These are the slides used for the special workshop on driving transformational change.

1. Enabling SCB to be agents of change for the 21st century
Leading Transformational Change
Roshan Thiran & Sashe Kanapathi
roshan.thiran@leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics

2. Are the “world’s best” leaders
born or developed? Is
leadership genetic or learned?
Question

3. Growth
Time
My “Change” Experience
10. Johnson & Johnson
Industry : Healthcare
Function: HR
Global Role
9. GE Asia Pacific
Industry : Multi
Function: HR
Asia Role
7. GE Aircraft
Industry : Aviation
Function: Finance
CFO & ED 8. GE Crotonville
Industry : Multi
Function: HR
Learning Role
6. GE CIG
Industry : Multi
Function: IT
Project Mgmt Global
5. GE Capital
Industry : Financial Service
Function: Finance/Sourcing
Europe Leader
4. NBC Universal
Industry : Media
Function: Finance
Product Leader
1. GE Investments
Industry : Investment Banking
Function: Business Dev
Individual Contributor
3. GE GCS
Industry : Oil & Gas
Function: Finance
Inventory Mgmt
2. GE International
Industry : Multi
Function: Finance
Analyst Global
12. Leaderonomics
Industry : Multi
Function: CEO
Business leader
11. Star Media Group
Industry : Media
Function: CEO
Business leader

5. Objectives
• Leading Organizations
• Change Management vs Project
Mgmt
• Kotter’s 8 Steps
• Influencing Strategy
• Leading Others
• Working in a Team
• Hostage negotiation conversations
• Leading Self
• MBTI
By the end of these 2 days,
you will know:

6. People are
frustrated with
CONSTRAINTS
imposed
These constraints ensure
they remain disengaged &
unproductive

7. Constraints Frustrating SCB Employees
THE 4 CONSTRAINTS PREVENTING GROWTH OF YOUR ORGANISATION
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects
Hardware
Hardware
Software
Software

8. What is the reason leaders fail
make impactful & sustainable
change in organisations?
Question

9. 70% of all Change or Transformation programmes
Our research on Change has the following findings on
transformation projects:
•100% of all “Successful” projects had a good technical
solution/approach to it
•98% of all “Unsuccessful” projects had a good technical
solution/approach to it

10. No 1 issue: People

11. TEA BREAK

12. Forming
Storming
Norming
Performing
Based on Tuckman, BW, “Development Sequence in Small
Groups”, Psychological Bulletin, 1965, 63 (6)384-399.
STAGES OF TEAM DEVELOPMENT
WHY MOST TEAMS FAIL TO GET TO HIGH PERFORMANCE

13. Members are uncertain
about roles, rules and
expectations
Proprietary Information Copyright Leaderonomics 2008
PERFORMING
(Unity)
NORMING
(Clarity)
STORMING
(Anxiety)
FORMING
(Uncertainty)
Members come into
conflicts over goals and
personalities
Working styles are agreed
and adjusted to and
processes are set up
Members work positively,
creatively and
productively together
Use socializing and
discussions to initiate
team work
Assert authority to defuse
conflicts and steer team
back to right direction
Encourage team to
create a work plan and
use their collective
skills
Allow individuals and
sub-groups to act on
their own initiatives
Stages of Team Dynamics

14. The Science of Building Leaders Proprietary Information Copyright Leaderonomics 2008
Arena Blind Spot
Facade Unknown
Known
to
Others
Known to Self
Unknown
to
Others
Unknown to Self
The Johari Window

15. The Science of Building Leaders Proprietary Information Copyright Leaderonomics 2008
Arena Blind Spot
Facade Unknown
Known
to
Others
Known to Self
Unknown
to
Others
Unknown to Self
Open
Free Area
1
3
2
4
Self-
Discovery
Shared Discovery
Others
Observation
Feedback/
Solicitation
ASK
Self Disclosure /
Exposure
TELL
The Johari Window

16. You are DIFFERENT!
You are UNIQUE!
You are SPECIAL!
Myers-Briggs Type Indicator® (MBTI®)
Ideas on which it is based
Intro to MBTI

17. 17
Type does not
measure:
Χ Intelligence
Χ Affluence
Χ Normalcy
Χ Maturity
Χ Emotions
Χ Illness
Χ IQ
Χ Stress
Χ Trauma
Χ Psychiatric
Disturbances
What MBTI is NOT!

