This document discusses how to become the best in the world through leadership. It identifies two main constraints that prevent this: organizational constraints related to business model, leadership, processes, and culture; and personal constraints of beliefs and unwillingness to learn. Learning is presented as key to overcoming constraints. Learning occurs through new experiences, feedback, and skill development, with 70% from experiences, 20% from feedback, and 10% from skills. Overcoming constraints requires investing in people, addressing mindsets, and continuously learning.

1. Insights on Becoming the Best in the World for MAG
Leadership… Beyond the Limits
Roshan Thiran
roshan.thiran@leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics

2. Are the “world’s best” leaders
born or developed? Is
leadership genetic or learned?
Question

3. Growth
Time
My “Best in the World” Experience
10. Johnson & Johnson
Industry : Healthcare
Function: HR
Global Role
9. GE Asia Pacific
Industry : Multi
Function: HR
Asia Role
7. GE Aircraft
Industry : Aviation
CFO & Biz Leader
8. GE Crotonville
Industry : Multi
Function: HR
Learning Leader
6. GE CIG
Industry : Multi
Function: IT
Project Mgmt Global
5. GE Capital
Industry : Financial Service
Function: Finance/Sourcing
Europe Leader
4. NBC Universal
Industry : Media
Function: Finance
Product Leader
1. GE Investments
Industry : Investment Banking
Function: Business Dev
Individual Contributor
3. GE GCS
Industry : Oil & Gas
Function: Finance
Inventory Mgmt
2. GE International
Industry : Multi
Function: Finance
Analyst Global
12. Leaderonomics
Industry : Multi
Function: CEO
Business leader
11. Star Media Group
Industry : Media
Function: CEO
Business leader

4. Key question: How did they become the best?

5. So, what does this mean?
Clearly,
because of high performance leadership

6. Question:
What is Leadership?

7. Leadership is . . .
Attentiveness
Assertiveness
Responsibility
Diligence
Dependability
Obedience
Loyalty
Thoroughness
Truthfulness
Initiative
Hospitality
Humility
Forgiveness
Tolerance
Compassion
Sincerity
CReativity
Having followers
Persuasiveness
Virtue
Vision
Deference
Discretion
BOLDNESS
Determination
Gratefulness
Self-Control
Sensitivity
Thriftiness
Generosity
Punctuality
Proactiviness
Purpose
Enthusiasm
Availability
Orderliness
Resourcefulness
Flexibility
Wisdomped
Innovation
Execution

8. If we invested in people and
taught every single skill listed on
the previous slide, would we be
able to “create” leaders?
Question

9. motherteresa
Her story in India

10. Time
Current Reality – Self Awareness
Ability/Achievement
Decision-making
GAP
Purpose/Vision
The Essence of Leadership is . . .
Learning/
Execution/
Action
GAP
Dreams energise organisations
Ensures reality

12. What is
stopping us
from becoming
best in the
world?.

13. Organisational
Constraints
Individual
Constraints
There are 2 ‘terrible’ constraints
stopping us from becoming best in the world:

14. 70% of all Change or Transformation programs
Our research on Change has the following findings on
transformation projects:
•100% of all “Successful” projects had a good technical
solution/approach to it
•98% of all “Unsuccessful” projects had a good technical
solution/approach to it

15. So, why do companies FAIL?
QUESTION ?

16. My Research on Organisational Constraints
THE 4 CONSTRAINTS SUFFOCATING MOST ORGANISATIONS
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects

17. Jack
Welch
… and Six
Sigma at
NBC

18. New York city in 90s …
The broken window theory

19. Culture Drives Results . . .
MINDSET
Model extracted from The Results Pyramid® PIL

20. Organisational
Constraints
Individual
Constraints
Let’s go back to the 2 constraints stopping you:

21. What Does High Potential really mean:
Absolutely Nothing!

22. Job
Experiences
Learning
from
experiences
High Potential
Talent
Raw talent
+ X =
What Does High Potential really mean:

23. Personal Constraints
What are these constraints stopping you from becoming the best?
Do you BELIEVE you can?
Are you willing to go through
the pain of LEARNING?

24. The Power of Beliefs
Why Our Beliefs Limit our Abilities to Perform and Actions
Growth vs Fixed Mindset?
Abundance vs Scarcity Belief
Impossible vs It’s Possible

25. How many of you like
to learn?
Question to the class

26. “Learning… the process by which change in
knowledge or skills is acquired through
learning or experience”
Key Questions:
1. Change?
2. Learning
3. Experience
Learning….

27. Why is learning so
hard?
Question to the class

28. LEARNING =
CHANGE
What is learning?

29. 1. What percentage of people reach their target weight ?
2. What percentage of people maintain their target weight?
3. What percentage of people quit smoking and never start again?
4. What percentage of people quit smoking after a physical crisis?
5. What percentage of re-engineering efforts are successful?
6. What percent of companies on the 1955 Fortune 100 list are still
around today?
7. What percent of Fortune 500 companies on the 1970 list had vanished
by 1985?
8. What percent of executives in Fortune 500 companies who had
financial losses in 1993-1994 attributed it to poor leadership and lack of change?
Change Quiz

30. 1. What percentage of people reach their target weight ?
2. What percentage of people maintain their target weight?
3. What percentage of people quit smoking and never start again?
4. What percentage of people quit smoking after a physical crisis?
5. What percentage of re-engineering efforts are successful?
6. What percent of companies on the 1955 Fortune 100 list are still
around today?
7. What percent of Fortune 500 companies on the 1970 list had vanished
by 1985?
8. What percent of executives in Fortune 500 companies who had
financial losses in 1993-1994 attributed it to poor leadership and lack of change?
4%
1%
16%
43%
30%
32%
41%
>50%
Change Quiz

31. Learning is painful….
“I listen, and I forget; I see, and I understand; I do, and I can” – Confucius
Source: Pesquisa IBM; Whitmore, “Coaching for Desempenho”

32. Information/
Knowledge
Awareness
Skill
Advanced
Skill
Expertise
Context Content
Composition of Delivery:
90% Content, 10% Context
Composition of Delivery:
10% Content, 90% Context
This model is based on the
research of Roshan Thiran
and Leaderonomics.
Learning is contextual too!

33. • 70% of learning is through EXPERIENCE:
- Seek new experiences and always accumulate new experiences
- Volunteer for special projects that will stretch you and force you to learn and
gain new perspectives
• 20% of learning is through FEEDBACK:
- Ask for feedback from your bosses, peers and subordinates.
- Take 360 degrees feedback and schedule weekly/monthly feedback sessions
- Give feedback to others when it is appropriate and needed
• 10% of learning is through NEW SKILL DEVELOPMENT:
- Find time to practice whatever you learn. Attend training to grow
- Take time to learn online or through reading new material.
- Always look for ways to improve yourself – be better tomorrow than you are
today -
The 70-20-10 way to keep Learning & Growing:

34. In Summary: Becoming the Best in the World
Organisational
constraints
• Business Model
• Leadership
• Process/Structure
• Culture
Personal
constraints
• Belief
• Pain of Learning
What is constraining us from succeeding?
How do we overcome?
New experiences
Continuous Feedback
New Skill Development

35. www.leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics
www.leaderonomics.com