CEE 2016 Corporate Profile and Programs

CEE VALUE PROPOSITION

Companies are increasingly investing in executive development capabilities among their leaders to maintain a competitive advantage in an increasingly complex and hypercompetitive global business environment. Strategy execution has been consistently found to be the number one priority for CEOs and Business Leaders. CEE Global research as well as that by our Strategic & Affiliate Partners has consistently found that leading organizations have successfully linked their executive development programs to achieving strategic results.

CEE collaborates with clients in adapting various organizational development approaches to their specific business contexts. We design and implement tailor-made learning and organizational development strategies that greatly improve our client's performance, increase market value and enhance organizational capability.

We develop insights into what drives value creation and competitive advantage in our clients' businesses. To achieve this, we collaborate closely with our clients to convert insights into concrete strategies and tactics. The implementation of insights has high impact in the form of value created for our clients. When we deliver impact repeatedly, we earn their trust and build lasting relationships that serve as a platform for deeper insights and ever-greater impact.

Centre of Executive Education (CEE Global) is a premier network for established human resource development and consulting firms around the globe. We partner with our clients 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) and International Professional Managers Association (IPMA) as well as a network of Affiliate Partners across the globe.

CEE faculty, consultants and executive coaches in Asia Pacific as well as those in EDA globally, are highly credentialed with extensive experience to help managers and executives who are being positioned for future senior leadership roles. They are authors, seasoned business practitioners and leaders, and each possesses an enormous passion for the success and growth that executive development and coaching can bring to our participants.

ABOUT CENTRE FOR EXECUTIVE EDUCATION (CEE GLOBAL)

CEE Suite of Executive Development Programs includes the following:

• CEO Mentoring and Board Advisory Services • Executive Leadership Development Solutions• Talent Management & Succession Planning• Executive Coaching for C-Suite and High Potential Leaders• High Potential Assessment, Selection and Development• Custom Design 360-Feedback for Leadership Effectiveness

CEE assist corporate leaders and business owners optimize their performance and accomplish their business and professional objectives. To achieve sustainable competitive advantage and sustain success in a fast-changing hypercompetitive business environment, we believe organizations must identify, nurture, and prepare the next generation of high-performance leaders for excellence. To this end, our programs are designed to equip these leaders to support growth, execute change, and develop people to build high performance organizations - leading to increased productivity, exceptional business results, and greater profitability.

www.cee-global.com

MASTERCLASS SERIES ON TRANSFORMING NEXTGEN LEADERSDeveloping future leaders towards meeting complex business challenges in the VUCA world

“It is evident that conventional leadership development practices are no longer adequate. Organisations globally need to incorporate the next generation leadership competencies in order to address the development needs of their rising leaders. This expanded group of upcoming leaders need to have a broader skillset, one that equips them to think and act globally in a VUCA business environment.”

Prof Sattar Bawany (2016)Co-Author of ‘2016 Research on Trends in Executive Development: A Benchmark Report’

The rapidly evolving demands of the 21st century include everything from climate change to demography, shifting customer requirements and expectations, the rise of technology, globalisation, new markets, and new attitudes to work. In essence, the heart of the managerial challenge that confronts today’s managers is learning how to lead in situations of ever greater volatile, uncertain, complex and ambiguous (VUCA) globalised business environment, allied with the needs to deal with scale, complexity and new organisational forms that often break with the traditional organisational models and structures within which many have learned their ‘managerial trade’. Henceforth the ongoing assumption that past experience is the key for future managerial success is more open to scrutiny than ever.

VUCA is an acronym that emerged from the US military in the 1990s. It describes the “fog of war” — the chaotic conditions that are encountered on a modern battlefield. Its relevance to leaders in business is clear, as these conditions are highly descriptive of the environment in which business is conducted every day. Leading in a VUCA world not only provides a challenging environment for leaders to operate and for executive development programmes to have an impact but it also provides a much-needed range of new competencies.

