THE NEW BUSINESS REALITIES Business leaders face huge challenges during turbulent times including period of prolonged economic recession. Qualities such as courage, self-confidence and the ability to make tough commercial decisions under pressure all come to the fore. Less widely appreciated and understood is the crucial psychological and emotional role that leaders must play during periods of acute uncertainty if they are to optimize the long-term performance of their business. Leaders must understand the dynamics that lie "below the surface" of their organisations and skilfully address the unspoken needs of their staff. This takes maturity and skill but will maximize the chances of weathering the economic storm and emerging strengthened when times improve. Those businesses that do not achieve this will find their commercial problems compounded by destructive internal dynamics and underperformance. WHAT HAPPENS TO ORGANISATIONS DURING TURBULENT TIMES? The suddenness and severity of the current economic downturn has inevitably generated a shared sense of shock and foreboding. The media's relentless reporting of the latest bad news fuels this mood. The loss of household names like Woolworths and Wedgewood only adds to of a sense of insecurity and lack of confidence in the future. In 2008, a leading psychologist linked the endless flow of economic bad news to a widespread sense of helplessness, also blaming the recession for an increased risk of injury and stroke (Devlin, 2008). Within organisations, negative feelings are compounded as colleagues interact. Research and experience demonstrate that feelings and states of mind are highly contagious. Daniel Goleman, who developed the concept of emotional intelligence, recounts experiments showing just how quickly a strongly-expressed emotional state is transferred from one person to another (Goleman et al., 2001). In the workplace, all employees can be influenced by a prevailing mood of anxiety, which gradually dominates the organisational "system". Negative thoughts and feelings predominate while more positive views become subtly excluded or difficult to express. This creates an intangible but powerful emotional backdrop that can be termed "systemic anxiety". Conclusion: Looking to the future Together, the leadership behaviours described will provide a sense of psychological safety and emotional containment in organisations undergoing great uncertainty, instability and often painful change. Leaders cannot avoid or prevent painful events affecting their people. However, with the support of HR, they can take charge of threatening situations with alacrity and resolve. They can deal honestly with their people, convey genuine empathy and create a powerful sense of hope in the future. Leaders who achieve this will help staff deal more effectively with difficult experiences and inspire tremendous loyalty and trust.

1. EXECUTIVE BRIEFING
“Result-based Leadership during
Turbulent Times”
Prof Sattar Bawany
Prof Sattar Bawany
CEO, Centre for Executive Education (CEE Global)
Master Facilitator, CICOM BRAINS Asia
C-Suite Executive Coach, Executive Development Associates (EDA)
Friday, 8 Nov 2013 TKP Conference Centre@Raffles Place, Singapore
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2. Are You a Tiger or a Deer?
Every morning in India, a deer wakes
up. It knows it must run faster than
the fastest tiger or it will be killed.
Every morning in India, a tiger
wakes up. It knows it must
outrun the slowest deer or it will
starve to death.
It doesn’t matter whether you are a tiger or a deer: when the sun
comes up, you’d better be running…..
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3. 3
About
Centre for Executive
Education (CEE)
 Executive Education
 Leadership & High
Potential Development
 Executive Coaching
 Succession Planning
 Executive Assessment
CEE is the Affiliate Partner of Executive Development Associates (EDA),
a global leader in executive development & coaching since 1982.
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4. Who We Are
• The Centre for Executive Education (CEE) 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’s mission is to assist our client to secure a leading position in their
respective market through the development of their human capital.
• CEE offers talent management solutions including executive coaching and
custom-designed leadership development programs to accelerate
individual performance and succession planning for organisations.
• CICOM BRAINS Asia, a Strategic Partner of CEE, has over a decide, helps
Japanese and other Asian companies address the important business
challenge of training locally hired staff at their Asian business operations,
by offering comprehensive support in processes ranging from planning to
the execution of training programmes.
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5. About Your Key Note Speaker
• CEO of Centre for Executive Education (CEE)
• C-Suite Master Executive Coach, EDA
• Master Facilitator, CICOM BRAINS Asia
• 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.
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6. Leading During Turbulent Times
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7. Top Lessons on Executive Derailers
during Uncertainty ot Turbulent Times
1.
Failure to meet Business Objectives (achieving Organisational
Results) during such times
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/Board/Organization's priorities a high
priority when implementing strategies to meet the challenges
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8. Today’s Leadership Challenge

