Social

Intelligence (ESI)






You CAN change this !






Intelligence Quotient (IQ)

IQ refers to an individual’s logical abilities (or the

cognitive aspects of intelligence) such as

memory, problem solving, how to rationalize and

analyze as well as scholastic abilities






Emotional Intelligence (EI) & EQ

Emotional Intelligence, also called EI and often measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups.

“Anyone can become angry – that is easy. But

to be angry with the right person, to the right

degree, at the right time, for the right purpose,

and in the right way – that is not easy.”

Aristotle in ‘Nicomachean Ethics’

Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.






Emotional Intelligence by Goleman

“The capacity for

recognizing our own feelings

and those of others, for motivating

ourselves, for managing emotions

well in ourselves and in our

relationships.”

Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.

Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.





(HRmatters21 is an Affiliate Partner of CEE Global)

http://www.youtube.com/watch?v=7Qv0o1oh9f4

Video on Emotional & Social Intelligence Interview with Daniel Goleman

30




C:/Users/Prof Sattar Bawany/Desktop/Workshop Videos/Video on Social Intelligence and Leadership by Daniel Goleman.mpg

http://www.youtube.com/watch?v=7Qv0o1oh9f4



5 dimensions to help you navigate life, living, and

the increasingly diverse workplace we operate in 5 Dimensions of EI by Goleman

Goleman, D. (1998) What Makes a Leader?, Harvard Business Review, HBS Publishing

Self-Awareness

Self-Regulation

Motivation

Empathy

Social Skills






Self-Awareness

• The ability to recognise and understand your moods, emotions and drives, as well as their effect on others

• Hallmarks

– Self-confidence

– Realistic self-assessment

– Self-deprecating sense of humour

Self-Regulation






Self-Regulation (Self-Management)

• The ability to control or redirect disruptive impulses and moods

• The propensity to suspend judgment – to think before acting

• Hallmarks – Trustworthiness and integrity – Comfort with ambiguity / seniority / change – Openness to change

Self-Awareness






Motivation

• A passion to work for reasons that go beyond

money or status

• A propensity to pursue goals with energy and

persistence

• Hallmarks

– Strong drive to achieve

– Optimism, even in the face of failure

– Organisational commitment

Motivation






Empathy

• The ability to understand the emotional make-up of other people

• Skill in treating people according to their emotional reactions

• Hallmarks – Expertise in building and nurturing

meaningful relationships at all levels – Cross-cultural sensitivity – Service to clients and customers

Empathy






Social Skill (Relationship Management)

• Proficiency in managing relationships and building networks

• An ability to find common ground and build rapport

• Hallmarks – Effectiveness in leading change – Persuasiveness – Expertise in building and leading teams

Social Skills






Business Case for EI Research has shown that EQ can help improve organizational effectiveness in:

Employee commitment, morale, health, and well-being

Innovation/ Creativity

Productivity

Efficiency

Motivation

Sales/ Revenues

Quality of service






"A leader's intelligence has to have a strong emotional

component. He has to have high self-awareness,

maturity and self-control. He must be able to withstand

the heat, handle setbacks and when those lucky

moments arise, enjoy success with equal parts of joy and

humility. Emotional intelligence is more rare than book

smarts, but it is actually more important in the making of

a leader."

Jack Welch, former Chairman & CEO of GE Inc.

Speaking to The Wall Street Journal

Leadership and EI






Level 5 Leaders:

Many people have the potential to be Level 5

Ambitious for the organization – not for themselves

Set up their successors for even greater success

Display modesty, are self-effacing and understated

Are driven by a need to produce results

Credit success to others but take responsibility for failure

Level 5 leaders score well on BarOn EQ-i

Level 5 Leadership

Source: Jim Collins, ‘Good to Great’, Harper Collins: 2001






EI and Developing Future Leaders

• Successful 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 transitional skills include EI competencies such

as relationship management; cross cultural

communication; effective negotiation and conflict

management

Bawany, S. (2010). ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession

Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Creation Publishing LLP.

Download e-copy from: http://www.ipma.com.sg/publications.php




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

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



Review Results of Emotional

Intelligence Self-Assessment

• The purpose of this self-evaluation is to measure your tendencies and abilities within various areas of emotional intelligence

• In the space provided next to each of the statements, please write in the number that best describes your agreement with the item, using the scale immediately below.

