Course Description

Introduction

 

“There are two things we can say with certainty about the future: it will be different, and it will surprise. Now, more than ever, leaders have to navigate unfamiliar, challenging times, a quickening pace of change, increasing expectations, and a rising tide of rapidly-evolving conditions. This new and different environment (VUCA) is challenging leaders to find new ways to lead their organisations and achieve sustained success. As a result of these circumstances, there is a thirst for leadership, yet leaders face a whirlwind environment laden with remarkable opportunities and daunting challenges through which to lead their people and organisations.”

– Prof Sattar Bawany (2016) 

Leading in a VUCA Business Environment: Leveraging on cognitive readiness and RBL for organisational success


Leading in the future will revolve around managing challenges in a business environment that it is highly disruptive and predominantly volatile, uncertain, complex and ambiguous (VUCA). Technological advancements in artificial intelligence, robotics, sharing platforms and the Internet of Things are fundamentally altering business models and industries. These changes are taking place at unprecedented speed. Leaders at all levels need to develop the relevant competencies and skills to successfully adapt to new realities when leading in a disruptive VUCA World.

VUCA is an acronym that emerged from the military in the 1990s. It describes the “fog of war” — the chaotic conditions that are encountered on a modern battlefield. Its relevance to leaders in business is clear, as these conditions are highly descriptive of the environment in which business is conducted every day. Leadership as usual, including creating a vision, is not enough in a VUCA world.

  • Volatile: Things change unpredictably, suddenly, extremely, especially for the worse.
  • Uncertain: Important information is not known or definite; doubtful, unclear about the present situation and future outcomes; not able to be relied upon.
  • Complex: Many different and connected parts: multiple key decision factors, the interaction between diverse agents, emergence, adaptation, coevolution, weak signals.
  • Ambiguous: Open to more than one interpretation; the meaning of an event can be understood in different ways.

Leading in a VUCA world not only provides a challenging environment for leaders to operate and for executive development programme to have an impact: it also provides a much-needed range of new competencies. The new reality is resulting in the realisation that new and different capabilities are needed for leaders to succeed in this new normal.

 

About the Virtual Leadership Masterclass Series

The series of 9 highly practical Leadership Masterclass programmes are designed to develop the relevant competencies and skills for Board, C-Suite and Senior Level Leaders operating in today’s highly disruptive, VUCA World.

This Masterclass Series will leverage on best-in-class practices and thought-leadership concepts, tools and techniques to drive organisational & leadership excellence.

The Courses are designed to provide Business and Functional leaders with a platform to develop from being ‘good’ to ‘great’.

They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a disruptive, VUCA World.

The Virtual Leadership Masterclass Schedule:

  • Masterclass 1: Leading in a VUCA World
  • Masterclass 2: Leadership Challenges of a VUCA World
  • Masterclass 3: Developing Cognitive Readiness Competencies
  • Masterclass 4: Developing Social & Emotional Intelligence Competencies
  • Masterclass 5: Results-Based Leadership™ (RBL) Framework
  • Masterclass 6: Winning the War for Talent 2.0
  • Masterclass 7: Managerial Coaching for Success
  • Masterclass 8: Inspiring Your Multigenerational Workforce
  • Masterclass 9: Building High-Performance Teams with SCORE™ Framework
  • Bonus Course: Developing Your Blueprint for Leadership Success

 

Learning Outcomes:

Upon completion of the complete Premier Masterclass Series, the participant will be able to better appreciate and/or understand:

  • What is the context for leaders in today’s VUCA business environment?
  • How to resolve the leadership challenges in this new environment?
  • What are the elements of Cognitive Readiness Competencies?
  • Why are Emotional & Social Intelligence Competencies key drivers for success?
  • How to achieve sustainable organisational results during these turbulent times?
  • What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
  • How to transform your NextGen leaders to succeed in the VUCA world?
  • How to deliver effective feedback and coach the team to success?
  • How to build and engage a successful high-performance team?
  • What is the role of leaders to build a robust talent & leadership pipeline?

The programme incorporates a number of unique features and works on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.

The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity during challenging times when operating in a disruptive VUCA business environment.

For copies of Clients' Testimonials for the delivery of these programmes, please visit here.


