PERSONAL EFFECTIVENESS AND TEAM WORK: …1/28/2016 1 PERSONAL EFFECTIVENESS AND TEAM WORK: GOING...

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PERSONAL EFFECTIVENESS AND TEAM WORK:

GOING BEYOND EXPECTATIONS

Emeritus Professor Dato’ Dr Sheikh Omar Abdul RahmanPrincipal Consultant

SOAR Consultings Sdn [email protected]

The Second IAS, OSLA Leadership Workshop

Muscat, Oman, 26 February 2016

THE SCOPE OF THE WORKSHOP

1. Going beyond expectation: the journey

2. Leading for results

3. Developing personal effectiveness

4. Building empowered team

mailto:[email protected]

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GOING BEYOND EXPECTATION: THE JOURNEY

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SOAR TO THE TOP

from base camp to summit

TRANSFORM

FROMGOOD

TO GREAT

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TRANSFORM

FROM ACCEPTABLE

TO EXCEPTIONAL

TRANSFORM

FROMACTIVITY (BUSY)

TO PRODUCTIVITY

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Leve

l of

Gro

wth

Time Frame

Formative Period

Rapid Growth Period

Mature Period

Declining Period

Formative Period

Rapid Growth Period

Mature Period Declining

Period

TRANSFORMATION

INNOVATION

TRANSFORMATION

GrowthCurve 1

Time

Curve 3

Curve 2

TRANSFORMATION

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If you don’t know where you are going

Any road will take you there…

LEADERSHIP FORUM, INTERNATIONAL CONFERENCE ON THINKING 2009 (ICOT), KUALA LUMPUR, MALAYSIA, 23 APRIL, 2009

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Success

Success

Success

Success

Success

Professionalism

Professionalism

ProfessionalismProfession

-alism

Professionalism

Professionalism

THE JOURNEY

PROFESSIONALISM

The most important skill is the THINKING skill:

• Critical thinking

• Creative thinking

• Innovative thinking

• Strategic thinking

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People don’t carehow much you know,

until they knowhow much you care

TRUE PROFESSIONALISM

GOING BEYOND CUSTOMER EXPECTATIONS

• We have within us the power to create a wonderful customer experience.

• Understanding our customer’s expectations is essential for creating amazing, long lasting, pleasant experiences and lifelong relationships.

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• having a positive attitude, being polite, and maintaining a courteous disposition are exactly what our customers expect from us.

• working hard at exceeding their expectations, every single time.

“There are no traffic jams on the extra mile” --Zig Ziglar


• building better relationships and exceeding your customer’s expectations

• creating an experience for your customer that they would consider second to none

• letting the customers win big

• giveing them great feelings

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7 ACTIONS TO GO BEYOND CUSTOMER EXPECTATIONS

1. Wow YOUR customer

• Your customers want to be WOWed, not just satisfied.

• go the extra mile for your customers and wow them, and they will stay with you forever.


2. Your customer wants action now

• Greet your customer immediately

• Assess their needs and give a short term solution quickly, in spite of the crowd.

• If there is no option but to keep the customer waiting, keep him informed as to when you will be able to help him.

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3. Leave behind your own issues and problems

• doing business with your customers is about them, not about you

• If you've had a bad day, your customer doesn’t care, nor should they know..


4. Don’t pass the buck, solve the problem.

• Your customers want you to be empowered to fix their problem.

• Work hard to exceed their expectations.

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5. Strive to be unique and make your customers feel special

• you must first understand what motivates your customers.

• Be empathetic to their needs, ask questions and get to know your customers.

• Get personal, develop a relationship, and make your customers feel unique and special.


6. Each customer wants to take top priority

• Give each customer all of your focus when you are working with them.

• be more than just present when dealing with them.

• be enthusiastic, engaged and involved.

Your goal is to create an experience for your customer that they would consider second to none

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7. Policies and procedures are meant for manuals.

• Your customer just wants their problem solved.

• They don’t care if you have to break every rule in the book to solve their problems

• Change rules or procedures that make it difficult to do business with a customer

LEADING FOR RESULTS

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THE LEADERSHIP PROCESS

Infrastructure &

other resourcesEnvironment

(Ecosystem)

LEADER

TEAMPlan

Do

Evaluate

Learn &

ImproveGREAT

RESULTS

The Journey to the

Next Level

SITUATIONS

CHOICES

DECISIONS

ACTIONS

RESULTS

MIND =STRATEGIC PLANNING

MUSCLE=EXECUTION

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WELL-FORMED OUTCOME (WFO)

input process output OUTCOME IMPACT

MEDIUM TERM

LONG TERM

IMMEDIATE TERM

COMMUNITY

WITHIN ORGANISATION

RESULTS/EFFECTS

PERFORMANCEMANAGEMENT

GREAT RESULTS

Empowered Team

Corporate Governance

Great Leadership

GREAT LEADERSHIP

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• Result-focussed

• Purpose-driven

• Massive action

Greatness is not a function of circumstance. Greatness is largely a matter of conscious choice.

