CEE Career Management Seminar on "Get Grad to be Future Ready"

CEE Course Outline for on “Get Grad to be Future Ready” Page 1
CEE Career management Workshop on
“Get Grad to be Future Ready”
OVERVIEW
“Most people do not listen with the intent to understand; they listen with the intent to reply…….
Trust is the glue of life. It's the most essential ingredient in effective communication. It's the
foundational principle that holds all relationships.”
― Stephen R. Covey (2004),
The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
What do employers expect a graduate to be able to do? Do they walk into work on day one and fit
straight in, or are they still trainees despite their many years of education?
This question is growing in importance around the world as employment markets are tightening.
Employers these days prefer to hire graduates who have the skills to excel in the 21st
century. Professional knowledge and competence alone are not enough. There is also a demand for
soft skills such as the ability to communicate effectively and work seamlessly across global,
multicultural teams. The ability to keep on learning is also highly prized.
The increasing demands of today can
leave even the best employees
bewildered and stressed. The rise in
the quantum of responsibilities is no
longer proportionate to the time
available and if not anything, the time
just appears shrinking. In this scenario, it becomes preponderant to turn the attention to skills that
enhance personal effectiveness. This not only leads to effective performance but also helps in creating
a happy workforce, which almost seems extinct these days.
Most of the problems at the workplace are not only because of skill or motivation deficit but due to
unhealthy relationships. To handle this and many other issues confronting executives, it is extremely
important to understand the significance of knowing self and others. In other words, developing
personality contributes a great deal towards effectiveness in the workplace.
This 1-Day Workshop on “Getting Grad to be Future Ready” is designed for the final year or fresh
graduates in providing them with the necessary skills that help them choose a sensible and sensitive
approach that would allow them to reflect upon themselves and appreciate individual differences. It
provides them with skills that develop their personality and make them better-adjusting individuals.

Developing Workplace Trust and Relationship with Emotional Quotient (EQ)
What’s at the core of any professional
relationship? One word: trust. It’s absolutely
necessary in order to establish not only your
reputation but also a strong network of people
who will help you throughout your career.
A growing body of research suggests that
emotional intelligence, measured by emotional
intelligence quotient (EQ), is a better predictor
of "success" than the more traditional measures
of cognitive intelligence (IQ). Emotional
Intelligence is not about commonly thoughts as being soft, emotional and "nice". It is about being
effective andknowing how to communicate and work effectively. Emotional Intelligence reflects one's
ability to deal with daily challenges. It includes internal skills necessary to manage and control oneself
in different situations.
As Daniel Goleman states in his book, Working with Emotional Intelligence, “The rules for work are
changing1
.” You are being judged by a new yardstick; not just by how smart you are, or by your training
and expertise, but also by how well you handle each other and yourselves. This yardstick is increasingly
applied in choosing who will be hired and who will not, who will be let go and who retained, who
passed over and who promoted.
In his landmark article, “What Makes a leader?” published in Harvard Business Review in 1998,
Goleman outlined the Five Component of Emotional Intelligence at Work2
. See Figure 1.
Figure 1 – Goleman Emotional Intelligence Framework
The days when intelligence was your ticket to managerial success is gone. Current research shows that
IQ along with skills and knowledge make up only 20% of what you need for success. EQ is the other
80%!
1
Goleman, Daniel (1998), Working with Emotional Intelligence, Bantam Books, New York
2
Goleman, Daniel (1998), What Makes a Leader, Harvard Business Review, 76 (6), 92 - 102

Emotional intelligence involves the control of one’s emotions to fit the particular situation. This is
different from a purely rational or intellectual response to various management situations. When one
has a high EQ, that person will react in a proper manner to the individuals in the situation, as well as
the situation itself. A person reacting with their IQ would simply react to the facts of the situation and
negate the “total picture”, which includes the irrationality of human behavior.
Understand the Personality Styles and Communicate Effectively
As part of the Pre-Work prior to attending this
Workshop, participants are required to
complete this “Birds” Personality Exercise.
By linking the DISC styles to four birds, this
module of the workshop breathes new life into
the tried and true DISC model. The birds add
colorful energy and help create a memorable
session for participants.
The Birds offers a very simple system for
determining very complex characteristics of
human behavior. It works because it provides a visual aid that everyone can identify with. Many of the
traits of these Birds are easy to relate to peoples behaviors and personalities.
By linking Eagles to the Dominant (D) style, Peacocks to the Interactive (I) style, Doves to the
Supportive (S) style and Owls to the Conscientious (C) style, people remember the styles like never
before. And if people are going to apply new wisdom, they have to remember it! A year from now,
when people are asking questions like, “What does the D stand for?” they will still recall that eagle’s
personality is direct, decisive, daring, and driven.
Quite simply, letters are not memorable…birds are. Just looking at the letter D does not intuitively
reveal behavioral traits like bold, direct, and results-oriented. But thinking about an eagle immediately
brings these personality traits to mind. Participants can easily ascribe characteristics that capture the
essence of each style to eagles, parrots, doves, and owls. The “stickiness” of the birds allows
participants to instantly connect with what they represent and remember them for the long-term one.
We all know that employees who are self-aware are more likely to maximize their talents, more
effectively recognize and manage their challenges, and produce better results. Self-aware employees
work better with their colleagues and promote teamwork at every level of your organization. In return,
your company experiences higher morale, lower turnover, and better results.

