Bringing The High Performance Habits To Life M.Bustaman Abd Manaf

Bringing the High Performance Habits to Life
By
M.Bustaman Abd Manaf
Institute Aminuddin Baki, Ministry of Education Malaysia
HP: 60199890524/ email: mbustaman@iab.edu.my
Welcome to Strategic Leadersip Skills
Workshop
• There are four main reasons for you all to be
here:
• 1. To be involved in the learning process
• 2. To contribute your thoughts and ideas to the
group ( so we can learn from you and your
experiences!)
• 3. To network with others
• 4. To enjoy the experience……
hak milik mbustamanIAB.KPM 2

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Objectives
• AT THIS WORKSHOP, PARTICIPANTS
WILL LEARN HOW TO…
• develop new strategic leadership habits
which is more broader and more
innovative way of thinking and acting
on a daily basis about the overall goals
of yourself, work, team, and
organization.
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SESSION CONTENT
1. Leadership and Strategic Leadership
Definition
2. Elements of Strategic Leadership
3. The Importance of Strategic Leadership
4. How to think and act Strategic Leaders
1. How to Lead Like a Strategic Leader

The tactics strategic leaders use to
influence others to willingly join-in
pursuit of organizational goals.
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Introduction
Content
M.Bustaman.Strategic Leadership16 5
Definitions
Leader Leadership
1. A person who influences 1. Leadership is a process
a group of people of social influence which
towards the achievement maximizes the efforts of others,
of a goal. towards the achievement of a
goal.
2. A person who produces
change and movement, 2. Leadership is the process of
establishes direction, persuasion or example by
aligns people and which an individual induces a
structures, and focuses group to pursue objectives held
on results. by the leader and shared by
followers.
The Strategic Leadership Framework
Leadership and Strategic Leadership
Leaders are people who, singularly or with
others, establish direction and then mobilize
people, capture resources, and create an
adaptive learning culture to move toward it.
Strategic leadership is the ability to make

and implement CONSEQUENTIAL DECISIONS
about: ENDS, ACTIONS and TACTICS to
keep their organization/team positioned in
its environment.
Strategic Leadership Defined
At its core, strategic leadership is the
ability,( as well as the wisdom), to make
consequential decisions about ends,
strategy, and tactics. . . . It marries
management with leadership, and
strategic intent with tactics and actions.
(Pisapia, 2009) .
STRATEGIC LEADERSHIP DEFINITION (2)
Strategic Leadership is a basically the
combination of a leader having all the basic
leadership elements + being able to be strategic
in thinking and action
9 M.Bustaman.Strategic Leadership16
The SL Method
What is going What needs

on here? to happen
here?
How do we
keep making How do we make
it happen? it happen?
The Strategic Leader Method (SLM)
Anticipating
Anticipate Change
Ask: What is going on here?
Assuring
Focus on results - Hire for
technical and cultural fit – Teach Articulating
the organization's POV Create Direction, a Shared
Ask, How do we keep making it Reality, Set Strategies
happen? Ask, What needs to happen
here?
Aligning
Connect with people, Create
Conditions for success, remove
barriers, establish trust
Ask, How do we make it happen?
Source: Palladium Group
The Role of Strategic leader
Part 2
Leader Thinking Skills
What is Thinking?
“Thinking consists of two activities: constructing mental
models and then simulating them in order to draw conclusions
and make decisions.” – Barry Richmond
Understanding the concept of a tree requires more

information than is available through sensory
experience
Source: Jeremy Merritt
alone. It’s built on past experiences and
knowledge.
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The Minds we Need!
Learn
–. Search for information through reading, observing, and doing.
Spot and seize new ideas and game- changing opportunities that
can shape the organizations competitive advantage. Be curious.
Change
– Open to New Ideas. See the organization as a whole and
understand how various parts of the organization relate to and
affect each other. Be Flexible
Sense
– Perceive variation in the environment, social relationships,
readiness to change, take the right action at the right time.
Discern meaning among events and bits of information that at
first glance would appear to be isolated. Be Wise.
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What is Strategic Thinking?
Strategic Thinking Skills Assessment
• Strategic thinking is identifying,
imagining and understanding possible
and plausible future operating
environments for your organisation…
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Strategic Thinking?
• Integrating the future into

