Strategic leadership

Bringing the High Performance Habits to Life
By
M.Bustaman Abd Manaf
Institute Aminuddin Baki, Ministry of Education Malaysia
HP: 60199890524/ email: mbustaman@iab.edu.my

Welcome to Strategic Leadersip Skills
Workshop
• There are four main reasons for you all to be
here:
• 1. To be involved in the learning process
• 2. To contribute your thoughts and ideas to the
group ( so we can learn from you and your
experiences!)
• 3. To network with others
• 4. To enjoy the experience……
hak milik mbustamanIAB.KPM 2
21/5/2016 @ mbam IAB 2013 2

• AT THIS WORKSHOP, PARTICIPANTS
WILL LEARN HOW TO…
• develop new strategic leadership habits
which is more broader and more
innovative way of thinking and acting
on a daily basis about the overall goals
of yourself, work, team, and
organization.
@ mbam IAB 2013 3
Objectives
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SESSION CONTENT
4
1. Leadership and Strategic Leadership
Definition
2. Elements of Strategic Leadership
3. The Importance of Strategic Leadership
4. How to think and act Strategic Leaders
1. How to Lead Like a Strategic Leader
The tactics strategic leaders use to
influence others to willingly join-in
pursuit of organizational goals.
M.Bustaman.Strategic Leadership16

Introduction
Content
M.Bustaman.Strategic Leadership16 5

Definitions
Leader
1. A person who influences
a group of people
towards the achievement
of a goal.
2. A person who produces
change and movement,
establishes direction,
aligns people and
structures, and focuses
on results.
Leadership
1. Leadership is a process
of social influence which
maximizes the efforts of others,
towards the achievement of a
goal.
2. Leadership is the process of
persuasion or example by
which an individual induces a
group to pursue objectives held
by the leader and shared by
followers.

The Strategic Leadership Framework
Leadership and Strategic Leadership
Leaders are people who, singularly or with
others, establish direction and then mobilize
people, capture resources, and create an
adaptive learning culture to move toward it.
Strategic leadership is the ability to make
and implement CONSEQUENTIAL DECISIONS
about: ENDS, ACTIONS and TACTICS to
keep their organization/team positioned in
its environment.

Strategic Leadership Defined
At its core, strategic leadership is the
ability,( as well as the wisdom), to make
consequential decisions about ends,
strategy, and tactics. . . . It marries
management with leadership, and
strategic intent with tactics and actions.
(Pisapia, 2009) .

STRATEGIC LEADERSHIP DEFINITION (2)
9
Strategic Leadership is a basically the
combination of a leader having all the basic
leadership elements + being able to be strategic
in thinking and action

The SL Method
What is going
on here?
What needs
to happen
here?
How do we make
it happen?
How do we
keep making
it happen?

Anticipating
Anticipate Change
Ask: What is going on here?
Articulating
Create Direction, a Shared
Reality, Set Strategies
Ask, What needs to happen
here?
Aligning
Connect with people, Create
Conditions for success, remove
barriers, establish trust
Ask, How do we make it happen?
Assuring
Focus on results - Hire for
technical and cultural fit – Teach
the organization's POV
Ask, How do we keep making it
happen?
The Strategic Leader Method (SLM)

Source: Palladium Group

The Role of Strategic leader

Part 2
Leader Thinking Skills

What is Thinking?
“Thinking consists of two activities: constructing mental
models and then simulating them in order to draw conclusions
and make decisions.” – Barry Richmond
Understanding the concept of a tree requires more
information than is available through sensory
experience alone. It’s built on past experiences and
knowledge.
Source: Jeremy Merritt
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Learn
–. Search for information through reading, observing, and doing.
Spot and seize new ideas and game- changing opportunities that
can shape the organizations competitive advantage. Be curious.
Change
– Open to New Ideas. See the organization as a whole and
understand how various parts of the organization relate to and
affect each other. Be Flexible
Sense
– Perceive variation in the environment, social relationships,
readiness to change, take the right action at the right time.
Discern meaning among events and bits of information that at
first glance would appear to be isolated. Be Wise.
The Minds we Need!
16

