CEO SUMMIT 2011 REVIEW

CEO SUMMIT 2011 and BOOK LAUNCH “50 Successful Managers of Pakistan” which was scheduled on April 28, 2011 at Royal Palm Golf & Country Club Lahore. More than 500 Professionals, CEOs, Directors, Management GURUS, Educationist, Entrepreneurs, and Business Leaders participated in this Corporate Mega Event. The Theme of that Mega Event was “Developing Future Leaders, Managers and Entrepreneurs”.

Areas of discussion were:

1. Developing Emotionally Intelligent Managers and Leaders
2. Moving from Transactional to Transformational Leadership
3. Leading and Managing Change in Crisis
4. Women as Leaders & Entrepreneurs – Challenges and Opportunities
5. Role of OD and Corporate Culture in Employee Engagement
6. The ART (Attaining, Retaining, and Training) of Talent Management
7. Building Strong Employer Brand for Business Growth and Success

 IMRAN KHAN | Chairman Pakistan Tehreek-e-Insaaf

“Transformational Leadership”

He is founder of PTI. The main focus of his party is to bring justice to the people of Pakistan, largely via an independent judiciary.  Imran Khan is also a special representative of Unicef and Chancellor of Bradford University. His honours include Hilal-i-Imtiaz; Imran Khan is renowned for is leadership skills as a captain. Under his captaincy, Pakistan won the 1992 Cricket World Cup. Imran Khan is also the Chairman of the Mianwali Development Trust, which is building the Namal College in Mianwali as an associate college of Bradford University.

Key Points: Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. The important factor is the leader buys into it, hook, line and sinker. 

SIRAJUDDIN AZIZ | CEO, BANK ALFALAH

“In Search of Leadership”

A professionally qualified and an experienced banker with 33 years of proven accomplishment in all major executive functions covering areas like Strategic Planning & Direction, Capital & Profit Planning, Risk Management, Marketing, Foreign Trade, Corporate Credit, Treasury, Training & Development and Correspondent Banking etc. in various Financial Institutions in Pakistan, China, Hong Kong, U.K, Nigeria and U.A.E.

In addition to the above and by virtue of being a core and senior member of banks’ Management Teams/Committees, have also been actively involved in overseeing the entire spectrum of banks’ operations in various banks during past 18 years.

Key Points: Leaders are resilient and flexible. History is littered with heroes who failed. An ad agency reportedly fired Walt Disney for lack of drawing ability. If people don’t have close friendships on the job and they don’t have a leader who really cares about them, there’s no chance that they’ll be engaged. This can be exhibited through conversation about people’s performance or their positioning etc.  A great way to assess someone during an interview is to ask about mistakes they’ve made. You’re looking for signs of self-awareness, humility, resiliency, and learning agility

Life was simple and everyone lived happily until one day this deviant, truant, non-complying, impish and trouble-mongering word found its escape from the Oxford dictionary and dashed its way right into the heart of the business dictionary! Lo and Behold! Its sudden entry stole the thunder of all the remaining jargon in the book and a furor followed.

HAMID FAROOQ | Senior Executive Vice President, PTCL  

“Managing change in crisis”

An accomplished executive with a wide-ranging, senior level general management experience in service, energy and telecom sectors. Results oriented, dynamic leader, with proven success in highly competitive market. Effective combination of Managerial and Leadership Skills, with expertise in the operational disciplines of Sales & Distribution, Marketing, Strategic Planning, Customer Service, Transportation & Logistics, Budgeting, Forecasting and Financial Management, Inventory & Warehousing, Staffing, Human Resource, Purchasing, Contracts Administration, Quality Assurance, Project Management and, Government Relations.

Key Points:Anywhere, anytime, a crisis may strike without warning and can escalate to a point where they just won't go away. Change results from the pressure of both internal and external forces in the organization. It strikes the existing equilibrium or status quo in the organization. Organizations that learn and cope with change will thrive and flourish and others who fail will be wiped out ultimately. Under these extra ordinary situations one requires a great vision and courage to see the need for change and to achieve it in advance of a crisis. More often, even the proactive leaders do not pre-empt the crises and find themselves in it when it’s too late.

