2014 Top Leadership Trends in Southeast Asia

TOP LEADERSHIP TRENDS IN S.E.A.
NBOGROUP 2014 LEADERSHIP SURVEY EXECUTIVE SUMMARY
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TABLE OF CONTENTS
ABOUT THIS SURVEY 2
LEADERSHIP SURVEY 2014
SOUTH EAST ASIA 4
LEADERSHIP TRENDS FOR 2014
KEEP IN THE LOOP 14
© NBOGROUP 2014 LEADERSHIP SURVEY EXECUTIVE SUMMARY. ALL RIGHTS RESERVED. 2

© NBOGROUP 2014 LEADERSHIP SURVEY EXECUTIVE SUMMARY. ALL RIGHTS RESERVED.
The Singapore based NBOGroup partners with its clients to look at current
trends for Leaders and Leadership. From December 2013 to January 2014,
we surveyed 328 business leaders across Singapore, Indonesia and
Malaysia to ascertain what trends are shaping the markets.
The NBOGroup has conducted this annual survey for over 10 years. We are
proud to report the 2014 Trends in MNC's, Government Ministries and
emerging enterprises for Leadership Development. As you read each
question ask yourself how is this reflected in your organization and what
can you do to help it succeed in the years to come!
ABOUT THIS SURVEY
3
35%
35%
21%
9%
COUNTRY
Singapore
Indonesia
Malaysia
Other
32%
24%
12%
9%
7%
5%
4%
4%
2%
1%
INDUSTRY
Industrials
Financials
Consumer Services
Consumer Goods
Technology
Basic Materials
Healthcare
Oil & Gas
Telecommunications
Utilities
12%
66%
22%
JOB LEVEL
C-Level & General
Manager
Director, Vice
President & Manager
Individual Contributor
Survey Respondents’ Demographics

LEADERSHIP TRENDS FOR 2014
SOUTH EAST ASIA
4

Signs of optimism for SEA
& global economies in 2014
18%
41%
40%
1%
SINGAPORE
Optimistic
Fairly Optimistic
Cautious
Pessimistic
Uncertain
33%
43%
20%
4%
INDONESIA
Q1. What is your organization’s outlook for 2014 in the current economy?
17%
49%
30%
2%
MALAYSIA
The first question is always the current view of the economic situation. For 2014, we are seeing signs of optimism
for South East Asia and global economies. This parallels the view we read in the press and from global leaders
since the start of the year. We are seeing organizations focusing on growth and expansion. The current market
volatility is a reaction to earnings, China slowing and emerging markets correcting. The markets are also reacting
to the US Fed and EU in wanting more stimulus to fuel growth. The caution flag is out but optimism is the
undercurrent in most sectors.
g
24%
43%
30%
1%
2%
ALL
5

Organizations face economic
& competitive challenges
Q2. What are your organizational challenges in 2014?
Economic challenges still lead the list of concerns. Will global
economies continue their trend of higher growth? Competition is ever
present, so how do we improve the staff productivity to capture more
opportunity, process faster and grow client relations better? All issues
that must be solved to reach our goals.
56%
55%
48%
45%
43%
41%
37%
36%
22%
16%
Economic challenges
Competition
Growth
Innovation and creativity
Productivity of staff
Transformational leadership
Pricing sensitivity
Skills shortage
Trust in management
Changing technology
ALL
55%
51%
51%
Competition
Economic challenges
Growth
SINGAPORE TOP 3
56%
51%
43%
Economic challenges
Competition
Productivity of staff
INDONESIA TOP 3
70%
70%
62%
Competition
Economic challenges
Skills shortage
MALAYSIA TOP 3
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6

Leadership development is required
to lead growth and expansion
64%
56%
53%
50%
45%
43%
40%
Leadership development
Increasing productivity
Changing behaviors
Team development
Reducing cost
Staff communication effectiveness
Coaching and mentoring
ALL
Q3.
What strategies are your leaders using to move forward in the
current economy?
Question 3, “What strategies will we use to capture opportunities in this
economy?” Leadership Development heads the list. 64% note that we
need to develop Leaders who help us take advantage of these new
opportunities; Leaders who can inspire and motivate staff. Second is the
need to increase productivity. Are the Visions, Missions and Strategies
communicated effectively? Are the individuals and teams realizing their
potential to improve performance?
57%
51%
47%
Leadership
development
Team development
SINGAPORE TOP 3
64%
59%
56%
Leadership
development
Reducing cost
INDONESIA TOP 3
81%
64%
62%
Leadership
development
Reducing cost
MALAYSIA TOP 3
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7