Leading in a VUCA World

The new reality results in the heightened level of awareness that different set of capabilities are needed to succeed. In particular, leaders today must deal with:

• Volatility in economic conditions, including a slowly recovering economy and looming interest rate increases, and changing customer requirements.

• Uncertainty brought about by increasing globalisation, as well as regulatory and legislative changes.

• Complexity driven by revolutionary technology changes impacting organisational products, and ongoing demand for increased innovation in a climate of rapid technological evolution.

• Ambiguity brought about by the generational shift accompanied by Baby Boomer retirements and NextGen Leaders rising to take more and more senior roles. All of these factors combine to create an extremely dynamic climate that puts pressure on leaders to excel.

MASTERCLASS SERIES ON TRANSFORMING NEXTGEN LEADERSDeveloping future leaders towards meeting complex business challenges in the VUCA world

The Masterclass Series of Leadership Development Programmes with its various modules and content is proven in its success. It is based on our extensive experience globally with a broad range of businesses across diverse industries, on contemporary, proven frameworks and approaches that transform the culture and the leaders and managers of a business from “Good to Great”!

The programmes incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants – both individually and as a group. At all times the focus of every interaction is about action – participants will be impacting on their people, their organisation and, most importantly – themselves!

The participants will develop their understanding of Leadership Effectiveness and how it will lead to creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that enhance employee engagement and productivity.

About the Masterclass Series

The Masterclass series includes the following:

Programme 1: Developing High Performance Organisations with RBL Framework

Programme 2: Leading in a VUCA World with Cognitive Readiness

Programme 3: Building & Leading High Performance Teams

Programme 4: Developing Corporate Coaching Culture

Programme 5: Inspiring the Future Workforce (Gen Y and Z)

Programme 6: Winning the War for Talent 2.0

Centre for Executive Education Pte. Ltd.259 Tampines Central, Singapore 915209 | Tel : +65 6789 0977 | Fax : +65 6789 0911Email : [email protected] | Website : www.cee-global.com

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EXECUTIVE COACHING SERVICES

“Coaching in its origin from sports was introduced to the management field in the 1950s. By the early 1990s, coaching emerged as a way to describe a specific set of managerial activities in business organisations. Coaching in management can be classified into two forms: executive coaching and managerial coaching. Both types of coaching have traditionally been regarded as a way to correct poor performance and to link individual effectiveness with organisational performance.”

Prof Sattar Bawany (2015)‘Creating a Coaching Culture: Leveraging on Corporate Coaching Skills’

in Leadership Excellence, Issue 02.15.

Executive Coaching is one of the fastest growing and most misunderstood profession of this decade. Coaching used to be an “executive perk” for large company executives to help them make better business decisions. Today, coaching is rapidly being recognised as one of the best strategic weapons a company can have in its arsenal.

Executive Coaching can be defined as a confidential, highly-personal learning process, involving action learning and working in partnership, combining an executive coach’s observations and capabilities with an executive’s expertise; the result is that the executive achieves better and faster results-oriented outcomes. It is therefore important to create a coaching environment that is founded on trust because in a normal working day, the executive works in a fast-paced, complex and pressured environment and there is little time to sit back and reflect on the range of issues facing him/her.

Executive coaching

Since 1982, Executive Development Associates (EDA) has pioneered and been a leader in creating custom-designed executive development strategies, systems and programmes that help clients achieve their strategic objectives and win in the marketplace. We work in partnership with our clients to make their executive development efforts successful by ensuring maximum leverage and bottom-line results. Our mission is to ensure that our client’s executive talent is a source of competitive advantage.

We strategically link the coaching goals to the organisation’s business strategies. Executive Coaching facilitates individual learning and development for leaders in order to increase the velocity at which business results are achieved. In all of our executive coaching engagements, a collaborative partnership is created between the executive (coachee), the organisation, and the executive coach.

Executive Coaching is generally a 6 or 12 months process. The role of the coach is to help the client maximise performance. We do this by clarifying goals, developing action plans, acquiring new skills and eliminating obstacles that stand in the way of succeeding.