IJAZ NISAR | Founder & President, Manager Today

“Motivational Guru”

His participants call him a “Motivational Guru”. Ijaz Nisar is the founder & President of Manager Today magazine and CEO of Leading Edge, HR & training consultancy. He is a Leading Inspirational Speaker, Corporate Trainer, an Author and Management Consultant. 

Key Points: People require different degrees of motivation, feedback and inspiration and it is the role of the leader to identify their individual traits and adapt their own leadership style accordingly. Trust and respect are vital for the success of a leader; if you don't develop these amongst the people you work with, all is lost. Leaders are only as powerful as their teams. No leader is powerful enough to overcome a team that doesn't really believe in them and want them to be successful, unless they are a tyrant! But actually isolating the characteristics of great leaders is not easy. At the top level, leaders are a difficult bunch to classify. They do not exhibit the same traits – the spectacularly successful are, by definition, unusual. Trying to group them together is a forced and artificial process. It simply isn't right to say "leaders are charismatic" or "leaders are focused", because there are plenty of great leaders who are neither. Neat definitions don't work. Leaders need to accept the blame if things go wrong – and expect similar standards all the way down the chain. Market credibility and staff morale are just two areas that can take a hit if grand initiatives are announced but not executed. The answer is simple: announce initiatives once you know they are working.

MOHAMMAD RAMZAN SHEIKH | CEO, Royal Palm Golf & Country Club, Lahore  

“The Art of Entrepreneurship, Lifelong Learning and Success”

Mohammad Ramzan Sheikh carved out an unparalleled golf and country club in the heart of Lahore. He is CEO of Mainland Husnain Pakistan which is a group of companies, the multibillion-turnover group, which employs a workforce of more than 7000 is among one of the largest in the country.

Key Points: The Meaning of Leadership, The value of Strategy, The Effectiveness of Negotiation, The Power of Networking, The Mystery of Numbers, No alternate to Hard Work, Every Challenge brings another opportunity. 

WALI ZAHID | CEO, Skill City

“Leadership Re- Focus”

Wali is an international consultant, speaker, leadership trainer and executive coach. He is CEO of Skill City, a new-generation learning and development regional firm. Wali has trained thousands of managers and business leaders in the past 15 years from most Fortune-500 companies.

Key Points: To achieve anything worthwhile and which also has a scale, we need five BIG things:

Let’s zoom out, zoom in and then zoom out! Let’s zoom out for the first two. We need what I call will and skill.

Will = desire, hunger, drive, ambition, willingness, your reason for being, mindset to achieve your big goal. Skill = ability, competence, capability, something you are known for, niche, skillset that help you to achieve your big goal. These two are our big-picture needs.

Dr. FAISAL SULTAN | CEO, Shaukat Khanum Memorial Cancer Hospital and Research Centre

“Professional Ethics at Work Place”

Dr. Faisal Sultan is a US-trained infectious diseases specialist. He has served on expert committees in Pakistan in the area of HIV-AIDS and on the Human Papilloma Vaccine Advisory Committee of the WHO. He is a member of the academic council of the University of Health Sciences, Lahore and is a fellow of the Royal College of Physicians of Edinburgh and the College of Physicians and Surgeons of Pakistan.

Key Points: Education and training in the values and identity of an organization help to remind and reinforce these values. Effective communication and monitoring are crucial to create the systems which can disseminate and evaluate, which then lead on to appropriate reward and (occasional) punishment. Professions are vocations that often require a high degree of skill or education and are often placed in high esteem by society and granted autonomy and self-regulation. Classic examples are the legal, medical, engineering and accounting fields but there are numerous others.

ANDLEEB ABBAS | CEO, FranklinCovey Pakistan

“Transactional to Transformation Leadership”

Andleeb Abbas has been in the field of training and consultancy for the last 15 years. She specialized in strategic leadership and marketing strategy and has trained the top management of many local and multinational organizations. She is the CEO of the world’s largest training and consulting multinational – FranklinCovey Pakistan.

Key Points: The impact of a transformational leader reverberates long after he is no longer there and it is this moral longevity which makes him larger than life. All transformational leaders like the Prophet (PBUH), Quaid e Azam or Nelson Mandela are people who never gave a thought on the personal hurt and damage that the process of transformation may cause, rather they sacrificed their own bodily and worldly comforts to alleviate the anguish of the masses.