Public Bank Managerial Intelligence (MI-1) Workshop on 18-19 Aug 2014

Copyright @2014 Cegos Asia Pacific Pte Ltd

www.cegos.com.sg

WORKSHOP ON “MANAGERIAL INTELLIGENCE LEVEL (MI) I”

Prof Sattar Bawany

Senior Advisor & Master Facilitator, Cegos Asia Pacific

18 – 19 August 2014

Public Bank IT & Training Centre (ITTC)

http://www.cegos.com.sg/

2 Copyright @2014 Cegos Asia Pacific Pte Ltd

www.cegos.com.sg

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 a Deer?


Module 1:

Introduction and

Workshop Objectives


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Senior Advisor & Master Facilitator, Cegos Asia Pacific

CEO of Centre for Executive Education, CEE Global

C-Suite Master Executive Coach, EDA Inc.

Senior Advisor, IPMA Asia Pacific

Adjunct Professor of Paris Graduate School of Management

Over 25 years’ in executive coaching, facilitation, leadership

development and training.

Adjunct Professor teaching international business and human

resource courses with Paris Graduate School of Management

Assumed senior global and regional leadership roles with DBM

(Drake Beam & Morin), Mercer Human Resource Consulting,

Hay Management Consultants and Forum Corporation.

About Your Master Facilitator



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S

C

O

P

E

HARE

HALLENGE

PEN MINDED

LAN OF ACTION

NJOY OURSELVES

The S.C.O.P.E. Approach



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Top – Optimistic

Middle – Realistic

Bottom – Negative,

Pessimistic

Looking at you:

Direct

Devil’s Advocate

Very Detailed:

Analytical

Cautious

Distrustful

Bigger Ears – Better Listener

Little Details:

Ernest

Risk taker

Facing Left:

Traditional

Friendly

Good at details

Facing Right:

Innovative

Active

Creative

4 Legs:

Secure

Stubborn

Stick to ideals

3 Legs or Less:

Paranoid of

Change,

Insecure Long Tail – Good Sex Life

How Well Do You Know YOURSELF?



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Gain a clear understanding about the context for leadership in today’s

changing organisation and achieving organisational results

Understand the repertoire of leadership styles that can impact

employee engagement

Appreciate how effective leadership can influence behaviour, goals,

decision–making

Engaging your employees and stakeholders adopting a proven

motivational management approach

Craft a SMART Executive Leadership Development Plan

This Workshop is designed to develop your

Managerial Intelligence and Leadership Skills towards

achieving Public Bank Results. You will be able to:

Workshop Objectives



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1. Failure to Meet Business Objectives (Achieving Organisational

Results)

2. Inability to Change or Adapt During a Transition (The inability to

respond quickly and flexibly to rapidly changing market conditions)

3. Problems with Interpersonal Relationships (Lack of relationship

management and social/emotional intelligence skills)

4. Failure to Build and Lead a Team (Getting the ‘Right Person on the

Bus’, ‘Wrong Person off the Bus’ & ‘Right Person in the Right Seat’)

5. Failing to make the boss/organization's priorities a high priority

Top Lessons on

Executive Derailers



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Managerial Intelligence

When it becomes difficult to maintain an overall view of all the

dimensions to be taken into account, the traditional benchmarks of

stability and certainty are no longer applicable. Traditional management

tools are used to solve daily problems but are not effective because of

their limitations.

Managers must be alert and flexible enough to adapt and help their

teams adapt to this constant change and leverage the appropriate

elements depending on situations.

This is why each of the Modules of this Workshop is designed to uncover

and cultivate your managerial intelligence.



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Definition of Managerial

Intelligence

Managerial intelligence is the ability to constantly use the

best managerial response to a given situation by combining

and using 5 skills appropriately and simultaneously:

►Situational Management / Leadership Skills,

►Business Skills,

►Managerial Techniques,

►Interpersonal Skills and

►Emotional Skills.