Partnership with Executive Development Associates (EDA)

EXECUTIVE COACHING SERVICES

• Coaches for C-Suite Executives: Coaching CEOs, Business and Functional Leaders.• Coaches for High Potential Leaders: Coaching Executives and Leaders all the way down the

leadership pipeline.• Coach-the-Coach: Certifications for internal coaches for a specific organisation. This ensures that

coaching across the organisation is aligned with the business strategic objectives and the coaches all follow a similar process.

• Organisation-wide Executive Coaching Programs: Design and coordination of such programmes so as to ensure an effective use of the company’s resources. Coaches are chosen and trained as well as processes are set for decision-making, tracking and reporting of development metrics.

Apart from the above Executive Coaching Services, we also design and deliver customised Managerial Coaching Skills Workshops for organisations keen to develop a Corporate Coaching Culture.

Our Executive Coaching is a comprehensive solution delivered by peer-level coaches who, like your executives, are accountable for achieving results for your organisation. Our team of experienced executive coaches utilises a proven four-step process (A.D.A.M.) that is firmly grounded in leadership development best practices.

Assess: Through a series of assessment and information gathering from various stakeholders, the coachee determines how the performance links to current business goals.

Debrief: The coachee will be provided with feedback based on the results of the assessments and with the support of the Coach will develop a Development Plan which will enable coachee to determine what to do to close the gaps in their leadership capability. The Sponsor will sign off the Development Plan to ensure that there is alignment to the business objectives.

Action Plan: The Coachee will implement the Development Plan by taking well-defined action steps and regular feedback during scheduled coaching sessions with the Coach which enables the Coachee to move toward measurable goals.

Measure: A full evaluation of the coaching process and engagement based on the agreed success metrics at the beginning of the assignment yields objective measures of business results and professional outcomes for both the organisation and the coachee.

Executive Coaching Services

A.D.A.M. Coaching Methodology:




CEE C-Suite Master Executive Coach of Prof Sattar Bawany – APAC www.cee-global.com Page 1

PROFILE OF

PROF SATTAR BAWANY

C-SUITE MASTER EXECUTIVE COACH &

MASTERCLASS FACILITATOR

CENTRE FOR EXECUTIVE EDUCATION PTE LTD

Strategic Partner of Executive Development Associates (EDA) Inc.

259 Tampines Central. Singapore 915209. Tel: (65) 6789 0977 Fax: (65) 6789 0911 Email: [email protected]

Website: www.cee-global.com LinkedIn: www.linkedin.com/in/bawany

Facebook: www.facebook.com/ceeglobal Clients’ Testimonial: www.cee-global.com/2/testimonial

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

mailto:[email protected]


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

http://www.facebook.com/ceeglobal

http://www.cee-global.com/2/testimonial


PROFILE OF PROF SATTAR BAWANY - CEE C-SUITE MASTER EXECUTIVE COACH

OVERVIEW

Professor Sattar Bawany is Chief Executive Officer & C-Suite Master Executive Coach &

Facilitator with the Centre for Executive Education (CEE) and Executive Development

Associates (EDA). He has over 30 years’ international business management experience,

including 20 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 concurrently the Strategic

Advisor & Member of International Professional Managers Association (IPMA) Board of Trustees and

Governing Council. He is also Adjunct Professor with Curtin Graduate School of Business (CGSB) and a

member of the International Advisory Board of Curtin Business School, Curtin University.

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 a Key Note Speaker at international and regional Conferences, Workshops and Seminars on the

following themes: Talent Management; Executive Leadership Development, Employee Engagement and

Managing across Generational Gap, Strategic Human Resource Management, and Talent Management &

Succession Planning.

