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IPMA Key Note "Leaving a Leadership Legacy" for Toastmasters International Malaysia - 17 Nov 2012


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IPMA Key Note "Leaving a Leadership Legacy" for Toastmasters International Malaysia - 17 Nov 2012

  1. 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 1
  2. 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 2
  3. 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 3
  4. 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 Copyright @2012 IPMA Asia Pacific 4
  5. 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 5 Copyright @2012 IPMA Asia Pacific
  6. 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. 6 Copyright @2012 IPMA Asia Pacific
  7. 7. Visionary Leadership? 7 Copyright @2012 IPMA Asia Pacific
  8. 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 8 Copyright @2012 IPMA Asia Pacific
  9. 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 9 Copyright @2012 IPMA Asia Pacific
  10. 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 10 Copyright @2012 IPMA Asia Pacific
  11. 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 11 Copyright @2012 IPMA Asia Pacific
  12. 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: Copyright @2012 IPMA Asia Pacific 12
  13. 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 13 Copyright @2012 IPMA Asia Pacific
  14. 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 14 Copyright @2012 IPMA Asia Pacific
  15. 15. Strategic Self Awareness • Accountability --I feel emotions • Compassion--I think assumptions, opinions, judgments • Respect--I want, wishes, desires, requests 15 Copyright @2012 IPMA Asia Pacific
  16. 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: 16 Copyright @2012 IPMA Asia Pacific
  17. 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 17 Copyright @2012 IPMA Asia Pacific
  18. 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. 18 Copyright @2012 IPMA Asia Pacific
  19. 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. 19 Copyright @2012 IPMA Asia Pacific
  20. 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. 20 Copyright @2012 IPMA Asia Pacific
  21. 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. 21 Copyright @2012 IPMA Asia Pacific
  22. 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 22 Copyright @2012 IPMA Asia Pacific
  23. 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!!! 23 Copyright @2012 IPMA Asia Pacific
  24. 24. Video: Leaving Your Leadership Legacy Visit : Source: at 24 Copyright @2012 IPMA Asia Pacific
  25. 25. Further Dialogue Social Media Contacts Email: IPMA Website: LinkedIn: Facebook: Twitter: For Articles, please visit: and/or ‘Like’ IPMA Facebook 25 Copyright @2012 IPMA Asia Pacific