EMPIRICAL RESEARCH

Development of Future Leaders: A case study on the Bank of Thailand (BOT)

By Dr. Adisak Chandprapalert and Dr. Suda Suwannapirom
Jan 9, 2008 – 10:27:59 AM

This experimental research study explored visionary leadership in practice by focusing on the construction of organizational vision and the ability to manage the change that principals exploit to foster the competitive advantage of leader capabilities’ enhancement before implementing future leader developmental framework. The new leadership development methodology, assessment, and development were predominantly utilized in this study. Five crucial aspects of visionary leadership consist of leadership personality, strategic management, innovation and change management, problem solving and decision making, and organization diagnosis which have been focused and developed throughout the changing process. In the early stage, twenty-six top management director level of Bank of Thailand (BOT) were surveyed and interviewed. Leadership Competencies Assessment and Extended DISC Assessment were used to identify gaps between current competency levels and desired stages of the participants in the project. Later on, the distinct communicative session and intellectual bonding were used to create self awareness & significance of the development project. The research findings show and provide the practical guidelines and strategic insights to promote future leader, succession planning, talent management, and future leadership development roadmap for BOT top executives.
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Source: The online Journal of Academic Leadership, Volume: 6, Issue: 2, May 30, 2008 , ISSN: 1533-7812.
The Journal is peer edited through a blind review process that utilizes national and international editorial boards and peer reviewers. It is listed in Cabell’s and has a 45% acceptance rate.

Excerpted from the report is the “Conclusions and Recommendations” section, as follows:

Conclusions & Recommendations

This experimental research employed an exploratory and empirical survey to illustrate how the authors built up the “Future Leader” development program based on visionary leadership theory. Leadership development focused on transformation practices involving participants in a process which they can compare themselves with the benchmark, determine their concerned competency improvement, and build strategies to have continuous self-awareness and self-development. Implicit this process is some kinds of idealized notion of the best practice and model guiding action. The visionary leadership self-assessment utilized mainly in this process has provided individuals to assess themselves with behavioral benchmarks appropriate to their leadership situation and determine the means of adapting more effectively to changing environment. Moreover, to ensure leadership development effectiveness, Leadership Competencies Assessment and Extended DISC Assessment with 180 degree feedback, observations from role play and various participative activities are utilized for a coherent part of the “Future Leader” development program.

Education and educators are highly regarded in India, which makes teaching a pleasure and a privilege

by Marshall Goldsmith

During a recent trip to India, I had the opportunity to work with many dedicated professionals at the Indian School of Business (ISB) in Hyderabad.

ISB is an amazing place. It is a new institution that was formed with the support of Kellogg, Wharton, and the London Business School. The admission standards are extremely selective. Although it is only a few years old, ISB is already one of the top five schools in the world in terms of average GMAT score. I was there to teach a two-day executive education class on coaching to 50 top leaders from across India.

I love teaching in India. Every participant in my program was eager to learn. There is nothing that a teacher loves more than dedicated students who want to learn. The first day of my program lasted from 7 in the morning until 10 at night. I tried to answer as many questions as I could, but eventually I ran out of time! My students were willing to listen as long as I was willing to teach.

Deep Respect for Education

I was amazed at the sincerity and interest shown by the participants in my course. There was absolutely none of the cynicism or skepticism that I sometimes encounter in the U.S. or Western Europe. As a rule, people in India have a deep respect for education and for educators. At the end of the two days, I was given a lovely card with a personal thank-you note from each participant. I was very moved by their gratitude.

As I headed to my room at around 10:30 p.m., I saw three young ISB MBA students working on an assignment and decided to stop by and introduce myself. I asked them several questions about their lives, their futures, India, and the new global economy.

When I asked, “How many hours a day do you work?” one young woman laughed and said, “28!”

Income Gap Widens

All three agreed that they started studying each day early in the morning and finished late at night. They didn’t seem to mind. They realized how fortunate they were to be admitted to such a selective program. They were grateful for the opportunity to be there and wanted to learn as much as they could.

As a country, India still has hundreds of millions of extremely poor citizens who live in villages. The differentiation in incomes between the rich and poor has increased dramatically in the past 10 years.

I asked the MBA students, “How do the poor people in the villages feel about fortunate students like you? You are going to be making a lot of money when you graduate from ISB. Is there increasing resentment out there in the countryside?”

