We are pleased to inform you that Centre for Executive Education (CEE) has forged a strategic partnership with Executive Development Associates Inc. (EDA), a leading global provider of executive development, executive coaching and executive assessment for the Global 1000, in Singapore and the wider Asia Pacific region. http://www.ipma.com.sg/emails/edm16092013.php

5. CENTRE FOR EXECUTIVE EDUCATION PTE LTD
Executive Development Division of IPMA Asia Pacific
Figure 1 – Results-Based Leadership Framework
• KPIs • Profitability
• ROI • Cost Optimisation
• Customer Satisfaction/Loyalty • Market Share
• Service Value/Relationship • Customer Wallet Share
• Employee Satisfaction • Employee Turnover Rate
• Employee Loyalty • Employee Engagement Measures
• Company Culture/Policies • Employer Branding
• Rewards and Flexibility • Employee Value Proposition
• EQ/EI Competencies • Ontological Humility
• Leadership Styles • Servant Leadership/Level 5
Organisations need to deliver service value and build good customer relationships in order to generate sustainable results through
their satisfied and loyal customers. Employees being at the forefront of the service delivery chain hold the key to building this
satisfied and loyal customer base
Employees who are engaged and motivated are instrumental in delivering the service experience for the client which will results
in customer engagement. The level of employee engagement is dependent on the “Organisational Climate” which here simply
refers to “how employees feel about working in the organisation/business unit/department/division. Organisational climate is the
process of quantifying the “culture” of an organisation. It is a set of properties of the work environment, perceived directly or
indirectly by the employees, that is assumed to be a major force in influencing employee behaviour and engagement.
We know that leaders create, transform and manage organisational cultures. The leader’s values, beliefs and leadership styles will
impact the organisation’s climate. We need “Level 5 Leaders” who demonstrate ontological humility and possess emotional
mastery. Flexible leadership, however, involves being able to adapt your leadership style according to the situation and the state
of the team - e.g.: taking charge when a team is forming but playing the role of coach when a team is managing itself well .
Hour to hour, day to day, week to week, executives must play their leadership styles like a pro—using the right one at just the right
time and in the right measure. The payoff is in achieving ORGANISATIONAL RESULTS (See Figure 1 above).
CEE FRAMEWORK ON “RESULTS-BASED LEADERSHIP”
Organisational Results
Employee/Talent Engagement
Organisational Climate
Leadership Effectiveness
Customer Engagement

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Figure 2 –Talent Management Framework
Talent Management Process:
1. Talent Acquisition: Proactively recruiting world-class, diverse leadership talent and providing on-boarding support for them
to accelerate their assimilation into their roles.
2. Talent Development: Developing and executing learning and development programs, processes & assessment tools to grow
current and future leaders
3. Performance Management: The process of creating a work environment in which people can perform to the best of their
abilities.
4. Succession Planning: towards developing a leadership pipeline or assuring near-term leadership continuity by thoughtful
consideration of the availability, readiness, and development of internal talent (including High Potentials) to assume critical
“priority” leadership roles.
5. Talent Engagement: Identifying the level of engagement of employees to optimize their contribution and reduce attrition as
well as to enhance retention.
CEE FRAMEWORK ON “INTEGRATED TALENT MANAGEMENT”
Talent Acquisition Organisational Results
Vision, Mission, Strategy and Values
Talent Management Strategy
Competency Framework
Sucession
Planning
Performance
Management
Talent
Development