He is an accomplished Author with more than 200 articles published over the years including a Chapter on

“Maximizing the Potential of Future Leader” in the Book “Coaching in Asia the First Decade”. He has

published extensive series of articles on topics/themes such as Talent Management, Leadership

Effectiveness, Strategic HR/OD and Executive Coaching in both international and regional publications such

as “Leadership Excellence”, “Talent Management Excellence”, “Singapore Business Review”, “Today’s

Manager” and “Human Capital” magazine. He has also appeared regularly on MediaCorp’s Channel NewsAsia

and Radio’s 93.8FM as a LIVE studio guest.

As an Executive Coach, Prof Bawany has support both individual and organizational change performance, by

increasing congruence with the mission; provide adequate support to enable personal transformation and

leadership role transition. The results as seen in his extensive client testimonials from CEOs and C-Suite

leaders attested to the fact that his coaches are able to achieve positive change in key leadership behaviours

and become more effective leaders as determined by their key stakeholders including the sponsors. He is

also able to support the development of high potential leaders (future leaders for the organization) through

enhancing their ability for strategic thinking, providing vision and direction, accelerating change, motivating

and energizing people, teamwork, and partnering, influencing, delivering results, valuing all people, and/or

developing people. The results of his coaching support also enable his coachees towards the creation of an

organizational culture that values learning, creativity, and continuous improvement.



COACHING APPROACH

Prof Bawany’s passion for people and culture is about creating an environment where employees are valued

and emotionally engaged in the business. He has successfully worked with extensive number of public and

private organisations regionally and internationally specialising in people and culture through

transformational change, starting with the ‘end’ in mind! He is an experienced facilitator and has spent many

years developing leadership capability through the delivery of structured talent management, leadership

development programs including executive coaching.

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.

Prof Bawany's unique background of both being a seasoned business leader and experienced management consultant and Certified C-Suite Master Executive Coach has enable him to successfully assist C-level, senior management and next generation leaders develop their leadership, interpersonal and team management skills including enhancing their emotional & social intelligence competencies. He is able to fully appreciate and understand the challenges faced by both the leaders and their organisations by identifying and overcoming personal and organisational constraints that prevent the said leader (coachee) and the organisation from achieving their full performance potential.

PROFESSIONAL & BUSINESS BACKGROUND

Prior to being in management consulting, human resource & organisational development and executive

coaching, Prof Bawany is an accomplished senior business executive with 20+ years of experience driving

profitable growth in a complex, entrepreneurial and competitive environments for the healthcare,

pharmaceuticals and medical instrumentation industry.

Resourceful, decisive, and results oriented leader who is experienced in the development, communication

and implementation of an effective business model, growth strategies and operational infrastructure

systems and processes, and human resource systems in support of company objectives.

Prof Bawany has assumed various senior management roles both globally and regionally in the management

consulting & professional services industry including that of Managing Director and Talent Management &

Executive Coaching Practice Leader for DBM Asia Pacific. He was also the Global Information Services (GIS)

Business Unit Leader with Mercer HR Consulting. Prior to joining Mercer, he was the Head of Hay Learning

Services and Senior Consultant of Organisational Effectiveness/Leadership Development with The Hay Group.

He has also assumed senior leadership roles in business development and consulting with The Forum

Corporation and Mercuri International with a focus on leadership development, customer service excellence

and sales force effectiveness.

He has worked in and delivered engagements globally with a focus on Asia Pacific region.



COACHING AREAS OF EXPERTISE

1. Developing Leadership

Effectiveness: Emotional

& Social Intelligence and

Cognitive Readiness

Competencies to Lead in a

‘V.U.C.A.’ World

2. Leadership Transition

(Role-to-Role) &

Executive On-boarding –

the First 90 Days

3. Succession Planning &

Transforming NextGen Leaders

(Future Leaders / High

Potentials)

REPRESENTATIVE OF COACHING ASSIGNMENTS

The coachee is an international assignee in Asia Pacific for the first time and has a lack of international

management and cross-cultural experience. It was decided by the sponsor that a proven coaching

process and the senior level international experience of the coach was a valuable additional

investment to complement internal processes. Over a six-month period the executive identified and

began to develop a leadership style which would enable him to move onto yet more senior levels,

avoiding the derailment that so many high potentials experience executive. A high potential and very

marketable executive with cross-cultural experience was subsequently promoted to a global

leadership role.