 


CEO & C-Suite Master Executive Coach, Centre for Executive Education (CEE)

Prof. Sattar Bawany

Prof Bawany is concurrently the Strategic Advisor & Member of the Board of Trustees and Governing Council of the International Professional Managers Association (IPMA); Managing Director and C-Suite Master Executive Coach with Executive Development Associates (EDA) and Master Facilitator with Action Management Associates, Inc. (AMAI).He has over 30 years’ international business management experience, including 20 years in executive coaching, group facilitation, and leadership development and training with global management consulting firms. In addition to his business and consulting career, Prof Bawany has over 15 years of concurrent academic experience as an Adjunct Professor teaching senior executives international business strategies and human resource courses at various leading universities.He is currently the Adjunct Professor with Curtin Graduate School of Business (CGSB) and a member of the Advisory Board of Curtin Graduate School of Business (CGSB), Curtin University, Western Australia.He is especially skilled at coaching leaders work through leadership transition issues, whether individually or systemically. As a seasoned coach, he truly cares about others, listens with an open mind, and adds value in unexpected ways. His approach to executive coaching encourages new insights into the key capabilities and unique strengths needed to sustain practical behavioural change over time, resulting in the executive’s enhanced self-awareness, better decision making, and continuous performance improvement.Prof Bawany is an astute advisor and coach to executives who need to know how they are perceived and want to focus on what is most important in their professional and personal lives. He has coached a range of leaders, from CEOs to senior vice presidents, and high potential managers. His current work in organisations focuses on encouraging individual initiative and leadership from a systemic perspective in order to achieve clearly defined business results. His speciality is effectively linking people processes to business outcomes.Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute of Marketing (CIM). He is a Professional Member of the Society for Human Resource Management (SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practising Member of the International Coaching Federation (ICF) and International Association of Coaching (IAC).Prof Bawany’s complete Profile can be found here and also on LinkedIn.

Course curriculum

  • 1

    Introduction

  • 2

    Program 1: Leading in a Disruptive VUCA World

    • Introduction to Leading in a VUCA World

    • ​Leading in a VUCA WORLD - Overview

    • Origin of VUCA

    • Definition of VUCA

    • The VUCA World by Deloitte

    • Leadership Success in a VUCA World

    • Overview of Leading in a VUCA World for NextGen Leaders

    • EDA 2016 Research on Trends on Executive Development

    • EDA 2014 Research on Trends on Executive Development

    • EDA 2012 Research on Trends on Executive Development

    • EDA – CEE Research on Transforming the NextGen Leaders – PDF

    • Essentials of NextGen Leadership in Times of Flux – Article

    • Leading in a VUCA World – White Paper

    • Leading in a VUCA World – Presentation Slides

    • Leading in a Disrupted VUCA World - Recommended Online Resources
  • 3

    Program 2: Leadership Challenges of a VUCA World

    • Leadership Challenges in a VUCA World, Introduction

    • What makes a Great Leader?

    • L.E.A.P. Competencies of Effective Leaders

    • Importance of Leader’s Readiness for a VUCA World

    • The 5 Pillars of High Performance Organisation (HPO)

    • Leadership Development Best Practices for a VUCA World

    • Leading Change in today’s VUCA World

    • Leading in a VUCA Business Environment

    • NextGen Leaders for a VUCA World

    • Challenges of Globalisation in Leadership Excellence
  • 4

    Program 3: Developing Cognitive Readiness Competencies

    • Introduction to Developing Cognitive Readiness Competencies

    • Trends in Leadership Development

    • Cognitive Readiness as a Leadership Competency

    • The 7 Competencies of Cognitive Readiness

    • Developing Critical Thinking Skills with the “R.E.D.” Model

    • Critical Thinking RED Model - Questions Bank

    • Overview of Leading VUCA World with Cognitive Readiness

    • Cures for Critical Thinking Problems – White Paper

    • Critical Thinking Means Business – White Paper

    • Degrees in Thinking – White Paper

    • Tips on Improving Critical Thinking Skills – White Paper

    • Watson-Glaser - Critical Thinking Appraisal - Sample Report

    • TalentLens - My Thinking Styles Assessment - Sample Report

  • 5

    Program 4: Developing Social & Emotional Intelligence Competencies

    • Introduction to Developing Social & Emotional Intelligence Competencies

    • The Goleman’s Emotional & Social Intelligence Framework

    • The Five elements of Emotional & Social Intelligence

    • Developing Self-Control: “Amygdala Hijack”