18. 18
• General Electric
• McKinsey & Company
• Accenture
• QANTAS Australia
• Rolls Royce
• IKEA
• Samsung
• Shell
• Almost all major banks
Each Year, over 2 million
people take the MBTI all over
the world:
USA, Japan, Canada,
Australia, New Zealand, China,
UK, Malaysia and Singapore
Who Uses MBTI

19. Was developed by
Katharine C Briggs
and her daughter
Isabel Briggs Myers
Is based on the work of a Swiss psychologist who outlined
psychological type theory in his book entitled “Psychological
Types” published in 1921/1923
MBTI - History

20. Why Look at Preferences
Understand
Individual
• Build on Similarities
• Understand & leverage
differences
Business
Understand Team
•Similarities
•Differences

21. Which one is more comfortable?
Your Name/Signature
1
2
Understanding MBTI
Myers Briggs Type Indicator

22. TYPE TABLE
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP
ESTJ
ESFP
ESFJ
ENFP
ENFJ
ENTP
ENTJ
Roshan
Jack Welch

23. “Let’s talk this over”
“Just the facts, please”
“Is this logical”
“Just do something” “Let’s wait and see”
“Will anyone be hurt”
“I can see it all now”
“I need to think about this”
E
S
T
J
I
N
F
P
MBTI & Communications

24. EXTRAVERSION
AND
INTROVERSION
ARE SOURCES OF ENERGY FROM THE WORLD.
AN INTROVERT’S ESSENTIAL ENERGY SOURCE
IS FROM WITHIN - THE INNER WORLD OF
THOUGHTS AND REFLECTIONS.
I
AN EXTRAVERT’S ESSENTIAL ENERGY SOURCE
IS FROM THE ENVIRONMENT - THE OUTER WORLD
OF PEOPLE AND THINGS.
E
E vs. I

25. SENSING
AND
INTUITION
ARE WAYS OF TAKING IN INFORMATION.
THE SENSING FUNCTION TAKES IN INFORMATION BY WAY OF THE FIVE
SENSES - SIGHT, SOUND, FEEL, TASTE AND SMELL.
S
THE INTUITING FUNCTION PROCESSES INFORMATION BY WAY OF A
“SIXTH-SENSE” OR PATTERNS, RELATIONSHIPS AND POSSIBILITIES.
N
S vs. N

27. 27

29. THINKING
AND
FEELING
ARE WAYS OF MAKING DECISIONS.
THE FEELING FUNCTION DECIDES ON THE BASIS OF PERSONAL VALUES
AND CONTEXT.
F
THE THINKING FUNCTION DECIDES ON THE BASIS OF LOGIC AND
OBJECTIVE CONSIDERATIONS.
T
T vs. F

30. JUDGEMENT
AND
PERCEPTION
ARE WAYS OF APPROACHING THE WORLD.
A PERCEPTIVE LIFESTYLE IS FLEXIBLE, ADATABLE AND SPONTANEOUS.
P
A JUDGING LIFESTYLE IS DECISIVE, PLANNED AND ORDERLY.
J
J vs. P

32. Energy FlowExtroversion Introversion
Taking in Information
Perceiving FunctionSensing iNtuitive
Active
Outward
Sociable
Energized by people & things
Many
Expressive
Breadth
Speak to think
Reflective
Inward
Reserved
Energized by concepts/ideas/privacy
Few
Quiet
Depth
Think to speak
Five Senses
Details
Present
Practical
Facts
Sequential
Directions
Repetition
Set routines/procedures
“Sixth sense”
Patterns
Future
Imaginative
Innovations/possibilities
Random
Hunches
Variety
Change & Variety

33. Decision Making
Judging FunctionThinking Feeling
Head
Objective
Justice
Logic
Impersonal
Analyze
Precise
Principles
Problem first
Heart
Subjective
Harmony
Caring
Personal
Empathize
Persuasive
Values
People first
Lifestyles
AttitudeJudging Perceiving
Organized
Structure
Control
Decisive
Deliberate (scheduled)
Closure
Plan
Meets Deadlines in advance
Ordered
Flixible
Go-with-the-flow
Experience
Options
Spontaneous
Openness
Wait
Meets deadlines last minute
Random

34. • Describes how your team functions.
• Influenced by majority preferences
• Individuals with underrepresented
preferences may find that they are either
over or underutilized
What?
Why?
How?
• Help the team succeed by identifying team
assets and blind spots
• Help team members understand their
differences and work to convert them into
strengths
• Maximize each member’s special talents
and minimize gaps in knowledge and skills
• Align an individual’s MBTI preferences to
particular team tasks to increase
productivity
Enhancing Team Effectiveness

