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Half day interactive open workshop in Mississauga on leadership.
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Leading from the front
by Toronto Training and HR
May 2011
Contents3-4 Introduction to Toronto Training and
HR5-6 Definition7-8 Difference between leadership and
management9-10 Drill A11-12 Competencies13-14 Expertise needed by non-executive
directors15-16 Challenges faced by CEOS17-18 New leaders19-20 Influencing behaviour21-22 Shooting oneself in the foot23-24 Bench strength25-28 Trends29-31 Planning to succeed32-33 Imperatives34-35 Factors of leadership36-37 Styles of leadership38-40 Criteria to consider41-43 Good leaders or great ones?44-45 Drill B46-47 Case study A48-49 Case study B50-51 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 course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Definition
Page 6
DefinitionLEADERSHIP
Page 7
Difference between leadership and management
Page 8
Difference between leadership and management
DEFINITIONCreating an agendaDeveloping peopleExecutionOutcomesDevelop yourself to meet the demands of the job
Page 9
Drill A
Page 10
Drill A
Page 11
Competencies
Page 12
CompetenciesChange managementAgilityFlexibilityCreativity and innovationCommunicationTeambuilding and collaborationEmotional intelligence and empathy
Page 13
Expertise needed by non-executive directors
Page 14
Expertise needed by non-executive directorsFinance
StrategyMarketingScience and technologyPeopleMedical and clinicalMergers and acquisitionsCorporate governanceDirector expertiseNetworking
Page 15
Challenges faced by CEOs
Page 16
Challenges faced by CEOsMoving from “business case” to “social business case”Stepping into the role of “ambassador”Repairing the corporate brand/imageMaking the board an allyBuilding a global talent pipeline Grappling with ChinaUnderstanding shifting employee valuesOperating in a world of social mediaDriving diversityManaging a globally distributed leadership team
Page 17
New leaders
Page 18
New leadersFIVE GROUPS AND FIVE CONVERSATIONSYour new leaderYour teamYour friendsYour new peer groupYour former boss
Page 19
Influencing behaviour
Page 20
Influencing behaviourManipulateInspire
Why?
What?How?
Page 21
Shooting oneself in the foot
Page 22
Shooting oneself in the footOveremphasizing personal goalsProtecting your public imageTurning competitors into enemiesGoing it aloneWaiting for permission
Page 23
Bench strength
Page 24
Bench strengthCOACHING or SELF-COACHINGThe coachee needs accurate data to understand the current “actual” and what winning looks likeThe coachee needs a Guide—someone who is in a position to observe his or her progress and help him or her stay on trackThe coachee or self-coachee must be willing to go beyond his or her comfort zone, drop defences and become vulnerable, to take a leap of faith inorder to improve his or her life
Page 25
Trends
Page 26
Trends 1 of 3Strong leaders drive strong performanceExecutive ownership spurs successTake leadership development to the next levelElevate HR to the top tableLink leadership development to outcomesMeasure, measure, measureIntegrate leadership development into risk management practices
Page 27
Trends 2 of 3APPLYING THE TRENDSGive leadership development a prominent place intheir overall business strategyAllocate sufficient time and resources to leadershipdevelopmentEmploy a creative approach to nurturing up-and-coming leadersGive emerging leaders face-time with topmanagement
Page 28
Trends 3 of 3APPLYING THE TRENDSIntegrate leadership development with recruitingand other talent initiatives for a synchronous effectTrack outcomes of leadership development programs with the goal of improving themAccount for potential talent liabilities in riskassessment and the organization’s overall riskmanagement strategyHold executives accountable for building for the future by improving their bench of talent
Page 29
Planning to succeed
Page 30
Planning to succeed 1 of 2
Role clarity and alignmentRe-contracting and building relationshipsAdapting to a sub-cultureEarly winsAccelerated learningTargeted development
Page 31
Planning to succeed 2 of 2
Senior management buy-inIndividual leadership development at senior levelsTeam developmentStrategic goal integrationA central succession planning systemTraining on providing feedback and empowering othersCorporate culture
Page 32
Imperatives
Page 33
ImperativesCreate and maintain a clear sense of purposeClarify and identify own value-added role as leaderAlign each person’s role to create focus and valueEquip people to competeSolve problems and remove performance barriersUse time with extreme careCreate a climate for better resultsFoster working relationships and teamworkProvide on-going feedback and coachingDevelop yourself to meet the demands of the job
Page 34
Factors of leadership
Page 35
Factors of leadership
The ledThe leaderCommunicationThe situation
Page 36
Styles of leadership
Page 37
Styles of leadership
AutocraticDemocraticCharismaticParticipativeTransformationalServant leadersLaissez-faire leaders
Page 38
Criteria to consider
Page 39
Criteria to consider 1 of 2
INTERNALPersonality mechanismsUnderstanding of the leader’s dutyPerformance
Page 40
Criteria to consider 2 of 2
EXTERNALEnvironment of organizationsClimate of organizationsCulture of organizations
Page 41
Good leaders or great ones?
Page 42
Good leaders or great ones? 1 of 2
Manage yourselfManage your networkManage your team
Measuring yourself
Page 43
Good leaders or great ones? 2 of 2
Do you understand what is required to become truly effective?
Do you understand what you are trying to attain?
PrepDo Review
Page 44
Drill B
Page 45
Drill B
Page 46
Case study A
Page 47
Case study A
Page 48
Case study B
Page 49
Case study B
Page 50
Conclusion & Questions
Page 51
Conclusion
SummaryQuestions