What is Strategic Thinking?
Strategic Thinking Skills Assessment

• Strategic thinking is identifying,
imagining and understanding possible
and plausible future operating
environments for your organisation…
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•Integrating the future into
your decision making
processes today by thinking
big, deep and long.
Strategic Thinking?
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• Big (very broad) –
do we understand
how we connect
and interact with
other
organisations
and the external
environment?
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• Deep – how deeply are
we questioning our ways
of operating?
• Do we operate from our
interpretation of the
past, or our anticipation
of the future?
• Are our assumptions
today valid into the
future?
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Long – how far into
the future are we
looking?
Do we understand
the shape of
alternative futures
for our
organisation?
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The Strategic Leader’s Wheel
The takeaway is that strategic leaders use two protocols to drive learning and
performance: strategic thinking and strategic execution.
New habits are grounded in a
holistic learning process
described as the Leader’s Wheel

24
Agility : Basic premises:
Agility of the mind is the core
competency that drives the Strategic
Thinking protocol.
Mindset is the way you think about
things. It “drives every aspect of our lives,
from work to sports, from relationships to
parenting.” (Dweck, 2006)

Thinking in a strategic way
Means that Leaders are:
Mentally Agile –
they can use synthesis as well as analysis,
linear as well as nonlinear thinking,
critical as well as creative thinking skills
as appropriate to finding the future or
problem solutions and/or to see old
issues with new eyes.
25

Managerial
Thinking
Strategic Thinking Entrepreneurial
Thinking
Managerial Role Predict what will
happen next, target
individuals who can
help them.
Navigate by focusing on
their identity,
knowledge, and
relationships.
Pursue ideas and
push through reality
to create new
opportunities.
Guiding Question What SHOULD I do? What CAN I do and
SHOULD I do it?
What CAN I do?
Outcome Share in existing
market.
Outcomes are fixed.
Shares in existing
markets or creating new
markets based on
opportunities that arise.
Creates new market.
Outcomes are not
fixed or limited.
Ideas on Profit/Loss Focus on defined
strategies to
maximize returns
Focus on maximizing
returns and affordable
loss.
Focus on affordable
loss.
Ideas on Competition Focus on analyzing
competition in red
ocean.
Focus on both analyzing
competition, finding blue
oceans, and creating
strategic alliances.
Focus on creating
strategic alliances and
finding blue oceans.

In the Gap!
Unfortunately, “We can't solve problems
by using the same kind of thinking we
used when we created them.”
“Think Different”
“Think & Act Differently”

1. Know what difference you
want to make
2. Choose your actions
accordingly
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Quiz 1: What difference do you want
to make?
• Your community/country
• Your department/units
• Your team/work group
• Personally/professionally
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Part 3
The Strategic Thinking
Protocol

@ mbam IAB 2013 31
He who controls others may
be powerful, but he who has
mastered himself is mightier
still."
- Lao Tzu
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Outcomes?
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• Refer to Worksheet: Strategic
Thinking Self-Assessment
• Time: 10 minutes each section
• Discussion: Example of your actual
behavior in real workplace
situations
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3.1 : Know Yourself –
Strategic Thinking Self-Assessment
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AGILITY Vision
Mission
The Strategic Thinking Protocol
The Takeaway - A shared statement of intent forms a
psychological contract with followers and guides the
organization’s actions.
34
Pisapia, J. (2009) The Strategic Leader.

Strategic
Thinking
Skills
Description
Systems
Thinking
Systems thinking refers to the leader’s ability to see systems
holistically by understanding the properties, forces, patterns and
interrelationships that shape the behavior of the system, which
hence provides options for action.
Reflecting
Reflecting refers to the leader’s ability to weave logical and
rational thinking, through the use of perceptions, experience and
information, to make judgments on what has happened, and
creation of intuitive principles that guide future actions.
Reframing
Reframing refers to the leader’s ability to switch attention across
multiple perspectives, frames, mental models, and paradigms
to generate new insights and options for actions.
Table 1 Subscales of the Strategic Thinking Questionnaire

The Strategic Thinking Skills 1: Systems Thinking
• refers to leaders’ ability to see systems
holistically by understanding the
properties, forces, patterns, and
interrelationships that shape the
behaviors of the systems which provide
options for actions.
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Check Your Habits – 1. Systems Thinking Skills
Good Habits
• Try to extract rules and/or patterns from the information available
• Find that in most cases external changes require internal changes
• Search for the cause before taking action.
• Find that one thing indirectly leads to another
• Try to understand how the facts presented in a problem are related to each other
• Try to identify external forces which affect your work
• Try to understand how the people in the situation are connected to each other
• Investigate the actions being taken to correct the discrepancy between what is desired and what
exists
• Look for fundamental long-term corrective measures
• Look for changes in the organization’s structure that lead to significant enduring improvement
• Look at the ‘Big Picture’ in the information available before examining the details
• Seek specific feedback on your organization’s performance
• Think about how different parts of the organization influence the way things are done
Bad Habits
View relationships individually as opposed to being part of an interwoven network
Break the problem into parts before defining the entire problem
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Open your mind:
Develop Your Systems Thinking Skills

