Leadership

in the New Normal:

Perspectives of a C-Suite Headhunter
& Board Member

Webinar Series
Pri Notowidigdo
PRI for People Matters Jakarta, Friday, 29 July 2021
 3 Questions

What are the key qualities of an effective

leader in the New Normal of VUCA
(Volatility, Uncertainty, Complexity, Ambiguity) ?

What are the challenges faced by leaders in

the New Normal??

What leadership framework can provide

benchmarks for the professional development
as well as the selection of leaders?

2 2
1 Leadership

3 Frameworks

4 Take Aways

2 Challenges

3
 vPolling 1: What is leadership?

1
Leadership
vWhat is a leader?
vWhat is the leadership challenge?
vWhat are the 5 core practices of
exemplary leadership?

4
 🔴
Leadership Defined
Polling 1
Select one answer below:

1. What is 1. Leadership is showing off your status and power.

Leadership? 2. Leadership is your position or title. The higher
your position the greater your leadership.
3. Leadership is leading and managing
transformational change.

4. Leadership is fostering a resilient and

purpose driven culture.

5. Leadership is creating value that endures.

5
6
Leadership is not
a position or a title.
It is action and example

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8
 . . . encourages
The leaders to behave the same way
Leadership that they encourage others to
Challenge behave,
with their own voice and values.

Source: Jim Kouzes and Barry Posner

9
 The
5 Practices
+
10 Commitments

of
Exemplary
Leadership

Source: Jim Kouzes and Barry Posner 10

- Jim Kouzes and Barry Posner
01 02 03 04 05
Focus on the Maintain the Maintain Take to make Lead by
situation, self-confidence constructive things better. example.
and self-esteem relationships with
issues, or your employers, initiative
behavior, not of others.
peers, and
on the person. Human dignity. managers.

The 5 Core Practices of Exemplary Leadership

Source: Jim Kouzes and Barry Posner 11

 v What is your UVP?
v A Practical Leadership Framework:

3
Qualities of an effective leader sought

2
by a How
C-Suite Headhunter? By an
Challenges

4
organization?
v The C-Suite
v Role of the Internal Audit Leader in the
New Normal?
v Leadership challenges in the New
Normal

12
qA positioning statement
qExplains what benefit you provide for your audience
qAnd how you do it uniquely well
qIt describes your target audience
(e.g. your audit client, a prospective employer, a prospective boss, etc.)
qIt describes the problems you solve
qIt highlights why you’re distinctively better than other people.

What is a UVP?
(Unique Value Proposition)

13
 What is Your UVP? (unique value proposition) 🔴

Select one answer below: Polling 2

1. I have a high level of discipline and

2. What is your UVP? demonstrate due diligence in my work.
(Unique Value Proposition) I have good communication skills and work well
2.
with diverse people.
3. I have extensive relevant work experience and
a good track record of achievements.
4. I have well-defined core values combined with
professional competencies that have contributed to a
sustainable results at work.
5. I believe that a balance of good character and
competency coupled with good communication
are essential for effective risk management. 14
 A
Practical
Leadership
Framework

for
Selection
and
Professional
Development

15
16
17
18
19
Competencies

versus

Character

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21
 –The
–Internal Audit
Role

22
The
CAE
Role

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 The 4 Faces
of

Internal Audit
Leadership

24
 Preparing
for the 1. Get in character 5. Embrace new
Chief Audit Executive 2. Sharpen your focus technologies
Role: 3. View reporting 6. Show, don’t tell
through a new lens 7. Cultivate relationships
4. Develop the talent 8. Start with a strategy
Key Lessons
Source: “Preparing for the Spotlight:
Lessons for CAEs,’ 2017

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Leadership Exercise

Discussion
Question

26
C-Suite
Journey

27
Accelerating
C-Suite
Transitions

Source: Spencer Stuart, 2018.