35. E
• Acknowledge you are listening
• Provide immediate feedback
• If needed, ask for time to think
about something, then set a time to
communicate
• Be prepared to share
information sooner
• Deal with conflict and be willing
to confront issues when they
occur
• Remember they often think out
loud, so don’t assume words are
well thought out
I
• Practice active listening skills
• Think before speaking or let others
know you are thinking aloud
• Respect need for privacy, build
trust and respect confidentiality
• Speak slowly and calmly
• Don’t jump to fill silence
• Provide information ahead of time
and allow time for processing
• Summarize and share final thoughts
and direction
Communications with Type

36. S
• Be practical and find ways to
bring ideas down to earth
• Provide information on specific
realities and application
• Provide concrete examples; share
facts and observations
• Present information sequentially
• Show plan and process rather
than only a concept
• Avoid extensive use of
metaphors, analogies and
abstract communication
N
• Consider possibilities that may
initially seem far-fetched
• Provide overview first
• Suspend realities when necessary to
brainstorm and generate ideas
• Share main points and add some
detail as necessary
• Stretch toward taking longer-tern
view; future focus
• Provide reality check without
discarding ideas, let others share
dreams; help link ideas to reality
Communications with Type

37. T
• Be calmly objective and
demonstrate your competence
• Offer honest and frank feedback
as well as positive comments
• Detach from and view situation
logically and objectively
• Support opinions with logical
reasoning and clear thinking
• Avoid becoming overly
emotional
• Don’t feel threatened when
others like to debate or
challenge
F
• Take time to get to know and
develop rapport
• Focus on people in situation; find
out what is valued and important
• Know when to provide feedback and
critique behavior, not people
• Include personal needs in decision
making; show people impacts
• Connect first, challenge later
• Focus on creating win-win situations
Communications with Type

38. J
• Make decisions that affect others
as soon as possible
• Negotiate timelines and deadlines
and consistently deliver on time
• Share timelines so others know
when your part will be completed
• Narrow and focus options before
sharing; focus on the important
• Know when to start exploring and
start making decisions
• Provide structure and clear
expectations
P
• Allow opportunities to explore
before deciding
• Expect and plan for changes to your
schedule
• Avoid making decisions too quickly;
ask more questions
• Check to ensure you are not making
conclusions when speaking
• Be willing to take initial steps
without making a complete plan
• Be open to dynamic changes in
information and situation
Communications with Type

39. LET’S TALK ABOUT LEADERSHIP

40. Constraints Frustrating SCB Employees
THE 4 CONSTRAINTS PREVENTING GROWTH OF YOUR ORGANISATION
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects
Hardware
Hardware
Software
Software

41. Transformation
Above all,
a leader / change
agent must be
clear.

42. Time
Where are we today? What’s the reality at SCB?
Ability/Achievement
SCB Vision
3 critical Leadership Clarity at SCB . . .
Are we changing?
Are we executing?
What’s the
PLAN?KR1
KR3
KR2

43. Dialogue

44. Dialogue is seeking a greater truth
by thinking together.
What is Dialogue?
William Isaacs

45. Dialogues Create Bonds
Attachment
(comfort)
Bonding
(interest)
Separation
(preparation)
Grief
(identity)
Dialogue
The Cycle of Bonding

46. Self Other
Talking - Dialogue - Influence
B Body
E Emotions
I Intellectual
S Spirit
The Power of a Dialogue
B I
E S
B I
E S

47. Dialogue 1
Goal-Setting,
Development and
Career Planning
Dialogue
Dialogue 2
Mid-Year
Dialogue
Dialogue 3
Development
Discussion &
Succession
Planning
Feedback
Dialogue
Dialogue 4
Year-End
Dialogue Dialogue 5
Compensation
Review for
Previous Year
COMPULSARY MINIMUM 5 SCHEDULED KEY
DIALOGUES ANNUALLY

48. Are you fully utilizing your 20k
daily interactions & dialogues to
drive change?
In Your Groups

49. • Passivity
• Discounting
• Redefinition
• Over Detailing
What are the Blocks to Dialogue?
Primary Blocks:
Secondary Blocks:
• Over Rational
• Over Emotional
• Over Generalization
• Abstraction
• Lack of Directness
• Lack of Honesty

50. The Law of Reciprocity & Concession
The 4 Sentence Rule
and

51. Think of a hard dialogue you need
to have with someone. What is
the outcome you hope to achieve?
Let’s Do It

52. Dialogue – More powerful than you know.
Most of our stress is due to
conflicts created as a result of
unresolved conversations.