Leadership “style” is the top reason
for poor performing leaders
“Why do Leaders Fail?” is an annual question. Leadership style heads the list
for poor performance. Not surprising with staff looking for direction and
confidence from Leaders. Younger workers and more mature workers alike
are knowledge workers and want to participate in the future and know that
their skills are appreciated. Leadership style is reported by EQ (emotional
quotient) experts and Leadership lecturers as the number one issue for
underperformance of staff.
60%
48%
35%
34%
33%
32%
31%
19%
10%
Leadership style
Lacks vision, clear direction
Cannot build teams
Poor communication
Fail to execute
Poor interpersonal skills
Leader does not inspire optimism
Does not innovate
Does not relate to customers
ALL
62%
52%
32%
31%
31%
Leadership style
Cannot build teams
SINGAPORE TOP 5
52%
50%
40%
38%
36%
Leadership style
Poor communication
Fail to execute
Cannot build teams
INDONESIA TOP 5
75%
43%
41%
39%
36%
Leadership style
Poor communication
Cannot build teams
MALAYSIA TOP 5
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Q5. What are the most signiﬁcant reasons why leaders fail in your organization?
8

Poor management & leadership undermine
creativity, productivity & drive talent to quit
Q16. How did working for an underperforming manager impact you?
With talent management being foremost in recruiting and retention strategies, the impact of poor management and leadership
significantly undermines the effective use and retention of talent. The greatest impact these underperforming managers have is on
subordinates growth, achievement and career advancement. The result, inhibited creativity, productivity and increased attrition
rates. Most surveys, as this one, find a key reason for attrition is poor Management/Leadership and not being developed or
appreciated. All rectifiable with effective Leadership Development activities.
g
75%
69%
47%
42%
37%
Prevented me from
growing and learning
Prevented our team from
achieving more
Prevented my career from
advancing
Made me want to resign
Inhibited creativity
ALL
73%
70%
44%
38%
34%
INDONESIA
85%
63%
56%
41%
39%
MALAYSIA
73%
70%
46%
46%
39%
SINGAPORE
9

Organizations today want leaders
who inspire trust
Q6. What are the leadership needs in your organization?
Organizations, when asked about Leadership needs, surprised us this year: A top
issue is Leaders who can inspire TRUST! A fundamental issue if you are going to
energize and motivate productive teams and individuals. People want to know that
assignments, compensation and promotion are fair and equitable. Respondents
also highlighted clearly that Leaders who are effective communicators and who can
build effective teams were equally important. It is very hard to build trust if you
cannot communicate sincerely. The teams must be the right talent and reflect
objectivity in their task.
29%
33%
35%
36%
41%
51%
67%
63%
61%
58%
56%
42%
Leaders who inspire trust
Leaders who communicate effectively
Leaders who build effective teams
Transformational leaders
Leaders who develop others through
coaching and mentoring
Innovative leaders
ALL
Low
Medium
High
62%
59%
56%
Leaders who build effective
teams
Leaders who communicate
effectively
SINGAPORE TOP 3 (HIGH)
73%
66%
63%
effectively
Leaders who build effective
teams
INDONESIA TOP 3 (HIGH)
73%
68%
66%
effectively
Transformational leaders
MALAYSIA TOP 3 (HIGH)
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10

Performance plans & 360 feedback are most
accurate in identifying development needs
Q11.
What is most accurate in identifying learning
and development needs?
Organizations want to know “how do I get a Return on Investment (ROI) from
learning & development?” How does the organization determine and measure
the best method to understand those needs? The most accurate methods for
assessing development needs are the performance planning system, a well
planned 360/720 feedback process and individual development plans. Most
importantly, the best measure of results is the 360/720 feedback process.
5%
4%
15%
23%
22%
39%
45%
48%
29%
26%
24%
9%
360 degree
feedback
Performance plans
Individual requests
ALL
1
2
3
4
5
360 degree
feedback
49%
Performance
plans
29%
Individual
requests
22%
SINGAPORE (MOST ACCURATE)
Performance
plans
54%
360 degree
feedback
29%
Individual
requests
17%
MALAYSIA (MOST ACCURATE)
Performance
plans
47%
360 degree
feedback
43%
Individual
requests
10%
INDONESIA (MOST ACCURATE)
g
11
Least Accurate
Most Accurate

