CEE Leadership Masterclass Series in Leading in a #Disrupted, #VUCA World CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass. For further details visit: http://www.cee-global.com/masterclass/ Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools and techniques to drive organisational & leadership excellence. The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great. They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World. Learning Outcomes: • The context for leadership today’s VUCA business environment • Understand the elements of Cognitive Readiness Competencies • What is required to transform to be a ‘High-Performance Organisation’ (HPO)? • How to transform your NextGen leaders to succeed in the VUCA world? The CEE Masterclass Series is also available as customised in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA). The programs 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. The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity. For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/ The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/ The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognised certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organisations. Further information on CEC could be found here: http://www.cee-global.com/about-cec/ For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com

1. Figure 1: Framework for Development of High Performance Organisation (HPO)
By Prof. Sattar Bawany
Leveraging on Executive Coaching to build Leadership Pipeline
Transforming the NextGen Leaders
leadership excellence essentials presented by HR.com | 07.2014
Talent management and retention is perennially at the top
of CEO’s most pressing worries. A company’s leadership pipe-
line is expected to deliver its “next generation” of ready-now
leaders. The key to ensuring an organisation has the leaders it
needs when it needs them, is to accelerate the performance of
future leaders including high potential employees, so that their
skills and leadership abilities are as strong as possible when they
are needed particularly as leaders transition from role to role.
A company’s leadership pipeline is expected to deliver its
“next generation” of ready-now leaders. The payoff is a supply
of leadership talent that simultaneously achieves targets, bolsters
and protects ethical reputation, and navigates transformational
change in pursuit of a bright competitive future. Unfortunately,
some Boards and CEOs neglect their talent management ac-
countability - consequently, their pipelines run dry. When this
occurs, the downward spiral of competitive capability becomes
discernable, the edge is lost, and the “magic” disappears. The
competition begins to outwit, outflank and outperform these
companies.
New leaders are expected to “hit the ground running.” They
must produce results quickly while simultaneously assimilat-
ing into the organization. The result is that a large number of
newly recruited or promoted managers fail within the first year
of starting new jobs.
There is growing evidence that the range of abilities that
constitutes what is now commonly known as emotional intel-
ligence plays a key role in determining success for leaders and
in the workplace. Longitudinal research, conducted by Centre
for Executive Education (CEE Global) has uncovered links
between specific elements of emotional intelligence and leader-
ship styles as well as specific behaviors associated with leadership
effectiveness and ineffectiveness.
CEE has found that, higher levels of certain emotional intelli-
gence components appear to be connected to better performan-
ce in leadership roles. The study also identified potential probl-
em areas that could contribute to executive derailment.
What are the transitional skills required for leaders in tran-
sition?
Leaders must identify the right goals, develop a supporting
strategy, align the architecture of the organization, and figure
out what projects to pursue to secure early wins.
Leaders at all levels of the organization must demonstrate a
high degree of emotional intelligence in their leadership role.
Emotionally intelligent leaders create an environment of
positive morale and higher productivity and this would result
in sustainable employee engagement.
The critical transitional skills for leaders in transition include
having social and emotional intelligence competencies in effective
relationship management, diversity management, cross-cultural
communication, effective negotiation and conflict management
in a multigenerational workplace.
The reality for leaders in transition is that relationships are
great sources of leverage. By building credibility with influen-
tial players, you are better able to gain agreement on goals, and
commitment to achieving those goals.
In the leader’s new situation, relationship management skills
are critical as they aren’t the only one going through a transi-
tion. To varying degrees, many different people, both inside and
outside the leader’s direct line of command, are affected by the way
he or she handles his or her new role.
Put another way, leaders negotiate their way to success in
their new roles.
Demystifying Executive Coaching
“The goal of coaching is the goal of good management: to make
the most of an organization’s valuable resources.”
- Harvard Business Review (November 1996)

2. Discovery
leadership excellence essentials presented by HR.com | 07.2014
Executive Coaching is one of the fastest growing and most
misunderstood professions 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
recognized as one of the best strategic weapons a company can
have in its arsenal.
Effective coaching is a major key to improving business perfor-
mance. Executive Coaching focuses on the qualities of effective
leadership and improved business results. It is comprised of a
series of structured, one-on-one interactions between a coach
and an executive (coachee), aimed at enhancing the executive’s
performance in two areas:
• Individual Performance or Effectiveness
• Organisational Performance or Effectiveness
An Executive Coach only has one item on his agenda – the
client’s or coachee’s success. This means going where it might
hurt by confronting and challenging the client, and keeping
a client accountable to achieving their goals. Coaching helps
people grow personally and as professionals. This growth allows
then to commit completely to the success of an organization.
When professional coaches work with organizations they can
turn performance management into a collaborative process that
benefits both the employee and the organization.
The A.D.A.M. Coaching Methodology develop by CEE Global
1. Assess:
gathering from various stakeholders, the coachee determine how
their performance links to current business goals.
2. Discovery:
based on the results of the assessments and with the support of
the Coach will develop a Development Plan which will enable
coachees to determine what to do to close the gaps in their
leadership capability. The Sponsor will sign off the Development
3. Action Plan:
Plan by taking well-defined action steps and regular feedback
during scheduled coaching sessions with the Coach which enables
the Coachees to move toward measurable goals.
4. Measure:
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.
Conclusion
Whether an executive is moving into a new position or looking
to get back on the road to success, executive and transition coach-
ing work to bring out the best in leaders through the support
of a professional relationship. Both relationships are built on a
foundation of trust and confidentiality. The ability of coaches
to provide leaders with an outside resource that can also act as
a sounding board helps them become the successful leaders they
were meant to be.
Organizations must clearly define the purpose of coaching,
gauge the process, and evaluate results. Coaching is not just
about providing support. Ultimately, coaching should deliver
what any business needs – real results. LE
References
1) Sattar Bawany (2010) “Maximising the Potential of Future Leaders: Resolving
Leadership Succession Crisis with Transition Coaching” in ‘Coaching in Asia –
The First Decade’., Candid Creation Publishing LLP, September 2010.
2) Sattar Bawany (2007) “Winning the War for Talent”, Human Capital, Singa-
pore Human Resources Institute, (September-October 2007); 54-57.
Prof Sattar Bawany is the CEO & C-Suite Master Executive Coach of
Centre for Executive Education (CEE Global) and Executive Development
development solutions including executive coaching and leadership
development programs that help professionals develop the skills and
knowledge to embrace change and catalyze success in their industries.
Visit www.cee-global.com
Email sattar.bawany@cee-global.com
Success
Transforming the Next Gen Leaders
The coachee will be provided with feedback
(see Figure 2) consists of a proven four-step process that is firmly
grounded in leadership development best practices:
Figure 2: A.D.A.M. Coaching Methodology