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Webinar Leadership Assessment and Development in the GCC

Webinar Leadership Assessment and Development in the GCC. 12 September 2011. David Jackson is Middle East Regional Market Lead for Oliver Wyman Leadership Development. He works with global companies and non-profit organizations to improve leadership performance and drive results.

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Webinar Leadership Assessment and Development in the GCC

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  1. WebinarLeadership Assessmentand Development in the GCC 12 September 2011

  2. David Jackson is Middle East Regional Market Lead for Oliver Wyman Leadership Development. He works with global companies and non-profit organizations to improve leadership performance and drive results. David specializes in connecting executive learning programs to ongoing leadership performance, change management, and rewards processes to ensure that improved performance is sustainable and a key driver of measurable business outcomes. He has led many assignments in Asia, the Middle East as well as UK/Europe. His clients include Qtel, Bell South, and Saudi Telecom (STC). Other clients include Microsoft, Doosan, The Bank of China, Alcan, KonicaMinolta, HP, The Bank of America, and The University of California. David began his business career as a global manager in Aon’s corporate training and development function, where he designed and delivered skills and technical training and worked with the CEO to prepare global strategy meetings. David has a Ph.D. from Columbia University, where he was a distinguished President’s Fellow and serves on the Graduate School Alumni Board. He has a B.A. from Occidental College, in Los Angeles, where he serves on the Executive Committee of the Board of Governors.

  3. Session objectives • Understand the race for talent in emerging markets. • Understand how becoming a whole leader who uses head, heart, and guts can increase leadership effectiveness. • Examine different motive patterns and how to manage people in different stages of their careers. • Develop skills for effective coaching. • Practice having effective performance conversations. • Learn a framework for understanding and managing people from different cultural backgrounds. • Learn seven ways to better manage team development. • Examine how to assess team performance.

  4. Programme resources • Complete the Head, Heart and Guts assessment by Sunday, 18 September. • Review the following articles (located on the Knowledge Center site): • A Credo Driven Approach • Leadership Brand Equity • Globally Savvy Leaders • Agile Whole Leadership • Head, Heart and Guts • Leadership 2.0: Practice of Leading Live • Shifting Paradigm of Executive Leadership Development • Successful Cultural Integration During a Merger

  5. Progamme Modules

  6. There are 3 basic types of leadership attributes Actions and behaviours (what you do) Knowledge and skills (what you know) Personal attributes, beliefs and values (who you are) On a piece of paper, write down 2-3 key answers to these questions: What do I want to be doing, most of & best, day-to-day? What expertise do I want to manifest & grow? What values are most central to me do I want to enact. Leadership Brand:What do I stand for? What you do? What you know? Who you are? GCC Leader “I always act with judgment when making decisions. “I have deep knowledge about how my industryworks and the consequencesof decisions I make” “Integrity is one of my core values” GCC Leader

  7. Heart Understand, work with, and develop others. Head Provide clear purpose, direction, and strategy. Guts Do the right thing based on clear values. Today’s successful business leader must be a wholeleader

  8. Head, Heart, and Guts Leadership BehavioursA roadmap for personal development during change Heart Leadership Head Leadership • Balance people’s needs with business requirements. • Develop organization talent. • Develop strategic relationships inside and outside the organization. • Work with and lead a diverse workforce. • Rethink the way things are done. • Develop and articulate a point of view. • Balance strategic and operational thinking. • Think like a customer. Guts Leadership • Act with unyielding integrity. • Balance risk and reward. • Take an active stance to resolve conflict. • Be a champion for change.

  9. Achieving business results • Increasing competitive pressure • Rapidly changing market conditions • The need for innovation • Increasing customer expectations Whole leadership is not just a fad. Head: Provide strategy, direction, and purpose. Heart:Understand, work with, and develop others. Guts: Do the right thing based on clear values.

  10. Zayed University 2011 study10 attributes of “effective leadership” (qualitative research)

  11. We live in acomplex, diverse, and uncertainworld… 10

  12. Example: Global vs. local management paradox • Value • Client responsiveness • Local cultural sensitivity • Local “entrepreneurial magic” and passion • Local competition • Value • Global sourcing • Economies of scale • Globalization of clients • One brand/one voice 3 1 Global Local failure to adapt neglect of the core 2 4 • Concern • Lack of global strategy • Dilution of global brands • Lack of functional efficiencies and best practices • Silo mentality • Concern • Local alienation and loss of entrepreneurship • Reduced cooperation • Reduced local competitiveness • Cultural insensitivity 11

  13. Business drivers of cross-cultural knowledge and skills Increased cross-cultural knowledge and skills Global customer needs Global suppliers Religion Ethnicity Disability Foreign market expansion Global competitors Gender Age Experience Leadership style Thinking style

  14. The cross-cultural RISK process 1. RECOGNIZE What are the cultural differences at work in the situation? the What is their impact on relevant business activities (e.g., coordinating, decision making, organizing, planning, presenting)? 2. IMPACT of cultural differences What is the best option for moving forward most effectively (e.g., accommodate to differences, assimilate, blend)? 3.STRATEGIZE with local What specifically should be done in the situation (e.g., focus on task or focus on relationships, communicate directly or indirectly)? 4. KNOWLEDGE to get the best results

  15. A framework for attracting and retaining talent in emerging markets Douglas A. Ready, Linda A. Hill, and Jay A. Conger, Winning the Race for Talent in Emerging Markets, HBR, November 2008

  16. Stages of team development Based on the work of Donelson R. Forsyth

  17. The leadership pipeline model Enterprise Manager Passage Six Group Manager Passage Five Business Manager Passage Four Functional Manager Passage Three Manager of Managers Passage Two Manager of Others Passage One Manager of Self

  18. There are 3 basic types of leadership attributes Actions and behaviours (what you do) Knowledge and skills (what you know) Personal attributes, beliefs and values (who you are) On a piece of paper, write down 2-3 key answers to these questions: What do I want to be doing, most of & best, day-to-day? What expertise do I want to manifest & grow? What values are most central to me do I want to enact. Leadership Brand:What do I stand for? What you do? What you know? Who you are? GCC Leader “I always act with judgment when making decisions. “I have deep knowledge about how my industryworks and the consequencesof decisions I make” “Integrity is one of my core values” GCC Leader

  19. Closing

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