DEVELOPING

LEADERSHIP
COMPETENCIES

Brought to you by

Building People the Coaching Way

October 20,
DEVELOPING LEADERSHIP COMPETENCIES
2009

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All proposal information contain in this document is the sole property of PCW and therefore represents intellectual property and
copyright belonging to PCW. Proposal information shall be used only for the expected and agreed purpose(s) and shall not be used
for any other purpose or disclose to any third party under any circumstances whatsoever without permission from PCW.

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October 20,
DEVELOPING LEADERSHIP COMPETENCIES
2009

Developing
Leadership
Developing
Leadership

Leadership
Competencies

Competencies

EXTRAORDINARY LEADERS makes the whole greater

PREAMBLE than the sum of its parts. They consistently add value to the
organisation. They can get extraordinary results from ordinary
people. Average leaders usually wind up with ordinary results no matter how good their
people are.

There are even leaders who, unfortunately, drag their groups down so that they get
ordinary results from extraordinary people. The whole, then, becomes less than the sum
of its parts. These leaders have little, if any, value to themselves or the organisation.

As an extraordinary leaders, one has to learn how to coach, support and motivate their
team members well. If leaders don’t take the time to support their team members and
ensure their professional needs are being met, all other efforts are futile. And to
execute that effectively, the leaders themselves have to belief and be willing to
continuous learning and improvement activities.

As such, DEVELOPING LEADERSHIP COMPETENCIES is

designed and developed to achieve the following Key Learning & Development
Objectives (KLDOs);

i) To develop essential leaders’ competencies through indispensible skills, and

knowledge so that they are able to become a highly competent leader.

ii) To be able to interact harmoniously among each other with a common language
and operating within the common managerial guidelines.

iii) To infuse a sense of accountability and responsibility by embracing self-leadership

& self-management skills.

iv) To equip leaders with core coaching skills so that they can guide and support their
staff to progress at the same pace.

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DEVELOPING LEADERSHIP COMPETENCIES
2009

Taking a strategic view of the entire framework, the

THE imperative of a balanced learning and development
CONSTRUCT emphasis is necessary, in that participating leaders get to
appreciating the various profound leadership concepts
such as Servant Leadership, The 4E Framework, Transformational Leadership,
Situational Leadership Model & Level 5 Leadership on one end; and essential leadership
competencies such as activity management to corporate mentoring on the other end.

While there are many leadership competencies that are being practised in the real world
today, some of which cannot be easily distinguished between leadership domain or
management domain, great efforts have been invested here to look at the best practice
leadership development framework available in the world today. In the final analysis,
and having also taken into account of earlier discussions, the structure of this Leadership
Development Competencies is designed with your best interest in mind.

Leadership Development
Diagrammatically,
TIMELINE
Competencies is organised to take place over six
months. This is to ensure that the lessons learnt by the participants are given adequate
time to internalise as they apply them in their workplace dealing with daily on-going
work situations. By the end of the second day, participants would have worked on the
LEAP project. Ideally LEAP, or Lessons Execution Action Plan, shall be a joint project
between the participating leader and his/her immediate superior to implementation as
many lessons learnt as possible within the pre-determined time frame of between the
end of the formal program and the earliest Follow-up LEAP Session.

Based on past experiences, the Follow Up LEAP Sessions can be an excellent platform to
clarify confusions, boost motivation and instil stronger commitment amongst the
participating leaders.

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DEVELOPING LEADERSHIP COMPETENCIES
2009

FULS
Levels of Progress

FULS

FULS

FULS

FULS

FULS

1 2 3 4 5 6 Time in weeks

What Makes A Leader What Makes A GOOD Leader What Makes a BETTER Leader

What Makes A GREAT Leader What Makes an EXTRAORDINARY Leader What Makes an OUTSTANDING Leader

FULS Follow Up LEAP Session

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October 20,
DEVELOPING LEADERSHIP COMPETENCIES
2009

To reflect a progressive continuity throughout the leadership development

THE roadmap, names of each coherent module are coined to reflect a journey of
advancement. It starts with a typical What Makes a Leader and advance
PHASE until the ultimate What Makes an OUTSTANDING Leader.
S
The What Makes A Leader module kicks start the learning and discovery journey in the month
of July 2009, where the primary focus is to familiarise participating leaders with fundamental
concepts of leadership and core competencies. This module is designed to suit the supervisory
leadership level leading a section with 1 to 2 staff. Some of the deliverables expected from this
module include;