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The CEGOS Managerial

Intelligence Model

INTER

PERSONAL EMOTIONAL

TECHNICAL BUSINESS

SITUATION

MANAGEMENT


Module 2

Achieving Results @

Public Bank


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Role of Leaders

“Leadership is all about the ability to have impact and

influence on your followers so as to engage them

towards ACHIEVING RESULTS of your organisation

through both Ontological Humility and Servant

Leadership & Level 5 Leadership Styles blended with

elements of Socialised Power/Social Intelligence

Competencies ” (Bawany, 2013)

Reference: Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business

Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore,

first published on 12 February 2013.


http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore
















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Achieving Results @ Public Bank

• Profitability/Market Share

• ROI/Cost Optimization

• Customer Satisfaction/Loyalty

• Service Value/Relationship

• Employee Satisfaction/Loyalty

• Employee Turnover Rate

• Company Culture, Policies

• Rewards and Flexibility

Social Intelligence

Leadership Styles/ Humility/

Level 5 Leadership

Adapted from Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business

Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore.

first published on 12 February 2013


















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Leader’s Purpose And Values

Are you a Boss or Leader?



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Questions We Will Try To Answer

Why are some people more successful

than others?

Why are some people happier than

others?

What is powerful leadership made up of?



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What is Common Between…

Michael Jackson

Elvis Presley

Kenneth Lay

Whitney Houston

Bernie Madoff

Adolf Hitler

Indira Gandhi

Wealth, Position, Power, Fame, Fortune

They were either murdered, jailed for life, or killed themselves



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Successful Leaders

To most people….

Wealth, Position, Power, Fame, Fortune

is the definition of leadership,

happiness and success Fame



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http://www.youtube.com/watch?v=03o1JZ7c7gI

So, what is Leadership all about?



C:/Users/Prof Sattar Bawany/Desktop/Workshop Videos/Gandhi - Funeral Procession.mp4


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Of all the bosses you’ve

worked for in your career so

far,

?

Someone who brings out the best in you

Someone you can learn from

Someone you can respect for who they are

Someone who genuinely cares about your success and growth



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Leadership Redefined

‘Leadership is the art of

harnessing human energy

towards the creation of a

better future’

Rajeev Peshawaria,

Too Many Bosses, Too Few Leaders, 2011

SUSTAINABLE BUSINESS

GROWTH

ENERGIZE SELF

ENLIST & ENERGIZE CO-

LEADERS

ENERGIZE THE ENTIRE

ORGANIZATION



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1. What few things are most important to me?

2. Do I want to:

• lead a simple life rich with everyday small pleasures? • achieve great success in an individual endeavor? Or, • lead others towards a better future in Public Bank?

3. What results do I want to create in Public Bank?

4. How do I want people to experience me?

5. What situations cause me to feel strong emotions?

6. What values will guide my behavior and actions as a leader at Public Bank?

Individual Exercise on Purpose & Values

Finding Personal Leadership Energy



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Leading Your Team to Success

Source: Sattar Bawany, “Building High Performance Teams Using SCORE Framework” in

Talent Management Excellence, April 2014 issue



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• 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.

“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/

Video on Leader’s in Action:

Leading and Engaging Your Team


http://www.startwithwhy.com/

C:/Users/Prof Sattar Bawany/Desktop/Workshop Videos/Simon Sinek How great leaders inspire action TED TALKS.wmv

Module 3

Leveraging Your

Leadership Styles and

Emotional Intelligence


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Leadership That Gets Results

Goleman’s research collaboration with consulting

firm Hay/McBer covering 3,871 executives

worldwide to determine what is ‘effective

leadership’ lead to classification of six different

leadership styles, each springing from different

components of emotional intelligence.

Source: Daniel Goldman, ‘Leadership That Gets Results’, HBR, March-April

2000



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Hay-Goleman’s Six Leadership Styles

1. Coercive (Directive): “Do what I tell you”

2. Authoritative (Visionary): “Come with me”

3. Affiliative: “People come first”

4. Democratic (Participative): “What do you think?”

5. Pacesetting: “Do as I do, NOW!”

6. Coaching: “Try this”

Source: Daniel Goldman, ‘Leadership That Gets Results’, HBR, March-April

2000



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Coercive (Directive)

aims to achieve immediate compliance

one-way directive conversation

seeks tight control over situations

Appropriate for dealing with crisis situations or problem employees

Not to use with talented or self-motivated staff

“Do it the way I tell you”



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Authoritative (Visionary)

aims to provide long-term direction/vision

allows employee input but retains control over decision

seeks to influence to gain buy-in

Appropriate to use with new staff or when a new direction has to be communicated

Not recommended for sophisticated & experienced staff

“Firm but fair”



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Affiliative

aims to promote harmony & co-operation

seeks to smooth tensions and resolve work/family conflicts

seeks to be liked as a manager

Appropriate to use when tasks are routine or employees need support

Not recommended when negative feedback is required

“People first, task second”