Instead of focusing on letters, this module targets the development of new skills. We focus on
application, not on a model that will soon be forgotten. This session builds upon the key skills needed
by all employees, such as: communicating, listening, providing feedback, managing stress, dealing with
change and managing time. By building on existing knowledge, we utilize a brain-friendly approach to
learning that makes new insights immediately accessible in the moment they are needed.
If you know a little about the person you’re communicating with, you can bend a bit to
accommodate that person’s personality style. If you wanted to get something across to a small child,
you would stoop down so that you would be at eye level with the child and you would express yourself
in words you were pretty sure the child would understand. In the same way, if you want to get
something across to a colleague who you know to be extremely busy and on the impatient side, you
would approach your conversation differently and get right to the point when you speak to that
person. The idea is that you can choose to communicate in a way that coincides with their
personality style rather than your own.
Effective Time Management: How to Prioritize the Right Tasks?
One reason why many
productivity systems fail is that
you often have too much on
your plate. Being able to say
“yes” to the right (read: goal-
driven) things and “no” to the
clutter that gets in the way is
important when prioritizing
tasks.
Prioritization means working
along a purpose-driven path: you are aware of what you need to do, are capable of doing it, and know
how to delegate anything else that requires help. Remember, having a clear understanding of the
“why” means that you can easily discard any tasks that do not live up to your mission statement.
Make your most important task your top priority and schedule adequate time in your calendar to focus
on it. Schedule some time to work on your second and third most important tasks as well. If you end
up finishing your top three priorities, you can fill up remaining time with your fourth and fifth
priorities.
It’s important that you allow adequate time to work on each task, as well. Allotting yourself an hour
to finish a report that will likely take three hours to complete won’t cut it. It is, however, acceptable
to schedule a few different blocks of time over the course of several days, or even a set amount of
time each week for longer-term projects that become monotonous if you try to do them all at once.

Importance of Cognitive Readiness and Critical Thinking Skills
We cannot deal with incessant and accelerating change and complexity without revolutionizing our
thinking. Traditionally our thinking has been designed for routine, for habit, for automation and fixed
procedure. The world in which we now live requires that we demonstrate learning agility where
leaders need to continually learn, unlearn and relearn. We also need to routinely rethink our decisions
and also we need to regularly re-evaluate the way we work and live.
At its core, critical thinking is the art of analyzing and evaluating thinking with a view to improving it3
.
It requires reasoned judgments and seeing both sides of an issue. It also involves being open to new
ideas, deducing and inferring conclusions, and solving problems.
To lead successfully in today’s “new normal”, employees at all levels needs to demonstrate “Cognitive
Readiness” competencies (See Figure 2) which would complements critical thinking skills by
emphasizing non-rational, non-logical skills such as situational awareness, attentional control,
“connecting the dots” (sense-making), intuition, learning agility (a combination of flexibility, speed,
stability, and the ability to learn from experience) and adaptability, dealing with ambiguity, and
managing the stress of a VUCA environment4
.
Figure 2 – Paragon7
Cognitive Readiness Suite of Competencies
3
Richard Paul & Linda Elder (2009) The Miniature Guide to Critical Thinking: Concepts and Tools. Foundation for Critical
Thinking
4
Sattar Bawany (2016), NextGen Leaders for a VUCA World: Transforming Future Leaders for Success. Leadership
Excellence Essentials, Issue 08.2016.

LEARNING OBJECTIVES
With this Workshop, participants will develop an understanding of their own personal working style
and discover ways to improve your professional and personal potential by making positive changes
and developing and managing themselves better.
By understanding their own personality, motivations, and drivers it will enable them to enhance
relationships and build rapport with those important to them to be successful.
The participants will learn how to increase their effectiveness and how to create a personal
development plan.
As a result of attending this 1-Day workshop, each participant will be able to:
 Identify their personality styles and how to impact and influence others
 Identify communication and behavioral differences through personality profiling and effectively
adapt their community styles and behaviors to match others.
 Leverage on Emotional & Social Intelligence to build relationships with others
 Use different techniques to build trust and relationships at the workplace
 Acquire practical time management skills for scheduling, planning and prioritizing work
 Interact with a variety of critical thinking tools and processes that can enhance their ability to
process information to achieve specific objectives.
 Develop a SMART Personal Effectiveness Development Action Plan
TARGET AUDIENCE
This workshop aims at final year students or fresh graduates to develop their personal effectiveness
and enhance productivity through leveraging proven techniques, approaches and framework towards
preparing for a successful career in the workplace.
WORKSHOP FORMAT:
Participants spend more than 75% of their time in the workshop session practicing and applying
concepts to their personal context or situations.
This Workshop will include theory, hand-outs of practical example deliverables for reference and to
assist in learning, exercises that would reinforce key concepts and learning.