Activity management actives/experience + strategies + checklist

Planning & coordination actives + strategies + checklist

New leader 90-day action plan

Lessons Execution Action Plan (LEAP)

The next module illustrated in the diagram below is What Makes a GOOD Leader. This module
is designed to suit the line managerial level leading a section with 3 to 5 staff. As this module is
very much based on scenario-based learning, actives and group discussions/presentations, some
form of leadership experience is crucial as a basis of learning. Some of the deliverables expected
from this module include;

Servant leadership handouts

Team actives

Communication simulation + techniques

Motivating actives + tools + job aids

Lessons Execution Action Plan (LEAP)

Following on to that is the What Makes a BETTER Leader module. This is created to suit the
general managerial level leading a department of 6 to 10 staff. Similarly, this module is very
much based on scenario-based learning, actives and group discussions/presentations. Some of
the deliverables expected from this module include;

4E Framework Leadership handouts

Delegation framework + checklist

Self management actives + tools

Results orientation actives + strategies

Lessons Execution Action Plan (LEAP)

Subsequently, is the What Makes a GREAT Leader module, where it is crafted to suit the vice
presidential level leading a division of 11 to 16 staff. Having learnt and benefited from the
previous modules, it is now timely to introduce more behavioural-based interventions in order to
appreciate a different level of leadership awareness. Some of the deliverables expected from
this module include;

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DEVELOPING LEADERSHIP COMPETENCIES
2009

Transformational Leadership handouts

Persuasive & influential strategies

Practical steps to inspire others to do things willingly

Change management actives + work plans

Lessons Execution Action Plan (LEAP)

The fifth stage of the roadmap is the What Makes an EXTRAORDINARY Leader module, where
it is crafted to suit the senior management level leading a profit centre of 17 to 25 staff. At this
level the scope of activities concentrates on scenario-based management, role plays, leadership
experience and group interactions. Some of the deliverables expected from this module include;

Situational Leadership handouts

Thinking techniques

Decision making simulations + steps + job aids

Problem solving simulation + steps + job aids

Lessons Execution Action Plan (LEAP)

And ultimate module is the What Makes an OUTSTANDING Leader, where it is crafted to suit
the CEO level leading an entire organisation of more than 25 staff. Not only participating leaders
have a chance to put everything they have learnt thus far, it also gives them a perfect
opportunity to demonstrate their leadership skills through visioning, coaching and mentoring
exrcises. Some of the deliverables expected from this module include;

Level 5 Leadership handouts

Strategic vision masterpiece

Coaching simulations + approach + checklist

Corporate mentoring simulations + approach + checklist

Lessons Execution Action Plan (LEAP)

It is necessary to emphasise here that at every level of leadership development, there will be
sufficient time allocated for participating leaders to get involve in coaching forums with the
chief facilitator. On the second morning, a coaching format dialogue will take place between the
participating leaders and the chief facilitators on all areas pertaining to leadership at work. To
date, this exercise has been common voted by participants as one of the most valuable learning
experiences they had!

PCW always prioritise relevancy and effectiveness of all its learning & development programs. As
such, it is proposed here that the outline provided in this proposal is of a generic nature because
our experience has always revealed that new findings emerge as a result of the activities taken
place during Phase One.

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October 20,
DEVELOPING LEADERSHIP COMPETENCIES
2009

People Coaching Work’s (PCW for short) corporate motto is

APPROACH ensuring learning works in your organisation, which is also
serving as its mission statement. As such PCW has invested
significant amount of resources to learn how to make transfer of skills and knowledge
more consistent, more relevant, more effective as well as more efficient. This serves as
a strong campaign for PCW to strive and thrive as our clients’ ‘outsourced training
department.’

Over the years, PCW’s efforts have paid off when the approach or methodology adopted
has produced tangible positive results for its clients. This approach or methodology has
since been known as the LEARNTM Model and it looks like the diagram as illustrated
below. This model is the outcome of our consistent research on how to deliver learning
concepts that produces tangible impact, starting from the departments of the
participants and eventually on the overall business results.

NEXT
LESSON EXPERIENCE ASSIMILATE REFLECTION
STEP
(concept (what (what's (create
sharing) happened?) important?) meaning) (action
planning)

The explanation of each phase is as follows;

The LESSONING Phase – Concepts relating to the Key Learning Objectives are
collated and shared with participants via various means that accommodates visual
learners, auditory learners and kinaesthetic learners. The key focus area here is
knowledge, skills and abilities acquisition.
October 20,
DEVELOPING LEADERSHIP COMPETENCIES
2009

The EXPERIENCE Phase – When the key concepts are duly delivered,
participants progressed to experiential learning that involves either their own cases or
generic cases. The key focus area in this phase is to understand what had happened
and how did they reaction/respond to the situation.

