Leading questions

by Toronto Training and HR

February 2013

Contents

3-4 Introduction to Toronto Training and HR

5-6 Disciplines of effective leadership7-8 Leadership priorities9-10 Base-building priorities11-12 What great leaders give13-14 Contexts15-16 Things which leaders can do17-18 Criteria to evaluate leaders19-20 Drill A21-22 The leadership dilemma23-24 New reality basics25-26 Leading by persuasion27-28 Trying too hard to impress29-30 Guiding principles of great leaders31-32 Restructuring distressed organizations33-34 Inspirational leadership35-36 Drill B37-38 Creating an organizational creed39-40 The leadership contract41-42 Teamwork essentials43-44 High-performance leadership45-46 Drill C48 Case study49-50 Conclusion and questions

Page 3

Introduction

Page 4

Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

10 years in banking

10 years in training and human resources

Freelance practitioner since 2006

The core services provided by Toronto Training and HR are:

Training event design

Training event delivery

Reducing costs, saving time plus improving employee engagement and morale

Services for job seekers

Page 5

Disciplines of effective leadership

Disciplines of effective leadership

• Self-control

• Patience

• Compassion

• Decide

• Courage

Page 6

Page 7

Leadership practices

Leadership practices

• Model the way

• Inspire a shared vision

• Challenge the process

• Enable others to act

• Encourage the heart

Page 8

Page 9

Base-building behaviours

Base-building behaviours

• Credibility

• Trust

• Communication

• Consistency

• Resilience

Page 10

Page 11

What great leaders give

What great leaders give

• Glimpse of vulnerability

• A peek inside

• Undeserved compliment

• A nudge

• Unexpected attention

• Employees a break

• A hat rack

Page 12

Page 13

Contexts

Contexts

Page 14

Page 15

Things which leaders get wrong

Things which leaders get wrong

• Time needed to do things

• Relative importance of people and ideas

• What other people hear you say

Page 16

Page 17

Criteria to evaluate leaders

Criteria to evaluate leaders

• Technical competence

• People skills

• Conceptual skills

• The ability to track and record results

• People taste

• Judgement

• Character

Page 18

Page 19

Drill A

Page 20

Drill A

Page 21

The leadership dilemma

The leadership dilemma

• Cannot trust

• Cannot cope

• Cannot accept

Page 22

Page 23

New reality basics

New reality basics

• Trust as the new currency

• Time as the new etiquette

• Behavioural integrity as the new walk-the-talk

• Today’s truths as the new reality

• Titleless leadership as the new mindset

Page 24

Page 25

Leading by persuasion

Leading by persuasion

TOOLS NEEDED

• Threats or consequences

• Passion, pathos

• Humour and wit

• Imperfection

• Surprise

• Wonder

Page 26

Page 27

Trying too hard to impress

Trying too hard to impress

• Put-downs don’t build you up

• Hogging the stage/spotlight

• Trying to be clever

• People pleasers, command control

• Fights are almost never fights-to-the-death

• Criticism should be seen as constructive

• False pride is a killer

Page 28

Page 29

Guiding principles of great leaders

Guiding principles of great leaders

• Committed to double-digit growth

• Let go

• Make lots of small bets

• Ensure that everyone knows the strategy

• Get everyone to think and act like the owner

• Good stewards

Page 30

Page 31

Restructuring distressed organizations

Restructuring distressed organizations

• Understanding the true meaning of the CEO and President

• Learn to whisper

• Interact with employees at all levels

• Demand excellence

• Consider failure

• Foster communication

Page 32

Page 33

Inspirational leadership

Inspirational leadership

• Create value

• Inspire greatness

• Improve continually

• Charisma

• Humility

• Challenge people

• Trust

• Learn while teaching

Page 34

Page 35

Drill B

Page 36

Drill B

Page 37

Creating an organizational creed

Creating an organizational creed

• Do background research

• Interview leadership

• Hold focus groups to hear stories

• Produce a briefing document

• Write your creed

• Build support

• Integrate the creed into the culture

Page 38

Page 39

The leadership contract

The leadership contract

• Leadership is a decision-make it

• Leadership is an obligation-step up

• Leadership is hard-get tough

• Leadership is a community-connect

Page 40

Page 41

Teamwork essentials

Teamwork essentials

• Total commitment

• Empathy

• Adversity management

• Mutual respect

• We thinking

• Ownership of project

• Relinquish ego

• Kinetic leadership

Page 42

Page 43

High-performance leadership

High-performance leadership

• Questions to ask

• Behaviours that get leaders fired

Page 44

Page 45

Drill C

Page 46

Drill C

Page 47

Case study

Page 48

Conclusion and questions

Page 49

Conclusion and questions

Summary

Videos

Questions