cee presentation at snef the art of productivity leadership seminar 18 jan2013

SNEF Business Leaders Seminar THE ART OF PRODUCTIVITY LEADERSHIPWorld’s Best Practices in Rapid Productivity Growth

Prof Sattar BawanyCEO, Centre for Executive EducationStrategic Advisor, IPMA Asia Pacific

Master Executive Coach, EDA Asia Pacific

Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death.

Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed.

It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running…..

Are You A Tiger Or Deer?

SNEF Business Leaders Seminar - The Art of Productivity Leadership© 2013 Copyright, Centre for Executive Education 2

TheThe RAT Personality Exercise

© 2013 Copyright, Centre for Executive Education 3SNEF Business Leaders Seminar - The Art of Productivity Leadership

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4© 2013 Copyright, Centre for Executive Education 4SNEF Business Leaders Seminar - The Art of Productivity Leadership

CEO of Centre for Executive Education, Strategic Advisor with IPMA & Master Executive Coach with EDA Asia Pacific

Over 25 years’ international business management in executive coaching, facilitation, HR & OD consulting; leadership development and training

Adjunct Professor with PGSM teaching international business strategies and human resource courses

Assumed previous senior leadership roles with DBM Asia Pacific, Mercer Human Resource Consulting, The Hay Group and Forum Corporation

IPMA Singapore is the Master Licensee for the ‘Scores on the Board™’ Productivity & Engagement System developed by Bill Lang/The Human Performance Company

About Your Workshop Facilitator

5© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership

Agenda

• Some Definitions

• Incremental versus Rapid Profitable Growth

• 4 Core Best Practices and Some Tools

• Proven Framework for Sustaining Productivity

• Questions

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© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership

Some Definitions

• What is productivity?

“Being productive means creating maximum value out of limited resources with by:

- same value from fewer resources- more value from same resources

Singapore businesses cannot expect to save costs by employing more lower cost workers. We must utilise resource efficiently, develop new markets and innovate”

Mr Lee Hsien Loong, Singapore’s Prime Minister28th July 2010 SNEF 30th Anniversary Summit


Some Definitions

• What is innovation?“…Spotting unmet needs, designing products and services to meet them, acting fast to exploit first mover advantages, innovation also means coming up with novel business models, new uses for a product, unusual ways of selling a service… Innovation is primarily a function of talent and culture…Providing employees with space for their creativity, to draw their raw ideas into commercially profitable schemes..”

Mr Lee Hsien Loong, Singapore’s Prime Minister28th July 2010 SNEF 30th Anniversary Summit

SNEF Business Leaders Seminar - The Art of Productivity Leadership© 2013 Copyright, Centre for Executive Education 8

Agenda



• 4 Practices and Some Tools


• Questions


Rapid versus Incremental Productivity Growth

• Incremental is the every day, basis point by basis point, improvement in cost inputs operational efficiency, customer preference, profitability measures… Single digit p.a.

• Rapid in breakout growth, double digit improvement

Many off the shelf solutions available: • AOM, 6 Sigma, Lean – Kaizen, most Process Reengineering Initiatives


Some Rapid Examples


Agenda



• 4 Practices and Some Tools• Knowing Customers Better Than Themselves• Uncovering Competitors Blind Spots• Unleashing Employee Minds and Hearts• Transforming Your Leadership Style and Performance

• Questions


Knowing CustomersBetter Than Themselves

• Customers are Humans• Feelings and urges drive much behaviour• Difficult to say what we want/Easy to say

what we don’t want.. Understand Their Horror Stories

• “Living a Day in their Life, Week, Month” generates true insights


LA Times Article on Honda


Tokyo’s famous crowded trains and Sony Walkman


No Mirrors, Men, Makeup and Models


Creating Blue Ocean –Key Principles

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Buyer utilityIs there exceptional buyer

utility in your business idea?

AdoptionWhat are the adoption hurdles in actualizing

your business idea?Are you addressing them up front?

PriceIs your price easily accessible to the mass of

buyers?

CostCan you attain your cost target to profit at

your strategic price?

YES

YES

YES

YES

No Rethink

No Rethink

No Rethink

No Rethink


Group Exercise 1 -Blue Ocean Idea Index

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Identify a Product/Service idea that you have in mind and review against the factors below and appoint a Spokesperson to present on Flipchart:

A* B* C*

Utility Is there exceptional utility? Are there compelling reasons to buy your offering?

Price Is your price easily accessible to the mass of buyers?