Think Big= Systems Thinking
• A system is more than the sum of its parts.
• Many of the interconnections in systems operate
through the flow of information.
• The least obvious part of the system, its function or
purpose, is often the most crucial determinate of the
system’s behavior.
• System structure is the source of system behavior.
System behavior reveals itself as a series of events over
time.
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Reflecting

42
The Strategic Thinking Skills
2. Reflecting
@ mbam IAB 2013
The ability to use perceptions, experience and
information to make judgments as to what has
happened in the past and is happening in the
present in order to guide your future actions.
1. Recognizing why certain choices worked and
others did not.
2. Questioning your assumptions and mentally
testing consequences of actions.
3. Using your own and other people’s perceptions,
experience and knowledge to understand how to
think about situations and inform action.
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@ mbam IAB 2013 43
Check Your Habits –2. Reflecting Habits
Good Habits
• Review the outcomes of past decisions
• Reconstruct an experience in your mind
• Consider how you could have handled the situation after it was resolved
• Accept that your assumptions could be wrong
• Acknowledge the limitations of your own perspective
• Ask “WHY” questions when trying to solve a problem
• Set aside specific periods of time to think about why you succeeded or failed
• Frame problems from different perspectives
• Connect current problems to your own personal experience and previous successes
• Stop and think about why you succeeded or failed
• Reconstruct an experience in your mind to understand your feelings about it
• Take into account the effects of decisions others have made in similar situations
Bad Habits
• Ignore past decisions when considering current similar situations? ®
• Ignore your past experiences when trying to understand present situations
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Reframing

The Strategic Thinking Skills 3 : Reframing
The ability to look at your reality using
multiple perspectives,
frameworks, mental models, and
paradigms in order to generate new
insights and options for action.
1. Suspending judgment while appropriate information
is gathered.
2. Identifying and understanding the mental models
being used to frame a problem, situation or issue.
1. Reviewing and reframing your own and others’
understanding of situations
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Check Your Habits – 3. Reframing Habits
Good Habits
• Seek different perceptions
• Track trends by asking everyone if they notice changes in the organization's context.
• Ask those around you what they think is changing
• Engage in discussions with those whose values differ from yours
• Use different viewpoints to map out strategies
• Recognize when information is being presented from only one perspective
• Listen to everyone’s version of what happened before making a decision?
• Engage in discussions with those who have different beliefs or assumptions about a
situation?
Bad Habits
• Find only one explanation for the way things work? ®
• Decide upon a point of view before seeking a solution to a problem? ®
• Create a plan to solve a problem, before considering other viewpoints? ®
• Discuss the situation only with people who share your beliefs
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The Strategic Thinking Skills
Analytical
Creative
Divergent
Synthesis
Intuitive
Critical
Evaluative
Integrative
Pragmatic
Tactical
Reasoning
Practical
Strategic
Solutions
Future
Forward
Convergent
Deductive
Inductive
Holistic
Linear Non LinearM.Bustaman.Strategic Leadership16 47

Review Strategic Thinking Skills
Asssesment
• Check your strength and weak areas
• Develop action plan to improve the weakness
items

WHAT DO YOU LEARN? MY ACTION
SELF
WORK PLACE
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RECORD YOUR LEARNING
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Part 4
The Habits of Strategic Leaders

The Strategic Execution Protocol Core Competency
Artistry: Basic Premises:
Artistry is the core competency that
drives the Strategic Execution process.
Artistry is the ability to apply an
integrated set of leader actions that enable
leaders to adapt their actions to different
circumstances and conditions.

