Professor Sattar Bawany
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About Professor Sattar Bawany
Prof Sattar Bawany is the Chief Executive Officer of Disruptive Leadership Institute (DLI) https://www.disruptiveleadership.institute/ and Certified C-suite Master Executive Coach of the Centre for Executive Education (CEE) https://www.cee-global.com/.
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, Sattar 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.
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 organizations focuses on developing the next generation of leaders including high potentials from a systemic perspective to achieve clearly defined business results. His speciality is effectively linking talent management processes to business outcomes.
He is also a frequent Key Note Speaker at international and regional Conferences, Workshops and Seminars and Management Retreats and Offsite on the following themes: Talent Management; Executive Leadership Development and Leading in VUCA and Industry 4.0.
Prof Bawany is an accomplished author and has published extensive series of articles on related topics such as Talent Management and Leadership Transition, including a Chapter on “Maximizing the Potential of Future Leader” in the Book “Coaching in Asia the First Decade.”
His book on “Transforming NextGen Leaders: Meeting the Leadership Challenges in the era of the Fourth Industrial Revolution (Industry 4.0)” (2019) published by Business Expert Press (BEP) LLC, New York, is available on Amazon.
Transforming the Next Generation of Leaders provide organizations with the systematic and fact-based leadership development approach and strategies they need to develop their high potential (future) leaders in today’s fast-paced highly disruptive, increasingly volatile, uncertain, complex, ambiguous (VUCA) and the digital-driven era of the Fourth Industrial Revolution (better known as Industry 4.0). https://www.businessexpertpress.com/books/transforming-the-next-generation-leaders-developing-future-leaders-for-a-disruptive-digital-driven-era-of-the-fourth-industrial-revolution-industry-4-0/
His latest book on “Leadership in Disruptive Times” also published by Business Expert Press (BEP) LLC, New York was published in July 2020. Leadership in Disruptive Times focusses on navigating the organizational challenges following the aftermath of the unprecedented global COVID-19 crisis by providing organizations with the relevant tools, frameworks and best practice approach to develop and map their own digital transformation journey in today’s highly disruptive, increasingly volatile, uncertain, complex, ambiguous (VUCA) and the digital-driven era of the Fourth Industrial Revolution (better known as Industry 4.0). https://www.businessexpertpress.com/books/leadership-in-disruptive-times/
Both books have been endorsed by leading global thought leaders and business practitioners including Dr. Marshall Goldsmith, #1 New York Times bestselling author of Triggers, MOJO and What Got You Here Won’t Get You There as well Thinkers 50 – #1 Executive Coach and the only two-time #1 Leadership Thinker in the World.
He holds an Executive MBA from Golden Gate University, San Francisco, CA and a Bachelor in Business Administration (Marketing) from Curtin University, Perth, Western Australia.
Prof Bawany is a Fellow of the 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 Practicing Member of the International Coaching Federation (ICF) and the International Association of Coaching (IAC).
Selected Videos of his past speaking engagements could be found at www.cee-global.com/mastercoach and www.youtube.com//ceeglobal/videos.
Books By Professor Sattar Bawany
The Trends in Executive Development report has been the leading compilation of research for organizations across the globe to benchmark their executive and high-potential development practices.
Today, after more than 35 years of research and reports, it has become a trusted resource and industry benchmark created for talent and leadership development professionals as well as executives who believe in developing their organization’s talent in a way that they become a competitive advantage.
This year, the study is based on the direct input of those who oversee the development of the organization’s leaders for 1,030 medium and large organizations as well as the insights and analysis of executive development experts and executives.
2020 gave us an eye-opening look at the capabilities of our leaders and the 2021 survey results identify both current and future trends impacting the executive development industry. Some of the most interesting highlights include:
- We can be innovative when we have to be.
- Compassion increased and may need to be emphasized going forward.
- We need
- leaders who understand the whole company and not just their silos
- critical thinkers at every level
- increased communication & transparency
- ability to lead through change, change, and more change
- employees who are empowered to use their critical thinking skills
- companies who are genuinely committed to equity & inclusion
More importantly, a collective look at the trends points toward an overall need pause and review what is working and what is not and make the appropriate adjustments.
“The 2021 Trends gave us more insight than we expected, and we are excited to share the results. With 2020 we learned a lot about our leaders and their capabilities, and that knowledge is exactly what organizations need to create powerful executive development that will help them lead through the tumultuous landscape and win in the marketplace.”
-Bonnie Hagemann, CEO, EDA, Inc.
