Leadership For
the 21st CenturyHow you can become the Best
in the world leader
OCBC
Roshan Thiran
www.facebook.com/roshanthiran.leaderonomics
Gro
wth
Time
My “Hard” Experiences
10. Johnson & JohnsonIndustry : HealthcareFunction: HRGlobal Role
9. GE Asia PacificIndustry : MultiFunction: HRAsia Role
7. GE AircraftIndustry : AviationFunction: FinanceCFO & ED 8. GE Crotonville
Industry : MultiFunction: HRLearning Role
6. GE CIGIndustry : MultiFunction: ITProject Mgmt Global
5. GE CapitalIndustry : Financial ServiceFunction: Finance/SourcingEurope Leader
4. NBC UniversalIndustry : MediaFunction: FinanceProduct Leader
1. GE InvestmentsIndustry : Investment BankingFunction: Business DevIndividual Contributor
3. GE GCSIndustry : Oil & GasFunction: FinanceInventory Mgmt
2. GE InternationalIndustry : MultiFunction: FinanceAnalyst Global
12. LeaderonomicsIndustry : MultiFunction: CEOBusiness leader
11. Star Media GroupIndustry : MediaFunction: CEOBusiness leader
But is a different leadership required for the 21st century?
Clearly,
because of high performance leadership
Leadership is . . .AttentivenessAssertivenessResponsibilityDiligence Dependability
Obedience
Loyalty ThoroughnessTruthfulness InitiativeHospitality
Humility
Forgiveness Tolerance
CompassionSincerity
CReativity
Having followersPersuasiveness Virtue
VisionDeference
DiscretionBOLDNESS
Determination Gratefulness Self-ControlSensitivity
ThriftinessGenerosity Punctuality
Proactiviness
Purpose
Enthusiasm
Availability
OrderlinessResourcefulness
Flexibility
WisdompedInnovation
Execution
If we invested in people and
taught every single skill listed on
the previous slide, would we be
able to “create” leaders?
Question
Time
Current Reality – Self AwarenessAb
ilit
y/A
ch
ieve
me
nt
Decision-making
GAP
Purpose/Vision
The Essence of Leadership is . . .
Learning/
Execution/
Action
GAP
Fuels our energy
Ensures reality
The Research
In past 30 years scientists have looked into top-level performance in a
wide variety of fields. Findings:
- Natural talent doesn’t explain top-level performance – if talent even exists.
- In fields such as chess, music, business, and medicine, high IQ doesn’t necessarily
correlate with top-level performance.
Some chess masters have below average IQ, for example.
Deliberate practice is the key.
- In England researchers studied music students. The only difference in the top
performing group and other students was not talent, but the amount of practice.
- Talent is an innate ability to do something better than others.
If it does exist, it is irrelevant to superior performance.
Practice is what counts – deliberate practice.
Time
Current Reality – Self AwarenessAb
ilit
y/A
ch
ieve
me
nt
Decision-making
GAP
Purpose/Vision
The Essence of Leadership is . . .
Learning/
Execution/
Action
GAP
Fuels our energy
Ensures reality
OrganisationalResponsibility
Individual Motivations
There are 2 responsible parties in
building great leaders :
Principle
Talent needs to be MANAGED & DEVELOPED. This includes enabling talents to maximize
potential and grow
Process and Tools
Succession Planning
Performance Mgmt
Career Paths
Talent Pools
Leadership Development Programmes
Learning Curriculum
Talent Acceleration Programmes
Feedback & Reflection
Principle
Identify & select leaders that have the passion, desire and ability to make a difference
in your organisation
Process and Tools
Entry Level Leadership Program
Competency Model/Values
Enterprise Assessment System
Interviews & Assessments
On-boarding
Cultural Assimilation
Principle
To retain talent, 2 key factors:
1. Internal motivations (comp/ben, engagement
2. External factors (company brand & mktg perception)
Process and Tools
External Branding initiatives
Mentoring Programmes
Engagement Programmes
Total Rewards Structure (Comp & Ben)
External Perception of the Organisation & Leadership
Culture of Organisation
1) Organisational Responsibility – are we building the process?
Talent Acquisition
Talent Development
Talent Retention
An Infrastructure to Enable Leadership Development
“…Talent is like every other business process.
It is something that is very important as we go
forward. It’s really the leadership in the
organisation that makes the difference – it is
the people. Our ability to develop these
people and make sure we have the leaders for
the future will ensure the continued success
of Johnson & Johnson. It’s as important as
new products, as supply chain, or anything
else…”
February 2004 (Excerpt from the video on Talent
Management)
Bill Weldon, CEO, J & J
OrganisationalResponsibility
Individual Motivations
There are 2 responsible parties in
building great leaders :
2) Individual aspirations & motivations
Do you WANT to be a leader?
Are you WILLING to go through the
pain of leadership development?
Potential
Determining the potential of
your talent
A measure of
demonstrated
desire to take on additional
responsibility and
motivation for progression
and growth
A measure of
skills and
capabilities to
learn and
grow in the
future
Future
Aspiration
Ability to
Learn
Potential
Demonstrates
ability &
aspiration to take
on tasks beyond
peers of same
level and track
record
“Learning… the process by which change in
knowledge or skills is acquired through
learning or experience”
Key Questions:1. Change?
2. Learning
3. Experience
Learning….
1. What percentage of people reach their target weight ?
2. What percentage of people maintain their target weight?
3. What percentage of people quit smoking and never start again?
4. What percentage of people quit smoking after a physical crisis?
5. What percentage of re-engineering efforts are successful?
6. What percent of companies on the 1955 Fortune 100 list are still
around today?
7. What percent of Fortune 500 companies on the 1970 list had vanished
by 1985?
8. What percent of executives in Fortune 500 companies who had
financial losses in 1993-1994 attributed it to poor leadership and lack of change?
4%
1%
16%
43%
30%
32%
41%
>50%
Change Quiz
Learning is painful….
“I listen, and I forget; I see, and I understand; I do, and I can” – Confucius
Source: Pesquisa IBM; Whitmore, “Coaching for Desempenho”
Information/ Knowledge
Awareness
Skill
Advanced Skill
Expertise
Context Content
Composition of Delivery:
90% Content, 10% Context
Composition of Delivery:
10% Content, 90% Context
But learning is contextual
• 70% of skills are learned from EXPERIENCE:
- challenging job-based development tasks
- special job-based assignments, including Talent Acceleration Programmes(TAP) and other experienced based learning progs.
• 20% of skills are learned from FEEDBACK:
- 360 degree feedback, learning from others, observation based learning programmes
- supervisors, coaches, mentoring programmes etc
• 10% of skills are learned from TRAINING:
- self-development, training programmes, classroom-based learning
- Coursework
“True” development combines all of the above
Development: What 70-20-10 really means