The ASSIMILATE Phase – Teaching moments (also known as debriefing) is

what this phase is all about. Participants uniquely differentiate and prioritise what is
important (relevant) to them and what is not (relevant). The more active the
participants are in this phase the more value they get out of it.

The REFLECT Phase – A much neglected but essential activity is to allow

participants to have personal reflection time to individually create meaning within the
context of their unique cases. This is where participants put all the pieces together
based on their own work situations and conclude how and when to apply their new-found
knowledge, skills and abilities when they get back to work.

The NEXT STEP Phase – Participants shall wrap up the learning process by
formulating a pragmatic action plan to address pertinent, recurring and cancerous daily
work challenges. By the time they report back to work, they would already have a
solution to address those challenges. They just have to conveniently apply their new
competency to solve issues and improve their performance results!!

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 : : WHAT MAKES A LEADER : :
Key Objective:- Introduce essential leadership concepts and competencies that enable the leader to stay
above busy schedules through effective planning & coordination.

1) INTRODUCING LEADERSHIP
a. Leadership defined
b. Assessing your leadership ‘make-up’
c. Leaders and followers – the difference and what keeps them together
d. Introducing the twelve immutable laws of highly effective leadership
e. Leadership vs Management – why bother?
f. Traits that make leaders prominent

2) ACTIVITY MANAGEMENT
a. Current understanding on activity management
b. Recognising the perils of procrastination & other time wasters
c. Instilling the habit of the end in mind
d. Appreciating the Pareto Principle and how to make it work for you
e. Familiarising with common activity management tools

3) PLANNING & COORDINATION

a. Current understanding on planning & coordination
b. The wisdom of managing scarce resources
c. Working with the POWER of meetings
d. Four techniques to excellent project coordination

4) THE NEW LEADER’S 90-DAY ACTION PLAN

a. Understanding the importance of a systemic action plan
b. Take charge of the “on-boarding’ process
c. Get a head start before the first day

d. ThinkTeam
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DEVELOPING LEADERSHIP COMPETENCIES
2009

: : WHAT MAKES A GOOD LEADER : :

Key Outcome:- Ability to exhibit clear and effective communication amongst team members while working
harmoniously with and motivating them in a confident, positive and effective manner .

1) SERVANT LEADERSHIP
a. The What – History, Concept & Characteristics
b. The Why – Strengths & Uniqueness
c. The When – Best situations & conditions
d. The How – Framework, Process & Steps

2) TEAM RELATIONSHIP
a. Current understanding of team relationship
b. Watch out for the addiction of personal agenda over team agenda
c. Who is the team – understanding special needs of individual team members
d. Travelling the forming-storming-norming-performing-transforming path
together

e. Managing different personalities within a team

3) COMMUNICATIONS & INTERPERSONAL

a. Current understanding of communication & interpersonal traits
b. Why is it so easy to mis-communicate?
c. How to work with different types of feedback
d. Recognising the importance of “feel-good” rapport
e. Seek to understand through FOCUSED listening

4) MOTIVATION FOR COMMITMENT

a. Current understanding of motivation for commitment
b. One man’s apple is another’s poison – customise motivation factors
c. Understanding the complex dynamics of human needs and wants
d. Matching motivators to individual needs
e. Recognition! Recognition! Recognition! How to earn it?
October 20,
DEVELOPING LEADERSHIP COMPETENCIES
2009

: : WHAT MAKES A BETTER LEADER : :

Key Outcome:- Know-how to assist self & others to develop personally & professionally; ability to know
when to delegate and empower to whom and when so that the whole team adopts a
results oriented attitude .

