ISSUE NO. 36

BULLETINAugust 2018EXECUTIVE LEADERSHIP

EVENTS AND ACTIVITIES

GALLERYAugust

highlights• CSR Workshop: “How to Find Work that Will Make You Happy”

• ELDC Alumni Promotions

• getAbstract: Twisted Leadership

DEVELOPMENT CENTER

Y

VISION & GOALS

How to Find Work That Will Makeyou HappyELDC held an exciting Corporate Social Responsibility session called “How to Find Work That Will Make You Happy” designed for fresh graduates and young professionals to help them know what kind of work would be best suited to them after graduation. The feedback was great and highlighted how an event like this is so needed to guide the young minds into making the right career choices.

Create a “motivating and inspiring” professional vision for yourself that answers the question, “Where would I like to be in my career 5 years from today?”

Write your professional vision statement

Develop a Step-by-step action plan to keep you moving towards your professional vision

Break down your plan into manageable activities

Instructor Bio

CSR Workshop

Workshop Outcomes:

TERESSA L. WALLACE is an Associate Certi�ed Coach (International Coaching Federation). She has been training, coaching, and developing organizational leaders For over 25 years.

Event Gallery“How to Find Work that Will Make You Happy”

Student informing the workshop facilitator, Teresa, about her career aspirations.

Participant’s engaged in a workshop activity. Gorup Photograph from the boys’ session.

Audience Feedback“How to Find Work that Will Make You Happy”

“I was satisfied with the workshop because it had

straighten all the twists and turns I had in my mind regarding

my career & future.”

“I learned a lot of things from you, I

hope you will make more workshops

because you’re the best.”

“The workshop boosts your motiva-tion level & shows you how to make your strategies to

achieve your dream job.”

“It opens your mind to the way you think about yourself & the

coach was interactive with us, Thank you for the session & I hope

to re�ect what I learned into real

life.”

ALDP

ALDP

PIA

PIA

Cohort 6

Cohort 7Cohort 4

Cohort 3

TTPNew Cycle

2018-2019

Targeted Talent Program 2018 - 2019 Kicking o� the new cycle.

ELDC will be kicking o� its Targeted Talent Program 2018-2019 this Septem-ber with two cohorts for the Accelerated Leadership Development Program and two cohorts for the Performance In Action program. Our �agship programs are designed to prepare participants from each level in the hierarchy of SEC for the next leadership level. The programs equip participants with knowledge and tools necessary to make the change which is necessary for SEC’s success as a customer service driven company. Here, during the course of these programs participants will be nurtured into leaders that will shape not only the future of SEC but also the Kingdom.

ELDC Alumni

Promotions 2018

Abdulrahman Salman Al TaherPromoted to:

Department Manager, Dammam Electricity

Mohammed Amer Al SaifPromoted to:

Fahad A. AbuHaimedPromoted to:

Executive Director, Corporate Planning

Mohammad Abdulrahman ShafeeaPromoted to:

Department Manager, Internal Audit Follow Up

Congratulations to our participants of the ELDC Targeted Talent Program. We are proud of your achievements and have faith in your ability to lead the change in your new position.

Abdullah Saad AlAmerPromoted to:

Department Manager, Contracting - EOA

Fahad Y. AlGhamdiPromoted to:

Department Manager, Industrial Security - COA

Salah Yousef Al AliPromoted to:

Deparment Manager, Training Services

Khalil Ahmad BahhariPromoted to:

Department Manager, Gas Turbine Plants

Leadership in a TangleTraditional hierarchical, centralized leadership creates organizational quagmires. Most suggestions for improving or replacing it come from so-called thought leaders who lack sufficient grounding in the discipline of leadership. Often, senior executives believe that becoming leaders makes them instantly smarter than their colleagues. Because of their position, they believe their ideas and intentions should take precedence over everyone else’s. Over time, employees come to see these executives’ true character as bosses rather than as leaders.

Common Approaches to LeadershipConventional leadership falls into four categories:

Twisted Leadership

1“Directive Leader Behavior”This management approach relies on activity-based direction and helps new employees who require guidance. This approach can prevent subordinates from developing their capabilities.

2“Transactional Leader Behavior”Leaders in this mode try to manage by providing recognition and rewards, monetary or otherwise, to employees who behave in designated ways. The downside of this approach is that some employees respond only to goals that offer a payoff in rewards.

3“Transformational Leader Behavior”Transformational leadership looks to the future by highlighting employees’ emotional connection with their work. If they can’t embrace it, the vision won’t motivate them.

4The Empowering Behavior of “SuperLeadership” Leaders who use this approach encourage their employees to manage and lead, even if they aren’t in positions of authority. This flattens the hierarchy and empowers employees to take