your decision making
processes today by thinking
big, deep and long.
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• Big (very broad) –
do we understand
how we connect
and interact with
other
organisations
and the external
environment?
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• Deep – how deeply are
we questioning our ways
of operating?
• Do we operate from our
interpretation of the
past, or our anticipation
of the future?
• Are our assumptions
today valid into the
future?
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Long – how far into
the future are we
looking?
Do we understand
the shape of
alternative futures
for our
organisation?
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The Strategic Leader’s Wheel
New habits are grounded in a
holistic learning process
described as the Leader’s Wheel
The takeaway is that strategic leaders use two protocols to drive learning and
performance: strategic thinking and strategic execution.
Agility : Basic premises:
Agility of the mind is the core
competency that drives the Strategic
Thinking protocol.
Mindset is the way you think about

things. It “drives every aspect of our lives,
from work to sports, from relationships to
parenting.” (Dweck, 2006)
M.Bustaman.Strategic Leadership16
24
Thinking in a strategic way
Means that Leaders are:
Mentally Agile –
they can use synthesis as well as analysis,
linear as well as nonlinear thinking,
critical as well as creative thinking skills
as appropriate to finding the future or
problem solutions and/or to see old
issues with new eyes.
Managerial Strategic Thinking Entrepreneurial
Thinking Thinking
Managerial Role Predict what will Navigate by focusing on Pursue ideas and
happen next, target their identity, push through reality
individuals who can knowledge, and to create new
help them. relationships. opportunities.
Guiding Question What SHOULD I do? What CAN I do and What CAN I do?
SHOULD I do it?
Outcome Share in existing Shares in existing Creates new market.
market. markets or creating new Outcomes are not
Outcomes are fixed. markets based on fixed or limited.
opportunities that arise.
Ideas on Profit/Loss Focus on defined Focus on maximizing Focus on affordable
strategies to returns and affordable loss.
maximize returns loss.
Ideas on Competition Focus on analyzing Focus on both analyzing Focus on creating
competition in red competition, finding blue strategic alliances and
ocean. oceans, and creating finding blue oceans.
strategic alliances.
I n t he Gap !
Unfortunately, “We can't solve problems

by using the same kind of thinking we
used when we created them.”
“Think Different”
“Think & Act Differently”

1. Know what difference you
want to make
2. Choose your actions
accordingly
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Quiz 1: What difference do you want
to make?
• Your community/country
• Your department/units
• Your team/work group
• Personally/professionally
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Part 3
The Strategic Thinking
Protocol
He who controls others may
be powerful, but he who has
mastered himself is mightier
still."
- Lao Tzu
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Outcomes?
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3.1 : Know Yourself –
Strategic Thinking Self-Assessment
• Refer to Worksheet: Strategic

Thinking Self-Assessment
• Time: 10 minutes each section
• Discussion: Example of your actual
behavior in real workplace
situations
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The Strategic Thinking Protocol
AGILITY Vision
Mission
The Takeaway - A shared statement of intent forms a

psychological contract with followers and guides the
organization’s actions.
Pisapia, J. (2009) The Strategic Leader.
34
Table 1 Subscales of the Strategic Thinking Questionnaire
Strategic
Thinking Description
Skills
Systems thinking refers to the leader’s ability to see systems
Systems holistically by understanding the properties, forces, patterns and
Thinking interrelationships that shape the behavior of the system, which
hence provides options for action.
Reflecting refers to the leader’s ability to weave logical and
rational thinking, through the use of perceptions, experience and
Reflecting information, to make judgments on what has happened, and
creation of intuitive principles that guide future actions.
Reframing refers to the leader’s ability to switch attention across