PROGRAM OUTLINE:
Session Outline/Activities
1. Introduction &
Objectives
 Introduction & Checking-In
 Review Workshop Objectives
 Setting for Collaborative Session: S.C.O.P.E. Approach
 Group Discussion: Why Personal Effectiveness is important?
2. Developing
Trust and
Relationships
with EQ
 Importance of Trust in the Workplace
 Harvard Video: Daniel Goleman on Social & Emotional Intelligence
 Goleman’s & BarOn’s Framework of E.I. Competencies
 Individual Exercise: ‘Amygdala Hijack’ @ Work
 EQ Mini-Quiz: ‘How Emotionally Intelligent Are You?’
3. Personality
Styles – Speak
their Language
 Importance of Effective Communication
 Individual Exercise: As a Pre-Work, participants to undertake the
“Birds” Personality Exercise
 Best Practice Tips: Adapting Communication Styles to match others
4. Prioritization
& Time
Management
 Group Discussion: Why Time Management is a Challenge?
 Individual Exercise: Prioritizing with the Time Management Matrix
 Best Practice Tips: Handling Disruptions and Saying ‘No’
5. Cognitive
Readiness vs
Critical
Thinking
 The Importance of “Cognitive Readiness” Competency
 Group Discussion: Cognitive Readiness (CR) and Critical Thinking
(CT): Competency for Problem Solving and Decision Making
 Case Study: Application of CR & CT at the Workplace
6. Summary and
Personal
Development
Plan
 Review of the Key Concepts and Models
 Individual Exercise: Crafting a SMART Leadership Development Plan
for the next 90 days
 Recommended Post Workshop Readings

Facilitator’s Profile: Prof Sattar Bawany
Prof Sattar Bawany is the CEO and Certified C-Suite Master Executive Coach
(CMEC) with the Centre for Executive Education (CEE).
Prof Bawany has over 30 years’ international business management
experience, including 20 years in executive coaching, group facilitation, and
leadership development and training with leading global management
consulting firms.
He started his career in the healthcare and pharmaceutical industry for over 10 years in various sales,
marketing, and operations role. He transitioned into the professional services and management
consulting industry for over 20 years having assumed various senior management roles including:
1) Managing Director and Head of Talent Management and Coaching Practice, DBM Asia Pacific
(now part of Adecco/LHH)
2) Business Leader &Practice Head of Global Information Services (GIS) HR Solutions, Mercer
Human Resource Consulting
3) Head of Learning & Senior Consultant, Organizational Effectiveness and Management
Development (OEMD), Hay Group (now part of Korn/Ferry)
4) Senior Director, Leadership Development and Executive Coaching, Forum Corporation Inc., Asia
Pacific
5) Senior Consultant, Leadership Development and Sales & Customer Service Effectiveness,
Mercuri International
In addition to his business and consulting career, Prof Bawany has over 15 years of concurrent
academic experience as an Adjunct Professor teaching senior executives international business
strategies and human resource courses at various leading universities including Curtin Graduate
School of Business (CGSB) of Curtin University, Western Australia.
Prof Bawany’s passion for people and culture is about creating an environment where
multigenerational and diverse employees are valued and emotionally engaged in the business. He has
successfully worked with an extensive number of public and private organizations regionally and
internationally specializing 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 and mentoring skills.
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
organizations focuses on developing the next generation of leaders including high potentials from a

systemic perspective in order to achieve clearly defined business results. His specialty is effectively
linking talent management processes to business outcomes.
Prof Bawany is a Key Note Speaker at international and regional Conferences, Workshops and
Seminars and Management Retreats and Offsite on the following themes: Talent Management;
Executive Leadership Development and Leading in VUCA and Industry 4.0.
Prof Bawany is an accomplished Author and has published extensive series of articles on related topics
such as Talent Management and Leadership Transition, including a Chapter on “Maximizing the
Potential of Future Leader” in the Book “Coaching in Asia the First Decade”.
His latest book on “Transforming NextGen Leaders: Meeting the Leadership Challenges in the era of
the Fourth Industrial Revolution (Industry 4.0)” will be published by Business Expert Press (BEP) LLC in
New York in March 2019.
Prof Bawany is a Graduate of Corporate Coach U and a Licensed Coaching Clinic Facilitator. He is
certified in the administration and application of various psychometric instruments including the
Hogan Suite of Assessments; Myers-Briggs Type Indicator™ (MBTI); Bar-On EQ 360™ and EQ-i™. He is
also certified in the administration and application of the MRG’s suite of instruments including
Leadership Effectiveness Analysis 360 Assessment and also accredited in the administration of the
Benchmarks® and
Skill scope®
Profiling Instruments.
He holds an Executive MBA and a Bachelor in Business Administration (Marketing). He is a Fellow of
International Professional Managers Association (IPMA) and The Chartered Institute of Marketing
(CIM). He is a Professional Member of the Society for Human Resource Management (SHRM) and the
Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of the
International Coaching Federation (ICF) and International Association of Coaching (IAC).

CEE Career Management Seminar on "Get Grad to be Future Ready"

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CEE Career Management Seminar on "Get Grad to be Future Ready"