Cost Does your cost structure meet the target cost?

Adoption Have you addressed adoption hurdles up front?

* A refer to your Company and B & C are your leading competitors

Duration: 15 Minutes


Agenda





• Questions19© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership

Uncovering CompetitorsBlink Spots

• What industry are you in?• Who are current competitors?• What do their strategies and culture blind

them to?• What did they miss from other industries?• Customer Solutions versus Components of

a solution


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The Four Actions Framework

Source: Kim and Mauborgne. Blue Ocean Strategy. Harvard Business School Press. 2005


The Four Action Framework and ERRC Grid

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• There are 4 key actions can be used in Blue Ocean Strategy to get rid of the competition and provide extraordinary added value

• The eliminate-reduce-raise-create grid pushes companiesnot only to ask all four questions in the four actionsframework but also to act on all four to create a new valuecurve

• By driving companies to fill in the grid with the actions ofeliminating, reducing, raising, and creating, the grid providesfour immediate benefits: it pushes them to simultaneouslypursue differentiation and low costs; identifies companieswho are only raising and creating thereby raising costs;makes it easier for managers to understand and comply


Example: Apple and iPod- Customer Solution

• 30,000,000 iPhone sales figures, 1.8 billion apps downloads, 75,000 apps available, iTunes 9, 100 million accounts with credit cards, 8.5 billion songs sold

MP3 Player – 73.8% of the market, followed by 18 percent held by “other” SanDisk at 7.2% and Microsoft at 1.1% share.

• 50% of new iPod sales are to new customers (didn’t previously own one) and the total number of iPod sales is closing in on 225 million units.

The fastest growing model iPod Touch, 20 million units since it was unveiled 2 yrs ago. This means that 40% of the “iPhone platform” is accounted for with the iPod Touch (20 million sales for Touch, 30 million sales for iPhone)

“Apple could be on the cusp of claiming the crown as the world’s leading in pocket gaming,” referring to the use of an iPod Touch as a portable game device:

- PlayStation Portable has 607 games- Nintendo DS has 3.680 games- 21,178 games are now available from the Apple App Store


iPod delivered superior value and a superb buyer experience


Video on “Start With Why” 1st Business Principle

• How great leaders inspire action - Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question "Why?”

• In 2009, Simon Sinek released the book "Start With Why" --a synopsis of the theory he has begun using to teach others how to become effective leaders and inspire change

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“If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for

you with blood and sweat and tears.” - Simon Sinek

References: http://www.startwithwhy.com/http://www.youtube.com/watch?v=qp0HIF3SfI4http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html


Group Exercise 2 –Developing the “Golden Circles”

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• Using Simon Sinek’s powerful model of the 3 Golden Circles (WHAT – HOW – WHY), developed a compelling value proposition for the new innovative idea of product or services that your Group have discussed earlier during Exercise 1

• Articulate clearly the golden circles: WHAT – HOW – WHY (middle of the circle) of the said new innovative idea of product or services

• Appoint a Spokesperson to present on a Flipchart

• Duration: 10 Minutes


Agenda






Unleashing Employee Minds and Hearts

• What does productivity mean to your employees?

• Why do employees think/feel the way they do? (life experiences, especially very emotional ones)• How do employees learn skills versus knowledge?• How can leaders create the culture to “unleash hearts and minds”?

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“If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe,

they’ll work for you with blood and sweat and tears.” - Simon Sinek


Engagement Loyalty Profit

StaySayStrive

StaySayPay


Positive

Keepsup-to-date

BelievesWants toand does

Reliable,extra mileIdentifies

Respectsand helps


What gets you and others engaged at work?


OpportunityVoice

InvolvementListened to

Well beingGood ideas

Valued


Southwest Background

• largest airline in the world by number of passengers carried

• the third-largest passenger fleet of aircraft among all of the world’s

commercial airlines

• one of the world’s most profitable airlines, posting a profit for the 37th

consecutive year in January 2010

• business model involves flying multiple short, quick trips into the secondary

(more efficient and less costly) airports of major markets, one aircraft type,

the Boeing 737

• adopted the first profit-sharing plan in the U.S. airline industry in 1971

• employees own about 10% of the company stock

• the airline is about 87% unionized

• in order to maintain good working relationships and prevent finger pointing

between departments, Southwest employees have shared goals and each

job involves aiding others whenever necessary


Southwest 11 Attitudes1. Employees are #12. Think small to grow big3. Manage in good times for the bad times4. Irreverence is OK5. OK to be yourself6. Have fun at work7. Take competition seriously, but not yourself8. Difficult to change a person’s attitude, so hire for attitude and train for skill9. Think of company as a service organisation that happens to be in the

airline business10. Do whatever it takes11. Always practice the Golden Rule


Video: Southwest Airlines


Agenda






Transforming Your Leadership Style and Performance

• What leadership styles underpin Rapid Productivity Growth?