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Democratic (Participative)

aims to build group consensus for decision-making

heavy emphasis on team participation

employees are trusted to have skills & drive

Appropriate when working with good staff with ample time for decision-making

Not recommended when a particular answer is needed

“I’d like you to participate”



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Pacesetting

aims to accomplish quality work yourself

models high standards & expects them in others

delegates only to good performers

Appropriate when dealing with staff who can perform independently

Not recommended with staff who need feedback & support

“Do it myself”



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Coaching

aims towards professional growth of employees

helps people identify strengths/weakness

encourages honest self-assessment

Appropriate with employees interested in being innovative or developing career

Not recommended when explicit direction is required

“I’d like to help you develop

your potential”



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Impact of Leadership Styles

Leaders who have mastered 4 or more styles create the best business performance

The most effective leaders can switch flexibly between leadership styles in response to the situation

Coaching, Authoritative, Affiliative, Democratic & styles have a positive impact on organisational climate

Coercive & Pacesetting can have a negative impact on the working environment

Source: Goldman, D., ‘Leadership That Gets Results’, HBR, March-April 2000



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Reviewing the Results of Your

Managerial Leadership Assessment

Your results will reveal your Personal Preference Profile as

well as your Situation/Job Demand Profile.

Your Situation/Job Demand Profile may change based on

the specific job function or role that you are assuming.

The Dominant styles ((Score of ≥ 12) are those styles that

appear to be used most frequently.

The Backup styles (Score of 6 - 11) are those styles that

are used to complement the dominant styles, or when the

dominant styles do not work.

A person can have more than one dominant or backup

style, or a person may have none.



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Plotting Your Scores (Personal Preference vs.

Situation/Role Preference) 18

17

16

15

14

13

12

11

10

9

8

7

6

5

4

3

Your personal preference profile

Your situation/role demand profile



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Plotting Your Scores (Personal vs.

Situation) 18

17

16

15

14

13

12

11

10

9

8

7

6

5

4

3

A B C D E F

17 16 17 11 9 10

9 15 8 6 11 17

Coercive Authoritativ

e

Affiliative Democratic Pacesetting Coaching

Your personal preference profile

Your situation/role demand profile



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Styles Personal preference Situation/Role demand

Most preferred /

required

(Dominant)

(Score of ≥ 12)

Coercive, Authoritative,

Affiliative

Authoritative, Coaching

Somewhat

preferred / required

(Back-up)

(Score of 6 - 11)

Democratic, Pacesetting

and Coaching

Democratic, Pacesetting and

Coercive,

Least preferred /

required

(Score of ≤ 5)

What does your scores mean?


Developing Your

Emotional

Intelligence


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You CAN change this !



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Intelligence Quotient (IQ)

IQ refers to an individual’s logical abilities (or

the cognitive aspects of intelligence) such as

memory, problem solving, how to rationalize

and analyze as well as scholastic abilities



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Emotional Intelligence (EI) & EQ

Emotional Intelligence, also called EI and often measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups

“Anyone can become angry – that is easy. But

to be angry with the right person, to the right

degree, at the right time, for the right purpose,

and in the right way – that is not easy.”

Aristotle in ‘Nicomachean Ethics’

Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.



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Emotional Intelligence by Goleman

“The capacity for

recognizing our own feelings

and those of others, for motivating

ourselves, for managing emotions

well in ourselves and in our

relationships.”

Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.

Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.



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http://www.youtube.com/watch?v=7Qv0o1oh9f4

Video on Emotional & Social Intelligence

Interview with Daniel Goleman

44


C:/Users/Prof Sattar Bawany/Desktop/Workshop Videos/Video on Social Intelligence and Leadership by Daniel Goleman.mpg

http://www.youtube.com/watch?v=7Qv0o1oh9f4


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5 dimensions to help you navigate life, living, and

the increasingly diverse workplace we operate in 5 Dimensions of EI by Goleman

Goleman, D. (1998) What Makes a Leader?, Harvard Business Review, HBS Publishing

• Self-Awareness

• Self-Regulation

• Motivation

• Empathy

• Social Skills



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Self-Awareness

The ability to recognise and understand your moods, emotions and drives, as well as their effect on others

Hallmarks

►Self-confidence

►Realistic self-assessment

►Self-deprecating sense of humour

Self-Regulation



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The ability to control or redirect disruptive impulses and moods The propensity to suspend judgment – to think before acting Hallmarks ►Trustworthiness and integrity ►Comfort with ambiguity / seniority / change ►Openness to change

