Six secrets of transformational leadership | University of Oxford

Six secrets of transformational leadership

Speaker
Dato’ Sri Idris Jala
Event date
Event time
18:00
Venue
Blavatnik School of Government
Radcliffe Observatory Quarter
Oxford
Oxfordshire
OX2 6GG
Event type
Lectures and seminars
Event cost
Free
Disabled access?
Yes
Booking required
Required

Visiting Fellow of Practice Dato’ Sri Idris Jala will deliver a lecture titled "Six Secrets of Transformational Leadership".

In his public talk, DS Idris Jala will be sharing his six secrets of transformational leadership in which he has developed over his years as a turnaround specialist, Minister in the Prime Minister’s Department and CEO of PEMANDU. In summary, the secrets are:

Play the game of the impossible - when setting goals, set them very high, to the brink of impossibility because by pursuing impossibility, people will move out of their comfort zone and achieve their true potential and capability threshold.
Use Key Performance Indicators (KPIs) as anchors - identify the outputs and activities necessary to ‘move the needle’ and anchor them on KPIs. This allows ruthless focus on things that are most important to achieving the True North.
Discipline of action - reform should be broken down into highly detailed activities with funding and responsible persons. The real work occurs in defining action at three feet, not just planning at 30,000 feet.
Exercise situational leadership - a good leader must read organizational signs and adapt their style to the situation. Normally, at the start of a reform process, a leader may need to be more directive, especially when uncertainty and anxiety is generating resistance. As fear settles and consensus emerges, a leader’s style should become more empowering.
Build a winning coalition - build and maintain collaborative networks, recognizing conflicting views and political polarities
Accept “divine” intervention - regardless of how much effort is invested, humans have limited control of what ends up happening. We operate in highly complex systems and a leader must acknowledge this uncertainty.