Use intellectual as well as emotional capabilities to guide
organizations through turbulent business environments
towards achieving organization's results

Understand and leverage of the importance of emotional
intelligence in development of leadership effectiveness
and sustaining employee engagement and productivity
during times of uncertainty
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9. 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
Repertoire of 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.
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10. Achieving Results During Turbulent Times
Organisational Results
• Profitability
• ROI
• Cost Optimisation
Customer Engagement/Loyalty
• Customer Satisfaction
• Service Value/
Relationship
Employee/Stakeholder Engagement
• Employee Satisfaction
• Employee Loyalty
Organisational Climate
• Company Policies
• Rewards and Flexibility
• Culture, Espirit De Corps
• Leadership Styles
• EQ/EI Competencies
• Level 5/Ontological Humility
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
Leadership Effectiveness
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11. What’s Your Role During Turbulent &
Uncertain Times?
• The Current Realities – Times of Transition & Change
• What happens to Organisations during Turbulent
Times?
• Response to Organisational ‘Toxic Cocktail’
 Behaviour 1: Prompt and considered action
 Behaviour 2: Honest and consistent communication
 Behaviour 3: Emotional connection
 Behaviour 4: Inspiration
• The Role of HR during Turbulent Times
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12. Emotional Resilience &
Leadership Styles during
Turbulent Times
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13. 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.
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14. 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.
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15. Leadership and EI
"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
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16. EI and Successful 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
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17. 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
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18. 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 and Authoritative (most effective) along with
Affiliative and Democratic & styles have a positive
impact on organisational climate
Coercive & Pacesetting generally can have a negative
impact on the working environment however may
prove to be useful in turnaround or crisis situation
Source: Goldman, D., ‘Leadership That Gets Results’, HBR, March-April 2000
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19. Drivers Of Performance
This is set by the leader, and
has an important effect on the
overall performance
Organizational
climate
Leader has little control
over these factors
Economic
conditions
Competitive
dynamics
Performance
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20. What Is Organizational Climate?
Refers to six key factors which influence an organization's
working environment:
1. Flexibility: do employees feel free to innovate?
2. Responsibility: how employees relate to organization?
3. Standards: level which are set to develop excellence
4. Rewards: are these appropriate and at market level?
5. Clarity: of mission and values
6. Commitment: to a common purpose (mission/vision)
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21. In Conclusion: Key to Success

Every company that wants to succeed during
turbulent times must recognise that their
leaders at every level needs support and
must be in tune with external changes and
can adapt to the speed and depth of those
changes.

Leadership can’t be taught in a classroom
alone, but developmental experiences –
executive coaching, mentoring, executive
education masterclasses, voracious
readings – can accelerate a leader’s growth.
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22. Video on What Makes a Great Leader?
http://www.youtube.com/watch?v=03o1JZ7c7gI
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23. Final Thoughts…
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!!!
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24. Further Dialogue on Social Media
Prof Sattar Bawany
CEO, Centre for Executive Education (CEE)
C-Suite Master Executive Coach, EDA
Master Facilitator, CICOM BRAINS Asia
Email: sattar.bawany@ipma.com.sg
Articles: www.ipma.com.sg/publications.php
Slideshare: www.slideshare.net/cee-global
LinkedIn: www.linkedin.com/in/ceeglobal
Facebook: www.facebook.com/ceeglobal
Twitter: www.twitter.com/cee_global
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