Self-Awareness



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A passion to work for reasons that go beyond

money or status

A propensity to pursue goals with energy and

persistence

Hallmarks

►Strong drive to achieve

►Optimism, even in the face of failure

►Organisational commitment

Motivation



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Empathy

The ability to understand the emotional make-up of other people Skill in treating people according to their emotional reactions Hallmarks ►Expertise in building and nurturing meaningful

relationships at all levels ►Cross-cultural sensitivity ►Service to clients and customers

Empathy



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Social Skill (Relationship Management)

Proficiency in managing relationships and building networks An ability to find common ground and build rapport Hallmarks ►Effectiveness in leading change ►Persuasiveness ►Expertise in building and leading teams

Social Skills



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Emotional Intelligence by BarOn

“The measurement of emotional

intelligence in the workplace is the first

step towards improving it. The truly

intelligent leader is one who is not only

“cogtelligent” (cognitively intelligent) but

also “emtelligent” (emotionally

intelligent).”

Reuven Bar-On who coined the term "EQ" in 1985.

Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual.

Toronto ON: Multi-Health Systems, Inc.



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Measure of EI – BarOn EQ-i®

Intrapersonal - how we deal with and understand

ourselves

Interpersonal - how we understand and deal with others

Adaptability - how we deal with a changing environment

Stress Management - how we manage stress

General Mood - reflecting our sense of pleasure and

optimism

Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual. Toronto ON: Multi-Health Systems, Inc.



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Total EQ

Leadership Effectiveness

Intrapersonal Self Regard

Emotional Self Awareness

Assertiveness

Independence

Self Actualisation

Interpersonal Empathy

Social responsibility

Interpersonal

relationship

Stress Management Stress tolerance

Impulse control

Adaptability Reality testing

Flexibility

Problem solving

BarOn’s EI Model

General Mood Happiness, Optimism

Adapted from Sattar Bawany, ‘Leadership That Gets Results’, Human Capital, Vol. 10, Issue 4., October 2010



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Business Case for EI

Research has shown that EQ can help improve

organizational effectiveness in:

Employee commitment, morale, health,

and well-being

Innovation/ Creativity

Productivity

Efficiency

Motivation

Sales/ Revenues

Quality of service



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Leadership and EI

"A leader's intelligence has to have a strong emotional

component. He has to have high self-awareness,

maturity and self-control. He must be able to withstand

the heat, handle setbacks and when those lucky

moments arise, enjoy success with equal parts of joy and

humility. Emotional intelligence is more rare than book

smarts, but it is actually more important in the making of

a leader."

Jack Welch, former Chairman & CEO of GE Inc.

Speaking to The Wall Street Journal



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Level 5 Leadership

Level 5 Leaders:

Many people have the potential to be Level 5

Ambitious for the organization – not for themselves

Set up their successors for even greater success

Display modesty, are self-effacing and understated

Are driven by a need to produce results

Credit success to others but take responsibility for failure

Level 5 leaders score well on BarOn EQ-i

Source: Jim Collins, ‘Good to Great’, Harper Collins: 2001



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EI and Developing Future Leaders

Successful leaders at all levels demonstrate a high degree of Emotional Intelligence in their role

Emotionally intelligent leaders create an environment of positive morale and higher productivity resulted in sustainable employee engagement

Critical transitional skills include EI competencies such as relationship management; cross cultural communication; effective negotiation and conflict management

Bawany, S. (2010). ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession

Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Creation Publishing LLP.

Download e-copy from: http://www.cee-global.com/6/publication


http://www.cee-global.com/6/publication





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Review Results of Emotional Intelligence

Self-Assessment

The purpose of this self-evaluation is to measure your tendencies and abilities within various areas of emotional intelligence

In the space provided next to each of the statements, please write in the number that best describes your agreement with the item, using the scale immediately below.

1 = Disagree Very Much 4 = Agree Slightly

2 = Disagree Moderately 5 = Agree Moderately

3 = Disagree Slightly 6 = Agree Very Much


C:/imgres


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EI BENCHMARK SCORES

EMOTIONAL COMPETENCY BENCHMARK SCORES

SELF AWARENESS. 30

SELF REGULATION 29

MOTIVATION 32

EMPATHY 32

SOCIAL SKILLS

34

TOTAL EQ SCORE 157


C:/imgres


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New Discoveries in Neurophysiology

Amygdala

Thalamus

Sensory signals from hearing and sight travel from the

thalamus then on to both the neocortex (the “thinking” brain)

and amygdala (center of emotional intelligence)

simultaneously. The amygdala is a faster processor.