The senior leader of a high growth software organization were exceptionally bright but lacking in

leadership skills. A framework for executive coaching engagements was established for senior

leadership team. Determining individual strengths and areas for improvement was the first critical

step. The participating executives (coachees) were assessed on two critical scales: business

competence and personal connection. With those results as a baseline, interviews with each

executive’s direct reports were conducted. That data, combined with the Coach’s observations,

formed the basis for very specific, tailored 6-month, one-on-one executive coaching engagements. As

a result of the team coaching engagement, the executive management team developed a common

language to discuss business strategy, goals, and organizational culture issues.

TYPES OF CLIENTS COACHED

Board level

CEO

Director

C-Suite Leaders

REPRESENTATIVE CLIENTS

Generali, Indonesia

AstraZeneca, UK

National University of

Singapore

MRT Corp., Malaysia

Las Vegas Sands,

Singapore

Broadridge Financials

Financial Times, HK

Electrolux, Europe

Genzyme Singapore

InterContinental

Prasarana Malaysia

B. Braun, Germany

Prof Bawany’s solid international coaching experience includes serving those clients in Financial Services, Educational Institutions/Universities, Pharmaceutical and Healthcare, Hospitality including Hotels, Infrastructure/Transportation and Public/Government Sector.



EDUCATION & QUALIFICATIONS

Adjunct Professor of Business, Curtin

Graduate School of Business (CGSB)

Adjunct Professor of Strategy, Paris

Graduate School of Management

(PGSM)

MBA, Golden Gate University, San

Francisco, California, USA

BA, Business/Marketing, Curtin

University of Technology, Perth,

Australia

Graduate of Corporate Coach

University and Licensed Coaching

Clinic Facilitator

LANGUAGES

English and Malay (Written & Spoken) / Bahasa Indonesian (Spoken)

PROFESSIONAL DEVELOPMENT AND SUPERVISION

Have been through the prescribed training hours to being a “Trained Coach” by International Coaching

Federation (ICF) and undergone the relevant training to being a Certified Coach by Coach U.

Prof Bawany’s has a Mentor Senior Master Executive Coach who acts as his own Coach as part of his

supervision and development as an Executive Coach.

PROFESSIONAL AFFILIATIONS

Member of the International Advisory

Board of Curtin Business School,

Curtin University

Fellow and Member of the Governing

Council & Board of Trustees of the

International Professional Managers

Association, (IPMA)

Immediate Past Co-Chair of Human

Capital Committee of American

Chamber of Commerce (AmCham)

Singapore

Fellow of The Chartered Institute of

Marketing (CIM)

Professional Member of Society of

Human Resource Management

(SHRM)

Professional Member of Chartered

Institute of Personnel and

Development (CIPD)

Practicing Member of International

Coaching Federation (ICF)

Practicing Member of Asia Pacific

Alliance of Coaches (APAC)

SELECTED PSYCHOMETRIC AND DIAGNOSTIC TOOLS

Myers-Briggs Type Indicator™ (MBTI) and Extended DISC®

Bar-On EQ 360™ and EQ-i™ Certifications

MRG Leadership Effectiveness Analysis™ (LEA) 360 Assessment

Centre for Creative Leadership (CCL) Benchmarks® and Skillscope® Assessments

Hogan Suite of Assessments Systems for High Potential Leadership Development



PERSONAL DETAILS

Married with 2 grown twin boys, he believes strongly in work-life balance and is highly dedicated and

committed to achieving his goals.

Prof Bawany’s enjoys reading and writing articles on contemporary management thinking and

leadership development.

He believes in paying it forward and dedicates a significant amount of his personal time towards serving

Voluntary Organisations including Charities, Non-Profit Organisations (NPOs) or Non-Governmental

Organisations (NGOs) by providing Advisory Services on a pro-bono basis.