1 = Disagree Very Much 4 = Agree Slightly

2 = Disagree Moderately 5 = Agree Moderately

3 = Disagree Slightly 6 = Agree Very Much




C:/imgres



EI BENCHMARK SCORES

EMOTIONAL COMPETENCY BENCHMARK SCORES

SELF AWARENESS. 30

SELF REGULATION 29

MOTIVATION 32

EMPATHY 32

SOCIAL SKILLS

34

TOTAL EQ SCORE 157




C:/imgres



How the Brain Works

Neocortex The thinking part of the brain (“Just Say No” circuit)

Six seconds to activate

Amygdala The brain’s emotional memory bank

Stores memories (failures and victories); scans incoming information for threats and opportunities

“Fight or Flee” Part of the Brain

What makes us “snap” (e.g. Road Rage; Mike Tyson biting Evander Hollyfield’s ear during 1997 WBA Match; Zinedine Zidane’s head butted Marco Materazzi during 2006 World Cup’s Finals Soccer Match)

Amygdala

Thalamus






‘Amygdala Hijack’

This is what happens when people “lose it”

They lose control and end up in a place they didn’t want to be

— their emotions are not used effectively

They erupt, shut down, do something extra-ordinarily brave,

or otherwise act irrationally

On reflection they find it hard to explain why they acted as

they did






1. What would be an example of an ‘Amygdala Hijack’ when

you are having a performance management with your team

member? (Both for you and the other party).

2. What do you need to do to keep your emotions in check?

Individual Exercise:

‘Amygdala Hijack’






Module 4

Motivational Management

David McClelland's

Three Social Motives






The Three Social Motives by David McClelland McClelland’s theory that proposes that certain types

of needs are acquired during an individual’s lifetime

Three needs most frequently studied:

Need for Achievement (n Ach)

Need for Affiliation (n Aff),

Need for Power (n Pow).






AchievementDefining and

attaining goals and results

PowerInfluencing others

and having an impact

AffiliationEstablishing and

maintaining positive personal

relationships

Motives

AchievementDefining and

attaining goals and results

PowerInfluencing others

and having an impact

AffiliationEstablishing and

maintaining positive personal

relationships

Motives

The Three Social Motives






Need for Achievement (n Ach)

Meeting or surpassing a self-imposed standard of excellence

Outperforming others, meeting or exceeding targets

Choosing and defining goals that are realistically attainable

Striving to make a unique contribution

Seeking feedback about the success of one’s action

Taking actions that can be identified as one’s own

Advancing one’s own career






Need for Affiliation (n Aff)

Being liked and accepted

Ensuring one’s relationships are working well

Being involved with people in work situations

Being part of a group or team

Minimising conflict

Enjoying task situations where performance is

demonstrated in working with others in a

cooperative atmosphere






Need for Power (n Pow)

Having an impact and influence on others

Being interested in status and position

Giving advice, assistance, support, and help to others

Being predisposed to persuading others

Being actively interested and involved in the politics of

one’s organization

Having control of situations

“Personalized Power’’ and “Socialized Power”






Summary of The Three Social

Motives






Points to Remember

Most people have a mixture of all three motives; you need to look for the ones that are the strongest

Motives remain relatively stable

Assess motivational needs over time

Avoid attributing motivation on limited data, review the clues and checklist provided in your Workbook

Be careful not to confuse your own motivations with those of your employees






Individual Exercise:

‘Increasing Your Leadership Influence &

Effectiveness with a Stakeholder’






Individual Exercise: Increasing

Influence with Your Stakeholders

Based on your knowledge of this individual, what do you think his or her motivational profile might be? Complete the Tasks and Answer the Questions in the Workbook.

High

Mod

Low

n Ach n Aff n Pow

PURPOSE: To develop a plan to better manage and greater influence of a stakeholder (direct report or peer).






Summary: Research on Profiles

of Successful Leaders • Research was conducted at how motives and leadership style affect a group’s

climate and performance by studying 21 managers at IBM

• The findings were published in HBR June 2006, where it was found that 11 of the 21 managers created strong or energizing work climates. These leaders were driven primarily by the desire to achieve, but they were also driven more by the need for affiliation and power than the other executives, who created neutral or demotivating climates.

• Moreover, the 11 managers employed at least four of the six managerial styles described in this article, using each when appropriate to the circumstances.

• The challenge is to seek an approach to leadership that uses socialized power to keep achievement in check.






Module 5

Coaching Style of

Managerial Leadership






Achieving Organisational Results • Profitability

• ROI

• Cost Optimisation

• Employee Satisfaction

• Employee Loyalty

• Company Policies

• Rewards and Flexibility

• Culture, Espirit De Corps

• EQ/EI Competencies

• Managerial Skills/Level 5

• Coaching Style of Leadership

Organisational Results

Employee Engagement

Organisational Climate

Leadership Effectiveness

Customer 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





















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 Results

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






Hay-Goleman’s Six Leadership Styles

1. 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






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”






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”






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”






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”






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”






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”






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






Video Case: ‘Crimson Tide’ (Leadership Styles in Action)

Opening Scene –

Background

Leadership Styles

Read the Video Synopsis once again in Workbook if necessary

Inspirational

Speech




C:/Users/Prof Sattar Bawany/Desktop/Workshop Videos/01. Crimson Tide 1995 Opening Scene.mpg

C:/Users/Prof Sattar Bawany/Desktop/Workshop Videos/03 Crimson Tide - Leadership Styles and Values.mpg

C:/Users/Prof Sattar Bawany/Desktop/Workshop Videos/02. Crimson Tide -Captain Ramsey's Speech and Style.mpg



Module 6

Managing Conflict Using

A.G.R.E.E. Framework






Triggers are verbal or nonverbal behaviors that result in anger or other emotional reactions. Triggers cause people to focus on the annoying behavior instead of resolving the problem or on the negotiation situation on hand. What are your Triggers? See the Workbook for other examples of Triggers ‘Amygdala Hijack’ - This is what happens when people “lose it”.