The amygdala’s processing of information includes

physiological responses (increased heartbeat, glandular

secretions, etc.)



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How the Brain Works

Neocortex The thinking part of the brain (“Just Say No” circuit)

Six seconds to activate

Amygdala The brain’s emotional memory bank

Stores memories (failures and victories); scans incoming information for threats and opportunities

“Fight or Flee” Part of the Brain

What makes us “snap” (e.g. Road Rage; Mike Tyson biting Evander Hollyfield’s ear during 1997 WBA Match; Zinedine Zidane’s head butt during 2006 World Cup’s Finals Soccer Match)



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‘Amygdala Hijack’

This is what happens when people “lose it”

They lose control and end up in a place they didn’t want

to be — their emotions are not used effectively

They erupt, shut down, do something extra-ordinarily

brave, or otherwise act irrationally

On reflection they find it hard to explain why they acted

as they did



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Individual Exercise:

‘Amygdala Hijack’

1. What would be an example of an ‘Amygdala Hijack’ when

you are having a performance management with your team

member? (Both for you and the other party).

2. What do you need to do to keep your emotions in check?


Module 4

Motivational

Management

David McClelland's

Three Social Motives


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The Three Social Motives by David McClelland

McClelland’s theory that proposes that certain types

of needs are acquired during an individual’s lifetime

Three needs most frequently studied:

Need for Achievement (n Ach)

Need for Affiliation (n Aff),

Need for Power (n Pow).



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AchievementDefining and

attaining goals and results

PowerInfluencing others

and having an impact

AffiliationEstablishing and

maintaining positive personal

relationships

Motives

AchievementDefining and

attaining goals and results

PowerInfluencing others

and having an impact

AffiliationEstablishing and

maintaining positive personal

relationships

Motives

The Three Social Motives



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Need for Achievement (n Ach)

Meeting or surpassing a self-imposed standard of

excellence

Outperforming others, meeting or exceeding targets

Choosing and defining goals that are realistically

attainable

Striving to make a unique contribution

Seeking feedback about the success of one’s action

Taking actions that can be identified as one’s own

Advancing one’s own career



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Need for Affiliation (n Aff)

Being liked and accepted

Ensuring one’s relationships are working well

Being involved with people in work situations

Being part of a group or team

Minimising conflict

Enjoying task situations where performance is

demonstrated in working with others in a cooperative

atmosphere



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Need for Power (n Pow)

Having an impact and influence on others

Being interested in status and position

Giving advice, assistance, support, and help to others

Being predisposed to persuading others

Being actively interested and involved in the politics of

one’s organization

Having control of situations

“Personalized Power’’ and “Socialized Power”



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Summary of The Three Social Motives



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Points to Remember

Most people have a mixture of all three motives;

you need to look for the ones that are the strongest

Motives remain relatively stable

Assess motivational needs over time

Avoid attributing motivation on limited data, review

the clues and checklist provided in your

Workbook

Be careful not to confuse your own motivations with

those of your employees



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Individual Exercise:

‘Increasing Your Leadership

Influence & Effectiveness with a

Team Member’



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Individual Exercise: Increasing

Influence with Your Stakeholders

Based on your knowledge of this individual, what do you

think his or her motivational profile might be? Complete

the Tasks and Answer the Questions in the Workbook.

High

Mod

Low

n Ach n Aff n Pow

PURPOSE: To develop a plan to better manage and greater influence of a

stakeholder (direct report or peer).



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Profiles of Successful Leaders

• Research was conducted at how motives and leadership

style affect a group’s climate and performance by studying

21 managers at IBM

• The findings were published in HBR June 2006, where it

was found that 11 of the 21 managers created strong or

energizing work climates

• Moreover, the 11 managers employed at least four of the

six managerial styles described in this article, using each

when appropriate to the circumstances.

• The challenge is to seek an approach to leadership that

uses socialized power to keep achievement in check.



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Case Study – USS Florida

QUESTIONS FOR GROUP DISCUSSION

1. Analyse Alfonso’s leadership style(s) as seen from the

case. What might account for the fact that he behaved or

adopted the specific style(s) as captain of the USS Florida?

