This document provides an introduction to leadership in the 21st century given by Roshan Thiran. It discusses how leadership is both innate and developed over time through experience. It also addresses how the nature of leadership and organizations is changing due to factors like globalization and new technologies. Additionally, it examines how developing clarity of vision, addressing individual constraints like mindsets, and creating the right organizational culture are important for leadership in the current context.

1. Growing People into Leaders . Building Communities of Love . Transforming the Nation
A cause-driven leadership development organisation
Leadership Today & Its Changing Nature – An Intro Session at INTEL
Introduction to 21st Century Leadership
Roshan Thiran
roshan.thiran@leaderonomics.com
www.leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics
www.linkedin.com/in/roshanthiran

2. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Are the “world’s best” leaders
born or developed? Is
leadership genetic or learned?
Question

3. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Normal
Person
85%
Genius
Anders Ericson’s Research

4. Growing People into Leaders . Building Communities of Love . Transforming the Nation
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

5. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Key question: How did they become the best?

6. Growing People into Leaders . Building Communities of Love . Transforming the Nation
So, what does this mean?
Clearly,
because of high performance leadership

7. Question:
What is Leadership?

8. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Leadership is . . .
Attentiveness
Assertiveness
Responsibility
Diligence
Dependability
Obedience
Loyalty
Thoroughness
Truthfulness
Initiative
Personable
Humility
Forgiveness
Tolerance
Compassion
Sincerity
CReativity
Having followers
Persuasiveness
Listening
Vision
Deference
Discretion
BOLDNESS
Determination
Never Give Up
Self-Control
Sensitivity
Thriftiness
Generosity
Punctuality
Proactiviness
Purpose
Enthusiasm
Availability
Orderliness
Resourcefulness
Flexibility
Wisdom
Innovation
Execution
Talking

9. Growing People into Leaders . Building Communities of Love . Transforming the Nation
If we invested in people and
taught every single skill listed on
the previous slide, would we be
able to “create” leaders?
Question

10. Growing People into Leaders . Building Communities of Love . Transforming the Nation
motherteresa
Her story in India

11. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Leadership is contextual:

12. Growing People into Leaders . Building Communities of Love . Transforming the Nation
The World is changing at Unprecedented levels

13. Growing People into Leaders . Building Communities of Love . Transforming the Nation
1st Industrial Revolution
Steam Electricity & Mass
Production
Electronics
& IT
2nd Industrial Revolution 3rd Industrial Revolution
3 industrial Revolutions thus far

14. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Physical Biological Digital
The Fourth Industrial Revolution

15. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Digital Transformation
ENGAGING
CUSTOMERS
Give them new
experiences
they love
EMPOWERING
EMPLOYEES
Reinvent
productivity and
enable a data-
driven culture
TRANSFORMING
PRODUCTS
Innovate products
and business models
OPTIMIZING
OPERATIONS
Modernize
portfolio,
transform
processes and
skills
Security

16. Growing People into Leaders . Building Communities of Love . Transforming the Nation
THE CHANGING “LEADERSHIP” PARADIGM
Dimension From To
The Competitive Environment Local Regional & Global Competition
Technological Change Incremental Exponential
Organizational Strategy Growth through satisfying
customers
Survival through exceeding
expectations
Structure & Systems Hierarchical with central
authority
Networks with distributed
authority
Culture Turf protection Shared purpose/goals –
Collaboration - Empowerment
Leadership Role Manager: Boss-Decision
maker-Supervisor-Traffic
Cop-Delegator
Leader: Coach-Facilitator-
Servant-Role Model-Visionary
Leadership Core Skills Telling-Directing-
Controlling
Questioning-Influencing-Role
Modeling

17. Growing People into Leaders . Building Communities of Love . Transforming the Nation
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

18. Growing People into Leaders . Building Communities of Love . Transforming the Nation
The INTEL New Biz
2 key customer requirements:
1. Quality – No defects
2. Speed – Get it to us NOW
Designing programs to be strategic to companies…
THE POWER OF 21st LEADERSHIP SIMULATION

19. Insights to help INTEL Leaders in your quest for greatness
Leadership for the 21st Century – Part 2
Roshan Thiran
roshan.thiran@leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics

20. Growing People into Leaders . Building Communities of Love . Transforming the Nation
WHAT DOES PLAYING TO WIN MEAN?

21. Growing People into Leaders . Building Communities of Love . Transforming the Nation
So, why do companies FAIL?
QUESTION ?

