Handouts for EDA Key Note Presentation at CSC Learn@Work Day – 13 July 2012 1 | P a g e

“LEARN @ WORK DAY”

KEY NOTE PRESENTATION

‘Making Generational Differences Work with Emotional Intelligence’

CSC Singapore Offices (Anson & Henderson)

Friday, 13 July 2012

Synopsis of Presentation: Today's workforce can be as diverse as having four different generations working together, each with their own distinctive styles, values and belief systems and ways of viewing work-related issues. A multigenerational workforce can pose problems and breed misunderstanding and conflict. A basic lack of understanding can lead to a breakdown in communication. Younger workers can often use slang expressions and communication techniques unfamiliar to older workers. Conventional views and methods used by older workers can sometimes be foreign and misunderstood. However, it can be a source of positive challenge, opportunity, and significant growth if managed effectively. Four generations are working together in today’s workplace—and a fifth is on the way. Each brings unique assumptions to the job. As a result, events in the workplace are often interpreted differently by individuals in different generations. What may seem like good news to a Boomer might well be an unsettling and unwelcome development to a member of Generation X. Things that members of Gen Y love often seem unappealing or frivolous to those in older generations. No organization can thrive on the talents of one generation of workers, alone. But having a multigenerational workforce is not a guarantee of success either. Companies can and should leverage the strengths and skills of all workers, and build bridges for cooperation between the generations. Whether in our working lives or at a personal level, relationships have the potential to add fulfilment and meaning to our lives or cause disappointment and unhappiness. Unfortunately, most of us obtain little training or learning in the most fundamental aspects of human behaviour that profoundly affects our personal and professional relationships: Emotional Intelligence. Emotional Intelligence is a compelling concept that has started to gather momentum in organizations across the globe. The term EQ (Emotional Intelligence Quotient) was coined in 1985 by Dr. Reuven Bar-On, a psychologist. He sought to answer the question: Are there factors that determine one's ability to succeed in life? Over a period of 17 years, he has gathered more scientifically validated data worldwide than anyone else in the field of emotional intelligence. According to Dr. Bar-On, Emotional Intelligence is our ability to recognize, understand and use emotions to cope with ourselves, others and the environment. Emotional intelligence is the ability to perceive, assess and positively influence one’s own and other people’s emotions. This session helps individuals understand the outlook and experiences of different generations to improve respect, communication and relationships in the workplace.

Handouts for EDA Key Note Presentation at CSC Learn@Work Day – 13 July 2012 2 | P a g e

SPEAKER’S BIO – PROFESSOR SATTAR BAWANY

Professor Sattar Bawany is the Managing Director as well as Master Executive Coach with Executive Development Associates (EDA) Asia Pacific. He is a Strategic Advisor and Member of International Professional Managers Association (IPMA) Board of Trustees, Governing Council. He has over 25 years’ international business management experience, including 15 years in executive coaching, group facilitation, and leadership development and training with global

management consulting firms. In addition to his business and consulting career, Prof Bawany has over 10 years of concurrent academic experience as an Adjunct Professor teaching senior executives international business strategies and human resource courses at various leading universities. He is an Adjunct Professor of Strategy with the Paris Graduate School of Management (PGSM). Prof Bawany has assumed various senior management roles including Managing Director/Country Head and Talent Development/Coaching Practice Leader for DBM Asia Pacific as well as Business Leader, Organisational Effectiveness/Leadership Development Consultant and Executive Coach with Mercer HR Consulting, The Hay Group and The Forum Corporation. Prof Bawany is an astute advisor to executives who need to know how they are perceived and want to focus on what is most important in their professional and personal lives. He has coached a range of leaders, from CEOs, to senior vice presidents, and high potential managers. His current work in organisations focuses on encouraging individual initiative and leadership from a systemic perspective in order to achieve clearly defined business results. His specialty is effectively linking people processes to business outcomes. He is especially skilled at helping executives work through leadership transition issues, whether individually or systemically. As a seasoned coach, he truly cares about others, listens with an open mind, and adds value in unexpected ways. His approach to executive coaching encourages new insights into the key capabilities and unique strengths needed to sustain practical behavioural change over time, resulting in the executive’s enhanced self-awareness, better decision making, and continuous performance improvement. He is a Graduate of Corporate Coach U and a Licensed Coaching Clinic Facilitator. He is certified in the administration and application of various psychometric instruments including the Myers-Briggs Type Indicator™ (MBTI), Bar-On EQ 360™ and EQ-i™. He is also certified in the administration and application of the MRG’s suite of instruments including “Leadership Effectiveness Analysis™” (LEA 360 Assessment tool) and “Strategic Leadership Development”. He is also accredited in the administration and application of the Benchmarks

® and Skillscope

® Profiling Instruments.

He holds an Executive MBA and a Bachelor in Business Administration (Marketing). He is currently pursuing his PhD in Business Administration and his Doctoral Research is on ‘The Impact of Executive Coaching on the Personal & Professional Development of Leaders”. Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management (SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of the International Coaching Federation (ICF) and International Association of Coaching (IAC). He is a highly effective facilitator and coach and has been very well regarded by his clients for his practical "how to" approach, and for his ability to communicate with his audiences and to make workplace learning fun and a pleasurable experience.

Handouts for EDA Key Note Presentation at CSC Learn@Work Day – 13 July 2012 3 | P a g e

EMOTIONAL INTELLIGENCE MINI QUIZ

Important Note: The purpose of the following short quiz is to provide you with an introduction to Emotional Intelligence (EI). The results you get from this quiz are NOT a comprehensive picture of your EI.

Scenario 1. You are a Gen Y employee in a meeting when a Baby-Boomer colleague takes

credit for work that you have done. What do you do?

A. Immediately and publicly confront the colleague over the ownership of your work.

B. 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.

C. Nothing, it's not a good idea to embarrass colleagues in public.

D. 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.

Scenario 2: You are a Gen X Manager in an organization that is trying to encourage respect for

racial and ethnic diversity. You overhear a Gen Y employee telling both sexist and racist jokes.

What do you do?

A. Ignore it – the best way to deal with these things is not to react.

B. Call the person into your office and explain that their behavior is inappropriate and is grounds

for disciplinary action if repeated.

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

your organization.

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

Scenario 3. You 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?

A. Accept that he "does not have what it take to succeed around here" and find others in your

team to take on his tasks.

B. Get an HR manager to talk to him about where he sees his future in the organization.

C. Purposely give him lots of complex decisions to make so that he will become more confident

in the role.

D. Engineer an ongoing series of challenging but manageable experiences for him, and make

yourself available to act as his mentor.

Adapted from Hendrie Weisinger, Emotional Intelligence at Work (San Francisco: Jossey-Bass, 1998), pp. 214-215.