53. Dialogue – More powerful than you know.
____________________________________“We need to talk”.
The four most difficult words …

54. Attachment
(comfort)
Bonding
(interest)
Separation
(preparation)
Grief
(identity)
Conflict Begins when Bonding is Broken

55. Put the Fish on the Table
Raise issues – don’t let them smell!

56. Think of a hard dialogue you need
to have with someone. What is
the outcome you hope to achieve?
Let’s Do It

57. 57
The Building
Game

58. The only person who likes change is
a wet baby.
Attributed to Mark Twain
Quote

59. 59
IBM study of 1,400 professionals in 48 countries on how organizations make
change work in today‘s business environment.
IBM Institute for Business Value 2014
33% in
2008

60. Change is hard but most
people are also frustrated with
change . .

61. The hard stuff is the easy stuff.
The soft stuff is the hard stuff.
Total quality is 90% a people deal.
Tom Malone
President, Milliken Mills
2nd Year Malcolm Baldrige Award Winner

62. • Project management and change management may seem as separate, but
they are integrated in practice.
• Managing the people side of change helps increase the likelihood that
projects or initiatives deliver the intended results and outcomes.
Software (CM) vs Hardware (PM)

63. New thoughts
and behaviors
Status Quo Zone of Disruption Zone of Adoption Zone of Innovation
Performance
Time
Change is
introduced
Point of
Decision
New result
Change Zones – The Soft Stuff

64. Status Quo Zone of Disruption Zone of Adoption Zone of Innovation
Performance
Shock
Numbness
Denial
Emotional Outbursts
Anger
Fear
Searchings
Bargaining
PanicGuilt Isolation
Lonelines
sDepression
“Re-entry” Troubles
New Relationships
New Behaviors
New Patterns
Hope
Acceptance
Coaching others
Higher Results
Inspiration
Recognition
Pride
New Ways
Time
New thoughts
and behaviors
Change is
introduced
Point of
Decision
New result
Change Zones – and the Grief cycle

65. John Kotter’s 8 Step Change Management Model

66. John Kotter’s 8 Step Change Management Model

67. 67
Change management tools currently used?
Tools for these 8 Steps

68. Preparing
for Change
Managing
Change
Reinforcing
Change
Creating a Climate for Change
▪ Change readiness survey
▪ Threat and opportunity matrix
▪ Key constituent map
▪ Change style preference
▪ Source of resistance to change
Engaging and enabling the whole organization
▪ Vision statement, elevator speech
▪ Communication plan and channels
▪ Influencing strategy
Implementing / sustaining change
▪ Current system and structure analysis
▪ Change effectiveness metrics
Driving Change: The Process for effective CM

69. 1- CHANGE READINESS SURVEY
To analyze the level of preparedness of the conditions, attitudes and resources
needed for change to happen successfully

70. 2 - THREAT AND OPPORTUNITY MATRIX
Tool used to frame the need for change as a threat and opportunity over
both the short and long term

71. 3 - KEY CONSTITUENT MAP
A simple pie chart model to identify and label key clusters of constituent who
will be impacted by the change initiative
Consider both internal and external

72. 4 - SOURCE OF RESISTANCE TO CHANGE
To understand sources of resistance the project team will likely face and
begin to develop a strategy to eliminate or lessen it.

73. 5 - CHANGE IMPACT ASSESSMENT
A structured format for talking to identified stakeholders and collecting
information about the level of impact the proposed change will have on
them and their business areas.

74. 6 - STAKEHOLDER ANALYSIS
A ‘snapshot’ of who the identified stakeholders are and their associated levels
of interest and influence over the change

75. Stakeholder Analysis Example
Names Strongly
Against (-2)
Moderately
Against (-1)
Neutral (0) Moderately
Supportive (+1)
Strongly
Supportive (+2)
• Who will care?
• What commitment level now; minimum needed?
Critical attention?
• Who influences whom?
X
X
X
X
X
Solid Line = Critical To Move
Dotted Line = Important But Not Urgent
= Okay Where They Are
Siti Hajah
Mawi Beraki
Jacky Scully
Sue Hassan
Mary Tegiling
Roy Ying
Rama Chandra
Chan Koh Teow
Change = reducing number of suppliers

76. 7 - CHANGE VISION STATEMENT
An expression of what the future will look like after the change – help to
send a strong message for everyone in the business to rally and support the
transformational journey.

77. 8 - CHANGE COMMUNICATION PLAN
To organizing and effectively communicating upcoming changes to the
appropriate, affected stakeholder groups.

78. 9 - TRAINING PLAN
To build skills and capabilities required during and after the change occurs
to make changes work
Used with stakeholder and change impact analysis in order to review what changes will
happen to each stakeholder group and uncovers what skills each of those stakeholder groups
will need after the change.