multiple perspectives, frames, mental models, and paradigms
Reframing to generate new insights and options for actions.
The Strategic Thinking Skills 1: Systems Thinking
• refers to leaders’ ability to see systems

holistically by understanding the
properties, forces, patterns, and
interrelationships that shape the
behaviors of the systems which provide
options for actions.
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Check Your Habits – 1. Systems Thinking Skills
Good Habits
• Try to extract rules and/or patterns from the information available
• Find that in most cases external changes require internal changes
• Search for the cause before taking action.
• Find that one thing indirectly leads to another
• Try to understand how the facts presented in a problem are related to each other
• Try to identify external forces which affect your work
• Try to understand how the people in the situation are connected to each other
• Investigate the actions being taken to correct the discrepancy between what is desired and what
exists
• Look for fundamental long-term corrective measures
• Look for changes in the organization’s structure that lead to significant enduring improvement
• Look at the ‘Big Picture’ in the information available before examining the details
• Seek specific feedback on your organization’s performance
• Think about how different parts of the organization influence the way things are done
Bad Habits
View relationships individually as opposed to being part of an interwoven network
Break the problem into parts before defining the entire problem
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Open your mind:
Develop Your Systems Thinking Skills
Think Big= Systems Thinking
• A system is more than the sum of its parts.
• Many of the interconnections in systems operate
through the flow of information.
• The least obvious part of the system, its function or
purpose, is often the most crucial determinate of the
system’s behavior.
• System structure is the source of system behavior.
System behavior reveals itself as a series of events over
time.
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Reflecting
The Strategic Thinking Skills
2. Reflecting
The ability to use perceptions, experience and
information to make judgments as to what has
happened in the past and is happening in the
present in order to guide your future actions.
1. Recognizing why certain choices worked and
others did not.
2. Questioning your assumptions and mentally
testing consequences of actions.
3. Using your own and other people’s perceptions,
experience and knowledge to understand how to
think about situations and inform action.
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Check Your Habits –2. Reflecting Habits
Good Habits
• Review the outcomes of past decisions
• Reconstruct an experience in your mind
• Consider how you could have handled the situation after it was resolved
• Accept that your assumptions could be wrong
• Acknowledge the limitations of your own perspective
• Ask “WHY” questions when trying to solve a problem
• Set aside specific periods of time to think about why you succeeded or failed
• Frame problems from different perspectives
• Connect current problems to your own personal experience and previous successes
• Stop and think about why you succeeded or failed
• Reconstruct an experience in your mind to understand your feelings about it
• Take into account the effects of decisions others have made in similar situations
Bad Habits
• Ignore past decisions when considering current similar situations? ®
• Ignore your past experiences when trying to understand present situations
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Reframing
The Strategic Thinking Skills 3 : Reframing
The ability to look at your reality using
multiple perspectives,
frameworks, mental models, and
paradigms in order to generate new
insights and options for action.
1. Suspending judgment while appropriate information
is gathered.
2. Identifying and understanding the mental models

being used to frame a problem, situation or issue.
1. Reviewing and reframing your own and others’

understanding of situations
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Check Your Habits – 3. Reframing Habits
Good Habits
• Seek different perceptions
• Track trends by asking everyone if they notice changes in the organization's context.
• Ask those around you what they think is changing
• Engage in discussions with those whose values differ from yours
• Use different viewpoints to map out strategies
• Recognize when information is being presented from only one perspective
• Listen to everyone’s version of what happened before making a decision?
• Engage in discussions with those who have different beliefs or assumptions about a
situation?
Bad Habits
• Find only one explanation for the way things work? ®
• Decide upon a point of view before seeking a solution to a problem? ®
• Create a plan to solve a problem, before considering other viewpoints? ®
• Discuss the situation only with people who share your beliefs
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The Strategic Thinking Skills
Reasoning Forward
Critical
Holistic
Analytical
Synthesis
Solutions
Strategic
Convergent
Evaluative Divergent
Deductive Creative
Tactical Integrative
Pragmatic Intuitive
Practical Future
Inductive
Linear M.Bustaman.Strategic Leadership16 Non Linear47
Review Strategic Thinking Skills
Asssesment
• Check your strength and weak areas
• Develop action plan to improve the weakness