Acting in a strategic way
Means that Strategic Leaders are:
Behaviorally Agile –
They use a wide array of influence actions –
Transforming – Managing –
Bonding – Bridging – Bartering –
to assure that the organization’s purpose is
accomplished.
52

SL Influence
Actions
Description
Managing
Actions taken to maintain consistency in order that current
organizational goals are accomplished efficiently and
effectively.
Transforming
Actions taken to influence direction, actions, and opinions in
order to change organizational conditions and culture so that
learning and change occur as a normal routine of the
organization.
Bonding
Actions taken to ensure that trust is an attribute of the
system and not just something developed among individuals in
order that followers' exhibit emotional commitment to the
organization's aspirations and values.
Bridging
Actions are taken to develop alliances with people of power
and influence from outside and inside the organization in order
to gain insights, support, and resources.
Bartering
Actions taken to give something in exchange in order
to strengthen the effectiveness of relationships and alliance
building efforts.
53

ARTISTRY HIGH
PERFORMANCE
The Strategic Execution Protocol
5/21/2016 54
Pisapia, J. (2009) The Strategic Leader.
The Takeaway - Leaders use the habits of
Artistry, Aligning, and Assuring to build a high
performing organization. 54M.Bustaman.Strategic Leadership16

SLA Assessment
Refer to worksheet

Case Study
The Nissan Way
1. What examples of the 6 habits of
strategic leader can you identify in
the Nissan way?

Part 5
Leading and Managing Organization
Strategically

Impact of strategic thinking
to an organization success
Future focus
Openness
Breadth: very wide
Positive outlook/
proactive
Curiosity
Flexibility
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Step 1:
Set the Strategic Direction/Intent

Problem in Setting the Future
Direction
• Paradigms
• Positive Thoughts
• Busy

63
o o o
o o o
o o o
Looks Beyond
@ mbam IAB 201321/5/2016

A set of rules & regulations that:
1. Defines boundaries
2. Tells you what to do to be successful
within those boundaries
3. Is used to “filter reality.” We use
paradigms to understand data and
information…. to order, relate and
control our reality.
(Kaufman, 2003)
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What is a Paradigms Shift?
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• 1. We get more of the same
• 2. We boil slowly to death like frog in a gradually
warming pot of water.
• 3. Miss out on new opportunities
• 4. We fall well behind our competitors
• 5. We lose control of the future & become its victims
• 6. We manage by crisis & become reactive
• 7. We become victims of short-term planning and
mortgage the future.
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If we ignore paradigm shifts, then….
21/5/2016

SHIFT YOUR PARADIGM TO POSITIVE
PARADIGM.
POSITIVE THINKING
For
BETTER FUTURE

Effect Positive Thinking Future Thinking
Positive thinking is a mental attitude that admits
into the mind thoughts, words and images that are
conductive to growth, expansion and success.
• It is a mental attitude that expects good and
favorable results.
• A positive mind anticipates happiness, joy,
health and a successful outcome of every
situation and action.
• Whatever the mind expects, it finds.
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THE NEGATIVE
THOUGHT
• internal dialogue, much of it is negative. Thoughts
like, “I could never do that” and “What if I fail?”
can seriously impact the way we behave.
• Stress, apparently associated with attachment to
this negative internal dialogue, in turn, affects
every aspect of our lives.
• When we are stressed, specific hormones circulate in the body. Released
infrequently, these hormones are harmless, produced continuously, they are
associated with serious damage. Cardiovascular disease is related in part to
continuous bombardment of stress hormones and arterial damage caused by
free radicals created in the process.
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“ANTS: squash them
”
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“When we direct our thoughts properly, we can control our emotions.” – W.
Clement Stone
In his book "Change Your Brain, Change Your Life," Dr. Daniel Amen talks about
"ANTs" – Automatic Negative Thoughts

Conclusion: Change to Positive Thought
Because…..
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To think strategically, you have to move
beyond busy.
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Time management: Priority
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74
2. Putting Planning in its Place! (Stephen R. Covey)
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Action: Act Now?
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•Analyzing Environment
•Scenario Planning
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Step 2: Analyzing Environment
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@ mbam IAB 2013 78
Collect right information? How?
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@ mbam IAB 2013 79
Aware of own
worldview…
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It’s irrelevant

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Curious…
Explore, learn, reflect
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The Concept of Futures Thinking
“Futures Thinking or Futurism (as it is
called by certain circle), doesn't try to
predict the future, but rather to
illuminate unexpected implications of
present-day issues; the emphasis isn't
on what will happen, but on what could
happen, given various observed drivers
It's a way of getting new perspectives
and context for present-day decisions,
as well as for dealing with the dilemma
at the heart of all strategic thinking: the
future can't be predicted, yet we have to
make choices based on what is to
come”
Explaining ‘What is
Futures Thinking?’ by
Jamais Cascio, one
of the more prominent
writers regarding
Futures Thinking