ATTRIBUTES OF GREAT LEADERS

Responsibility

Accountability

Ownership

Blame

Excuse

Denial

Situation

R

E

S

U

L

T

R

E

A

S

O

N

Above the Line Leadership

Below the Line Leadership

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A LEADER

1. Knows the way

2. Goes the way

3. Shows the way

1. Head

2. Heart

3. Gut

4. Tongue

5. Ear

6. Eye

7. Hand

8. Feet

A leader performs with exceptional anatomies.

How he uses them determines whether he becomes a great leader or otherwise.

THE ANATOMY OF A LEADER

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FIVE CHARACTERISTICS OF A GREAT LEADER

• Able to stay focused on the big picture

• Not letting small problems or dramas distract him.

#1 RESULTS FOCUSED

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Able to act and move forward even in the presence of difficult challenges.

#2 COURAGEOUS

Able to do

"Whatever It Takes“ to win.

#3 HIGH ENERGY

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• Able to establish and maintain rapport with others from a multitude of backgrounds and cultures.

#4 KNOWS PEOPLE

Always

• looking for a better way

• improving his approach, techniques and attitude.

• looking for the best examples of excellence and adopt them.

#5 COMMITTED TO GROWTH

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BUILDING AN EMPOWERED TEAM

SUCCESS

SUCCESS

DESIRE

CAPACITY(KNOWLEDGE & SKILLS)

WORKPassion & Resilience

ATTITUDE

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THE MEANING OF “POWER”

1. the ability to take action

2. the ability to put things into motion

3. the ability to make things happen

HOW GREAT LEADERS INSPIRE ACTION (Golden Circle, Simon Sinek)

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HOW GREAT LEADERS INSPIRE ACTION (Golden Circle, Simon Sinek)

LEVELS OF “BUY-IN”

1. I know it NOW.

2. I believe it NOW.

3. I feel good about it NOW!!!

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A COHESIVE TEAM

1. They trust one another.

2. They engage in unfiltered conflict around ideas.

3. They commit to decisions and plans of action.

4. They hold one another accountable for delivering against those plans.

5. They focus on the achievement of collective results.

BUILDING TEAM = BUILDING TRUST

• Honesty

• Transparency

• Openness

• Consistency

• Dignity & Fairness

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TRUST

• a mainstay virtue.

• the bond that allows any kind of significant relationship to exist between people.

• once broken, it is not easily, if ever, recovered.

CODE OF ETHICS(CODE OF HONOUR)

• is a statement of values.

• ensures a high quality of service.

• guarantees competency of membership, honor and integrity.

• is a direct expression of the professions' principles of service orientation.

• emphasizes no personal gain and protection of the client or stakehplders.

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A team with manyvoices but

ONE HEARTand ONE WILL

AN EMPOWERED WORKFORCE

HUMAN CAPITAL

• expertise

• experience

• energy

• excitement

• ethical

• empathy

= EMPOWERMENT and PROFESSIONALISM

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• The willingness of an individual to take and act with personal responsibility for his behaviour and the work he does.

• On inner drive• Want to….• Inspiring a burning passion• Enjoying the journey.

EMPOWERMENT

ENFORCEMENT

• Need to be forced to start and finish the task.

• Have to…

• Not enjoying it..

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HOW DO WE BUILD

AN EMPOWERED WORKFORCE?

1

A workforce that has one heart isa team that shares the same vision.

An empowered workforce know where they are going and what they want

to achieve.

THERE MUST BE A SHARED VISION

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The goals of the company and the goals of the workforce must be aligned.

2

An empowered workforce consists of people who feel valued, appreciated and important.

GOALS ALIGNMENT

An empowered workforce accepts responsibilities and has access to the necessary resources and information.

3

They have the authority to carry out these responsibilities.

SENSE OF RESPONSIBILITY

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• Assigning a task and letting them do it without interfering.

• Give them the option to ask for advice.

4 AUTONOMY TO CARRY OUT RESPONSIBILITIES

Celebrate, no matter how small the accomplishment is.

Desire for recognition is a human traitthat is inherent in everyone.