items
RECORD YOUR LEARNING
WHAT DO YOU LEARN? MY ACTION
SELF
WORK PLACE
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Part 4
The Habits of Strategic Leaders
The Strategic Execution Protocol Core Competency
Artistry: Basic Premises:
Artistry is the core competency that
drives the Strategic Execution process.
Artistry is the ability to apply an

integrated set of leader actions that enable
leaders to adapt their actions to different
circumstances and conditions.
Acting in a strategic way
Means that Strategic Leaders are:
Behaviorally Agile –
They use a wide array of influence actions –
Transforming – Managing –
Bonding – Bridging – Bartering –
to assure that the organization’s purpose is

accomplished.
SL Influence
Description
Actions
Actions taken to maintain consistency in order that current
Managing organizational goals are accomplished efficiently and
effectively.
Actions taken to influence direction, actions, and opinions in
order to change organizational conditions and culture so that
Transforming
learning and change occur as a normal routine of the
organization.
Actions taken to ensure that trust is an attribute of the
system and not just something developed among individuals in
Bonding
order that followers' exhibit emotional commitment to the
organization's aspirations and values.
Actions are taken to develop alliances with people of power
Bridging and influence from outside and inside the organization in order
to gain insights, support, and resources.
Actions taken to give something in exchange in order
Bartering to strengthen the effectiveness of relationships and alliance
building efforts.
The Strategic Execution Protocol
ARTISTRY HIGH
PERFORMANCE
The Takeaway - Leaders use the habits of

Artistry, Aligning, and Assuring to build a high
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performing organization. Pisapia, J. (2009) The Strategic Leader.
SLA Assessment
Refer to worksheet
Case Study
The Nissan Way
1. What examples of the 6 habits of
strategic leader can you identify in
the Nissan way?
Part 5
Leading and Managing Organization
Strategically
Impact of strategic thinking
to an organization success
Future focus
Openness
Breadth: very wide
Positive outlook/
proactive
Curiosity
Flexibility
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Step 1:
Set the Strategic Direction/Intent
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Problem in Setting the Future
Direction
• Paradigms
• Positive Thoughts
• Busy
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Looks Beyond
o o o
o o o
o o o
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What is a Paradigms Shift?
A set of rules & regulations that:
1. Defines boundaries
2. Tells you what to do to be successful
within those boundaries
3. Is used to “filter reality.” We use
paradigms to understand data and
information…. to order, relate and
control our reality.
(Kaufman, 2003)
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If we ignore paradigm shifts, then….
• 1. We get more of the same
• 2. We boil slowly to death like frog in a gradually
warming pot of water.
• 3. Miss out on new opportunities
• 4. We fall well behind our competitors
• 5. We lose control of the future & become its victims
• 6. We manage by crisis & become reactive
• 7. We become victims of short-term planning and
mortgage the future.
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SHIFT YOUR PARADIGM TO POSITIVE
PARADIGM.
POSITIVE THINKING
For
BETTER FUTURE
Effect Positive Thinking Future Thinking
Positive thinking is a mental attitude that admits

into the mind thoughts, words and images that are
conductive to growth, expansion and success.
• It is a mental attitude that expects good and
favorable results.
• A positive mind anticipates happiness, joy,
health and a successful outcome of every
situation and action.
• Whatever the mind expects, it finds.
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THE NEGATIVE
THOUGHT
• internal dialogue, much of it is negative. Thoughts

like, “I could never do that” and “What if I fail?”
can seriously impact the way we behave.
• Stress, apparently associated with attachment to
this negative internal dialogue, in turn, affects
every aspect of our lives.
• When we are stressed, specific hormones circulate in the body. Released
infrequently, these hormones are harmless, produced continuously, they are
associated with serious damage. Cardiovascular disease is related in part to
continuous bombardment of stress hormones and arterial damage caused by
free radicals created in the process.
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“ANTS: squash them
”
“When we direct our thoughts properly, we can control our emotions.” – W.