One Future vs. Multiple Futures
Future A
Future
C
Future
B
One
Future
VS.
The first premise of Futures Thinking and Scenario Planning
is that there exist a multiple versions of the future and the choices
that we choose today may lead us on a different path.
The different paths will then bring us to different futures.
It may be ‘Future A,’ ‘Future B’ or ‘Future C,’ according to the
different paths that we take

Probable, Plausible, Possible and
Preferred Futures
Possible
'might'
happen
[basic range
of
alternatives]
Futures

The Concept of Scenario Planning
“A discipline for developing multiple imagined futures in which decisions
about the future can be played out.”
[Dr. Thomas Chermack (2011), Scenario Planning Institute, Colorado State University]
“Scenario Planning is sometime called Scenario Thinking or Scenario Analysis”
“A systemic method of thinking creatively about possible complex and
uncertain futures.”
[Gary Peterson et al (2003), University of Wisconsin]
“A tool for improving decision making against a background of possible future
environments”
[Dana Mietzner and Guido Reger (2005), University Potsdam, Germany]

Excerpt taken from
http://www.quesucede.com/page/show/id/scenario_pla
nning
Why Scenario Planning?
“Scenario planning makes sense
when you realize that all our
knowledge is based on the past
… but all our decisions are about
the future.
That is, most of what we need to
know in order to be able to make
a good decisions is outside our
realm of normal comprehension.
In other words, we don't even
know it's there - we don't know
what we don't know
Hence, scenario planning is about

Why Scenario Planning?
“Scenarios are internally
coherent pictures of possible
futures.
They are among the most useful
tools and have a
wide range of uses.
They can dramatize trends and
alternatives, explore the impacts
and implications of decisions,
choices, strategies, and provide
insights into
cause-and-effect sequences”
Slaughter, R. (2000) Futures: Tools and
Techniques, Futures Study Centre,
Indooroopilly, Qld

Integrated Approach
Integrated

Integrated Approach Integrated
Preferred Disowned
Integrated Outlier

Preferred – University where all its graduates
ends up being extremely useful and beneficial
for the whole world
Disowned – Profit Oriented University (too
the extend of sacrificing their actual
purpose of being a U)
Integrated – University where values and
profitability are given due attention
Outlier –
Exceptional
Individual
as the University
(Undergraduates
learn from certain
Sifu in the field
That they want
to master)
Integrated
Example of
Issue: University of the Future
Timeline: 5 years in the future
 Discover the
dengue vaccine
 Invented the first
Hybrid Airplane
 Join MERCY M’sia
 Become high
school Deputy HM
who inspired all of
his Form 5
students to
achieve straight
A+ in SPM 2016
Money!
Money! And
some more
Money!
No. 1
Tertiary
Education
Profit
Student
Sifu

Preferred – University where all its
graduates ends up being extremely
useful and beneficial for the whole
world
Disowned – Profit Oriented University
(too the extend of sacrificing their actual
purpose of
being a U)
Integrated – University where values
and profitability are given due attention
Outlier – Exceptional Individual as the
University (Undergraduates learn from
certain Sifu in the field they want to
master)
Integrated
Example of
Timeline: 5 years in the future
POSSIBLE
STRATEGIES
FOR MOE
Issue: University
of the Future
Remind U of its real purpose of
existence
Empower U so that everyone who enters
the U become the best human being ever
Advice U to try to combine the preferred and
the disowned for the best result possible
Even though it is relatively
improbable, it could be a viable
wildcard
No. 1 Tertiary
Education
Profit

94
Where are we now?
Where Do we want to go?
How Do we do that ?
What Do we need to Do to Get
there?
Basic Process for GAP Analysis
Current
State
Gap
Analysis
Desired
State
Copyright ©2016 MBustamanAM IAB MOE

Step 3
1. Focus Areas /KRA
2. Specific Outcomes/Objectives
3. Alignment
4. Measure/KPI
5. Strategies

Key Result Area
• KRA’s group strategic objectives into a small
number of ‘areas’, which make sense.
• Focuses effort on a limited number of issues
• Prevents fragmentation of effort
• Facilitates communication

mbam@IAB.MOE 07 98
• KRAs define what must be done to
achieved the mission & vision. (Niven,
2003)
• They are long-range performance
targets that are consistent with an
organization’s mission, usually
requiring a substantial commitment of
resources and achievement of short-
term and mid-term supporting plans.