5 RESULTS MUST BE CELEBRATED

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DEVELOPING PERSONAL EFFECTIVENESS

DEFINITION

Efficiency is

• doing the thing right

• Performing or functioning in the best possible manner with the least waste of time and effort

Effectiveness

• doing the right thing

• accomplishing a purpose

• producing the intended or expected result

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PERSONAL EFFECTIVENESS

• Managing yourself effectively

• Making use of all the personal resources at your disposal - talents, skills, energy and time to enable you to achieve both work and life goals

• Being self-aware

• Making the most of your strengths

• Learning new skills and techniques and

• Developing behavioural flexibility

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QUALITY EQUATION

• Key variable is People

• Quality begins and ends with the Individual

• Integrity

• Self Esteem

• Self Empowerment

• Competence

• It’s actually NOT THAT DIFFICULT to be part of the 2%.

• The secret is having the right mindset for success.

98% OF PEOPLE ARE MISSING THE RESULTS THEY WANT

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1. High energy

2. Always raising the bar

3. Never gives up

A CHAMPION MINDSET

do the right thing

the right way

at the right time

the right place

with the right people

for the right reason

ALL RIGHT

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• expertise

• experience

• energy

• excitement

• empathy

• EMPOWERMENT

WORKFORCE = HUMAN CAPITAL

PERSONAL MASTERY

• The ability to clarify and create what is most important to us.

• Self-awareness and the application of its knowledge.

• Developing and mastering the capacity to achieve it.

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CHARACTERISTICS OF PEOPLE EXPRESSING PERSONAL MASTERY

1 Creative Orientation

2 Deep sense of purpose

3 Ability to seek and tell the truth

4 Courage of Conviction and Ability to Choose

5 Awareness and expression of natural curiosity

6 Commitment to continuous lifelong learning

7 Ability to be self aware and reflect and adjust

in the moment

REACTIVE PROACTIVECREATIVE

Life Happens to me ! I Make Life Happen !

FUNDAMENTAL ORIENTATION

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FUNDAMENTAL ORIENTATION

Creative Tension

KEY POINTS

1 Mindset is the Key!

2 thinking more powerful than others

3 Focus on the Results

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PERSONAL POWER

• to think

• to feel

• to choose

• to do

• to complete

• to enjoy

THE MEANING OF “POWER”

1. the ability to take action

2. the ability to put things into motion

3. the ability to make things happen

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THINKING SKILL

1. Critical Thinking

2. Creative Thinking

3. Innovative Thinking

4. Strategic Thinking

MIND MUSCLE

RESULTS

• THINKING • PLANNING

=IDEA

• DOING• CONDUCTING

HEART

M2M

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HEAD HAND

RESULTS

• THINKING • PLANNING• =IDEA

• DOING• CONDUCTING

HEART

3H

EMOTIONAL INTELLIGENCE (EI)

• emotional quotient (EQ)

• the ability of individuals:

• to recognize their own and other people's emotions,

• to discriminate between different feelings and label them appropriately, and

• to use emotional information to guide thinking and behavior.

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EMOTIONAL INTELLIGENCE (EI) IN THE WORKPLACE

• vital to being an effective and high-performing member of any team.

• provides the insights and skills:

• in making your job and career more effective, satisfying and successful

• in understanding the connection between emotions and actions

• applying EI skills to maximize effectiveness

FIVE MAIN EI CONSTRUCTSDaniel Goleman, 1998

1. Self-awareness

• ability

• to know one's emotions, strengths, weaknesses, drives, values and goals and

• to recognize their impact on others while using gut feelings to guide decisions.

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2. Self-regulation

• ability to control or redirect one's disruptive emotions and impulses and adapting to changing circumstances.


3. Social skill

• managing relationships to move people in the desired direction

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4. Empathy

• considering other people's feelings especially when making decision


5. Motivation

• being driven to achieve for the sake of achievement.

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The 7 Habits of Highly Effective PeopleStephen R. Covey

A. Private victory, the path to independence

B. Public victory, the path to interdependence

C. Renewal


A. Private victory, the path to independence

1: Be proactive

2: Begin with the end in mind

3: Put first things first

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The 7 Habits of Highly Effective PeopleStephen R. Covey.

B. Public victory, the path to interdependence

4: Think win-win

5: Seek first to understand, then to be understood

6: Synergize


C. Renewal

7: Sharpen the saw

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THE SPEAKER

Emeritus Professor Dato’ Dr Sheikh Omar A Rahman

Principal Consultant

SOAR Consultings Sdn Bhd

[email protected]

mailto:[email protected]

PERSONAL EFFECTIVENESS AND TEAM WORK: …1/28/2016 1 PERSONAL EFFECTIVENESS AND TEAM WORK: GOING...

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