Prof Sattar Bawany

Professor Sattar Bawany is Chief Executive Officer of the Centre for Executive Education (CEE). Prof Bawany is also concurrently the Strategic Advisor & Member of International Professional Managers Association (IPMA) Board of Trustees and Governing Council.

He is also the Managing Director as well as Master Executive Coach & Facilitator with Executive Development Associates (EDA) Asia Pacific. CEE is the exclusive Strategic Partner of EDA in Asia Pacific.

Prof Bawany is an Adjunct Faculty & Master Facilitator for global leadership development programs of Harvard Business School Publishing who partners with clients to create world-class leadership development solutions for managers at all levels in global organizations and governments.

He is a member of the Duke Corporate Education (CE) Global Learning Resource Network (GLRN). The Financial Times and Business Week continue to rate Duke CE as the world's #1 provider of customized corporate education services.
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 of Strategy with the Paris Graduate School of Management (PGSM) and Curtin Graduate School of Business (CGSB). Prof Bawany is also a member of the International Advisory Board of Curtin University.

Prof Bawany has assumed various senior management roles including that of Managing Director and Talent Management & Executive Coaching Practice Leader for DBM Asia Pacific. He was also the Global Information Services (GIS) Business Unit Leader with Mercer HR Consulting. Prior to joining Mercer, he was the Head of Hay Learning Services and Senior Consultant of Organisational Effectiveness/Leadership Development with The Hay Group. He has also assumed senior leadership roles in business development and consulting with The Forum Corporation and Mercuri International with a focus on leadership development, customer service excellence and sales force effectiveness.

Over the past 15 years, working with global clients across various industries, Prof Bawany have delivered coaching engagement as well as developed a series of professional development and initiatives designed to enhance the leaders' capabilities in leading and engaging a multigenerational and diverse workforce. This includes the professional development of women and ethnically diverse professionals, and supports their growth as potential future leaders of their organisations. These programs are designed to equip participants with a deep understanding of the principles and practical skills that is needed to support the careers of women in various functional roles across all industry sectors who are one to three career stages away from a senior leadership or board role.

Prof Bawany's passion for people and culture is about creating an environment where multigenerational and diverse employees are valued and emotionally engaged in the business. He has successfully worked with extensive number of public and private organisations regionally and internationally specialising in people and culture through transformational change, starting with the 'end' in mind! He is an experienced facilitator and has spent many years developing leadership capability through the delivery of structured talent management, leadership development programs including executive coaching.

Prof Bawany is an astute advisor 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 specialty is effectively linking people processes to business outcomes.

He is a Key Note Speaker at international and regional Conferences, Workshops and Seminars on the following themes: Talent Management; Executive Leadership Development, Employee Engagement and Managing across Generational Gap, Strategic Human Resource Management, and Talent Management & Succession Planning.

He is an accomplished Author and has published extensive series of articles on topics/themes such as Talent Management, Leadership Effectiveness, Strategic HR/OD and Executive Coaching including a Chapter on "Maximizing the Potential of Future Leader" in the Book "Coaching in Asia the First Decade".

He is a Graduate of Corporate Coach U and a Licensed Coaching Clinic Facilitator. He is certified in the administration and application of various psychometric instruments including the Myers-Briggs Type Indicator™ (MBTI), Bar-On EQ 360™ and EQ-i™. He is also certified in the administration and application of the MRG's suite of instruments including "Leadership Effectiveness Analysis™" (LEA 360 Assessment tool) and "Strategic Leadership Development". He is also accredited in the administration and application of the Benchmarks® and Skillscope® Profiling Instruments.

He holds an Executive MBA and a Bachelor in Business Administration (Marketing). His Doctoral Research is on 'The Impact of Executive Coaching on the Personal & Professional Development of Leaders".

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 of Human Resource Management (SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of the International Coaching Federation (ICF) and International Association of Coaching (IAC).

He is very well regarded by his clients for his practical "how to" approach and for his ability to communicate with his audiences and to make workplace learning a fun and pleasurable experience. Married with 2 children, he believes strongly in work-life balance and is highly dedicated and committed to achieving his goals.