28
 v Alignment-Winning framework
v Trust
v Leadership styles

3
v Values
Frameworks v Mini case: A question of values
v Types of Leadership &
Competencies
v Challenges and responses in the
New Normal

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 Key
Challenges
Faced by
Banks

Sources: Cost Imperatives in

Banking, J2021

30
 New
Thinking
for Cost
Efficiency
Emerges

Sources: Cost Imperatives in Banking, 2021

31
VOSTK
Values = Objective +
Strategy + Tactics

Map

Source: Adapted by Joel Peterson,

“Entrepreneurial Leadership” (2020)
from Martin Bower, McKinsey

32
The 10 Laws
of
TRUST

Source: Joel
Peterson,
Entrepreneurial
Leadership, 2020

33
Leadership
Styles

Source: Daniel Goleman, 2020.

34
 ADAPTABILITY VALUES ARE,
FAMILY AND SHOULD
FRIENDSHIP BE, THE
CONTRIBUTING TO SOCIETY MEASURE OF
EMPATHY
WHO YOU ARE.
INTEGRITY

LEARNING

MEANING

PERSONAL GROWTH

RESPONSIBILITY

35
Mini Case
You have just come from a secret
meeting of the Board of Directors.

HOW STRONG You have a close friend who will be

ruined unless she can get out of of the
ARE market before the Board’s decision
YOUR VALUES? becomes known.

You happen to be having dinner at your

friend’s home this evening.

36
 FRIENDSHIP

q She has a definite right as a

VALUES CONFLICT: friend to expect you to alert her

WHAT RIGHT q She has some right as a friend

DOES YOUR FRIEND to expect you to alert her.

HAVE
TO EXPECT YOU q She has no right as a friend to
expect you to alert her
TO ALERT HER?
COMPLIANCE

37
 Values Conflict: Compliance versus Friendship 🔴

Polling 3
Select YES or NO below:
Consider your good
3. QUESTION: governance obligations as
a corporate Director
Would you tip your
friend off? Consider that friendship is
a core value for you.

YES NO
38
Howard Schultz,
CEO of Starbucks

39
40
 🔴
Types of Leadership & Competencies
Polling 4

1. What type of leader are you?

a) Strategic thinker
b) Tactical Planner
c) Operational doer

2. What are your top 3

competencies?
a) Communication
b) Connectivity
c) Courage and Perseverance
d) Credibility
e) Decisiveness
f) Emotional Effectiveness
g) Integrative Thinking
h) Situational Awareness

3. Why? What do your choices

reflect about you?
Ø For discussion in the session.
41
 1. Competencies – Learned
behaviours, skills, and knowledge

2. Critical Experiences – Make or

break situations
What 4 Factors

are Linked to 3. Personal Qualities – Character

Long-term traits and abilities
Success?
4. Derailers – Personal traits that
can undermine leadership success

42
 Drivers &
Derailers
of
Leadership ✅ Achievement Drive

❌ Need to Control
✅ Openness to Feedback

❌ Hostility

❌ Rigidity
43
 Becoming an
Effective Leader

Self Social
Awareness Influence Change Helping Impact
Awareness

Emotional The capacity Leadership + Don’t give a Develop the

Values +
Intelligence to have an Commitment + man a fish but right mindset
Leadership +
effect on the Communication + teach him how + skillset +
Communication
character or Vision + to fish. heartset
behavior of Stakeholder
someone. Engagement

44
 vA risk environment that is
increasingly global,
complex, and demanding
What is the vZero tolerance for failure
New New
Normal? vTransparency and business
sustainability

vStricter regulatory
requirements 45
 vPressure to Differentiate – An unrelenting
pressure to innovate and differentiate.
vExecute Strategy – Need to align the
organization to ensure employees are clear about
What are what needs to get done effectively.
the Key vLead transformational change – Need to
manage constant change across several aspects of a
Challenges business.
vCreate Enduring Value – Need to meet the
Facing high expectations of customers, boards, and
Leaders? shareholders.
vBuilding Future Talent – Need to build and
nurture the next generation of leaders.