They lose control and end up in a place they didn’t want to be—their emotions are not used effectively. They erupt, shut down, do something extra-ordinarily brave, or otherwise act unrationally.

Conflict Triggers (Pg. 53)






Five Steps For Resolving

Conflicts: A.G.R.E.E. (See Pg. 55)

Acknowledge: Acknowledge conflict; all necessary participants

agree to come to the table.

Ground Rules: Set ground rules for the conflict resolution.

Reframe: Reframe the conflict from individual positions to a neutral, mutually acceptable statement of the issues.

Explore: Diverge - Explore a variety of options for resolving the conflict.

Evaluate: Converge - Evaluate options and decide on a solution.






Module 4

Developing a SMART

Personal Leadership

Development Plan

Putting It All Together






Individual Exercise: Creating a SMART Personal Development Plan

Specific Goal

Measurement When I achieve this goal, I will know I am successful because: Other people will notice the following difference(s):

Actions What action will I take? What will I do differently?

Reality Check Is this goal achievable?

Why is this goal important?

What resource(s) do I need? Funding? Support?

Timeline

When will I start?

When do I expect to meet my goal?






Appendix

Recommended Further

Readings and Videos in the

Participants’ Resource

Workbook






Key Readings and Resource Bawany, S (2013) “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

Bawany, S. (2010) ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Candid Creation Publishing LLP, E-copy of the Chapter is available as a download from: http://www.cee-global.com/6/publication

Whitmore, J. (2009) 4th ed., Coaching for Performance, Growing People, Performance and Purpose, Nicholas Brearly.

CEE Published Articles on Leadership: http://www.cee-global.com/6/publication

CEE Presentations on Leadership: http://www.cee-global.com/7/speaking_engagements

76



















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




http://www.performanceconsultants.com/resources/coaching-for-performance-book

http://www.performanceconsultants.com/resources/coaching-for-performance-book





http://www.cee-global.com/7/speaking_engagements






GE Talent Machine - Interview with Jeff Immelt and Jack Welch: http://www.youtube.com/watch?v=CCVy7OxThGo The Daily Coaching Process by Marshall Goldsmith, Global Executive Coach: http://www.youtube.com/watch?v=G9ElB4RILm0 Talent Management Summit: Leading and Engaging a Multigenerational Workforce: http://www.youtube.com/watch?v=BiCJ3s7mRSo Primal Leadership - The Leader's Mood Drives a Staggering 30% of Performance: http://www.youtube.com/watch?v=jZ6_-WhjT8I TED Talk by Simon Sinek on Inspiring Leadership: http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html

77

Recommended Videos




http://www.youtube.com/watch?v=CCVy7OxThGo

http://www.youtube.com/watch?v=CCVy7OxThGo

http://www.youtube.com/watch?v=G9ElB4RILm0

http://www.youtube.com/watch?v=BiCJ3s7mRSo

http://www.youtube.com/watch?v=jZ6_-WhjT8I



http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html



The Leader as a Master Chef

• This metaphor refers to how leaders should use frameworks, tools and strategies — the equivalent of recipes, utensils, and cooking methods — to progress from “amateur cook” to “master chef”. Research suggests that it is the artful application of these elements that allows leaders to transform their organisation.

• It means using tools, such as leadership 360 degree diagnostics and servant leadership styles, but perhaps more importantly, a good dose of humility and flair. Outcome: Developing a Positive Organisational Climate.







Leading and Engaging Your Talent





C:/Users/Prof Sattar Bawany/Desktop/Workshop Videos/Video on What Make a Great Leader - Leaders Care.mpg



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…






Prof Sattar Bawany

CEO, Centre for Executive Education (CEE)

Managing Director, EDA Asia Pacific

Email: [email protected]

LinkedIn: www.linkedin.com/in/ceeglobal

Facebook: www.facebook.com/ceeglobal

Twitter: www.twitter.com/cee_global

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

Presentation: www.cee-global.com/7/speaking_engagements

Further Dialogue on Social Media




http://www.linkedin.com/in/ceeglobal

http://www.facebook.com/ceeglobal

http://www.twitter.com/cee_global







http://www.linkedin.com/in/bawany

http://www.twitter.com/sattarbawany

http://www.facebook.com/ipma.singapore

cee workshop for cogent group on transforming managers to leaders - 12 july 2014

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