SELECTED CLIENT TESTIMONIALS

“The coaching has had considerable benefits. On an individual level it has enabled me to develop my managerial

leadership skills, and increase my confidence in these areas. On an organisational level I have been able to execute

management tasks with greater confidence. The monthly coaching session provided a really useful opportunity to

review progress, and also look at my future development. Talking things through these issues with you as my coach

has enabled me to be clear about my future development needs and direction.

Your valuable insights come from the rare combination of being a seasoned and successful CEO & business leader,

having solid academic credentials, and a strong track record of executive coaching and management consulting

experience as evidenced by others you have helped. This has certainly been impactful and assisted me greatly in my

leadership transition in the First 90-Days as a CEO.” CEO, Rapid Rail Sdn Bhd, Malaysia

“I wanted to take a moment to personally thank you and place on record our utmost appreciation for the excellent

executive coaching support for a member of our C-Suite I Senior Leadership Team.

Based on the feedback that I have received as well as from my own observations, you certainly possess a unique

gift for assessing very complex issues and quickly boiling them down into their essential elements. Your critical and

strategic observations are delivered with panache and aplomb which resonated with a member of our senior team.

You have been instrumental in bringing focus, and providing actionable tactics, to noticeably increase the

effectiveness of the said Coachee.” CEO, Generali, Indonesia

“You have been instrumental in providing me with a sounding board for strategic decision making during a time

when significant changes were occurring that affected our entire organization. Your experience provided me the

benefit of being able to work through important decisions and plans in advance of exposing them to our Board and

the executive management team.

During these times of radical change within our business, your coaching was very valuable to me as we moved the

company in the right direction.” CEO, Taurus Wealth Advisors/ Family Office, Singapore

“Your coaching was invaluable. I learned to identify the barriers and key performance issues that have been

holding me back. You allowed me to take an honest non-defensive view of myself through the eyes and perceptions

of my executive team members and other stakeholders within the organization. You were incredibly skilled at

asking the tough questions that helped me see things from different perspectives, and then held me accountable

for achieving my goals. You were not only challenging and insightful, but also patient and understanding, with

remarkable instincts and knowledge of what it takes for a leader to succeed. You bring a rare combination of

seasoned business executive and coach, with unique perspectives and listening skills.”

CEO, Prasarana Integrated Management & Engineering Services Sdn Bhd, Malaysia

The Testimonials from other Coaching Clients could be viewed at: www.cee-global.com/2/testimonial


http://www.cee-global.com/2/testimonial

TRANSFORMINGNEXTGEN LEADERS: Leading in a VUCA World

Executive Briefing

“It is evident that conventional leadership development practices are no longer adequate. Organisations globally need to incorporate the next generation leadership competencies in order to address the development needs of their rising leaders. This expanded group of upcoming leaders need to have a broader skillset, one that equips them to think critically and act globally in a VUCA business environment. They must do so while embracing cross-cultural diversity and cultivating collaborative relationships within and outside their walls. These are the hallmarks of the mindset needed to develop effective global leaders.”

Prof Sattar Bawany (2016)Co-Author of ‘2016 Trends in Executive Development: A Benchmark Report’

The rapidly evolving demands of the 21st century include everything from climate change to demography, shifting customer requirements and expectations, the rise of technology, globalization, new markets, and new attitudes to work. Leaders must now operate in a way that inspires and engages people, while simultaneously addressing changing customer requirements and delivering results. Finally, all of these needs to be achieved with a sense of urgency, as the experienced leaders of the “Baby Boomer” generation continue to retire at pace.

A company’s leadership pipeline is expected to deliver its “next generation” of leaders who are capable of leading now. The payoff is a supply of leadership talent that simultaneously achieves targets, strengthens and protects ethical reputation, and navigates transformational change in pursuit of a bright, competitive future. Because customers’ changing requirements are so significant, and customer focus is a “hot topic” for executive development leaders, investing an appropriate amount of time, energy, and other resources to develop the capabilities of high potential leaders in these areas will be very important. Mentoring, feedback and coaching, and training programs are all potentially valuable ways to address this need.