- Seeing things differently, leave behind old mind-setsthat limit what is possible

- From “Business-as Usual” to “Living the Future Now”- Requires A New Shared Vision- Harness energy from insight, inspiration

and intentionality


Which People First and How?

• To Transform the Business you must Transform the People

• To Build the Business you must Build the People• To Grow the Business you must Grow the People• Leaders First –Authentic, Open, Always

Learning, Coaching, Role Modelling• Rapid Skill Building: Leverage Neuroscience and

Systems Learning in the Job versus Classroom


Fresh Ideas ANTS

utomaticegativehought


Neuroscience has discovered that our brain’s design makes it sociable, inexorably drawn into an intimate brain-to-brain linkup whenever we engage with another person.

That neural bridge lets us impact the brain—and so the body—of everyone we interact with, just as they do us.

Even our most routine encounters act as regulators in the brain, priming emotions in us, some desirable, others not.

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Emotional & Social Intelligence


Source: Social Intelligence, Daniel Goleman 2006

Neuroscience clearly demonstrates that emotions are contagious

“When someone dumps toxic feelings on us they activate in us the same circuitry for the same distressing emotions… we catch strong emotions like we catch a cold”

“Everyone in a given workplace (colleagues and customers) contributes to the emotional stew, the sum total of the moods that emerge as they interact throughout the workday”


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Leading and Engaging Your Workforce

• Profitability • ROI• Cost Optimisation

• Employee Satisfaction• Employee Loyalty

• Company Policies• Rewards and Flexibility• Culture, Espirit De Corps

• EQ/EI Competencies• Managerial Skills• Leadership Styles

Organisational Results

Employee Engagement

Organisational Climate

Leadership Effectiveness

Customer Loyalty• Customer Satisfaction• Service Value/

Relationship

Bawany, S. (2011) “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational Workforce” published by Singapore Business Review, 1st November 2011. http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0


Engaging a Multigenerational WorkplaceEngaging a Multigenerational Workplace

page 4545

EI Mini Quiz Important Note: The purpose of the following short quiz is to provide you with an introduction to Emotional Intelligence (EI). The results you get from this quiz are NOT a comprehensive picture of your EI.


Scenario 1. You are a Gen Y employee in a meeting when a Baby‐Boomer colleague takes credit for work that you have done. What do you do?

A. Immediately and publicly confront the colleague over the ownership of your work.

B. After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work.

C. Nothing, it's not a good idea to embarrass colleagues in public.

D. After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish.

page 4646© 2013 Copyright, Centre for Executive Education SNEF Business Leaders Seminar - The Art of Productivity Leadership

Answer for Scenario 1The credit stealing colleague:The most emotionally intelligent answer is D. By demonstrating an awareness of work‐place dynamics, and an ability to control your emotional responses, publicly recognizing your own accomplishments in a non‐threatening manner, will disarm your colleague as well as puts you in a better light with your manager and peers. Public confrontations can be ineffective, are likely to cause your colleague to become defensive.

A. 0 Points – Immediately and publicly confront the colleague over theownership of your work.

B. 5 Points – After the meeting, take the colleague aside and tell her that youwould appreciate in the future that she credits you when speaking about yourwork.

C. 0 Points – Nothing, it's not a good idea to embarrass colleagues in public.D. 10 Points – After the colleague speaks, publicly thank her for referencing

your work and give the group more specific detail about what you were trying to accomplish.


Scenario 2: You are a Gen X Manager in an organization that is trying to encourage respect for racial and ethnic diversity. You overhear a Gen Y employee telling both sexist and racist jokes. What do you do?

A. Ignore it – the best way to deal with these things is not to react.

B. Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated.

C. Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization.

D. Suggest to the person telling the joke he go through a diversity training program.


The most emotionally intelligent answer is C. The most effective way to create an atmosphere that welcomes diversity is to make clear in public that the social norms of your organization do not tolerate such expressions. Confronting the behavior privately lets the individual know the behavior is unacceptable, but does not communicate it to the team. Instead of trying to change prejudices (a much harder task), keep people from acting on them.