Clement Stone
In his book "Change Your Brain, Change Your Life," Dr. Daniel Amen talks about
"ANTs" – Automatic Negative Thoughts
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Conclusion: Change to Positive Thought
Because…..
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To think strategically, you have to move
beyond busy.
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Time management: Priority
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2. Putting Planning in its Place! (Stephen R. Covey)
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Action: Act Now?
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Step 2: Analyzing Environment
• Analyzing Environment
• Scenario Planning
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Collect right information? How?
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Aware of own
It’s irrelevant
worldview…
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Curious…
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Explore, learn, reflect
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Copyright ©2016 MBustamanAM IAB MOE 82
The Concept of Futures Thinking
“Futures Thinking or Futurism (as it is
called by certain circle), doesn't try to
predict the future, but rather to
illuminate unexpected implications of
present-day issues; the emphasis isn't
on what will happen, but on what could
happen, given various observed drivers
It's a way of getting new perspectives

and context for present-day decisions,
as well as for dealing with the dilemma
Explaining ‘What is
Futures Thinking?’ by at the heart of all strategic thinking: the
Jamais Cascio, one future can't be predicted, yet we have to
of the more prominent make choices based on what is to
writers regarding
Futures Thinking come”
One Future vs. Multiple Futures
Future A
One VS.
Future Future
Future B C
The first premise of Futures Thinking and Scenario Planning

is that there exist a multiple versions of the future and the choices
that we choose today may lead us on a different path.
The different paths will then bring us to different futures.
It may be ‘Future A,’ ‘Future B’ or ‘Future C,’ according to the
different paths that we take
Probable, Plausible, Possible and
Preferred Futures
Possible
'might'
happen
[basic range
of
alternatives]
Futures
The Concept of Scenario Planning
“A discipline for developing multiple imagined futures in which decisions
about the future can be played out.”
[Dr. Thomas Chermack (2011), Scenario Planning Institute, Colorado State University]
“A systemic method of thinking creatively about possible complex and

uncertain futures.”
[Gary Peterson et al (2003), University of Wisconsin]
“A tool for improving decision making against a background of possible future

environments”
[Dana Mietzner and Guido Reger (2005), University Potsdam, Germany]
“Scenario Planning is sometime called Scenario Thinking or Scenario Analysis”

Why Scenario Planning?
“Scenario planning makes sense
when you realize that all our
knowledge is based on the past
… but all our decisions are about
the future.
That is, most of what we need to

know in order to be able to make
a good decisions is outside our
realm of normal comprehension.
In other words, we don't even

know it's there - we don't know
what we don't know
Excerpt taken from
http://www.quesucede.com/page/show/id/scenario_pla
nning Hence, scenario planning is about
Why Scenario Planning?
“Scenarios are internally
coherent pictures of possible
futures.
They are among the most useful

tools and have a
wide range of uses.
They can dramatize trends and

alternatives, explore the impacts
and implications of decisions,
choices, strategies, and provide
insights into
cause-and-effect sequences”
Slaughter, R. (2000) Futures: Tools and

Techniques, Futures Study Centre,
Indooroopilly, Qld
Integrated Approach
Integrated
Integrated Approach Integrated
Preferred Disowned
Integrated Outlier
Example of
Issue: University of the Future Integrated
Preferred – University where all its graduates Disowned – Profit Oriented University (too
ends up being extremely useful and beneficial the extend of sacrificing their actual
for the whole world  Discover the purpose of being a U)
dengue vaccine
 Invented the first Money!
Hybrid Airplane
 Join MERCY M’sia
Money! And
 Become high some more
school Deputy HM Money!
who inspired all of
his Form 5
students to
achieve straight
A+ in SPM 2016
Integrated – University where values and Outlier – Student

profitability are given due attention Exceptional
Individual
as the University
(Undergraduates
Profit No. 1 learn from certain
Tertiary Sifu in the field
Education
That they want
to master)
Sifu
Timeline: 5 years in the future

