Introduction When we move on, people do not remember us for what we do for ourselves. They remember us for what we do for them. One of the great joys and grave responsibilities of leaders is making sure that those in their care live lives not only of success, but also of significance. Leaders who see their role as serving others leave the most lasting legacies. Teaching is one way of serving. It’s a way of passing along the lessons learned from experience, particularly to those who look immediately to us for leadership. By asking ourselves how we want to be remembered, we plant the seeds for living our lives as if we matter. Leaders Serve and Sacrifice Are you on this planet to do something, or are you just here for something to do? If you’re on this planet to do something, what is it? What difference will you make? What will be your legacy? Viewing leadership as service is not a new concept. Robert Greenleaf, himself a retired corporate executive, observed that the “great leader is seen as servant first, and that simple fact is the key to [the leader’s] greatness.” The Best Leaders Are Teachers The best way to learn something is to teach it to somebody else. As the late Peter Drucker observed early in his career: “My third employer was the youngest of three senior partners of a bank … Once a week or so he would sit down with me and talk about the way he saw the world … In the end, I think he learned more than I did from our little talks.” You Are the Most Important Leader in Your Organization The CEO is not the most important leader in an organization. Despite the fact that CEOs get most of the press, they get far too much credit for success, and far too much blame for failures. The attributions are way out of proportion to their actual influence. If the CEO is not the most important leader, who is it? If you’re a manager in an organization, to your direct reports, you are the most important leader in your organization. In other words, you are the CEO of your group. Conclusion: The Legacy You Leave The Leader must continuously engage and keep the passion forever burning in their followers As John Maxwell, author of numerous books on leadership, said, “It’s been said that there are two kinds of people in life: those who make things happen and those who wonder what happened. Leaders have the ability to make things happen. People who don’t know how to make things happen for themselves won’t know how to make things happen for others.” He went on, “What you do with the future means the difference between leaving a track record and leaving a legacy.” Legacies aren’t just wishful thinking. They’re the result of determined doing. The legacy you leave is the life you lead. You just never know whose life you might touch. What you do know is that you can make a difference. You can leave this world better than you found it.  

1. Toastmasters District 87
4th Semi Annual Convention
“LEAVING A LEADERSHIP LEGACY”
Prof Sattar Bawany
CEO, Centre for Executive Education (CEE Global)
C-Suite Executive Coach, Executive Development Associates (EDA)
16 November 2013, Grand Aston City Hall Hotel, Medan, Indonesia
Copyright @2013 Centre for Executive Education Pte Ltd
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2. Are You a Tiger or a Deer?
Every morning in Asia, a deer
wakes up. It knows it must run
faster than the fastest tiger or it
will be killed.
Every morning in Asia, 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. About Your Masterclass Facilitator
•
•
•
•
•
C‐Suite Master Executive Coach, EDA
CEO of Centre for Executive Education (CEE)
Strategic Advisor & Member of Board of Trustees, IPMA
Adjunct Professor of Paris Graduate School of Management
Over 25 years’ in 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.
Copyright @2013 Centre for Executive Education Pte Ltd
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4. 4
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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5. Quote on Legacy Leadership
“Legacies are not the result of wishful
thinking. They are the results of determined
doing. The legacy you leave is the life you
lead. We live our lives daily. We leave our
legacy daily. The people you see, the
decisions you make, and the actions you
take ‐‐ they are what tell your story.”
Source: Kouzes, James & Posner, Barry (2006). A Leader’s Legacy. Jossey-Bass, San Francisco, CA
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6. 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.
This means adapting the elements of a leadership
framework, including managerial styles, communication
and commitments, to suit the leader’s own environment,
just as a chef changes his recipe depending on the season.
It means using tools, such as leadership 360 degree leadership diagnostics, but
perhaps more importantly, a good dose of humility and flair. It means becoming
more intuitive in the use of leadership strategies, such as role modelling, just like
a chef cooks with greater creativity and spontaneity as their methods become
second nature. Outcome: Leaving a Definitive Leadership Legacy.
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7. Definition of Legacy Leadership
• If you influence change in the lives of those around you, you
are engaged in leadership.
• Your leadership legacy is the sum total of the difference you
make in people’s lives, directly and indirectly, formally and
informally.
• As a leader, you will have an impact on your staff and they
will take what they learn forward into the future of your
organization.
• The challenge is how to live in a way that creates a legacy
that will make a positive difference in the lives of those
around you.
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8. Is this what Leadership is all about?
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9. Leader’s Purpose And Values
Are you a Boss or Leader?
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10. What is Powerful Leadership?
 Why are some people more successful
than others?
 Why are some people happier than
others?
 What is powerful leadership made up of?
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10

11. 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
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11

12. Successful Leaders
To most people….
Wealth, Position, Power, Fame, Fortune
is the definition of leadership,
happiness and success
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Fame
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13. So, what is Leadership all about?
Source: http://www.youtube.com/watch?v=03o1JZ7c7gI
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14. Of all the bosses you’ve
worked for in your career so
far,
?