1) 4E FRAMEWORK
a. The What – History, Concept & Characteristics
b. The Why – Strengths & Uniqueness
c. The When – Best situations & conditions
d. The How – Framework, Process & Steps

2) DELEGATION & EMPOWERMENT

a. Current understanding of delegation & empowerment
b. Causes of poor delegation - what should not be delegated
c. Recognising the RIGHT time to delegate
d. Knowing the difference between enforcement & empowerment
e. Six powerful steps to empower your team

3) SELF MANAGEMENT
a. Current understanding of self-management
b. Beware of the grip of disempowering habits
c. Managing conflicting personal values
d. Comforting techniques in dealing with stress
e. Developing a system of self accountability

4) RESULTS ORIENTATION
a. Current understanding of results orientation
b. Results rules, not effort!
c. Commitment to excellence as a way of life
d. Mastering the Achievement Mechanism
e. Setting individual performance targets to track progress
October 20,
DEVELOPING LEADERSHIP COMPETENCIES
2009

: : WHAT MAKES A GREAT LEADER : :

Key Outcome:- Proficiency in transforming team members into high performing eagles through effective
persuasion, influential, exemplary and change management skills.

1) TRANSFORMATIONAL LEADERSHIP
a. The What – History, Concept & Characteristics
b. The Why – Strengths & Uniqueness
c. The When – Best situations & conditions
d. The How – Framework, Process & Steps

1) PERSUASION & INFLUENCE

a. Current understanding of persuasion & influence
b. Mistaking authority over influence
c. Effective steps towards consistent persuasion and influence
d. Getting to know emotions and the five senses
e. How to persuade with integrity

2) LEADING & MANAGING PEOPLE

a. Current understanding of leading & managing people
b. Strive for ‘multiplied outcome’ instead of a ‘divided outcome’
c. Recognising what causes resistance
d. The differences of psychological types in people
e. To lead better, start measuring effectively

3) CHANGE MANAGEMENT
a. Current understanding of change management
b. Keeping Ahead with the times
c. Understanding the threat of uncertainties &
comfort zones
d. The change process
e. Building the momentum of change
October 20,
DEVELOPING LEADERSHIP COMPETENCIES
2009

: : WHAT MAKES A EXTRAORDINARY LEADER : :

Key Outcome:- Enable leaders to understand and appreciate how their thinking abilities can solve complex
problems and make right decisions that are timely regardless of the situation.

1) SITUATIONAL LEADERSHIP MODEL

a. The What – History, Concept & Characteristics
b. The Why – Strengths & Uniqueness
c. The When – Best situations & conditions
d. The How – Framework, Process & Steps

2) THINKING ABILITIES
a. Current understanding of thinking abilities
b. Appreciating the purpose of thinking
c. Thoughts on the four thinking styles
d. Formulating smart questions to aid thoughts
e. Tearing down mental blocks at work

3) DECISION MAKING
a. Current understanding of decision making
b. Working with the decision making process
c. Prioritising issues to achieve group consensus
d. Making good decisions under pressure
e. Familiarising with the common decision making techniques

4) PROBLEM SOLVING
a. Current understanding of problem solving
b. Taking a closer look on problems & problem solving
c. Working with the problem solving process
d. Familiarising with common problem solving tools
e. Managing conflicting human problems
October 20,
DEVELOPING LEADERSHIP COMPETENCIES
2009

: : WHAT MAKES A OUTSTANDING LEADER : :

Key Outcome:- Equip leaders with the ability to formulate & communicate the strategic vision powerfully
through high performance coaching & effective mentoring techniques.

1. LEVEL 5 LEADERSHIP
a. The What – History, Concept & Characteristics
b. The Why – Strengths & Uniqueness
c. The When – Best situations & conditions
d. The How – Framework, Process & Steps

2. STRATEGIC VISIONING
a. Current understanding of strategic visioning
b. What you see is what you get
c. Recognising the properties of a great vision
d. The Seven-Steps strategic visioning process
e. Concrete strategies to a successful vision implementation

3. HIGH PERFORMANCE COACHING

a. Current understanding of high performance coaching
b. Let’s GROW Together!
c. Understanding YOU as the coach
d. The essential core competencies to effective coaching
e. The ABCDE coaching approach

4. CORPORATE MENTORING
a. Current understanding of corporate mentoring
b. Knowing when to use mentoring
c. Recognising the essential phases of corporate mentoring
d. The key ingredients of a successful mentoring relationship
e. Learning how to learn – helping mentee develop better
October 20,
DEVELOPING LEADERSHIP COMPETENCIES
2009

FOUNDER,
CHIEF
EXECUTIVE
COACH,
MASTER
TRAINER
–
FOUNDER,
CHIEF
EXECUTIVE
COACH,
MASTER
TRAINER
–
MURPHY
LUM

MURPHY
LUM

CMC(Aust), DMS (UK), ITP (USA), TTT (Mal) ACB, ALB

MR.MURPHY LUM’s lifelong mission is to continuously learn from life experiences, to

consistently create exciting learning activities & programs based on personal & borrowed
wisdom; and to perpetually share them with others through his coaching, mentoring,
consulting & counselling skills. & experiences.