79. - KENNETH BLANCHARD

80. WHAT IS
INFLUENCE?

81. The CAPACITY to have an EFFECT on
the CHARACTER, DEVELOPMENT, or
BEHAVIOUR of SOMEONE

82. Let’s learn some new tools..

83. SOURCES OF POWER
Coercive Power Reward Power
Expert Power Referent Power
Positional Power

84. 4 Core of
Credibility

85. Image Credit: Michael Vlasaty - DSC_3336Uploaded by Diaa_abdelmoneim, CC BY 2.0,
https://commons.wikimedia.org/w/index.php?curid=7802701
GEORGE CLOONEY
ENDORSING COFFEE
Referent Power
Expert Power
Positional Power
Coercive Power
Reward Power

86. WARNING ON CIGARETTE ADS
Referent Power
Expert Power
Positional Power
Coercive Power
Reward Power

87. STORE DISCOUNTS
Image Credit: Massive Discounts by Kurt
Bauschardt is licensed under CC BY 2.0
Referent Power
Expert Power
Positional Power
Coercive Power
Reward Power

88. DENTIST ENDORSING
PRODUCTS
Referent Power
Expert Power
Positional Power
Coercive Power
Reward Power

89. MANAGER ASKING YOU TO COMPLY
TO NEW POLICY
Referent Power
Expert Power
Positional Power
Coercive Power
Reward Power

90. PSYCHOLOGY OF INFLUENCE
Reciprocity
Commitment/
Consistency
Social Proof
Authority Liking Scarcity

91. Celebrity Endorsements
Reciprocity
Commitment
Social Proof
Authority
Liking
Scarcity

92. APPEALING TO YOUR BELIEF
Reciprocity
Commitment
Social Proof
Authority
Liking
Scarcity

93. GET FREE STUFF
Reciprocity
Commitment
Social Proof
Authority
Liking
Scarcity

94. CONSUMER REVIEWS
Reciprocity
Commitment
Social Proof
Authority
Liking
Scarcity

95. HOW MANY SEATS LEFT
Reciprocity
Commitment
Social Proof
Authority
Liking
Scarcity

96. LEVERAGING EXPERTS
Reciprocity
Commitment
Social Proof
Authority
Liking
Scarcity

97. SIMULATION
DEBRIEF

98. POINTS TO PONDER
Timing of the action
Effect of networks
Understanding stakeholders Mode of interaction
Internal / External actions

99. AIDA MODEL
Awareness
Interest
Desire
Action
A
I
D
A

100. APPLYING THE AIDA MODEL
Mental State
Key Question in
Stakeholder’s Mind
Actions
Awareness What is this? Give Information
Interest What is in it for me?
Convey Cost Vs. Benefit
Analysis
Desire Why should I do it? Show social proof
Action
How do I do it? What are
the risks?
Show them pilots. Guarantee &
Warranty
Actions need to match mental state of recipient

101. INNOVATION DIFFUSION

102. REAL WORLD EXAMPLES
James Bond by brava_67 is licensed under CC BY 2.0
How are social
media networks
launched?
Can you identify
the different
adopter categories
for smart phones?
Who are the
innovators with
respect to a James
Bond movie?

103. Trust
Tax

105. The cause must be
bigger than the cost.

106. HOW MUCH IS WITHIN YOUR CONTROL?

107. Circle of Influence and Concern
Circle of
Influence
Circle of Concern Things we care about
Things we can affect
directly

108. Circle of
Influence
Circle of Concern
Proactive Focus
I choose to …
I control my own feeling
Let’s explore alternatives
I can …
Circle of
Influence
Circle of Concern
Reactive Focus
I have to …
He makes me so mad
There’s nothing I can do
If only …
Circle of Influence and Concern

110. PUTTING IT INTO PRACTICE

111. THE WAY FORWARD

112. “See Change as an Opportunity…
Not a Threat”
Crisis. It invokes negative emotions … pessimism,
fear, confusion. But the Webster dictionary defines
crisis as “the point or time for deciding … the
decisive moment.” The Chinese offers another
interpretation. The Chinese word for Crisis
comprises of two characters ‘Wei’ (danger) and ‘Chi’
(opportunity). Whether one comes out of a crisis,
stronger or fallen, will depend on how we perceive
the situation and the decision we make. This
smacks of Darwinian ruthlessness but it also reflects
the reality of the markets we operate in. Our
challenge is to make the right decision and then
execute it with speed and perfection.