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My Take on Leadership Ministry of Manpower Leadership Summit 16 Aug 2010

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My Take on Leadership Ministry of Manpower Leadership Summit 16 Aug 2010 Different but Same, Same - My Take on Leadership Ministry of Manpower Leadership Summit 16 Aug 2010 Tan Suee Chieh, CEO NTUC Income Three Key Areas What leadership traits are relevant in the future • How can organisations be positioned and The Future the issues on building a leadership brand Making Things • How to execute Happen Personal • How one develops, especially with Development reference to my own development 1 Same, Same but Different 2 Different but Same, Same “The paradox of time, of progress, of evolution has always been this – the more things change, the more things stay the same.” Quote from the book “Different” Professor Youngme Moon Harvard Business School 3 Leadership Story Personality of Leader Group/ Context of Organisational Leadership Dynamics Leadership Brand 4 Leaders and Context – Big man history 时势造英雄 shíshì zào yīngxióng, The situation creates the hero 英雄造时势 Yīngxióng zào shíshì, The hero creates the situation 5 My Story Today • Introduction • Exploring Leadership • The World of Change • Putting it together – how and what I am learning 6 Exploring Leadership Definition of Leadership Wikipedia states that Leadership is stated as the "process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task."[1] Definitions more inclusive of followers have also emerged. Alan Keith stated that, "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen."[2] Tom DeMarco says that leadership needs to be distinguished from posturing.[3] 8 Lao Tzu on Leadership • Lao Tze said of leadership • Bearing, yet not possessive • Working, yet not taking credit • Leading, yet not dominating This is the Primal Virtue 9 What Other Leadership Gurus Say Jim Collins Ram Charan and Bossidy Stephen Covey • Yin and Yang of Level 5 • The Seven Behaviours leadership • Cultural Change • Principle Centred • Personal Humility and • The Right People Leadership Professional Will • Link Strategy with Operations • Emotional Bank 1. Highly capable • Link People with Operations individual Account • Strategic Imperative 2. Contributing team • Seven Habits • Link People with Strategy member • End in Mind 3. Competent • Proactive manager Warren Bennis • First Things First 4. Effective leader • Guiding vision 5. Level 5 Executive • Care • Win-win • Greatness comes from • Congruence • Understand personal humility plus • Candour • Synergize professional will • Courage • Sharpen the Saw Goleman – Self-awareness – Managing emotions – Motivating others – Showing empathy – Staying connected 10 QUITE A MOSAIC! Books on Leadership 11 Recent Leadership Gurus Robin Sharma • The Leader Who Had No Title . How Everyone can Show Leadership . The importance of Relationships for Business Succes . Being Brilliant at Execution . The Necessity of Personal Leadership . Your Leadership Legacy Laurie Beth Jones • Jesus as CEO . the strength of action . the strength of self mastery . the strength of relationships 12 Harvard Business Review Articles • “Leadership That Gets Results” – Daniel Goleman (HBR 2000) . New research suggests that the most effective executives use a collection of distinct leadership styles—each in the right measure, at just the right time. Such flexibility is tough to put into action, but it pays off in performance. And better yet, it can be learned. (HBR 2000) • “The Five Messages Leaders Must Manage” – John Hamm (HBR 2006) . All too often, leaders fail to explain what they mean when they talk about organizational structure, financial results, their own jobs, time management, and corporate culture. Left unclear, these concepts can throw a firm into turmoil—but when given proper focus, they confer extraordinary leverage. • “Leading Change” – John P. Kotter (HBR 2007) . Leaders who successfully transform businesses do eight things right (and they do them in the right order). 13 Leaders We Know Lee Kuan Yew Dr. Mahathir Margaret Thatcher Ronald Reagan 14 Despots & Autocrats Saddam Hussein idi Amin Pol Pot Adolf Hitler 15 The Do Good Leaders Nelson Mandela Mathama Gandhi Abraham Lincoln Mother Theresa 16 American Business Leaders of 20th Century Henry Ford Alfred Sloan John Piet Morgan 17 Chinese Business Leaders – Early 20th Century Tan Lark Sye Tan Kah Kee Eu Tong Sen 18 Current Business Leaders Jack Welch Bill Gates Steve Jobs 19 Warren Buffet Hank Greenberg Jamie Dimon Bad CEOs Sir Fred Godwin Stan O Neal Chuck Prince 20 Financial Services “Villains” Richard Fuld Jimmy Cayne Lloyd Blankfein Sandy Weill 21 “Leadership Brand” of these Leaders? Lee Kuan Yew Goh Keng Swee Mahathir Clinton Obama 22 “Leadership Brand” of these Leaders? George Yeo Tharman Gan