Culture Transformation Journey | GM Workshop Malaysia Aviation Group March 2023

Recap on MAG 6 Beliefs | Our 6 Beliefs are the critical enablers to deliver our LTBP 2.0 Strategy People are Our True North It’s about our people being the soul and strength of the organisation – it is the people that makes the difference.

Safety & Security are Our DNA It’s about creating a physically, psychologically and mentally safe environment for all staff, customers and business partners

Digital is Our Universe It’s about embracing technology and innovating the way we do things

Customer is Our Centre of Gravity Customers are the reason we exist; it is our aim to put a smile on their faces

Sustainability is Our Mission It’s about ensuring continuous long-term success from a business, governance, community and society standpoint

Integrity is Our Commitment It’s about no short cuts; it’s about acting with courage and conviction to do the right thing for our company, customers and people at all times

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People are Our True North The Heart and Soul of the Organisation Unity & Collaboration We demonstrate unity, collaboration and team-orientation

Role models, presents and advocates an image of unity and collaboration to bridge different generations, teams and businesses

Develop & Enable

Speak ill about other leaders/teams/colleagues in front of others

We demonstrate people-centric behaviours by focusing on developing and enabling people for success Champions a people-oriented culture by celebrating and recognising employees’ efforts and successes

Trust & Empowerment We treat people with trust/respect and empower them to do their best work

Slow in praising and recognising employees' contribution and efforts out of fear that it will create jealousy and disharmony

Models the culture of empowerment through appropriate delegation and empowerment for team to complete the tasks

Micromanages employees' tasks and deliverables even when they are competent

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Building Trust

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Building Trust Framework High

Allies They share our vision/ goals and want to succeed in a way that we believe in

AGREEMENT

Bedfellows

Opponents

Allies

They are your friends! You share a comfortable relationship due to a past history, though due to your positions, you disagree on the current issue.

Fence Sitters

Bedfellows People who are aligned with our objectives but, don't give us the whole story. You risk a split between those who support you if you ignore them.

Adversaries

Opponents Adversaries

Low

People become adversaries only when our negotiations to build agreement and develop trust has failed.

Low

TRUST

High

Fence Sitters Will simply not take a stand for or against us

Strategy to manage the different groups of individuals Strategy for Involving Allies

Strategy for Influencing Opponents

Affirm agreement on the purpose or project

Acknowledge doubts & vulnerability

Reaffirm the quality of your relationship

Ask for advice and support

Strategy for Encountering Bedfellows Affirm agreement on the purpose of your project

Acknowledge the caution that exists

Try to state their position

State your position

Affirm your foundation of trust

Engage them in a problemsolving dialogue

Letting Adversaries Go Attempt to communicate your understanding of their position in a reasonable way

Identify your contribution to the problem State your position

Clearly state your expectations

Try to negotiate the terms of your relationship

Strategy for Encouraging Fence Sitters State your position on the Project/ Goals/ Objective/Vision

Ask where they stand and listen carefully Apply gentle pressure

End meeting with your plans, but no demands

Try to state their position

Creating an Action Plan to Manage a Diverse Stakeholder Group

1.

Spend some time to categorize the various team members at your work team into the types as discussed and defining an action plan to handle each of them effectively

Name of Stakeholder Group

Category

Action Proposed

1.

2.

Think about an important objective for which you must build support. Using the framework developed in the note, identify the level of support you can expect to receive from key colleagues. You might keep in mind the following questions as you work through your diagnosis

2. 3. 4. 5.

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Situational Leadership

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Follower Styles in Situational Leadership Framework

Competence

High

D3 - Capable but Cautious Performer

D4 - Self Reliant Achiever

Low Commitment, High Competence

High Commitment, High Competence

D2 - Disillusioned Learner

D1 - Enthusiastic Beginner

Low Commitment, Low Competence

High Commitment, Low Competence

Low

Enthusiastic Beginner • Willing and enthusiastic but lack the ability to complete the task at hand

Disillusioned Learner • Generally lacking the specific skills required for the job in hand and lacks any confidence and / or motivation to tackle it.

High Commitment

Capable but cautious performer • Experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well / quickly Self-reliant achiever • Experienced at the job, and comfortable with their own ability to do it well

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Leadership Styles in Situational Leadership Framework Directing • Goal achievement is the focus of this approach • The leader tells people what to do and how to do it

High

Supportive Behavior

S3 – Supporting

S4 – Delegating

S2 – Coaching

Coaching • Leader focuses communication on both goal achievement and maintenance of subordinates • Leaders "sell" their ideas and message to get group members to buy into the process

S1 – Directing

Low

High Directive Behavior

Supporting • Leader does not focus exclusively on goals but uses supportive behaviors that bring out the employee’s skills • The leader offers less direction and allows members of the group to take a more active role in producing ideas and making decisions Delegating • Leader offers less task input and social support, facilitating employees' confidence and motivation • Group members tend to make most of the decisions and take most of the responsibility for what happens 10

Identifying your Leadership Style

You may fill up the Leadership Behaviour Analysis to identify your leadership style Click Here to access the questionnaire If you are unable to click the link, please copy and paste the link below into your browser https://online.fliphtml5.com/jqhpr/vvro/

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Identifying commitment & competence level of team members towards task Role of team member 1.

Tasks they should perform Task 1

Task 2

Task 3

2.

Task 1

Task 2

Task 3

Competence level to complete the task

Commitment towards task

Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could

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