2. Which do you think a leader should be more concerned

about aboard a nuclear submarine – high certification

grades (Need for Achievement) or high-quality

interpersonal relationships (Need for Affiliation)? Do you

agree with Admiral Sullivan’s decision to fire Alfonso?

Discuss.

20 minutes


Module 5

Managerial Coaching

for Team Success


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“Coaches help people set better goals and then reach

those goals, provide the tools, support and structure to

accomplish them”

International Coaching Federation

“Coaching is a powerful, collaborative relationship between

a coach & a willing individual which enables, through a

process of discovery, goal setting the realization of

strategic action”

Corporate Coach U

What is Coaching?



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“Coaching is unlocking a person’s potential to maximise their

own performance. It’s helping them to learn rather than

teaching them”

The Inner Game in Business by W Timothy Gallwey

“Coaching is the art of improving the performance of others.

Managers who coach encourage their teams to learn from and

be challenged by their work. Create the conditions for

continuous improvement by helping staff to define and achieve

goals.”

Coaching Successfully by Roy Johnson and John Eaton.

What is Performance Coaching?



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Focus of Managerial Coaching

Helping an individual:

“Learn what it takes” to improve existing capabilities

Set meaningful goals

Be accountable for results

Understand and eliminate barriers



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Intention

Words Relationship

TRUST

COACHABLE MOMENT®

Those moments when an individual is open to taking in new information that will effect a shift in his/her knowledge and behavior.

Being a Manager - Coach



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1. Goal 2. Reality

• Invite self

assessment

• Feedback

• Is there a gap?

• Be creative – look at

the

full range, brainstorm

• Offer suggestions for

consideration – beware

advice!

3. Options 4. Wrap Up

• Identify possible

obstacles

• Commit to action

• Identify steps

• Agree support

• Agree topic for discussion

• Agree specific objective

of the session

• Set longer term aim

if appropriate

Gap?

The GROW Coaching Model



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1. Goal 2. Reality

• What’s the evidence?

• What have you already tried?

• What did you learn

from that?

• What other feedback

do you have?

• If you looked at this from

another

angle … what could you do

then?

• What could you try now?

• What else?

• What could you do as a first

step?

3. Options 4. Wrap Up

• What do you want to cover today?

• What are you hoping to achieve today?

• What are the priorities?

• What other help/input do you need?

• When could you do this?

• What could get in the way of your plans?

• How will you overcome this?

• How will you/others know you’ve been

successful?

• End – what have you learnt

from today? How have we

worked together? What could

we do differently next time?

GROW – Coaching Questions



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Conduct these role-play sessions in groups of 3. For each of the

role-play sessions, there will be an employee, a manager-coach

and an observer.

Preparation – 5mins

Coaching session – 15mins

Debrief – 5 min

Rotate the roles after each role-play session.

Focus will be on a real-life case scenarios that you are

currently experiencing in your workplace/teams.

Alternatively you may consider one of the 3 examples

workplace scenarios.

GROW – Coaching Practice Session


Module 6

Developing

Your Business


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Manner 44%

Knowledge 20%

Sensitivity to needs 17%

Sales Presentation 13%

Time Awareness 4%

Appearance 2%

When customers were asked what do you most/least like

about sales people, they said:

Unacceptable Manner 26%

Poor Sales Presentation 23%

Lack of Knowledge/ Information

20%

Sensitivity to Needs 13%

Time Awareness 4%

Appearance 2%

Most Least

Customer focused in everything we do

85

Source: Cegos Research, 2011

This was a survey conducted by Cegos Group (Europe & China) around end 2010 / early 2011 period, taking in 660 buyers from

152 of our core customers across b2b and b2c selling environment. It was part of a wider sales survey on ‘Habits of Successful

Sales People’. The manner is made up of relationship approach, behaviours during meeting, attitude towards customers and

flexibility to customers).



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Level 1 Level 2 Level 3

Their impression product expert potential resource business consultant

of you

Their perception an interruption a sales presentation a business meeting

of the visit

Their conclusion due diligence creative ideas compelling value

about the visit completed explained revealed

Their outcome sent away to be considered guaranteed access

for you ( “don’t call me” ) ( “don’t call me, ( “call when

I’ll call you” ) you like” )

Thinking like a buyer



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Understanding the Market



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Start with the end in mind – Reverse

Selling Cycle

• The Reverse Selling Cycle (RSC) frame ensures that the sales person

prepares effectively for each stage focusing on the buyer emotional

need as much as the business point of view.