Example of
POSSIBLE Issue: University
STRATEGIES of the Future Integrated
FOR MOE
Preferred – University where all its Disowned – Profit Oriented University
graduates ends up being extremely (too the extend of sacrificing their actual
useful and beneficial for the whole purpose of
world being a U)
Empower U so that everyone who enters Remind U of its real purpose of

the U become the best human being ever existence
Integrated – University where values Outlier – Exceptional Individual as the
and profitability are given due attention University (Undergraduates learn from
certain Sifu in the field they want to
master)
Profit
No. 1 Tertiary
Education
Advice U to try to combine the preferred and Even though it is relatively

the disowned for the best result possible improbable, it could be a viable
wildcard
Timeline: 5 years in the future
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Basic Process for GAP Analysis
What Do we need to Do to Get

there?
Desired
Where are we now? Gap State
Analysis Where Do we want to go?
Current How Do we do that ?
State
Step 3
1. Focus Areas /KRA
2. Specific Outcomes/Objectives
3. Alignment
4. Measure/KPI
5. Strategies
Key Result Area
• KRA’s group strategic objectives into a small
number of ‘areas’, which make sense.
• Focuses effort on a limited number of issues
• Prevents fragmentation of effort
• Facilitates communication
• KRAs define what must be done to
achieved the mission & vision. (Niven,
2003)
• They are long-range performance
targets that are consistent with an
organization’s mission, usually
requiring a substantial commitment of
resources and achievement of short-
term and mid-term supporting plans.
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Alignment with Vision & Mission

School Strategy Mapping - 2011
Our students enjoy a Our students strive Our students are
CUSTOMER
positive and towards academic well rounded &

enjoyable learning excellence excel in all fields Our students enjoy a safe,
experience Our students welcoming, efficient,
The individual comfortable and family
demonstrate
needs of each oriented environment
exemplary
student are met
behaviour
Effective teaching Providing quality &

methods that instil Consistent discipline varied extra curricula
activities
INTERNAL
the joy of learning
Responsive curriculum Ongoing maintenance Providing opportunity

that encompasses the & upgrading of for Learning religion
motto “work, play and facilities Principles
learn together”
Knowledgeable, efficient,
Safe welcoming, efficient,
LEARNING
competent, nurturing & Ample supply of

highly motivated staff comfortable facilities and resources – teaching aids,
who display our core working environment technology, equipment
values
FIDUCIARY
Transparency & Financial viability

Accountability
IUM 2015 Strategic Direction: Towards becoming a Research-Intensified University
C1. S1.
F1.
Stakeholder
Achieve status as a Produce well- S2.
Achieve
Financial
Customer
leading international rounded Become centre of

budgetary
academic & research personalities and reference in niche areas
sufficiency and
institution imbued with employable of research
efficiency
Islamic values graduates
P1.
P2. Research & Academic Excellence
Intensify quality research
Strengthen output and publication
quality
integrated P4.
curriculum Increase academic staff who are
Internal Process
engaged in high impact research

