1. Toastmasters District 51
Semi Annual Convention 2012
“LEAVING A LEADERSHIP LEGACY”
Prof Sattar Bawany
Strategic Adviser, IPMA Asia Pacific
Master Executive Coach, EDA Asia Pacific
Holiday Villa Subang, Malaysia
Copyright @2012 IPMA Asia Pacific
Saturday, 17 November 2012
www.ipma.com.sg
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2. Are You a Tiger or a Deer?
Every morning in Asia, a deer wakes
up. It knows it must run faster than the
fastest tiger or it will be killed.
Every morning in Asia, a tiger wakes up. It knows it
must outrun the slowest deer or it will starve to death.
It doesn’t matter whether you are a tiger or a deer: when
the sun comes up, you’d better be running…..
Copyright @2012 IPMA Asia Pacific
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3. About Your Facilitator
• Strategic Advisor, IPMA Asia Pacific
• Managing Director & Master Executive Coach with EDA Asia Pacific
• Over 25 years’ international business management in executive
coaching, facilitation, leadership development and training
• Adjunct Professor of Strategy at Paris Graduate School of
Management teaching international business strategies, leadership
development and human resource courses
• Previously assumed senior leadership roles with global
management & HR consulting firms: DBM Asia Pacific, Mercer
Human Resource Consulting, The Hay Group and Forum Corp
Copyright @2012 IPMA Asia Pacific
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4. Who We Are
• The International Professional Managers Association (IPMA) is a global
‘not-for-profit’ (NPO) members organisation headquartered in Kent, UK
with Regional Offices in Europe, Africa and Asia Pacific
• IPMA mission as an International Examining, Licensing and Regulatory
Membership Qualifying Professional Body to improve managerial
performance at all levels
• Corporate Learning Solutions (CLS) is an Approved Training Partner of
IPMA in Malaysia and facilitates group learning in organisational
development, change management, leadership effectiveness, sales and
customer service excellence across various industries
• IPMA is the Strategic Partner of Executive Development Associates Inc.
(EDA) for executive coaching and custom-designed leadership
development solutions to accelerate individual performance
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5. Quote on Legacy Leadership
“Legacies are not the result of wishful
thinking. They are the results of determined
doing. The legacy you leave is the life you
lead. We live our lives daily. We leave our
legacy daily. The people you see, the
decisions you make, and the actions you
take -- they are what tell your story.”
Source: Kouzes, James & Posner, Barry (2006). A Leader’s Legacy. Jossey-Bass, San Francisco, CA
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6. Definition of Legacy Leadership
• If you influence change in the lives of those around you, you
are engaged in leadership.
• Your leadership legacy is the sum total of the difference you
make in people’s lives, directly and indirectly, formally and
informally.
• As a leader, you will have an impact on your staff and they
will take what they learn forward into the future of your
organization.
• The challenge is how to live in a way that creates a legacy
that will make a positive difference in the lives of those
around you.
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7. Visionary Leadership?
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8. Why is Legacy Important?
• Leaders grow and nurture emerging leaders and
create a living legacy
• The largest generation in history will soon begin
leaving the workplace and are beginning to think
about the legacy they wish to leave
• Very little planning for this change has been done
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9. Legacy Leadership Behaviors
Key competencies and behaviors associated
with legacy best practices
•
•
•
•
•
Holder of Vision and Values
Creator of Collaboration and Innovation
Influencer of Inspiration and Leadership
Advocator of Differences and Greater Good
Calibrator of Responsibility and Accountability
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10. Strategies for Legacy Leadership
• Adopt Servant Leadership
• Humility & Will – be a Level 5 Leader
• Identifying the next generation of leaders
• Be a Teacher - lead and teach from your strengths
• Be a Leader – Coach and Mentor
• Commitment to develop Human Capital
• Pass on experience, values and passion
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11. Leadership Legacy
• Dare to be a person,
not a position
• Dare to connect with
people
• Dare to drive the
dream
Source: Brooks, Marta., Stark, Julie., Caverhill,
Sarah (2004). Your leadership legacy:
The difference you make in people’s lives.
Berrett-Koehler, San Francisco.