22. Growing People into Leaders . Building Communities of Love . Transforming the Nation
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

23. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Because of people …

24. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Because most people are
frustrated with change !

25. Growing People into Leaders . Building Communities of Love . Transforming the Nation
The only person who likes
change is a wet baby.
Attributed to Mark Twain
Quote

26. Growing People into Leaders . Building Communities of Love . Transforming the Nation
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

27. Growing People into Leaders . Building Communities of Love . Transforming the Nation
People are
Frustrated with
CONSTRAINTS
imposed on them
and by
themselves
onstraints ensure
main disengaged &
uctive

28. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Organisational
Constraints
(solved by SOBO)
Individual Constraints
(Solved by SOBL)
There are 2 ‘terrible’ constraints
That Stop Us From Being 21st Century Leaders

29. Growing People into Leaders . Building Communities of Love . Transforming the Nation
No stress zone
Parental /
familial
Secure base
First leadership experiences
Formative Secure
base
Competition
Practical leadership – build initial success stories (traits, competence)
Build technical/functional competencies to support vision
Develop clear goals and aspirations Sense of what
leadership is for
self
Clear
leadership
POV
Builders of
communities of love
Connect the ‘dots’
Mentor to others / Knowledge transfer
Driving changeAgency
Developing basic leadership competences
Develop ‘moral’, ‘performance’ and
‘intellectual’ character
Developing vision for self and clear
sense of purpose
Developing vision for organisation
Age 0-12 19-2413-18 25-34 35-50 >50
Foundational
Leadership
FOUNDATIONAL EMERGING EXECUTING
Formative
Leadership
Practical
Leadership
Leadership
POV
Executing
Leadership
Teacher & Builder
Of Leaders
Searching for identity
Crucible Moments
Intelligence development
Character / values
formation
First job, boss and
relationships
Secure base
Self-awareness &
vision
Intelligence and
capabilities
development
Decision Making &
initiative
Critical events
Leadership
Value finalisation Living values
Align to organisational
values
Identity formation
First role models
The Science of Building Leaders (SOBL)

30. Growing People into Leaders . Building Communities of Love . Transforming the Nation
My Research on Organisational Constraints
THE SCIENCE OF BUILDING ORGANISATIONS (SOBO)
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
• Clarity

31. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Flawed Business Models :
Great technologies, products and services must also have the right business models to support and sustain them
Poloroid

32. Growing People into Leaders . Building Communities of Love . Transforming the Nation
My Research on Organisational Constraints
THE SCIENCE OF BUILDING ORGANISATIONS (SOBO)
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
• Clarity

33. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Transformation
Above all,
a leader must be
_________.

34. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Transformation
Above all,
a leader must be
clear.

35. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Time
Where are we today? What’s the reality at your org?
Ability/Achievement
Vision & Dream
3 Leadership Clarity needs for your team. .
.
Are you changing?
Are you executing?
What’s the
PLAN?KR1
KR3
KR2
Mission Clarity
Vision Clarity
Reality Clarity

36. Growing People into Leaders . Building Communities of Love . Transforming the Nation
My Research on Organisational Constraints
THE SCIENCE OF BUILDING ORGANISATIONS (SOBO)
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
• Clarity

37. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Jack
Welch
… and Six
Sigma at
NBC

38. Growing People into Leaders . Building Communities of Love . Transforming the Nation
The Science Behind our 4 Constraints
Zooming into Culture
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

39. Growing People into Leaders . Building Communities of Love . Transforming the Nation
The Science of Culture
HR Leaders Need to Understand the Science Behind Culture
CULTURE IS A RESULT OF BELIEFS IN AN
ORGANISATION1
BELIEFS/MINDSETS Are Driven by
EXPERIENCES & RITUALS

