This document summarizes a presentation on enforcing the best leadership model to achieve organizational transformation. The presentation discusses the need for strong leadership during times of change in order to successfully transform an organization. It explores different leadership models and the qualities needed at various levels of leadership, from individual contributors to senior business leaders. The presentation also addresses challenges leaders face, such as increasing workloads and a volatile environment. It emphasizes the importance of succession planning and developing people. Finally, the presentation discusses how to effectively implement and enforce the right leadership model through clear processes, education to increase understanding, and raising the maturity level of leaders, people and the organization.

1. ENFORCING THE BEST LEADERSHIP MODEL TO ACHIEVE
ORGANIZATIONAL TRANSFORMATION
Training and Development Asia 2016
Presented by Noor Iskandar
Date: 1 June 2016

2. Talk Scope
Enforcing the best leadership model to achieve
organizational transformation
• Tactical challenges faced in implementing the right
leadership model for your organization.
• What qualities should a transformational leader
possess?
• Discuss the leading practices in the marketplace
• How do you execute a succession planning strategy
effectively?
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3. Focus
Enforcing the best leadership model to achieve
organizational transformation.
Talk will focus on…
• Organizational Transformation: Why the need for
leaders?
• Leadership Model: What type of leaders do we need?
• Enforcing: Making it work
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4. Organizational Transformation:
Why the need for leaders?
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5. Change is the only constant
Heraclitus, Greek philosopher
What was true more than 2,000 years ago is just as true
today. We live in a world where "business as usual" is
change. New initiatives, project-based working,
technology improvements, staying ahead of the
competition – these things come together to drive
ongoing changes to the way we work.
https://www.mindtools.com/pages/article/newPPM_82.htm
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6. Transformations require leadership
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• As Kotter (1995, p.60) expressed it, "change, by definition,
requires creating a new system and then institutionalising the
new approaches". Organisational leaders, by virtue of their
influence in the organisation, are in a good position to play a
role in bringing this about.
• People also frequently expect leaders to take responsibility
for an organisational transformation. Indeed, there is
empirical evidence that the role of leaders in the change
process does have a significant impact on the success of a
change effort (Higgs & Rowland, 2005).
https://www.cscollege.gov.sg/Knowledge/Pages/The-Role-of-Leadership-in-
Organisational-Transformation.aspx

7. Leadership Model:
What type of leaders do we need?
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8. Situation: Leadership Development
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• In 2013 Corporate and
government spend for training
activities in N.A. (North
America) was approximately
$141.7B. (ATD)
• A 2012 study found that
American companies spend
almost $14 billion annually on
leadership development
training. (www.forbes.com)

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10. What’s a Leader?
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11. 11
What were the factors
you considered when
you list the leadership
elements?

12. “In the last quarter century the work load of the
executive has greatly increased. The top manager has
new functions that cannot possibly be delegated
completely. Businesses have grown in size, in
complexity, and in geographical coverage; the duties
and problems of the top executive have increased
commensurately.”
Lyndall F. Urwick (HBR 1956)

13. Leadership Development Model
Leading Self
• Individual
Contributor
Leading Individuals
• Leading a team of
Individual
Contributors aka
Team Leaders or
Front Line
Leaders
Leading Teams
• Leading Teams of
Individual
Contributors –
still within a
certain area of
expertise aka
Managers
Leading Managers
• Leading Multi
Disciplines with
Cross Functional
Areas Teams
Leading Business
• Has financial
impact and with
internal and
external
stakeholders
LEADERSHIP PIPELINE MODEL

14. What middle managers do…
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15. Challenges faced by Leaders
P.E.S.T.L.E.
Political
Economic
Social
Technology
Legal
Environment
V.U.C.A.
Volatile
Uncertain
Complex
Ambiguous

16. As a leader…
Stability Transformation
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Oscillating Continuum

17. However…
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Not many organizations
factor in the Level of
Maturity of their
People & Organization.

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20. Leadership Model - Relevancy
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Context
Continual
Motion
Measurement
Courageous
Content
Clear and
honest program
rationale
Kristi Hedges, If You Think Leadership Development Is A Waste of Time You May Be Right,
www.forbes.com , Sept 23, 2014.

21. 21
NASA Model

22. http://lionking2013.blogspot.my/p/mufasa.html

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24. My Additional Elements
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Maturity level
• People and
People
Development.
• Organization.
War is the
means to a
political end –
Carl Von
Clausewitz.
KISS – Keep It
Simple
Stupid.

25. LEARNING AREAS
Functional
Capability

26. Enforcing: Making it work
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27. Execution
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The Building Blocks of Execution
• Know your people and your business.
• Insist on realism.
• Set clear goals and priorities.
• Follow through.
• Reward the doers.
• Expand people’s capabilities.
• Know yourself.
To understand execution, you have to keep three key
points in mind:
1. Execution is a discipline, and integral to strategy.
2. Execution is the major job of the business leader.
3. Execution must be a core element of an
organization’s culture.

28. My version of Enforcement
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Process & Education
Process Driver
• Policies
• SOPs
• Systems
• Framework
• Process
• No ifs and/or buts
Process Driver
• Awareness
• Understanding Why
• Fundamentals
• Principles
• Bigger Picture
• WIIFM
Raise Level of Maturity

29. Effective Succession Planning
Strategy
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30. Key Success Factor
Maturity of the
Leaders, People and Organization
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31. Last but not least…
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32. Thank you
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