Emigration Not as Attractive

Their answer surprised me. The students all knew people in the villages. The general feeling was that, in almost every village, there was a resident who had left, attained a good education, and achieved a much more affluent life. If there was not a person in the village who had made it out, there was a relative in a nearby village. The students felt that even poor villagers saw hope for their children or grandchildren through hard work and education.

The world has changed a lot in the past few years. In the past, brilliant students, like the ones that I met at ISB, all dreamed of going to America or Europe for a quality education. Now they can get a quality education in India. In the past, brilliant young students all planned on leaving India to get great jobs. Now they can get great jobs in India.

The students went on to discuss India’s problems. Corruption, lack of infrastructure, and emerging competition in Asia all represent real challenges for India.

U.S. Heading Backward?

As I listened to these brilliant young students, I thought about America. In the past few decades, we have made progress on many fronts and may have gone backward on others.

In some ways there seems to be a decreasing respect for education—and for educators—in our country. The average high school teacher used to make a little less money than an accountant or consultant, but not that much. Today the difference in income is huge.

In general, teachers don’t seem to get the same amount of respect that they did when I was a student. And, unlike the people whom I met in India, many Americans are not very confident that their children and grandchildren will have better lives (BusinessWeek.com, 8/21/07) than they have.

The Future Is in Knowledge

As parents, teachers, leaders, and citizens, we can learn a couple of lessons from the people whom I met in India. Individually and collectively, we may need to revisit our priorities. We may need to demonstrate more respect for education and for educators. In the competitive world of knowledge work, educated individuals and educated societies are going to have a huge competitive advantage. We may also need to connect the value of a great education with our hope for a brighter future.

Many years ago, most Americans were farmers. Those days are gone. More recently, many Americans worked in manufacturing. Those days are soon to be gone. The future of America is going to be determined by knowledge workers. Education will be a key factor in determining our collective success as a society and each person’s success as an individual.

Hard-working, educated people who have hopes and dreams for a better future are going to win, no matter what country they come from.

Goldsmith’s new book, What Got You Here Won’t Get You There, was recently listed as America’s best-selling business book in The Wall Street Journal. He can be reached at Marshall@MarshallGoldsmith.com, and he provides his articles and videos online at www.MarshallGoldsmithLibrary.com.

]]> http://extendeddiscindia.wordpress.com/2008/06/26/the-self-we-think-we-are/ Thu, 26 Jun 2008 04:25:36 +0000 denismccarthy http://extendeddiscindia.wordpress.com/2008/06/26/the-self-we-think-we-are/

As a Ph.D. student at UCLA in the early 1970s, I had a self-image of being “hip” and “cool.” I believed I was intensely involved in deep human understanding, self-actualization, and the uncovering of profound wisdom. Early in my Ph.D. program, I was one of thirteen students in a class led by a wise teacher, Bob Tannenbaum. Bob had come up with the term sensitivity training, had published the most widely distributed article to appear in the Harvard Business Review, and was a full professor. He was a very important person in our department at UCLA. He is also a great guy.In Bob’s class, we were encouraged to discuss anything we wanted to discuss. I began by talking about people in Los Angeles. For three full weeks I gave monologues about how “screwed up” people in Los Angeles were. “They wear these $78 sequined blue jeans and drive gold Rolls Royces; they are plastic and materialistic; all they care about is impressing others; and they really do not understand what is deep and important in life.” (It was easy for me to be an expert on the people of Los Angeles. I had, after all, grown up in a small town in Kentucky.)

One day, after listening to me babble for three weeks, Bob looked at me quizzically and asked, “Marshall, who are you talking to?”

“I am speaking to the group,” I answered.

“Who in the group are you talking to?”

“Well, I am talking to everybody,” I replied, not quite knowing where he was headed with this line of questioning.

“I don’t know if you realize this,” Bob said, “but each time you have spoken, you have looked at only one person. You have addressed your comments toward only one person. And you seem interested in the opinion of only one person. Who is that person?”

“That is interesting. Let me think about it,” I replied. Then (after careful consideration) I said, “You?”

He said, “That’s right, me. There are twelve other people in this room. Why don’t you seem interested in any of them?”