In essence, the heart of the managerial challenge that confronts today’s managers is learning how to lead in situations of ever greater volatile, uncertain, complex and ambiguous globalised business environment, allied with the needs to deal with scale, complexity and new organisational forms that often break with the traditional organisational models and structures within which many have learned their ‘managerial trade’. So the basic assumption that past experience is the key for future managerial success is more open to scrutiny than ever.

Leading in a world that is Volatile, Uncertain, Complex and Ambiguous (VUCA) not only provide a challenging environment for leaders to operate and for executive development programmes to have an impact: it also provides a much-needed range of new competencies. The new reality is resulting in the realization that new and different capabilities are needed to succeed.

In particular, leaders today must deal with

• Volatility in economic conditions, including a slowly recovering economy and looming interest rate increases, and changing customer requirements.

• Uncertainty brought about by increasing globalisation, as well as regulatory and legislative changes.

• Complexity driven by revolutionary technology changes impacting organisational products, and ongoing demand for increased innovation in a climate of rapid technological evolution.

• Ambiguity brought about by the generational shift accompanied by Baby Boomer retirements and NextGen Leaders rising to take more and more senior roles. All of these factors combine to create an extremely dynamic climate that puts pressure on leaders to excel.

Overview Leading in a VUCA World

Volatility

Complexity

UncertaintyAmbiguity

We are operating in a hypercompetitive VUCA business environment. The world moves faster today when compared to 20-30 years ago. Companies feel the pressure to decrease time to market and improve the quality of products while delivering on ever-changing customer expectations to maintain competitive posture – that is, be adaptive and nimble. Driving results in High Performance Organisations (HPOs) is difficult even for companies who have the benefit of dedicated and knowledgeable employees and business leaders to leverage.

Traditional Critical Thinking is the ability to recognize assumptions, evaluate arguments and draw conclusions. The mental tool set typically includes the following:

• Strategic thinking,• Creative thinking,• Problem-solving and• Decision-making.

Overall, heightened Cognitive Readiness allows leaders to maintain a better sense of self-control in stressful situations.

Cognitive Readiness, on the other hand, is the mental, emotional, and interpersonal preparedness for uncertainty and risk. It complements Critical Thinking by emphasizing non-rational, non-logical skills. Its tool set typically includes:

Development of High Performance Organisation (HPO)

Critical Thinking vs. Cognitive Readiness

Leadership in a VUCA World is all about the ability to have impact and influence on your followers so as to engagethem towards achieving results of your organisation which is operating in an ever greater fast paced globalised

business environment which is increasingly volatile, uncertain, complex and ambiguous.

Today, people often point to the importance of various leadership competencies including emotional & social intelligence, managerial coaching and leading team for performance, effective negotiation & conflict management and cross cultural communication & diversity management in driving results and achieving organisational success in a high performance organisation.

Chief among the new VUCA-related competencies that leaders need to develop is a high level of Cognitive Readiness, which is the mental, emotional, and interpersonal preparedness for uncertainty and risk.

• Situational awareness,• Attentional control,• Metacognition

(thinking about your thinking),• Sensemaking (connecting the dots),

• Intuition,• Learning agility,• Adaptability,• Dealing with ambiguity, and• Managing emotions.

Putting the customer first has been the mantra of many companies for a long time. But however correct the mantra may be, perhaps it’s time to question the wisdom of it. Some companies already have, that is, put the customer second, after employees. The results are surprising and enlightening – engaged and contented employees and companies cited for their best practices. Moreover, customers are satisfied. The CEE Results-based Leadership (RBL) presents an operating model and proven approach for putting employees first.