A. 0 Points – Ignore it ‐ the best way to deal with these things is not to react.

B. 5 Points – Call the person into your office and explain that their behavior isinappropriate and is grounds for disciplinary action if repeated.

C. 10 Points – Speak up on the spot, saying that such jokes are inappropriateand will not be tolerated in your organization.

D. 5 Points – Suggest to the person telling the joke he go through a diversity training program.

Answer for Scenario 2The Racist Joke:


Scenario 3. You are a Gen Y Manager and have recently been assigned a Baby Boomer in your team, and have noticed that he appears to be unable to make the simplest of decisions without seeking advice from you. What do you do?A. Accept that he "does not have what it take to succeed around here" and find others in your team to take on his tasks.

B. Get an HR manager to talk to him about where he sees his future in the organization.

C. Purposely give him lots of complex decisions to make so that he will become more confident in the role.

D. Engineer an ongoing series of challenging but manageable experiences for him, and make yourself available to act as his mentor.


The most emotionally intelligent answer is D. Managing multigenerational employees requires high levels of emotional intelligence, particularly if you are going to be successful in maximizing the performance of your team. Often, this means that you need to tailor your approach to meets the specific generational needs of the individual, and provide them with support to help them grow in confidence.

A. 0 Points – Accept that he 'does not have what it take to succeed around here' and find others in your team to take on his tasks

B. 5 Points – Get an HR manager to talk to him about where he sees his future in the organization

C. 0 Points – Purposely give him lots of complex decisions to make so that he will become more confident in the role

D. 10 Points – Engineer an ongoing series of challenging but manageable experiences for him, and make yourself his mentor (reverse mentoring)

Answer for Scenario 3The indecisive Baby Boomer Employee:


Agenda






SimpleSystemsWork


“The art and science of engaging yourself and others….

your Colleagues, Teams, Partners and Customers”

Comprises a philosophy, practices, systems and skills to drive profitability & productivity through sustaining employee and engagement

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EngagineeringTM

Source: White Paper on “Engagineering: The secret to unlocking your full potential” by Bill Lang, 2009


EngagineeringTM strategy implemented the Harvard Framework

Engaged staff

Engagedcustomers

HigherProfits &

Productivity

• From measurement systems to leadership and people development system

• Create value for customers through understanding customers’ emotional realities, product expectations and then pleasantly surprising them with Results + Experience, not simply price

• Create value for staff through increasing their feelings of involvement and being valued.


© 2013 Copyright, Centre for Executive Education

In every organisations 2 types of engagement drive company growth, productivity and profit

Value toEmployees

Customer loyalty

Customer Engagement

Value toCustomer

Improved productivity

Employee retention

EmployeeEngagement

Revenue growth

Profitability/ Productivity

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Adapted from: Heskett, James L., Jones, Thomas O., Loveman, Gary W., Sasser, W. Earl, and Schelsinger, Leonard A. "Putting the Service Profit Chain to Work", Harvard Business Review, (March-April 1994) 164-174

SNEF Business Leaders Seminar - The Art of Productivity Leadership

Scores-on-the-Board (SOTB)


Leader Transformation In The Job

- Engagement up 44%- Absenteeism down 60%- Attrition down 60%

- Costs down 25%- Customer Satis. up 15%- Sales up 30%- Profits up 50%


AwardsBest Large Contact Centre in the World

Gold MedalInnovation in People Development UK

Clydesdale & Yorkshire Bank

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Refer to Handout for Case Study


Scores on the Board – the bookhttp://www.scoresontheboard.com/

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Resource


Larry BossidyFormer CEO of Honeywell

Co-Author, ‘Execution: The Art of Getting Things Done’

“To put it simply and starkly; if you don’t get the people process right, you will

NEVER fulfill the potential of your business.”

Conclusion


If you do tomorrow what you did yesterday

Your Future is History……………

If you do tomorrow what we’ve covered today

Your Future is Historic!!!

Final Thoughts…….

© 2012 Copyright, IPMA Asia Pacific 62SNEF Business Leaders Seminar: Module 1 -The Art of Productivity Leadership

Prof Sattar BawanyMaster Executive Coach & Facilitator

Email: [email protected]: www.ipma.com.sgWebsite: www.scoresontheboard.comFacebook: www.facebook.com/ipma.singaporeLinkedIn: www.linkedin.com/in/bawanyTwitter: www.twitter.com/sattarbawany

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