Now that I had dug myself into a hole, I decided to dig even deeper. I said, “You know, Dr. Tannenbaum, I think you can understand the true significance of what I am saying. I think you can truly understand how ‘screwed up’ it is to try to run around and impress people all the time. I believe you have a deep understanding of what is really important in life.”

Bob looked at me and said, “Marshall, is there any chance that for the last three weeks all you have been trying to do is impress me?”

I was amazed at Bob’s obvious lack of insight! “Not at all!” I declared. “I don’t think you have understood one thing I have said! I have been explaining to you how screwed up it is to try to impress other people. I think you have totally missed my point, and frankly, I am a little disappointed in your lack of understanding!”

He looked at me, scratched his beard, and concluded, “No. I think I understand.”

I looked around and saw twelve people scratching their faces and thinking, “Yes. We understand.”

Suddenly, I had a deep dislike for Dr. Tannenbaum. I devoted a lot of energy to figuring out his psychological problems and understanding why he was confused. But after six months, it finally dawned on me that the person with the issue wasn’t him. It wasn’t even the people in Los Angeles. The person with the real issue was me. I finally looked in the mirror and said, “You know, old Dr. Tannenbaum was exactly right.”

Two of the great lessons I began to understand from this experience were (1) that it is much easier to see our problems in others than it is to see them in ourselves, and (2) even though we may be able to deny our problems to ourselves, they may be very obvious to the people who are observing us.

There is almost always a discrepancy between the self we think we are and the self the rest of the world sees in us. The lesson I learned (and strive in my professional work to help others understand) is that often the rest of the world has a more accurate perspective than we do. If we can stop, listen, and think about what others see in us, we have a great opportunity. We can compare the self that we want to be with the self we are presenting to the rest of the world. We can then begin to make the real changes needed to align our stated values with our actual behavior.

I have told this story at least three hundred times, and I have thought about it more frequently than I have told it. Often when I become self-righteous, preachy, holier than thou, or angry about some perceived injustice, I eventually realize that the issue is not with the other person or people. The issue is usually in me.

Today I work mostly with executives in large organizations. I help them develop a profile of desired leadership behavior. Then I provide them with confidential feedback, which allows them to compare their behavior (as perceived by others) with their profile of desired behavior.

I try to help them deal with this feedback in a positive way, to learn from it, and (eventually) to become a good role model for the desired leadership behavior in their organization. Although I am supposed to be a “coach,” very little of my coaching involves “sharing my wisdom.” Most of it involves helping my clients learn from the people around them.

In this way, the lesson I learned from Bob Tannenbaum has not only helped me in my personal life; it has helped shape the course of my professional life.

Life is good.

Marshall

www.MarshallGoldsmithLibrary.com

www.MarshallGoldsmithFeedForward.com
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Here are some videos you can watch:

Are You a Commitment Killer?

Advice for your boss (example of feedforward)

Build a Great Team

Suck Ups

My newest book, What Got You Here Won’t Get You There , is a New York Times best seller and a #1 business book in both America (The Wall Street Journal, USA Today) and Germany (FT). It is a ‘top 5′ bestseller for all business books published in 2007 on www.amazon.com ; and is the year’s #1 best seller on leading people. It has already been named as one of the ’2007 business books of the year’ by the Institute for Management Studies, Soundview Executive Book Summaries and getAbstract. It is currently being translated into 18 languages. I hope that you enjoy it!

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Marshall’s Upcoming Events

July 1, 2008 – San Diego – AST

July 8, 2008 – Webinar: “What Happy Coaches Know … The Science of Happiness” free – register online

August 1, 2008 – Dartmouth – Tuck Executive Progra

August 25-26, 2008 – Indian School of Business – Hyderabad

September 15, 2008 – New York – SHRM – contact Marshall if interested

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Source: http://www.thinkingmanagers.com/guru-watch/marshall-goldsmith

In recent years, executive coaching has started to make its presence felt in India as well, with country’s top honchos seeking professional help. However, there aren’t enough professionals in India who are equipped to don the garb of a CEO coach. Sighting the opportunity, the Hyderabad-based Indian School of Business (ISB) plans to launch a study programme to train CEO coaches.