• RSC highlights the technical and behavioral skills needed by the

salesperson, helping us to visualize what it takes to succeed with the

customer in terms of Sales person’s manner (a mix of relationship skill,

attitude, behavior and flexibility) that has helped them secure success

• Planning and preparation is critical. If we start with the end in mind (i.e. a

successfully implemented sale of an excavator) we can work back to

better prepare ourselves for success



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Start with the end in mind – Reverse Selling Cycle

-This is the SUPER SALES PERSON approach

Achieving

Customer success!

We have…..

Supported the

customer

Secured the deal +

performed the

contract

Presentation of

Solution to the

customer

Meeting the

Customer Preparation

Know our

Buyer’s

emotional

drivers

Start with

the end in

mind

Our Sales

manner (attitude,

customer focus,

behaviour)

TRUST

has been

established

Delivery We kept our

promises

Responsibility

Has been taken

to implement the

solution

ASSURANCES

have been

given

Agreement We led the

buyer to the

right solution

Confidence

Has enabled the

sales person to

conclude the sale

UNDERSTAND

Know our / my

needs / pain

Discovery Deeper needs

uncovered

Empathy Has been

genuinely

demonstrated

FEELING

SPECIAL Solution is for

us/for me

Commitment A highly

tailored

solution

Passion For the

customer &

solution

RESPECT

For HCM

Sales person

Preparation

We have

researched

everything

Awareness Market

customer and

buyer



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80% of market sales will come from 20% of the

customers….But potential should also be taken into

account

Revenue / Sales

(%)

20 70 100

80

95 100

B

A

C

Customers as % of total portfolio

Pareto ’s law



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Useful tool in MI-II Workshop:

Define Prioritised Customer Focus

Step 1:

Make 2 lists:

1) List of your customers ranked by revenue, listing annual turnover, then total up the

annual revenue figures

2) List of your customers ranked by potential, listing estimated annual turnover, then

total up the annual potential figures

Step 2:

Split both lists into groups of A,B,&C:

Group A – Those customers representing 80% of the total revenue and total potential

Group B – Those customers representing 15% of the total revenue and total potential

Group C – Those customers representing 5% of the total revenue and potential

Plot – ie Customer 1 = A/B: add to A/B square on map

91



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Workshop MI-II: Analysis of the Customer Portfolio

Introducing the ABC matrix…assess your current customers in terms of

revenue, potential AND prospects potential ( “P” )

Potential

A / A' A / B' A / C'

B / A' B / B' B / C'

C / A' C / B' C / C'

P / A P / B P / C

A

B

C

P

+ - B' A' C'

+

-



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Blend of heart and head

Reliable, dependable

Fun, interesting

Not forced or false

Enthusiastic

Not "high", not "low"

"Equal" status

Selling must build the relationship

The business relationship – now we are

ready to meet the customer



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6 core skills to help build Rapport

1. Eye contact

2. Smile

3. Active Listening

4. Body language

5. No Barriers

6. Mirroring



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Objectives

Relax yourself

Relax buyer

Take control of interview

Agree agenda

Considerations

Handshake

Attitude

Eye contact

Conversation - business/ pleasure

Objective of the meeting

AND the 4 x 20s…………..

Creating a strong first impression



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How Do We Communicate?

Words

Way/

Voice Tone

Body Language

7%

38%

55%

Source: Nonverbal Communication by Albert Mehrabian ISBN 0202309665


http://www.bookfinder.com/dir/i/Nonverbal_Communication/0202309665/

http://www.bookfinder.com/dir/i/Nonverbal_Communication/0202309665/


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Power of Voice and Body Language

Source: http://www.youtube.com/watch?hl=en-GB&gl=SG&v=evpn-U3t-i0


C:/Users/Prof Sattar Bawany/Desktop/Workshop Videos/Body Language and Vocal Power Tips from Kathy McAfee.mp4

http://www.youtube.com/watch?hl=en-GB&gl=SG&v=evpn-U3t-i0








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SPICES will add context, personality,

personalisation

Components Need

Security

Pride

Innovation

Customer Care

Economy

Sympathy

Trust, quality, safety

Expertise, warranty, function

Association, company,

Brand, image, conceit, pleasure

Leading, different, imaginative

New, creative, first, artistic,

unique

Service, technical support,

Contact / Network, Convenience,

support package

Cost, value, return

Profit, rebate , investment

Causes, environment,

culture, alignment, influence

relationships, promises

Create compelling FABs

Features “TELL”

What it is…

Advantages “EXPLAIN”

What it does…

Benefits “SELL” What it means to YOU..!