46
Building
Agility and
Resilience

47
48
 1. Hold others accountable for high standards
of performance
2. Tackle tough issues and make difficult
Characteristics decisions through high touch
3. Communicate clearly the strategy across the
of Effective organization
Accountable 4. Express optimism about the company and its
future conveying hope and positive energy
Leaders 5. Display clarity about external trends in the
business environment in an honest and
transparent manner that manages fear,
stress, and anxiety

49
Organizational
Effectiveness
Framework

50
51
 1. Are we providing consistent, coherent, sustained, and visible
leadership in terms of how we expect our people to behave
when dealing with risk?
2. Can people talk openly without fear of consequences or being
Questions ignored?
3. How do we acknowledge and live our stated corporate values
for when addressing and resolving risk dilemmas?
4. How do the organization’s structure, processes and reward
the Board systems support or detract from the development of our
desired risk culture?
5. Do we have sufficient organizational humility to look at
ourselves from the perspective of stakeholders?
6. How do we support learning and development associated with
raising awareness and competence in managing risk at all
levels?

52
53
 Leadership Self-Rating 🔴

Polling 5
Select one answer below:

1. High: I am committed to and practise (a) self

development, (b) team development, (c) strategic
5. How would thinking and action, (d) ethical practice, (e)
you rate communication, (f) innovation.
yourself as 2. Moderate: I have a strong self-awareness of my core
a leader? values and competencies and am W.I.P. (work in progress)
to strengthen my leadership knowledge and skills.

3. Developing: I believe I have acquired hard skills in my

profession and want to learn more about the soft skills that
will enhance my journey to become an effective leader.
54
 1. Start with the man in the mirror (self-
awareness)
2. Know and embrace your core

4
values with integrity and courage; this will
Take Aways shape your decisions because values drive
behaviour.
3. Communication is paramount
4. Practise high touch as well as high tech
5. Embrace inner resilience, adaptability, and
prediction.

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56
Terima kasih

57
58
 Questions
Questionsto toRaise
Raise
inincase
casethere
thereare
areno
noimmediate
immediate
questions
questionsfrom
fromthe
theaudience
audience
1. What are the company’s expectations of your role as Chief Audit Executive?
2. What is the culture or “vibe” of the company?
3. What are tips for giving the best answer to why you you believe that you are the suitable
candididate for the CAE role?
4. What are the 6 best questions you absolutely must ask at a job interview?
a) What will be the biggest challenge for the person filling this position?
b) Why is this position available?
c) What would other employees say is the best part about working here?
d) Where do you see the company in 5 years?
e) What are the next steps in the interview process?
f) What is the best way to answer questions about your potential contributions to
the company?
✳ (Hint: Give examples of what you have accomplished in the
past and relate them to what you can achieve in the future using the STAR interview response
method - Situation + Task + Action + Result)