Someone who brings out the best in you
Someone you can learn from
Someone you can respect for who they are
Someone who genuinely cares about your success and growth
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15.  Someone who brings out the best in you
 Someone you can learn from
 Someone you can respect for who they
are
 Someone who genuinely cares about
your success and growth
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16. On a 1‐10 scale where
1 is “well below potential”
and
10 is “at peak potential”
how would you rate your
organization’s current
performance in the
marketplace?
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17. The Big Void
The answer is 0, 1, or 2. What is the question?
Of all the bosses in your career, how any would you rate
as truly great leaders?
Individual
Leadership Void
The answer is 6.5/10. What is the question?
On a 1-10 scale where 1 is ‘extremely below
potential’ and 10 is ‘at peak potential,’ how
would you rate your organization’s current
performance in the marketplace?
Organizational
Performance Void
The answer is approximately US$60 billion. What is the question?
How much is spent globally on leadership development each year?
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18. Leadership Redefined
SUSTAINABLE BUSINESS
GROWTH
‘Leadership is the art of
harnessing human energy
towards the creation of a
better future’
ENERGIZE THE ENTIRE ORGANIZATION
Rajeev Peshawaria,
Too Many Bosses, Too Few Leaders, 2011
ENLIST & ENERGIZE CO‐LEADERS
ENERGIZE SELF
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19. Role of Leader in Achieving Results
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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20. Why is Legacy Important?
• Leaders grow and nurture emerging leaders and
create a living legacy
• The largest generation in history will soon begin
leaving the workplace and are beginning to think
about the legacy they wish to leave
• Very little planning for this change has been done
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20

21. Legacy Leadership Behaviors
Key competencies and behaviors associated
with legacy best practices
•
•
•
•
•
Holder of Vision and Values
Creator of Collaboration and Innovation
Influencer of Inspiration and Leadership
Advocator of Differences and Greater Good
Calibrator of Responsibility and Accountability
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21

22. Video on a Leader’s Purpose & Values
Source: http://www.youtube.com/watch?v=SNmJqRV7LOA
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23. Strategies for Legacy Leadership
• Adopt Servant Leadership
• Humility & Will – be a Level 5 Leader
• Identifying the Next Generation of Leaders
• Be a Teacher ‐ Lead and Teach from your Strengths
• Be a Leader – Coach and Mentor Your Team
• Commitment to Develop Human Capital/Talent
• Pass on Experience, Values and Passion
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23

24. Authentic Leaders
•
•
•
•
•
Pursue Purpose with Passion
Practice / Demonstrate Organizational Values
Lead with Heart
Establish Enduring Relationship
Demonstrate Self‐Discipline
Source: George, Bill & Sims, Peter ( 2007). True North, John Wiley & Sons, NY
http://truenorthleaders.com/exercises.htm
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25. MOJO – More Joy
• Identity: Who do you think you are?
• Achievement: What have you done lately?
• Reputation Management: Who do people think
you are?
• Acceptance: When can you let go?
Source: Goldsmith, Marshall with Reiter, Mark (2009) Mojo: How to get it, how to keep it,
how to get it back if you lose it, Hyperion, NY http://www.mojothebook.com/about-mojo-book/
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25

26. Personal Leadership Legacy
Reflection & Assessment - 1
• Have you put into place a system that enables people to
feel connected and how to respond to their work
accordingly?
• Have you left an operating system that is not dependent
on you to give your employees what they need to be
successful?
Source: Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and
enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.
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26

27. Personal Leadership Legacy
Reflection & Assessment - 2
• What is more important to you the results you
achieve or how you achieve them?
• Have you made the impact you wanted to in your
work?
• Will employees remember you as someone who
made a difference in their lives?
Source: Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and
enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.
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27

28. Personal Leadership Legacy
Reflection & Assessment - 3
• When you are gone will you leave your “mark” on the
organization? How?
• Will the values you instilled and live by endure long
after you have left?
• Have you put into place a system that enables others
to have a sense of clarity, knowledge and information
that each needs to be effective?
Source: Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and
enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.
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28

29. Conclusion: Leaving Your Legacy
• What lessons am I teaching in each interaction I
have?
• What stories will others tell about me in the
future?
• What will others learn from those stories?
Source: Kouzes, James & Posner, Barry (2006). A leader’s legacy. Jossey-Bass, San Francisco, CA
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29

30. 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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30

31. Video: Leaving Your Leadership Legacy
Visit :
Source: http://www.youtube.com/watch?v=03o1JZ7c7gI
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32. Appendix
Recommended Articles of Interest
Visit: www.ipma.com.sg/publications.php
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33. Further Dialogue on Social Media
Prof Sattar Bawany
CEO, Centre for Executive Education &
Managing Director & Master Executive Coach, EDA Asia Pacific
Email: sattar.bawany@cee-global.co
Website: www.cee-global.co
LinkedIn: www.linkedin.com/in/bawany
Facebook: www.facebook.com/ceeglobal
Twitter: www.twitter.com/sattarbawany
Skype: sattar.bawany
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