How to improve employee loyalty is one of today’s most difficult problems that troubles business leaders. Research has consistently shows that by putting employees first you can actually deliver your promise of customers first. If you do not put the employee first – if the business of management and managers is not to put employee first – there is no way you can get the customer first.

We have consistently found that the Employees First approach produces far more passion than any motivational or recognition program. Why? Because it proves that management understands the importance of the work being done by the employees in the first place. It demonstrates that we are actively helping them in ways that make it easier for them to do their jobs. It shows that we trust them to do what needs to be done in the way they believe it should be done. And it shows that we respect them for the value they bring to the company.

An organisation’s employees have always made the difference between a truly successful organisation and a mediocre entity, but it’s amazing how often managers overlook or discount this fundamental recipe for economic survival. Organisations with cultures that focus on their people and that invest in their future will in the long-run, be more competitive than cultures that view employees as mere costs to be reduced in times of trouble.

There is growing evidence that the range of abilities that constitute what is now commonly known as emotional & social intelligence plays a key role in determining success in life and in the workplace. Extensive longitudinal research by Centre for Executive Education (CEE) has uncovered links between specific elements of emotional and social intelligence and specific behaviours associated with leadership effectiveness and ineffectiveness in developing an impactful organisational climate that is supportive in driving enhanced employee and customer engagement resulting in the achievement of the desired organisation results.

Development of High Performance Organisation (HPO)

The skills of creating a vision and engaging others around it can be powerfully developed through mentoring and coaching. The “hands-on” approach of mentoring can enable leaders to observe what someone who has mastered these important skills does, and to solicit advice, input, and coaching on how to transfer what they have observed into their own work. It may be more challenging to find a mentor who has also highly developed Cognitive Readiness skills, so being mindful of the mentor’s skillset will be a key to success.

Executive coaching also has significant potential for developing leaders’ capabilities around creating a vision, engaging others around it, and the Cognitive Readiness skills needed for a VUCA environment. This type of coaching would need to be focused on all of the skills in an integrated manner, and the executives, human resources partners, mentors, coaches, and others involved in the development program may agree on specific goals and followed by regular meetings to discuss progress.

Leading in a world that is Volatile, Uncertain, Complex and Ambiguous (VUCA) not only provide a challenging environment for leaders to operate and for executive development programs to have an impact: it also provides a much-needed range of new competencies. The new reality is resulting in the realization that new and different capabilities are needed to succeed.

Professor Sattar Bawany is the Chief Executive Officer of the Centre for Executive Education (CEE Global).

He is also the Managing Director as well as C-Suite Master Executive Coach & Facilitator with Executive Development Associates (EDA) Asia Pacific. Prof Bawany is also concurrently the Strategic Advisor & Member of International Professional Managers Association (IPMA) Board of Trustees and Governing Council.

Prof Bawany is an alumnus of both Golden Gate University and Curtin Business School. He currently assumes the role as the Adjunct Professor & Member of the Advisory Board of Curtin Graduate School of Business (CGSB). 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.

Prof Bawany has assumed various senior management roles including that of Managing Director and Talent Management & Executive Coaching Practice Leader for DBM Asia Pacific. He was also the Global Information Services (GIS) Business Unit Leader with Mercer HR Consulting. Prior to joining Mercer, he was the Head of Hay Learning Services and Senior Consultant of Organisational Effectiveness/Leadership Development with The Hay Group. He has also assumed senior leadership roles in business development and consulting with The Forum Corporation and Mercuri International with a focus on leadership development, customer service excellence and sales force effectiveness.

During his tenure with DBM, a global leader of Career Transition, Outplacement and Talent Development solutions provider (until it was acquired by Adecco in 2011), Prof Bawany has partnered with many organisations during the Global Financial Crisis (2009–2010 period in the depth of the economic crisis) towards sustaining employee engagement which were impacted by organizational change, including M&A, strategy transformation and restructuring.

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.

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.

Conclusion

PROFILE of keynote Speaker – Prof Sattar Bawany




Documents

CEE 2016 Corporate Profile and Programs