‘Quality’ is most important when
seeking external support
Q13.
When you use external consultants (in training and development), which
key factor would determine your choice?
When looking for external support what are the key requirements that
organizations look for? Quality and successful past performance are foremost
in this decision process. Not price.
1%
6%
10%
19%
3%
9%
34%
36%
35%
20%
42%
37%
34%
30%
76%
47%
20%
16%
9%
Quality
Successful past
results
Referrals
Price
Relationships
ALL
1
2
3
4
5
75%
42%
17%
Quality
Successful past results
Price
SINGAPORE TOP 3 (MOST IMPT)
76%
50%
20%
Quality
Referrals
INDONESIA TOP 3 (MOST IMPT)
78%
49%
32%
Quality
Referrals
MALAYSIA TOP 3 (MOST IMPT)
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12
Least Important
Most Important

Talent management is the #1
challenge for HR professionals
Q17. What are the top challenges for the human resource function in 2014?
When we asked Human Resource professionals what was in their priority list
for 2014, talent acquisition and retention were at the top of the list. In
querying this, many reflected that ALL talent were important to the
organizations’ success. Thus the hiring, induction, development, and
consistent managing for success underpinned that priority.
81%
66%
59%
53%
51%
45%
43%
30%
23%
Talent management
Strategic alignment of HR to the
Corporation
Establishing competencies
Participating in change initiatives
Embracing a coaching culture
Measuring training and development
activities
Doing more with less
Securing top management buy-in to
HR activities
Creating buy-in for training and
development activities
ALL
81%
61%
54%
54%
54%
Talent management
Corporation
SINGAPORE TOP 5
79%
72%
66%
50%
46%
Talent management
Corporation
INDONESIA TOP 5
85%
63%
61%
59%
56%
Talent management
Corporation
Measuring training and development
activities
MALAYSIA TOP 5
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13

Every year, the NBOGroup conducts an annual Leadership survey across Singapore, Indonesia and Malaysia to ascertain the
trends that are shaping the markets.
If you have been a respondent in this year’s Leadership Survey, we want to thank you for your participation and invite you to
participate again in our 2015 Leadership Survey.
If you were not a respondent, we thank you for your interest in our Leadership Survey and hope that you find the reports of
value to your industry and market. If you would like to continue to receive updates on our next Leadership Survey or become a
respondent for our 2015 Leadership Survey, be sure to register your interest via the link below.
We look forward to hearing from you!
KEEP IN THE LOOP
14

The NBOGroup has been conducting leadership development, communication and interpersonal skills training across Asia since 1988. The
NBOGroup is one of Asia’s most respected leadership and communication consulting firms, with offices in Hong Kong, Singapore, and with
partners in Indonesia, Malaysia and Europe.
Each NBOGroup program is designed to fit the specific learning objectives of our clients, who include many of the Fortune 500 companies. With
worldwide experience, our programs and products are tailored for multi-cultural environments.
The NBOGroup employs leading edge tools in ourcustomized engagements; the NBOGroup unique online 360° Leadership Survey, and
psychometric tools including Dr. Raymond Cattell’s Sixteen Personality Factors & Five Global Factors (16PF). Our executive coaches add value in
personalized experience by linking individual personality and behavior to desired performance objectives.
Our trainers emphasize the development of practical competencies, not stereotyped techniques. This approach delivers greater impact, a
lasting application by the participant, and a return on investment for the organization.
The NBOGroup offers its clients a total learning resource with the philosophy that our client relationship is “a partnership that continues”. We
look forward to the opportunity of working with you.
ABOUT NBOGROUP
15
Head Ofﬁce
583 Orchard Road
#10-04 Forum
Singapore 238884
Phone: (65) 6339 8733
Fax: (65) 6339 7055
Email: info@nbogroup.com
Website: http://www.nbogroup.com

2014 Top Leadership Trends in Southeast Asia

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2014 Top Leadership Trends in Southeast Asia