Current Professional Appointment:

• Chief Executive Officer, Centre for Executive Education
• Managing Director & Master Executive Coach, EDA Asia Pacific
• Strategic Advisor of International Professional Managers Association (IPMA)
• Senior Advisor & Adjunct Practice Leader, Talent Management of Cegos Asia Pacific
• Faculty Member of Harvard Business Publishing Corporate Learning
• Faculty Member of the Duke CE Global Learning Resource Network (GLRN)
• Adjunct Faculty & Executive Coach of ICLIF Leadership & Governance Centre

Past Professional Appointment:

• Managing Director and Talent Management Practice Leader, DBM Asia Pacific
• Head of Transition & Executive Coaching Practice, DBM Asia Pacific
• Business Leader, Global Information Services, Mercer HR Consulting, Asia Pacific
• Head of Learning Services & Senior Consultant Organisational Effectiveness and Management Development (OEMD), The Hay Group, Asia Pacific
• Head of Business Development, Forum Corporation, Asia Pacific
• Senior Consultant, Sales, Service & Leadership Development, Mercuri International

Education/Accreditations:

• Adjunct Professor of Strategy, Paris Graduate School of Management (PGSM)
• MBA, Golden Gate University, San Francisco, California, USA
• BA, Business/Marketing, Curtin University of Technology, Perth, Australia
• Graduate of Corporate Coach University and Licensed Coaching Clinic Facilitator
• Myers-Briggs Type Indicator™ (MBTI)
• Extended DISC®
• Bar-On EQ 360™ and EQ-i™ Certifications
• MRG Leadership Effectiveness Analysis™ (LEA) 360 Assessment
• Centre for Creative Leadership (CCL) Benchmarks® and Skillscope® Assessments

Professional Affiliations:

• Immediate Past Co-Chair of Human Capital Committee of American Chamber of Commerce (AmCham) Singapore
• Fellow and Member of the Governing Council & Board of Trustees of the International Professional Managers Association, (IPMA)
• Fellow of The Chartered Institute of Marketing (CIM)
• Professional Member of Society of Human Resource Management (SHRM)
• Professional Member of Chartered Institute of Personnel and Development (CIPD)
• Practicing Member of International Coaching Federation (ICF)
• Practicing Member of Asia Pacific Alliance of Coaches (APAC)

CONTEMPORARY, PRACTICAL AND RELEVANT (CPR) THEMES

During the Key Note or Executive Briefing session, each participant or team explores leadership concepts through practical exercises, enabling participants to practice making "real life" decisions and to earn from these decisions without the anxiety of putting "real company money" on the line or putting themselves at risk.

The following are our much sought-after topics:

• Discovering Your Authentic Leadership
• Results-based Leadership
• Leaving a Leadership Legacy
• Leading during Turbulent Times
• Leading and Engaging a Multigenerational Workforce
• Transforming Next Generation of Leaders (High Potential)
• Sustaining Employee Engagement and Productivity
• Developing a Knowledge-driven Learning Organisation
• Developing a Culture of Innovation and Creativity
• Managing Inter-Generational Conflicts with Social Intelligence
• Winning the War for Talent 2.0

SELECTED TESTIMONIALS FROM PAST SPEAKING ENGAGEMENTS

"Prof Bawany is knowledgeable and provided an informative and energetic presentation on understanding generational differences and how to lead and engage a multigenerational workforce. He is also an entertaining and dynamic speaker. He used his sense of humour to hold the audience's attention, which made learning fun." - 3M
"You are a terrifically engaging, knowledgeable and inspiring Master Facilitator and Coach. Your approach to personalizing sales leadership, business development and relationship building activities paired with the easy-to-digest and contemporary, practical and highly workable solutions have resonated well with the participants whose success is reliant on establishing trust with their clients and future business partners." – Hitachi

"We wish to express our deepest gratitude on your rich sharing of experiences especially in the area of Human Capital issues within the central banks. Your contemporary views and sharing of experiences were indeed engaging." – SEACEN (South East Asian Central Bank Organisations)

Other Testimonials could be viewed at: http://www.cee-global.com/2/testimonial .