For several years now, Murphy has made a positive impact to the employees of Dhiraagu
(Maldives), Nokia (M) Sdn Bhd, News Straits Times Press Bhd., Faber Group Bhd, IBM Malaysia Sdn. Bhd,
Ericsson Expertise Centre Sdn Bhd, Panasonic Sales (M) Sdn Bhd, Perodua Sdn Bhd, Naza Kia Sdn Bhd, Tamco
Corporate Holding Bhd, Bozell Worldwide Sdn. Bhd., Hualon Corporation Sdn Bhd, Renesas Semiconductor
(Malaysia) Sdn Bhd, Mandarin Travel & Tours Sdn. Bhd., AIA Co. Ltd. (Singapore), and Dennis Wee Realty
Pte. Ltd. (Singapore), in areas pertaining Professional sales & service mindset & attitude, sustaining peak
performance in all situations and coaching & mentoring excellence.

Murphy is also known to be a passionate life-long learner, explorer & practitioner by his peers and
clients. He graduated from many world-class institutions including Excellerated Business School’s
“Instructors’ Training Program”, “The Secrets of Successful Facilitation” Workshop and The New Zealand
Learning Convention and Toastmaster International. Murphy is continuously in search of world-class
courses to upgrade himself!

In April 2007, he earned another prestigious accolade as a Certified Master

Coach (Behavioural Change) awarded by the prestigious Behavioural Change Institute
of Sydney. He was personally coached & supervised by the co-founder of the Institute,
Dr. Suzanne Skiffington, who is recognized for many years as the world’s leading
authority and educator in behavioural-based, professional leadership coach!
Murphy has also contributed immensely to the community. He was a member of the Young
Entrepreneurs Association of Malaysia (PUMM); the Technopreneur Association of Malaysia (TeAM); the
National Business Director for the Junior Chamber Malaysia from 2001/2002; the 48th President for the
Kuala Lumpur Junior Chamber; the Vice President – Education of Sunway Toastmasters Club from
2005/2006, where he won of the VPE Award 2005/2006 for his outstanding and dedicated support to his
club as well as the winner of the International Speech contest at the areas level in March 2007. Murphy was
unanimously elected as the President of Sunway Toastmasters Club and led it to be the President’s
Distinguished Club by achieving every single growth KPI set by Toastmasters International, USA!

Career-wise, he started out as a cost accountant in a Tumasek Pewter Sdn Bhd in 1992, where
he created the costing system in that company. In 1994, his entrepreneurial spirit led him to become the
understudy of a top management consultant in this region. Being a quick learner, Murphy set up his practice
own consultancy practice, 4i Resources in 1996, focusing on business process and systems optimisation. In
1999, he was head hunted to be a principal consultant for Cybertouch Sdn Bhd, in charge of the logistics
and distribution industry. In 2003, he was headhunted again to be the Managing Director of Agiga
WorldCom Sdn Bhd, where he popularised the web template business. In 2004, he started his own
human potential development company known as Mobiletivation Sdn Bhd and changed its name to
People Coaching Works Sdn Bhd in 2005 to reflect its core competencies leadership coaching.
October 20,
DEVELOPING LEADERSHIP COMPETENCIES
2009

This learning program outline contain herein is generic in nature. While the
CONTACT structure of the program remains, the content may be customized based on
your organisation’s prevailing issues or challenges.

At People Coaching Works, we consistently strive to make learning programs work for our
clients, hence protecting their investments in learning activities. We look at learning programs
as a means to solve challenges, which is the end. By employing our highly effective business
issue diagnostic tool, we are able to help organisation identify the Key Learning &
Development Objective(s) that directly addresses the earlier discovered issues or challenges.

When those issues or challenges are properly recognised and the Key Learning & Development
Objective(s) are SMARTly formulated, the customisation and delivery of the relevant learning
program(s) will naturally generate the desired outcome(s).

To acquire deeper appreciation on how these comprehensive learning solutions can add value
to your organisational development activities, kindly contact us at;

Mr. Murphy LUM CMC (Aust), DMS (UK), ITP (USA), TTT (Mal), ACB, ALB

Chief Executive Coach/Master Trainer

People Coaching Works Sdn Bhd (formerly known as Mobiletivation Sdn Bhd)

Hotline:- +6016 244 8530

Email:- murphy@coachingworks.com.my