Alignment with Vision & Mission

The individual
needs of each
student are met
Our students enjoy a
positive and
enjoyable learning
experience Our students
demonstrate
exemplary
behaviour
Providing quality &
varied extra curricula
activities
Effective teaching
methods that instil
the joy of learning
Knowledgeable, efficient,
competent, nurturing &
highly motivated staff
who display our core
values
Transparency &
Accountability
Financial viability
FIDUCIARYLEARNINGINTERNALCUSTOMER
School Strategy Mapping - 2011
Our students strive
towards academic
excellence
Safe welcoming, efficient,
comfortable facilities and
working environment
Ongoing maintenance
& upgrading of
facilities
Ample supply of
resources – teaching aids,
technology, equipment
Consistent discipline
Providing opportunity
for Learning religion
Principles
Responsive curriculum
that encompasses the
motto “work, play and
learn together”
Our students are
well rounded &
excel in all fields Our students enjoy a safe,
welcoming, efficient,
comfortable and family
oriented environment

IUM 2015 Strategic Direction: Towards becoming a Research-Intensified University
S1.
Produce well-
rounded
personalities and
employable
graduates
Customer
Stakeholder
Financial
Learning
&Growth
InternalProcess
Research & Academic Excellence
C1.
Achieve status as a
leading international
academic & research
institution imbued with
Islamic values
L1.
Strengthen staff
development and
competency
F1.
Achieve
budgetary
sufficiency and
efficiency
P1.
Strengthen
quality
integrated
curriculum
P8.
Increase income
contribution from
SBUs/RMC/IHSB
S2.
Become centre of
reference in niche areas
of research
P6.
Secure bigger
research grant
P5.
Have a significant pool
of distinguished scholars
P2.
Intensify quality research
output and publication
P4.
Increase academic staff who are
engaged in high impact research
L2.
Ensure quality of research
facilities through key
compliance
P3.
Strengthen
postgraduate
studies
P7.
Enhance quality service
L3.
Improve library facilities to
support research
L4.
Enhance morality within
the university community
IIUM Strategy Map 2007-2015
104Copyright ©2016 MBustamanAM IAB MOE

mbustaman/IAB/KPM/0
5
105

Kaplan (2003):
• If we can’t measure our processes, we can’t
manage our processes
• If we can’t manage our processes, we can’t
change our processes for improvement
• If we can’t improve our processes, we can’t
meet or exceed our customers’ expectations
• MEASURE - MANAGE – CHANGE - EXCEED
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How to Measure the Achievement of Objectives?

KPI’s
• Key performance indicators are measures for all
strategic objectives and core processes, to
answer the questions:
–How will you (we) know that you have
achieved your strategic objectives, or at least
are making progress towards achieving
them?
–How do you (we) know that your core
processes are working well

• 1. Percentage of…
• 2. Number of… (hours, times per month, donation,
activities, km etc)
• 3. Frequency of ….
• 4. Level of ….
• 5. Total of …(score, costs, hours, ..)
• 6. Average
• 7. Grade
• 8. Ratio of
• 9. Degree of
@ mbam IAB 2013 108
Performance Measures
21/5/2016

• Targets are quantified and time-based
• Target: Desired level of performance *a
performance measure (e.g., % of customer
satisfaction target = 95%)
(source: Balanced Scorecard Institute, USA. 2005)
* Remember to set the baselines or take of values
(TOV)/ a point to start measurement)
21/5/2016 109
What is target?
@ mbam IAB 2013

Designing Good KPIs
Objectives – what are we trying to achieve?
• May be more than one indicator for each objective.
• Each objective will have strategies on how to achieve them.
Indicators – what are you going to measure?
• Used to assess the present state of progress and to suggest an appropriate
course of action.
Measures – how are you going to measure it?
• Can be qualitative or quantitative data related to inputs, progresses or outputs.
Targets – what is the result that you want?
• Can be minima targets, stretch targets or a combination.
Results – what have you actually achieved?