P5.
P3. Have a significant pool
Strengthen of distinguished scholars
postgraduate P6.
studies Secure bigger
research grant
P8.
Increase income
contribution from
P7. SBUs/RMC/IHSB
Enhance quality service
& Growth
Learning
L1. L2.
L3. L4.
Strengthen staff Ensure quality of research
Improve library facilities to Enhance morality within
development and facilities through key
support research the university community
competency compliance
IIUM Strategy Map 2007-2015
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5
How to Measure the Achievement of Objectives?
Kaplan (2003):
• If we can’t measure our processes, we can’t
manage our processes
• If we can’t manage our processes, we can’t
change our processes for improvement
• If we can’t improve our processes, we can’t
meet or exceed our customers’ expectations
• MEASURE - MANAGE – CHANGE - EXCEED
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KPI’s
• Key performance indicators are measures for all
strategic objectives and core processes, to
answer the questions:
– How will you (we) know that you have
achieved your strategic objectives, or at least
are making progress towards achieving
them?
– How do you (we) know that your core
processes are working well
Performance Measures
• 1. Percentage of…
• 2. Number of… (hours, times per month, donation,
activities, km etc)
• 3. Frequency of ….
• 4. Level of ….
• 5. Total of …(score, costs, hours, ..)
• 6. Average
• 7. Grade
• 8. Ratio of
• 9. Degree of
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What is target?
• Targets are quantified and time-based
• Target: Desired level of performance *a
performance measure (e.g., % of customer
satisfaction target = 95%)
(source: Balanced Scorecard Institute, USA. 2005)
* Remember to set the baselines or take of values

(TOV)/ a point to start measurement)
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Designing Good KPIs
Objectives – what are we trying to achieve?
• May be more than one indicator for each objective.
• Each objective will have strategies on how to achieve them.
Indicators – what are you going to measure?
• Used to assess the present state of progress and to suggest an appropriate
course of action.
Measures – how are you going to measure it?
• Can be qualitative or quantitative data related to inputs, progresses or outputs.
Targets – what is the result that you want?
• Can be minima targets, stretch targets or a combination.
Results – what have you actually achieved?
Constructing Good KPIs
Objectives
• High quality training / teaching.
Indicators
• Student satisfaction with the training/ teaching they experience.
Measures
• Mean student response per class to the question e.g. Overall, how satisfied are you
with this teacher/trainer?
• On a 1 to 5 Likert-type scale or (IAB- Percentage of satisfaction)
Targets
• At least 3.6 on a 1 to 5 scale, or (IAB- 80%)
• Best in class compared with benchmark partners. ( Case IAB – INTAN)
STAKEHOLDER PERSPECTIVE
Strategic Strategic Measures (ST–2010; LT-2015; BL-2006) Strategic Initiatives Strategic Initiatives
Objective 2007 Accountability
KPI Target KPI Owner
ST / LT
S1. S1.1 DR-S&AA 1. Finalize IERS survey for Department of

Produce Rating of IERS for students as the focus target Psychology IRKHS by
well-rounded students audience end of May 2007
personalities
and
employable
graduates
S1.2 BL: 60.87% DR-S&AA As per Office of DR-S&AA ACSD, S-DEV

Percentage of Balanced Scorecard 2007-2010
graduates employed ST: 70% 1. Enhance entrepreneurship as
at the point of employment option
convocation LT: 80%
-Student Bazaar
-Create opportunities through
strategic partnerships
2. Finishing School Programme
as graduation requirement
21/5/2016 @ mbam IAB 2013 112

21/5/2016 @ mbam IAB 2013 113
RECORD YOUR LEARNING
WHAT DO YOU LEARN? MY ACTION
SELF
WORK PLACE
21/5/2016 @ mbam IAB 2013 114

SAMPLE OF ACTION PLAN
OBJECTIVES:
KPI & TARGET (MIN 3 YEARS):
TARGET
STRATEGY PROGRAMMES/PROJE KPI
(CURRENT YEAR)
CTS
21/5/2016 @ mbam IAB 2013 115

SAMPLE OF OPERATIONAL PLAN
OBJECTIVES:
STRATEGY PROJECTS/PROGRAMMES KPI TARGET/YEAR
PROJECT A % of…. (eg: 10%)
OPERATIONAL PLAN PROJECT A .