Says Deepak Chandra, assistant dean of the Centre for Executive Education, ISB, “Judging from our interaction with corporates and the feedback we got from some of our leadership programmes which involved individualised coaching for small groups of managers, we realised that there is a huge need for executive coaching in India.“

Slated to be held in August, ISB’s executive coaching programme will be conducted by Goldsmith, one of the world’s best-known executive coaches. Goldsmith has been ranked by the Wall Street Journal as one of the world’s Top 10 executive educators.

The programme will be open to senior professionals who want to become CEO coaches. “We are looking at both independent coaches as well as people within the company, like senior HR leaders and CEOs, who need help on coaching,” says Chandra.

Usually CEO coaching focusses on three aspects: Behavioural coaching, organisational change and strategy. ISB’s programme will focus only on affecting behavioural change.

The idea being that the behaviours that have made a leader successful may not be the same behaviours needed for future success. So Goldsmith will explain why leaders who are becoming successful can also face difficultly when they need to change, and he will give tips to participants on methods of coaching. The programme will initially start with a batch 30 execs.

While executive coaching is seen as a fad by some, no one can deny the value that comes from hiring one. Says Satish Pradhan, executive V-P, group HR, Tata Sons, “The fact is that a CEO is very lonely. And having someone who can share that space, be realistic and provide guidance is extremely important.”

However, there are possible pitfalls too. Says Pradhan, “The risk that you run with an executive coach is that they can also become like Linus’s comfort blanket: nice to have, functionally of no value, but just leaves you with a good feeling. But that is worthwhile too.”

There is a second risk too which stems from who gets to become a coach. Says Pradhan, “In a managerial context, a coach is someone who can actually process-enable rather than content-enable a manager. But at a CEO level, content becomes important: so have you walked in similar shoes for a period of time to know what hurts and what doesn’t? That ‘been there and lived through some of it’ becomes a very important part of the ability of the coach to help the CEO.”

So in a sense, this is really more of a kind of “mentor coach” rather than a “coach coach”. “It is difficult to think of someone who has had less width of experience to be able to coach a CEO than someone who has a much wider experience,” says Pradhan

Source: Now, Indian CEOs hunting for coaches
28 Jun 2007, 0019 hrs IST, Neelima Mahajan,TNN http://timesofindia.indiatimes.com/Now_Indian_CEOs_hunting_for_coaches/articleshow/2155177.cms

Extended DISC was first introduced to the Indian Subcontinent through Dion Lawrence in 2007 and the first training programmes were given in August 2008 by visiting Australian trainer Denis McCarthy who is an authority on Extended DISC. He trains and accredits Indian HR practitioners, coaches, consultants and anyone else who may be interested in using the tools.

Enquiries about future training dates should be addressed to the Extended DISC India office in Bangalore. Contact details can be found on their website at http://www.int-a1.com/extendeddisc-india or by emailing extendeddisc.india(at)int-a1.com

Denis was introduced to Extended DISC by Marshall Goldsmith after reading his 2000 book on “Coaching for Leadership: How the world’s greatest coaches help leaders learn” hailed by Warren Bennis as “the single best collection of writings and writers on executive coaching”. Dr Marsall Goldsmith was listed in Forbes magazine as one of the five top executive coaches and in Human Resources magazine as one of the world’s leading HR consultants. He is a Wall Street Journal “top ten” executive educator and is University Professor at Alliant International University’s Marshall Goldsmith School of Management, which was named in his honor in 2006 (for more on him go here).

Reference links:

Marshall Goldsmith Partners LLC. : Executive Coaching and Training
www.marshallgoldsmith.com/

Marshall Goldsmith Library
www.marshallgoldsmithlibrary.com/

Marshall Goldsmith Blog
www.marshallgoldsmithlibrary.com/blog/

Harvard Business Online’s Marshall Goldsmith
discussionleader.hbsp.com/goldsmith/

Featured Services & Tools Featured Services & Tools
http://www.marshallgoldsmithlibrary.com/html/marshall/resources-services.html
This is a great resource … Developed by Marshall Goldsmith and Extended DISC R&D Team, the FeedForward tool provides individuals, teams and organizations with suggestions for the future and to help them achieve a positive change in the behavior.

Marshall Goldsmith : What Got You Here Won’t Get You There
www.whatgotyouhere.com/html/Marshall_Goldsmith.htm
Dr. Goldsmith’s twenty-two books include: The Leader of the Future (a Business Week best-seller) and Coaching for Leadership.

Source: Marshall Goldsmith Embraces Extended DISC