40. Growing People into Leaders . Building Communities of Love . Transforming the Nation
New York city in 90s …
The broken window theory

41. Growing People into Leaders . Building Communities of Love . Transforming the Nation
MINDSET
Model Extracted from PIL Results Pyramid
The Science of Culture
Rituals/Experiences Have A Direct Correlation to Results

42. Growing People into Leaders . Building Communities of Love . Transforming the Nation
A Culture that has a good
blend of:
1.Endorphin: the pain-masking chemical
2.Dopamine: the goal achieving chemical
3.Serotonin: the leadership chemical
4.Oxytocin: the chemical of love
The Science of Culture
HR Leaders Need to Understand the Science Behind Culture
CULTURE = RITUALS THAT PRODUCE
CHEMICALS2
Good Culture Bad Culture
A Culture that is driven by:
1.Endorphin: the pain-masking chemical
2.Dopamine: the goal achieving chemical
3.Cortisol : the stress, anxiety and fear
chemical

43. Growing People into Leaders . Building Communities of Love . Transforming the Nation

44. Growing People into Leaders . Building Communities of Love . Transforming the Nation
The Science of Culture
HR Leaders Need to Understand the Science Behind Culture
CULTURE SHAPED BY OUR VALUES &
KEY BEHAVIOURS IN ORGANISATIONS3

45. Growing People into Leaders . Building Communities of Love . Transforming the Nation
“For performance to go any higher, the limitation is not competency,
…it is culture.” – A Leaderonomics saying

46. Growing People into Leaders . Building Communities of Love . Transforming the Nation
My Research on Organisational Constraints
THE 4 CONSTRAINTS FRUSTRATING YOUR EMPLOYEES
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
• Clarity

47. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Organisational
Constraints
(solved by SOBO)
Individual Constraints
(Solved by SOBL)
What are these Individual constraints?
Even Leaders Have Individual Constraints

48. Growing People into Leaders . Building Communities of Love . Transforming the Nation
PSYCHOLOGICAL HOSTAGEPHYSICAL HOSTAGE
1. ARE YOU A HOSTAGE?

49. Growing People into Leaders . Building Communities of Love . Transforming the Nation
2. ARE YOU LEADING FROM THE MIND’S EYE
STATE RESULTS
FUTUREPAST EXPERIENCES MIND’S
EYE
Keeping
Your
FOCUS
Negative Focus
(Pain)
Positive Focus
(Benefit)
Losing Cycle Winning Cycle

50. Growing People into Leaders . Building Communities of Love . Transforming the Nation
3. IS GRIEF STIFFLING YOUR LEADERSHIP
Attachment
(comfort)
Bonding
(interest)
Separation
(preparation)
Grief
(identity)

51. Growing People into Leaders . Building Communities of Love . Transforming the Nation
WHAT’S YOUR PERSONAL CONSTRAINTS?
What “beliefs” are stopping you from becoming the best?
Do you BELIEVE you can?
Are you willing to go through
the pain of LEARNING?

52. Growing People into Leaders . Building Communities of Love . Transforming the Nation
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

53. Growing People into Leaders . Building Communities of Love . Transforming the Nation
How many of you
like to learn?
Question to all

54. Growing People into Leaders . Building Communities of Love . Transforming the Nation
“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….

55. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Why is learning so
hard?
Question to all

56. Growing People into Leaders . Building Communities of Love . Transforming the Nation
LEARNING =
CHANGE
What is learning?

57. Growing People into Leaders . Building Communities of Love . Transforming the Nation
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”

58. Growing People into Leaders . Building Communities of Love . Transforming the Nation
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!

59. Growing People into Leaders . Building Communities of Love . Transforming the Nation
• 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:

60. Growing People into Leaders . Building Communities of Love . Transforming the Nation
www.facebook.com/roshanthiran.leaderonomics
www.linkedin.com/in/roshanthiran/