59
Appendix Pri
Notowidigdo’s Contact
Profile

60 60

Pri Notowidigdo
Senior Managing Partner
PRI for People Matters
The Trade Name for
PT Profesindo Reksa Indonesia (PRI)
Areas of Professional Competence:
v C-Suite Executive Search
v Executive Coaching & Mentoring
v Corporate Governance
• Pri Notowidigdo
v
v
Psychometric Assessment: Lumina Spark (Personality) & Leader Qualifications
Training & Development – Intercultural Effectiveness, Leadership & Communication
Work Experience:
§ PRI for People Matters, Arghajata Alliance, Senior Managing Partner, (2016-now),
§ Amrop Indonesia, Chairman & CEO, C-Suite Executive Search (1996-2016),
§ TASA International, C-Suite Executive Search Worldwide, Managing Partner,
(1994-1996),
§ PT Profesindo Reksa Indonesia (PRI), Management Consulting, President
Director, (1994-now),
§ KPMG, Partner-in-Charge, Human Resources Consulting Practice, (1987-1994),
§ Price Waterhouse, Group Manager, Human Resources Consulting, (1984-1987)
§ Canadian International Development Agency (CIDA), Planning & Project Officer,
Indonesia Desk, Bilateral Programme, Ottawa, Canada (1977-1984),
§ Canadian International Development Agency (CIDA), Asia Programme Manager,
Intercultural Training, The Briefing Centre, Ottawa, Canada (1977-1982)
§ Canadian University Service Overseas (CUSO), Education Programme Officer,
Ottawa, Canada (1975-1977),
§ Private Practice, Researcher - Intercultural Effectiveness & International
Development, Numerous Government of Canada Departments and Non-
Governmental Organizations in Canada, (1972-1975).
§ Executive MBA Programmes, Adjunct Business Practitioner Lecturer – Subjects:
Working Across Borders, Leadership, Strategic Communication, Global Outlook,
Good Governance, IPMI International Business School & Insitut Teknologi Bandung
(ITB), Telkom Corporate University, PGN Corporate University, (1994-2016).
Board and Advisory Work:
§ PT Bank CIMB Niaga Tbk, Independent Commissioner & Chairman of the
Nomination and Remuneration Committee (NRC), (2013-2020),
§ PT Bank CIMB Niaga Tbk, Vice Chairman of the Corporate Governance
Committee, (2015-2016),
§ PT Bank CIMB Niaga Tbk, A/Chairman, Integrated Corporate Governance
Committee, (2016-2017),
PT Profesindo Reksa Indonesia (PRI)
Member of Arghajata Alliance
Jakarta, Indonesia
T +62-21-769-1906
M +62-817-414-0547
+62-816-80-7211
E pri.notowidigdo@pri-for-people-matters.com
W http/: www.pri-for-people-matters.com
§ Edgenta Propel Indonesia, Commissioner, United Engineering Malaysia (UEM),
(2016-2020),
§ KNKG (National Committee on Corporate Governance), Member, (2016-now),
§ Arghajata Consulting, Partner Advisor, (2013-2016),
§ Melbourne Business School (MBS), Country Advisor, Executive Education
§
Programme (2015-2017),
Amrop Global Executive Board, Board Member, (2009-2011),
§ Semen Gresik Group, Independent Member, Nomination and Remuneration
Committee (NRC), (2006-2010),
§ Bank Muamalat, Independent Member, Nomination and Remuneration Committee
(NRC), (2009-2013).
§ International Monetary Fund (IMF), National Legal Reform Programme, Human
Resources Development Advisor, (2009-2010),
§ Zuellig Group, Business Development Advisor, (2008-2010),
§ IPMI International Business School, Member, Board of Advisors (2010-2012).
Industry Exposure: Professional Services, Financial Services. Education,
International Development, Mining, Cement, Pharmaceutical, Water, Energy, and
Manufacturing.
Professional Qualifications & Affiliations:
§ Certified Oversight Governance Professional (COGP),
§ Licensed Lumina Spark (Personality) Practitioner - Psychometric Assessment
§ Licensed Lumina Leader (Leadership) Practitioner - Psychometric Assessment
§ Member of Lembaga Komisaris & Direktur Indonesia (LKDI) / Indonesian
Association of Commissioners & Directors
§ Member of Association of Executive Search Consultants (AESC)
Publications: “Is Corporate Governance Relevant?: How Good Corporate
Governance Practices Affect Indonesian Organizations,” edited by Peter Verhezen,
Erry Riyana Hardjapamekas, & Pri Notowidigdo, Center for the Study of Governance,
University of Indonesia, 311 pages, (2012).
General: Hons BA & MA Programme at Carleton University, Ottawa, Canada. 30 years
overseas principally in Canada, India, and USA with 12 years overseas work experience
in Canada, USA, Africa, Asia, Latin America, Europe, and Australia. Back in Indonesia 61
since 1984. Fluent in English, French, Indonesian, and Javanese.
 Contact:
Contact Us Pri Notowidigdo
Senior Managing Partner

PRI for People Matters

The Trade Name for
pt Profesindo Reksa Indonesia
Arghajata Alliance

This is a sample text. Insert Corporate Address:

your desired text here.
(999) 999-9999
Indonesia Stock Exchange
Tower 2, 17/F
Jl. Jend Sudirman Kav 52-53
Jakarta 12190

(999) 999-9999 Workplace:

Jl. Jl Lebak Bulus 1, No. 16A
slidemodel.com Cilandak Barat
support@slidemodel.com Jakarta 12430

T +62-21-750-5695
M +62-811-91-4582
E pri.notowidigdo@pri-for-people-matters.com
W www.pri-for-people-matters.com
62