Winning the War for Talent 2.0
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Winning the War for Talent 2.0

Identifying and Retaining the best Talent
0.0 (0 ratings)
Instead of using a simple lifetime average, Udemy calculates a course's star rating by considering a number of different factors such as the number of ratings, the age of ratings, and the likelihood of fraudulent ratings.
3 students enrolled
Last updated 8/2017
English
Current price: $10 Original price: $95 Discount: 89% off
5 hours left at this price!
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Includes:
  • 1 hour on-demand video
  • 1 Supplemental Resource
  • Full lifetime access
  • Access on mobile and TV
  • Certificate of Completion
What Will I Learn?
  • How to Identify, Inspire, Motivate and Retain the best Talent
View Curriculum
Requirements
  • You should be in a Senior Management / Leadership role within a Corporation, Institution or other Organisation in any Industry or Occupation
Description

Developing Emotional & Social Intelligence Competencies

 

“Because individuals in organisations can rarely be successful alone, they must influence, lead, and coordinate their efforts with others in order to achieve their goals – to translate vision into action. A leader success rests in large part upon his or her ability to influence the different groups he or she must relate to in the organisation: the superiors, peers, and direct reports. The life of a leader has plenty of demands and pressures. Having the skills to handle them would seem to be a pre-requisite for success. We have identified several specific skills from a wide array of emotional & social intelligence competencies, as the ones that differentiate successful leaders from other people. Fortunately, these skills can be improved with the proper training and coaching.”

 – Prof Sattar Bawany (2015)

What makes a Great Leader? The importance of emotional & social intelligence competencies of highly effective leaders.

Introduction

Emotional intelligence involves the control of one’s emotions to fit the particular situation.  This is different from a purely rational or intellectual response to various management situations.  When one has a high EQ, that person will react in a proper manner to the individuals in the situation, as well as the situation itself.  A person reacting with their IQ would simply react to the facts of the situation and negate the “total picture”, which includes the irrationality of human behaviour.

Traditionally, when evaluating the potential performance of an individual, the emphasis has been on cognitive or intellectual skills. However, compelling research shows us that Emotional Intelligence is twice as important as IQ as an indicator of future success.

Importance of Emotional & Social Intelligence in a VUCA World

Leadership in organisations requires mastery in a broad array of competencies.  Leaders must have technical or subject matter expertise and knowledge.  Without it, they cannot achieve credibility.  They certainly need the cognitive ability to take in and absorb vast amounts of information quickly; to cut through what is irrelevant, to recognise the salient patterns, and to focus people’s attention on the parts that contain the critical meaning for the future success of their organisations.  Thus, of course, without a high level of intellectual capability, they cannot cope with the complexity of the highly disruptive, VUCA world. 

Today’s business environment is best described through the military acronym VUCA, which stands for volatile, uncertain, complex and ambiguous — the world, in other words, of continuous unpredictability, constant and often sudden change, and complex situations with no easy answers. In such a world, success demands the agility that can only come through an inspired and engaged workforce with the intrinsic motivation and freedom to take initiatives and think on their own.

However, neither individual attributes, such as confidence or competence, nor the power that comes with positional authority will be enough to inspire the motivated workforce that a VUCA world demands. The best leaders will attract and engage loyal followers because of their ability to leverage on emotional and social intelligence to accompany their rational competencies. Leaders who might be smart or have years of experience can still fail if they are emotionally tone-deaf — unable to process the emotions of others or even their own emotions during the chaotic situations at the workplace which is the results of the VUCA forces at play.

Self-awareness is arguably one of the most critical emotional intelligence competencies for highly effective leaders. Effective self-assessment of feelings and emotions will help to improve a leader’s confidence and self-esteem as those with strong self-awareness or self-regard have an accurate picture of their strengths and weak­nesses in dealing with the insurmountable challenges that they faced when leading their teams in the disruptive VUCA World.

Learning Outcomes:

Upon completion of this Masterclass, the participant will be able to better appreciate the significance and importance of developing their emotional and social intelligence competencies which are crucial in leading and engaging their team effectively in a VUCA World.

The programme incorporates a number of unique features and works on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.

The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity during challenging times when operating in a disruptive VUCA business environment.

Who is the target audience?
  • Board, CEO, President, C-Suite and Senior Level Leaders at a strategic level.
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Curriculum For This Course
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Introduction
9 Lectures 50:44

Winning the War for Talent 2.0

 Can companies win the “war for talent”? Will we be able to define and implement a retention strategy that will give us the stable, committed, capable workforce required to achieve a competitive business advantage? Consulting firm and research organisation reports, published books and articles, and internal company retention studies suggest that everyone is following the same overall plan. How will this approach give a company an edge? Few, if any, organisations today have an adequate supply of talent. Gaps exist at the top of the organisation, in the first- to mid-level leadership ranks, and at the front lines”.