The Benchmark Report provides a comprehensive examination of each of these trends, their implications, and ways to address them moving forward. Complete Study Results include:
- Highly Influential Conditions
- Key Competencies in Demand
- Top Priorities Moving Forward
- Leadership Teams
- Hot Topics in Executive Development
- Diversity, Equity, & Inclusion
- Layers of Leaders and the Leadership Pipeline
- Planning, Needs Analysis, & Strategic Design
- Expenditures, Policy, & Strategy
- System Design and Measurements
The right leadership is critical for organizations to thrive in a disruptive business environment. How should we define leadership in such an environment? Are the current leadership practices and competencies still relevant in the face of such disruption? What are the attributes of a “disruptive digital leader”? How can leaders set themselves up not only to survive but also to thrive in navigating the challenges of disruptive events and crises?
This book provides insights into an understanding of disruptive leadership. It explores the key success factors for digital transformation of organizations in the highly disruptive, increasingly VUCA-driven era of the Fourth Industrial Revolution (also known as Industry 4.0). The book also examines the fundamental qualities of disruptive leadership that would distinguish successful leaders as they guide their organizations through the impact of the COVID-19 pandemic and the digital transformation at the workplace.
A company’s leadership pipeline is expected to deliver its next generation of leaders who are capable of leading now. It is evident that conventional leadership development practices are no longer adequate. Organizations need to incorporate the next-generation leadership competencies globally in order to address the development needs of their rising leaders.
The current digital transformation that underpins the Fourth Industrial Revolution (also known as Industry 4.0) has ushered in a new business environment that is fast, open, and responsive, resulting in a number of organizational and leadership challenges. How do organizations develop the next generation of leaders to meet these challenges? This book is designed to provide insights into an understanding of the best practices and contemporary approaches to the identification, assessment, selection, and development of future leaders of an organization with a focus on executive and transition coaching as a development tool.
The report is published every 2-3 years and each time, before the report is complete, we have executive development professionals proactively reaching out to us asking when the next round of research is being released. They want to know what other companies are doing, what the latest trends are, and how the research can help them develop their current and future executives into inspiring leaders. Those of us who do the work feel privileged to help both the up-and-coming high potentials as well as the seasoned C-Suite leaders and board members gain the knowledge, skills, and confidence that they need to lead their organizations into the future. Perhaps in the past, executives were considered developed once they made it to the top 5% of the organization, but today, leaders understand that learning must be continuous from the first day on the job to the last.
One thing you will notice is that through the years some of the questions are dropped and new ones are added. Over time, the top priorities and key issues impacting executive development shift with the external landscape. What was once an important topic may begin to show up in the bottom 5% of responses year after year until we know that it is no longer an important trend, and we remove it from the survey. Conversely, when trends such as digital transformation become integral to successful leadership and organizational success, it is necessary to add response choices that include such trends.”
These rapidly evolving demands include everything from climate change to demography, shifting customer requirements and expectations, the rise of technology, globalization, new markets, and new attitudes toward work. Leaders must now operate in a way that inspires and engages people, while simultaneously addressing changing customer requirements and delivering results. And if that is not enough, all of this needs to be achieved with a sense of urgency, as the experienced leaders of the “Baby Boomer” generation continue to retire at a pace of 10,000 per day.
This somewhat unnerving time of change is challenging most leaders to find new ways to lead their organizations and achieve sustained success. More and more leaders fundamentally believe that there is more that they don’t know than what they do know about leading through the coming years.
All of these circumstances have created a thirst for leadership. People need leadership and the diverse and escalating demands on leaders are reflected in 2016 Trends in Executive Development: A Benchmark Report. Our in-depth assessment is based on survey results from 466 organizations worldwide, with contributions from Presidents, Senior Vice Presidents, Chief Learning Officers, and Heads of Executive and Leadership Development. Supplementary information included in the report comes from a variety of sources, including our extensive biennial survey, interviews with leading organizations and subject matter experts as well as briefings with faculty and external providers of custom executive development solutions.
The Report is the product of a collaborative partnership between Executive Development Associates, Inc. (EDA), Pearson’s TalentLens group, and Performance Assessment Network (PAN).
EDA has conducted executive development trends surveys in the United States, and more recently on a global basis, for over 27 years. Our research is designed to heighten awareness of the critical trends in executive development and to contribute to ongoing efforts to advance the state of the industry. Pearson’s TalentLens group has sponsored research, as part of their assessment business, which has been in existence for over 85 years. Pearson is committed to supporting research that increases the field’s knowledge of key talent assessment and management issues. Performance Assessment Network (PAN) joins us for the first time in 2016 as a research partner.