    • Harvard Interview with Daniel Goleman on Emotional & Social Intelligence

    • BarOn EQ-i Emotional Intelligence Self-Assessment - Sample Report

    • BarOn EQ 360 - Emotional Intelligence Multi-rater Assessment - Sample Report

    • Hogan EQ - Emotional Intelligence Self-Assessment - Sample Report

    • Best of HBR on Emotionally Intelligent Leadership 2nd Edition - Article

    • What Makes Great Leaders? Fortune Hay Report – White Paper

    • What Makes A Great Leader? In Leadership Excellence – Article

    • HBR Emotional Intelligence has 12 Elements - 6 Feb 2017 – Article

    • The Impact of Leadership with EI in The Graduate - Jan-Mar 2013 Issue

    • USS Alabama - Case Study on EQ and Leadership Styles
  • 6

    Program 5: The Results-Based Leadership (RBL) Framework

    • Introduction to The Results-Based Leadership (RBL) Framework

    • Results-Based Leadership - Overview

    • Leadership Derailers

    • Too Many Bosses, Too Few Leaders Syndrome

    • The Goleman’s 6 Leadership Styles Framework

    • Crimson Tide - Case Study

    • Richard Branson Virgin Group’s Philosophy – Employees First, Customers Second and Shareholders Third

    • Overview of Developing High-Performance Organisation (HPO) with RBL

    • Overview of Developing High-Performance Organisation (HPO) with RBL

    • Individual Exercise on EQ - Amygdala Hijack at Workplace

    • Crimson Tide - Video Case Study on EQ and Leadership Styles

    • Integrative Case Study - Leading with Emotional Intelligence at the Workplace

    • Building High-Performance Organisation (HPO) with RBL Framework – Article

    • Creating An Employee-first Culture Leadership Excellence – Article

    • Discovering Your Authentic Leadership in Leadership Excellence – Article

    • From Manager to Leader in Leadership Excellence – Article

    • Leadership and Culture in Leadership Excellence – Article

    • Leadership and Quality of Life - Leadership Excellence – Article

    • Importance of Leaders with the Right Leadership Styles – Article

    • Leadership Effectiveness Survey® (LES) Assessment – Sample Report

    • Leadership Communication Profiling Assessment – Sample Report

    • MBTI Personal Profiling Assessment – Sample Report
  • 7

    Program 6: Winning the War for Talent 2.0

    • Introduction to Winning the War for Talent 2.0

    • Overview of Winning the War for Talent 2.0

    • Best Practice: 6 Steps in Succession Planning

    • Who are the High Potentials?

    • Accelerating the Development of High Potentials

    • Overview of Winning the War for Talent 2.0

    • Maximising the Potential of Future Leaders in Coaching in Asia – Book

    • Winning War for Talent 2.0 in Talent Management Excellence – Article

    • Transforming the Next Gen Leaders for Succession Planning – Article

    • Impact of Leaders in First 90 Days – Drake Business Review – Article

    • CEE - EDA Research on Transforming NextGen Leaders – Article

    • What High Potential Leaders Means Now in Digital Age – Article

    • Don’t Deprive Your Business of a Succession Plan – Article

    • Time to do away with Performance Appraisals – Article

    • Prof Sattar Bawany's Interview with Performance Magazine

    • Board's Role in Talent Management - MINDA Board View

    • Creating a Succession Plan in Talent Management Excellence – Article

    • Accelerating Performance of Your Future Leaders – Article

    • The State of Talent Management Today Challenges – Article

    • The ART of ‘War for Talent' in Human Capital – Article

    • SHRM 2016 Employee Job-Satisfaction and Engagement Report

    • Developing the Talent Pipeline of Future Leaders – Article

    • Guidelines for Assessment and Development Centres for High Potentials

    • Hogan Suite of Assessments for High Potentials – Sample Report

    • Extended DISC® Communication Profiling Assessment – Sample Report

  • 8

    Program 7: Managerial Coaching for Success

    • Introduction to Managerial Coaching for Success

    • Managerial Coaching for Success - Overview

    • Managerial Coaching Redefined

    • The G.R.O.W. Model for Coaching Conversation

    • Key Managerial Coaching Skills

    • Developing a Coaching Plan

    • GE Talent Engine

    • Everyone Needs a Coach

    • Harvard Video- Lauren Meckler on What Managerial Coaches Do?