 – Prof Sattar Bawany (2015)

Winning the War for Talent 2.0

Introduction

The acronym “V.U.C.A.” meaning Volatility, Uncertainty, Complexity and Ambiguity has become common parlance to describe the ever changing world we live in. The term came first from the military but is now used as a business lexicon, often to explain why and how planning for, and predicting, the future, is difficult, or even impossible.

And it certainly is a VUCA world; economically, socially and politically, with the potential for quick change amplified by the fast development of new technology which completely shifts and disrupts accepted norms and patterns.

For businesses to succeed in what is undeniably a quick moving world, having the right people, with the best mix of skills and experience possible, is crucial. But knowing what that ‘best mix’ looks like now can be tricky and predicting what it will look like in years to come can feel impossible.

So, how, in an ambiguous and ever changing world, could you ever hope to successfully talent plan for your business?

Talent Management in a Disruptive VUCA Business Environment

The business environment has been described as fast changing and volatile now for twenty years — long enough that perhaps we should say that this is the new normal. And now, perhaps more than ever, a lack of talent will cost a business dear. Modern Talent Management should focus on finding talented employees with great learning agility — meaning that they remain open to new experience, and seek opportunities to learn and continuously improve.

The core skills and competencies needed for businesses might look different now to twenty years ago — the focus needs to be more for talented individuals who can learn, who are curious to seek out new experiences and skills, who can be creative and empathetic to work well in rapidly changing teams, these are collectively known as ‘cognitive readiness’ competencies. It is crucial that talent management in a VUCA world should focus on finding individuals who possess or demonstrate these behaviours — more than the traditional short list of management skills such as analytical ability and drive, and certainly more than relying on previous experience and success as an indicator of future leadership potential.

Organisations need to be agile as the turmoil of the VUCA environment would make it advantageous for initiatives to operate on a shorter horizon. Healthy strategic talent initiatives, however, are built for the long haul as they address ongoing organisational needs—acquiring the best talent, developing strong leaders, managing performance succession.

Learning Outcomes:

Upon completion of this Masterclass, the participant will be able to understand and leverage on a proven framework to identify, acquire, develop and manage talent that would be able to lead and engage their team much more effectively and achieve success in a VUCA World.

The programme incorporates a number of unique features and works on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.

The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity during challenging times when operating in a disruptive VUCA business environment.

Preview 06:15



Introduction to Winning the War for Talent 2.0
03:44

Who are the High Potentials?
05:43

Accelerating the Development of High Potentials
04:54

What Makes a Great Leader?
06:28

S.M.A.R.T. 90 Day Action Plan
08:19

Bonus: What is VUCA?
06:31
About the Instructor
Professor Sattar Bawany
4.2 Average rating
3 Reviews
43 Students
10 Courses
CEO & Master Executive Coach, Centre of Executive Education

Prof Bawany is concurrently the Strategic Advisor & Member of the Board of Trustees and Governing Council of the International Professional Managers Association (IPMA); Managing Director and C-Suite Master Executive Coach with Executive Development Associates (EDA) and Master Facilitator with Action Management Associates, Inc. (AMAI).

He has over 30 years’ international business management experience, including 20 years in executive coaching, group facilitation, and leadership development and training with global management consulting firms. In addition to his business and consulting career, Prof Bawany has over 15 years of concurrent academic experience as an Adjunct Professor teaching senior executives international business strategies and human resource courses at various leading universities.

He is currently the Adjunct Professor with Curtin Graduate School of Business (CGSB) and a member of the Advisory Board of Curtin Graduate School of Business (CGSB), Curtin University, Western Australia.

He is especially skilled at coaching leaders work through leadership transition issues, whether individually or systemically. As a seasoned coach, he truly cares about others, listens with an open mind, and adds value in unexpected ways. His approach to executive coaching encourages new insights into the key capabilities and unique strengths needed to sustain practical behavioural change over time, resulting in the executive’s enhanced self-awareness, better decision making, and continuous performance improvement.

Prof Bawany is an astute advisor and coach to executives who need to know how they are perceived and want to focus on what is most important in their professional and personal lives. He has coached a range of leaders, from CEOs to senior vice presidents, and high potential managers. His current work in organisations focuses on encouraging individual initiative and leadership from a systemic perspective in order to achieve clearly defined business results. His speciality is effectively linking people processes to business outcomes.

Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute of Marketing (CIM). He is a Professional Member of the Society for Human Resource Management (SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practising Member of the International Coaching Federation (ICF) and International Association of Coaching (IAC).