ACTION
ACTIVITIES (list of detail action) (flow chart) KPI & TARGET
A. 1.
2.
B 1.
21/5/2016 2. @ mbam IAB 2013 116

Part 6
Execution of Plan

Working in a Strategic Way
Means that Leaders:
Trust the Process –
They are able to use the habits that comprise the

strategic leadership method – Anticipating
environmental change , Articulating a statement of
intent, Aligning people, processes, and structures,
and Assuring that the organization produces the
intents it seeks and to enable the organization to
find its future and make it happen.
Flexibility dan Simplicity
21/5/2016 @ mbam IAB 2013 119

Innovative and creative
21/5/2016 120
@ mbam IAB 2013
'No' and 'don't' are two words that
stop the creative process.
…
• Two-year-olds hear these words from
morning to night.
• On one hand, this activity is necessary to
protect children from injuring themselves.
• On the other hand, it begins the process of
making creative choices feel uncomfortable.
21/5/2016 @ mbam IAB 2013 121

Don’t Give Up On Your Goal
One little tiny frog

The Story of The
Geese
Accept diversity
21/5/2016 124
@ mbam IAB 2013
ANCHORING can limit strategic
thinking
• When faced with a
choice, we may
ANCHOR on a certain
good outcome we
think will occur.
• It can be hard to
remain open to other
options or
implications.
• Anchoring is often the
result of over-the-top
urgency to “just do
21/5/2016
something.”
@ mbam IAB 2013 125
‘compassionate’ & generous.
21/5/2016 126
@ mbam IAB 2013
Trade Off
21/5/2016 @ mbam IAB 2013 127

Managing Risk
21/5/2016 @ mbam IAB 2013 128

21/5/2016 @ mbam IAB 2013 129
Leader Structural Tactics
MAKE TARGET
CONCRETE AND CLEAR
Tie Rewards to
Performance and
Individual Growth TRACK PERFORMANCE
and Contribution
High
Recruit for Performance
Cultural and Teach the
Performance Fit Organization’s
Point of View
MAKE LEARNING A
E MPOWER PRIORITY

Main References
MBustaman-IAB KPM 15 131

2.
THANK YOU
From
Muhd Bustaman Abdul Manaf
Institute Aminuddin Baki
Ministry of Education
bustaman@ iab.edu.my
0199890524
21/5/2016 @ mbam IAB 2013 135

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Bringing the High Performance Habits to Life

hak milik mbustamanIAB.KPM 2

2. Elements of Strategic Leadership

3. The Importance of Strategic Leadership

4. How to think and act Strategic Leaders

1. How to Lead Like a Strategic Leader

Strategic leadership is the ability to make

What is going What needs

Understanding the concept of a tree requires more

Strategic Thinking Skills Assessment

• Integrating the future into

Mindset is the way you think about

Unfortunately, “We can't solve problems

“Think & Act Differently”

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• Refer to Worksheet: Strategic

The Takeaway - A shared statement of intent forms a

Reframing refers to the leader’s ability to switch attention across

• refers to leaders’ ability to see systems

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2. Identifying and understanding the mental models

1. Reviewing and reframing your own and others’

21/5/2016 @ mbam IAB 2013 46

• Develop action plan to improve the weakness

21/5/2016 @ mbam IAB 2013 49

Artistry is the ability to apply an

to assure that the organization’s purpose is

The Takeaway - Leaders use the habits of

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Positive thinking is a mental attitude that admits

• internal dialogue, much of it is negative. Thoughts

“When we direct our thoughts properly, we can control our emotions.” – W.

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It's a way of getting new perspectives

The first premise of Futures Thinking and Scenario Planning

“A systemic method of thinking creatively about possible complex and

“A tool for improving decision making against a background of possible future

“Scenario Planning is sometime called Scenario Thinking or Scenario Analysis”

That is, most of what we need to

In other words, we don't even

They are among the most useful

They can dramatize trends and

Slaughter, R. (2000) Futures: Tools and

Integrated – University where values and Outlier – Student