Constructing Good KPIs
Objectives
• High quality training / teaching.
Indicators
• Student satisfaction with the training/ teaching they experience.
Measures
• Mean student response per class to the question e.g. Overall, how satisfied are you
with this teacher/trainer?
• On a 1 to 5 Likert-type scale or (IAB- Percentage of satisfaction)
Targets
• At least 3.6 on a 1 to 5 scale, or (IAB- 80%)
• Best in class compared with benchmark partners. ( Case IAB – INTAN)

@ mbam IAB 2013 112
STAKEHOLDER PERSPECTIVE
Strategic
Objective
Strategic Measures (ST–2010; LT-2015; BL-2006) Strategic Initiatives
2007
Strategic Initiatives
Accountability
KPI Target
ST / LT
KPI Owner
S1.
Produce
well-rounded
personalities
and
employable
graduates
S1.1
Rating of IERS for
students
DR-S&AA 1. Finalize IERS survey for
students as the focus target
audience
Department of
Psychology IRKHS by
end of May 2007
S1.2
Percentage of
graduates employed
at the point of
convocation
BL: 60.87%
ST: 70%
LT: 80%
DR-S&AA As per Office of DR-S&AA
Balanced Scorecard 2007-2010
1. Enhance entrepreneurship as
employment option
-Student Bazaar
-Create opportunities through
strategic partnerships
2. Finishing School Programme
as graduation requirement
ACSD, S-DEV
21/5/2016

WHAT DO YOU LEARN? MY ACTION
SELF
WORK PLACE
@ mbam IAB 2013 114
RECORD YOUR LEARNING
21/5/2016

STRATEGY PROGRAMMES/PROJE
CTS
KPI
TARGET
(CURRENT YEAR)
SAMPLE OF ACTION PLAN
OBJECTIVES:
KPI & TARGET (MIN 3 YEARS):
21/5/2016 @ mbam IAB 2013 115

STRATEGY PROJECTS/PROGRAMMES KPI TARGET/YEAR
PROJECT A % of…. (eg: 10%)
SAMPLE OF OPERATIONAL PLAN
OBJECTIVES:
ACTION
ACTIVITIES (list of detail action) (flow chart) KPI & TARGET
A.
B
1.
2.
1.
2.
OPERATIONAL PLAN PROJECT A .
21/5/2016 @ mbam IAB 2013 116

Part 6
Execution of Plan

Working in a Strategic Way
Means that Leaders:
Trust the Process –
They are able to use the habits that comprise the
strategic leadership method – Anticipating
environmental change , Articulating a statement of
intent, Aligning people, processes, and structures,
and Assuring that the organization produces the
intents it seeks and to enable the organization to
find its future and make it happen.
118

@ mbam IAB 2013 119
Flexibility dan Simplicity
21/5/2016

120
Innovative and creative
21/5/2016 @ mbam IAB 2013

• Two-year-olds hear these words from
morning to night.
• On one hand, this activity is necessary to
protect children from injuring themselves.
• On the other hand, it begins the process of
making creative choices feel uncomfortable.
'No' and 'don't' are two words that
stop the creative process.
…
21/5/2016 @ mbam IAB 2013 121

Don’t Give Up On Your Goal
One little tiny frog

124
Accept diversity
21/5/2016 @ mbam IAB 2013

ANCHORING can limit strategic
thinking
• When faced with a
choice, we may
ANCHOR on a certain
good outcome we
think will occur.
• It can be hard to
remain open to other
options or
implications.
• Anchoring is often the
result of over-the-top
urgency to “just do
something.”21/5/2016 @ mbam IAB 2013 125

126
‘compassionate’ & generous.
21/5/2016 @ mbam IAB 2013

@ mbam IAB 2013 127
Trade Off
21/5/2016

@ mbam IAB 2013 128
Managing Risk
21/5/2016

High
Performance
MAKE TARGET
CONCRETE AND CLEAR
Recruit for
Cultural and
Performance Fit
Tie Rewards to
Performance and
Individual Growth
and Contribution
TRACK PERFORMANCE
Teach the
Organization’s
Point of View
MAKE LEARNING A
PRIORITYEMP OW ER
Leader Structural Tactics

Main References
131MBustaman-IAB KPM 15

@ mbam IAB 2013 135
THANK YOU
From
Muhd Bustaman Abdul Manaf
Institute Aminuddin Baki
Ministry of Education
bustaman@ iab.edu.my
0199890524
21/5/2016

Strategic leadership

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