    • Overview of Developing a Corporate Coaching Culture

    • Overview of CEE Executive Coaching Solutions

    • HBR What Can Coaches Do for You? – Article

    • HBR Great Manager and Good Coach – Article

    • HBR Guide to Developing a Coaching Plan e-Book

    • Marshall Goldsmith’s FeedForward Coaching e-Book

    • Creating a Coaching Culture with Corporate Coaching Skills – Article

    • Prof Sattar Bawany’s Interview on Coaching in HRM Asia – Article

    • Managerial Coaching - Developing Trust with Coachees

    • CEE Developing Corporate Coaching Skills e-Book

    • John Whitmore’s GROW Coaching Model e-Book

    • Mentoring and Leadership Development – Article

  • 9

    Program 8: Inspiring Your Multigenerational Workforce

    • Introduction to Inspiring Your Multigenerational Workforce

    • Inspiring Your Multigenerational Workforce - Overview

    • Employee Engagement & Productivity

    • Gallup Definition of Groups of Employee Engagement

    • Manager Role in Employee Engagement

    • Inspiring your Future Workforce

    • Multigenerational Traits and Work Perspectives

    • Characteristics of Gen Y Workforce

    • Overview of Inspiring Your Multigenerational Workforce

    • Characteristics of Gen Z Workforce

    • Channel NewsAsia Interview with Prof Sattar Bawany on Inspiring Your Future Workforce

    • ChannelNewsAsia Interview with Prof Sattar Bawany on Harnessing the Potential of the Ageing Workforce

    • Harvard Video - Sylvia Ann Hewlett on What Motivates Gen Y and Boomer Talent

    • Harvard Video - Tammy Erickson on Managing Generation Y

    • Simon Sinek on The Millennial Question

    • Overview of Inspiring Your Multigenerational Workforce

    • A Brave New Workplace for New Generation of Employees – Article

    • AARP Research on Leading Multigenerational Workforce – Report

    • Addressing Multigenerational Dynamics in Hong Kong – Article

    • Harnessing Potential of Multigenerational Workforce – Article

    • Engaging a Multi-Generational Workforce in Public Sector – Report

    • Gen Y Expectations of Leaders – Article

    • 'Y are they Different' – Singapore Perspective Report

    • HBR How Gen Y and Boomers Will Reshape Your Agenda – Article

    • Inspiring Your Future Workforce – How to Lead and Engage Gen Y & Z - Article

    • Leadership - Gen Y in NHRDN Journal - Article

    • Managing Generational Diversity at the Workplace – Article

    • HBR What Millennials Want from a New Job - Article

    • Simon Sinek Interview on Millennials at the Workplace

    • CEE Research on Inspiring Your Future Workforce Gen Y & Z – Report
  • 10

    Program 9: Building High-Performance Teams with SCORE Framework

    • Introduction to Building High-Performance Teams with SCORE Framework

    • Building High Performance Teams with SCORE - Overview

    • Too Many Bosses Syndrome

    • 5 Steps to Creating High Performance Teams

    • The S.C.O.R.E. Framework

    • Case Study – Application of S.C.O.R.E. Framework at Workplace

    • The AGREE Approach Towards Developing Team Collaboration

    • Developing Team Collaboration: Harvard Case on Medisys Corp.: The Intenscare Product Development Team

    • Sir Dave Brailsford's Top 5 Tips for Creating Outstanding Teams

    • Overview of Building High-Performance Team with SCORE

    • Building High-Performance Teams Using SCORE – Article

    • Executive Book Summary on Lencioni's 5 Dysfunctions of a Team

    • HBR Eight Ways to Build Collaborative Teams – Article

    • HBR The Leadership Team – Complementary Strengths or Conflicting Agendas – Article

    • HBR What Your Leader Expect from You – Article

    • Managing Team Dysfunction - Team Meetings – White Paper - PDF

    • High-Performance Team SCORE Assessment - Sample Report

    • Team Effectiveness Communication Profiling Assessment – Sample Report
  • 11

    Program 10: Developing Your Blueprint for Leadership Success

    • Introduction to Developing Your Blueprint for Leadership Success

    • SMART Personal Leadership Development Action Plan

    • The Blueprint of 90-Day SMART Leadership Development Plan

    • The Blueprint of Developing Your Managerial Leadership Styles

    • The Blueprint of Developing Your Emotional and Social Intelligence
  • 12

    Leading in a Disrupted VUCA World - Recommended Online Resources

    • The 90-Day SMART Development Plan - Recommended Readings and Videos
  • 13

    Evaluation of Leadership Masterclass Series

    • Survey Questions