Kim Yong Vivian Balakrishnan Abdullah Tarmugi 23 Government Concerns: Leadership and Competencies in Singapore We have We do not have • Integrity, trust • Dream • Method and analysis • Drive • Academic results • Curiosity • Dedication and meeting targets • Dealing with ambiguity • Task masters but not leaders Mr. Tharman Shanmugaratnam 2 October 2003 24 Government Concerns: Teaching Less and Learning More • Value Irregular Strengths • Build Confidence and Adversity Quotient • Avoid Convergence of Ideas And above all, we should work to avoid a convergence of ideas, because they converge and become closed systems where everyone thinks more or less alike. They lose the energy and vibrancy that comes from having a diversity of approaches and ideas. Mr. Tharman Shanmugaratnam 29 September 2004 Making Things Happen Gerstner Principles • Manage by principle, but not process • Market driven • Look for people who solve problems, not hide behind the staff, sack the politicians • Reduce hierarchy and committees : create new leadership teams • Lead change from the top • Thinking and acting with urgency • Accountability must replace looking good • Set priorities, with sooner being26 better than perfect What is Relevant for You & Your Organisation? • The nature of business and where you want to go? What is required? • The cycle of the organization – is it conducive for change? The Organisation • The personality of the leader, including ability • Motivation and appetite for leadership The Leader • The leadership and dynamics of the people who hold the power • The group or organizational dynamics of the team the leader is The Group leading • The culture you have and how willing the senior leaders/chief Dynamics is able to shape it 27 The World of Change Drivers for Change • Globalization and Rise of China and Asia • Pace of Change – Technology and Competition • The Rise of Social Media and Networks • Sustainability - Climate Change , Aging Population, Environmental Concerns • Corporate leaders – greater public accountability • Consequences of Financial Crisis. Should we continue to drive for profits. Stakeholder Driven Management • Generation Y - Different but Same, Same • Greater public accountability and more openness in government • Integrating immigrant population and creating a more inclusive society 29 Drivers for Change (7 years ago in 2003) • Drive for profits • Globalization • Deregulation and Consolidation • Technology, Speed of Innovation • Demographics . Multicultural . Generation Y . War for talent 30 Drivers for Change in 1970s In 1970, the concerns were • The communist threat – Russia and China • Energy crisis, Middle East - Sufficiency of Oil – giving rise to the oil crisis • The threat of Inflation and balancing it with employment • Creating a two child family • Inculcating Mandarin as a common language 31 Implication of Changes Every generation feels like their issues are different. They are different issues, but if we take a deeper look at it, and characterize the issues they are not very different – the issues may have changed, but the plot hasn’t much. But there are some common themes. More Jim Collin and Tao type of leadership is the fashion; less Jack Welch and Sandy Weill. 32 Leadership: New Orientation OUT IN High Profile Low profile Short term focus Long term outlook Great communicator Great thinker External focus Internal focus Solely returns focused Socially responsible Ego based charismatic Level 5 Leadership (Jim Collins) leadership is out Execution based (Bossidy and Charan) Welch? Jobs? Ellison? Ernie Gerstner, Buffett, Darwin E Webbers? Smith? 33 Putting It Together Leadership Traits for outstanding public service • Authenticity - Independence of thought, Diversity and Genuineness • Public Accountability and Service – Openness and Communication • Action Orientation and Ownership . People above process . Principles above rules . Outcomes above compliance • Creativity and Innovation - Less hierarchy, more Individualism and curiosity • Trust – build trust internally and externally, less power based. 35 Ten Tips for Promotion at NTUC Income • Be on Top of your Job • Keep your Commitments and Timelines • Go the extra mile to be resourceful. • Always communicate • Over prepare • Engage your boss. • Be a team player and leader; and build relationships with others • Take Ownership • Build your reputation • Be an Advocate of the Cultural Revolution 36 Tips on Development Knowledge- Learning , Spiritual Skills – Technology Reading & Taking Development - and Language Notes Reflection & Self Awareness Habits and Attitude – Authenticity – Using Role Models Openness to Change being Real to and Discipline Myself and Others Taking Risks – Physical Fitness 360 Feedback & Experimenting and Personal Coaching Experiencing 37 End.
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