(SPICES sits here)



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Sales Process recap for proposing to the

customer

• Present the Value Proposition for Public Bank Offerings

• Grasp customer interest & Positively engage the

customer

• Customer Proposal, Handle Objections & Follow up

• Make quotation request

• Report sales opportunity information.

• Advise/Instruct to the customers.

• Report accurate sales forecasting


Module 7

Integrative Case Studies

Putting It All Together


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Video Case: ‘Crimson Tide’

(Leadership Styles in Action)

Opening Scene –

Background

Leadership Styles

Read the Video Synopsis once again in Workbook if necessary

Inspirational

Speech


D:/WORKSHOP MATERIALS/WORKSHOP VIDEOS/Leadership - Crimson Tide for Workshop/02. Crimson Tide 1995 Opening Scene.avi

D:/WORKSHOP MATERIALS/WORKSHOP VIDEOS/Leadership - Crimson Tide for Workshop/04. Crimson Tide - Leadership Styles and Values.avi

D:/WORKSHOP MATERIALS/WORKSHOP VIDEOS/Leadership - Crimson Tide for Workshop/03. Crimson Tide -Captain Ramsey's Speech and Style.avi


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Review once again the Video Synopsis in Workbook if

necessary

The film has been used as a case study in various military

and business leadership training seminars for many years.

It is frequently used as an example to stimulate discussion

with respect to leadership styles and effectiveness.

Post Workshop Video Case:

Twelve O'clock High


D:/WORKSHOP MATERIALS/WORKSHOP VIDEOS/Videos on Leadership Styles 'Twelve O'Clock High'/04. Twelve O'Clock High - Coercive to Affiliative.mpg

D:/WORKSHOP MATERIALS/WORKSHOP VIDEOS/Videos on Leadership Styles 'Twelve O'Clock High'/02. Twelve O'Clock High - Davenport's Style vs Savage's Style.mpg

Module 8

Crafting a SMART

Personal Leadership

Development Plan


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Individual Exercise: Creating a SMART

Personal Development Plan

Specific Goal

Measurement When I achieve this goal, I will know I am successful because:

Other people will notice the following difference(s):

Actions What action will I take? What will I do differently?

Reality Check Is this goal achievable?

Why is this goal important?”

What resource(s) do I need? Funding? Support?

Timeline

When will I start?

When do I expect to meet my goal?



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In Conclusion: Key to Success Every company that wants to excel in the

future must recognise that the ultimate

competitive advantage is a deep

leadership pool where leaders at every

level are in tune with external changes

and can adapt to the speed and depth of

those changes.

Leadership can’t be taught in a classroom

alone, but developmental experiences –

executive coaching, mentoring,

executive Masterclass, voracious

readings – can accelerate a leader’s

growth.


Appendix

Recommended

Further Readings and

Videos in the

Participants’

Resource Workbook

Appendix

Compilation of Articles

of Interest for Post-

Workshop Readings (Related to the Themes on

Leadership Effectiveness, Leadership

Styles, Motivational Management and

Managerial Coaching)


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Video on What Makes a Great Leader?



D:/WORKSHOP MATERIALS/WORKSHOP VIDEOS/Leadership - What is a Good Leader/Inspirational Video on Role of Leader.avi


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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…



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Prof Sattar Bawany

Senior Advisor, Cegos Asia Pacific

CEO, Centre for Executive Education (CEE)

Email: [email protected]

LinkedIn: www.linkedin.com/in/ceeglobal

Facebook: www.facebook.com/ceeglobal

Twitter: www.twitter.com/cee_global

Articles: www.cee-global.com/6/publication

Presentation: www.cee-global.com/7/speaking_engagements

Further Dialogue on Social Media


http://www.linkedin.com/in/ceeglobal

http://www.facebook.com/ceeglobal

http://www.twitter.com/cee_global




http://www.cee-global.com/7/speaking_engagements



http://www.linkedin.com/in/bawany

http://www.twitter.com/sattarbawany

http://www.facebook.com/ipma.singapore

Public Bank Managerial Intelligence (MI-1) Workshop on 18-19 Aug 2014

Business

Transcript of Public Bank Managerial Intelligence (MI-1) Workshop on 18-19 Aug 2014