•
•
•
•
Significance
Relationships
Aspirations
Courage
Source: Kouzes, James & Posner, Barry
(2006). A leader’s legacy. Jossey-Bass,
San Francisco, CA
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12. Video: Inspirational Leadership
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?”
“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=qp0HIF3SfI4
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
Copyright @2012 IPMA Asia Pacific
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13. Authentic Leaders
•
•
•
•
•
Pursue purpose with passion
Practice / demonstrate organisational values
Lead with heart
Establish enduring relationship
Demonstrate self-discipline
Source: George, Bill & Sims, Peter ( 2007). True North, John Wiley & Sons, NY
http://truenorthleaders.com/exercises.htm
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14. MOJO – More Joy
• Identity: Who do you think you are?
• Achievement: What have you done lately?
• Reputation Management: Who do people think
you are?
• Acceptance: When can you let go?
Source: Goldsmith, Marshall with Reiter, Mark (2009) Mojo: How to get it, how to keep it,
how to get it back if you lose it, Hyperion, NY http://www.mojothebook.com/about-mojo-book/
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15. Strategic Self Awareness
• Accountability --I feel
emotions
• Compassion--I think
assumptions, opinions,
judgments
• Respect--I want, wishes,
desires, requests
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16. Developing Strategic Self Awareness
- Johari Window
The Johari Window was invented by Joseph Luft and Harrington Ingham in the 1950s as a model for
mapping personality awareness.
Source: http://kevan.org/johari
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Copyright @2012 IPMA Asia Pacific
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17. Why Leaders Fail
Arrogance: You’re right and everyone else is wrong
Aloofness: You disengage and disconnect
Melodrama: You always grab the center of attention
Volatility: Your mood shifts are sudden and unpredictable
Excessive Caution: The next decision you make may be
your first
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Copyright @2012 IPMA Asia Pacific
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18. Why Leaders Fail
Habitual Distrust: You focus on the negatives
Passive Resistance: Your silence is misinterpreted as
agreement
Perfectionism: You get the little things right while
the big things go wrong
Eagerness to please: You want to win any popularity
contest
Source: Dotlich David & Cairo, Peter (2003) Why CEOs Fail Jossey-Bass, San Francisco, CA.
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19. Personal Leadership Legacy
Reflection & Assessment - 1
• Have you put into place a system that enables people to
feel connected and how to respond to their work
accordingly?
• Have you left an operating system that is not dependent
on you to give your employees what they need to be
successful?
Source: Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and
enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.
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20. Personal Leadership Legacy
Reflection & Assessment - 2
• What is more important to you the results you
achieve or how you achieve them?
• Have you made the impact you wanted to in your
work?
• Will employees remember you as someone who
made a difference in their lives?
Source: Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and
enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.
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Copyright @2012 IPMA Asia Pacific
www.ipma.com.sg

21. Personal Leadership Legacy
Reflection & Assessment - 3
• When you are gone will you leave your “mark” on the
organization? How?
• Will the values you instilled and live by endure long
after you have left?
• Have you put into place a system that enables others
to have a sense of clarity, knowledge and information
that each needs to be effective?
Source: Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and
enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.
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Copyright @2012 IPMA Asia Pacific
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22. Conclusion: Leaving Your Legacy
• What lessons am I teaching in each interaction I have?
• What stories will others tell about me in the future?
• What will others learn from those stories?
Source: Kouzes, James & Posner, Barry (2006). A leader’s legacy. Jossey-Bass, San Francisco, CA
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Copyright @2012 IPMA Asia Pacific
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23. Final Thoughts……..
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!!!
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24. Video: Leaving Your Leadership Legacy
Visit :
Source: www.secondg.net at http://www.youtube.com/watch?v=03o1JZ7c7gI
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25. Further Dialogue
Social Media Contacts
Email: sattar.bawany@ipma.com.sg
IPMA Website: www.ipma.com.sg
LinkedIn: www.linkedin.com/in/bawany
Facebook: www.facebook.com/ipma.singapore
Twitter: www.twitter.com/IPMA_Singapore
For Articles, please visit: www.ipma.com.sg/publications.php and/or
‘Like’ IPMA Facebook www.facebook.com/ipma.singapore
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Copyright @2012 IPMA Asia Pacific
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