BRIEF ON SELECTED LEADERSHIP DEVELOPMENT ASSIGNMENT:

1. The Client is a leading global investment bank with its Asia Pacific regional headquarters in Singapore. CEE in collaboration with the bank's Human Capital and Leadership Institute developed a professional development series designed specifically for women, both from within and outside the firm. The programme was designed to equip participants with a deep understanding of the principles and practical skills they need to become great leaders. The program also addresses one of the client business imperatives, which is to provide enhanced leadership development training for the bank's women senior managers and to provide a vehicle for enhancing their connectivity with the marketplace. The programme also provides the opportunity for the women participants to cultivate relationships with female executives at current and prospective clients. Working to the theme of personal development as a key tenet of strong leadership, it focuses on inspiring others and developing participants' strengths considering the impact of these on their teams from a leadership perspective.

2. The Client is a leading global pharmaceutical firm, which has achieved rapid growth through mergers and acquisitions (M&A). While M&A was great for the organization, it was challenging for the employees with new roles and responsibilities, new reporting structures and new expectations. Successfully incorporating merged and acquired employees meant getting everyone to feel part of the company's newly forged customer centric culture. The "ART" (Accelerating Role Transition) Program was implemented with employee-driven process for new and transitioning employees; the organisation capitalized on the culture and built respect through clear communication between employees and their managers. The organization now includes it in the on-boarding program for new hires at all levels and has made it available to all employees changing jobs within the company. As a result, in contrast to many mergers and acquisitions, which show signs of clashing cultures and slow pay-offs, the employees of this firm score high on employee engagement and climate survey and the leaders have quickly "settled in" to new responsibilities to deliver results – fast.

3. The Client is an Asia Pacific regional operation of a global financial services firm, which was expanding and adapting to increasingly competitive market conditions following the Global Financial Crisis in 2008-2009. In this intensely hypercompetitive and fast moving environment the firm understand that there is one factor that keeps the company ahead - the commitment, creativity and energy of its people. They wanted a radical new focus for the leaders at all levels, which would drive the results through engagement of the employee in a manner, which will capture the very spirit of the company and act as a motivational, inspiring force. Using these principles and partnering with the firm, the "Results-based Leadership" (RBL), a high performance leadership development programme was designed and delivered. As a result, the LTGR program has created new levels of co-operation and trust that has flourished across the various business units of the company. Managers have become more energised and motivated to take positive action and their new commitment has been cascaded through the entire company.

BRIEF ON SELECTED EXECUTIVE COACHING ASSIGNMENT:

1. The coachee is a women international assignee in Asia Pacific for the first time and has a lack of international management and cross-cultural experience. It was decided by the sponsor that a proven coaching process and the senior level international experience of the coach was a valuable additional investment to complement internal processes. Over a six-month period the executive identified and began to develop a leadership style, which would enable her to move onto yet more senior levels, avoiding the derailment that so many high potentials experience executive. A high potential and very marketable executive with cross-cultural experience was subsequently promoted to a global leadership role.

2. The senior leaders of a high growth software organization were exceptionally bright but lacking in leadership skills. A framework for executive coaching engagements was established for senior leadership team. Determining individual strengths and areas for improvement was the first critical step. The participating executives (coachees) were assessed on two critical scales: business competence and personal connection. With those results as a baseline, interviews with each executive's direct reports were conducted. That data, combined with the Coach's observations, formed the basis for very specific, tailored 6-month, one-on-one executive coaching engagements. As a result of the team coaching engagement, the executive management team developed a common language to discuss business strategy, goals, and organizational culture issues.

3. The coachee is a successful business leader and is perceived by the Regional President & CEO as not ready for transition to the role as Country Head. There was a need for the coachee to shift from being an individual contributor to becoming a team player and leader. Her achievements would need to come through the involvement of others' ideas and opinions and by learning to balance the issues of her boss as well as peers and subordinates. At the end of the 6-months coaching engagement, positive change in the executive's leadership style was perceived at all levels of the organization. Key sensitive strategic alliances were successfully negotiated, resulting in considerable new and sustained relationship with members of the country executive team, which is critical for the client towards her goal of assuming the role of Country Head in the near future.

4. A highly successful marketing professional in a pharmaceutical firm develops better leadership skills and understanding of team work. Within six months of the onset of the coaching experience, the client's behaviour and leadership style had grown substantially and sustainably. Her retention record for key accounts and staff improved.

5. Project Management Director for a technology start-up company was struggling with gaining consensus on project management goals and on-time delivery of products. Achieved unanimous agreement over difficult issues within cross functional areas. Executive became more confident and engaged with handling challenging project assignments.