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One day open training event held in Toronto, Canada.
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Leading people better during 2012
by Toronto Training and HR
January 2012
Contents3-4 Introduction to Toronto Training and HR5-6 Definition7-9 Managers or leaders?10-12 Roles of the leader13-15 Emotional intelligence16-19 Servant leadership20-23 Continuum of behaviour24-25 Ways to manage risk26-29 Take it away!30-31 The phase model of decision-making 32-33 Navigating with a leadership compass34-35 Preparing a business for sale36-37 Purposeful leadership38-44 Impacts on the effectiveness of leaders 45-47 Advancing leadership in a fast-changing world 48-51 Better leadership development-questions to ask52-54 Taking an interactive and experiential approach55-59 The fundamentals of leader development60-63 Assessing the level of dysfunction in the team 64-65 Impact of less than optimal leadership practices66-68 Key leadership challenges69-70 What can wise leaders do?71-72 Leading with humility73-74 How to help leaders delegate75-77 Why can’t some leaders connect with people78-80 Factors to be met to deliver sustainable high performance81-84 Leading with dignity85-87 Leadership pipelines88-90 Leadership traits91-102 Case studies103-104 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- Improving employee engagement &
morale- Services for job seekers
Page 5
Definition
Page 6
DefinitionWhat is leadership?
Traits related to leadership successLeadership competencies
Page 7
Managers or leaders?
Page 8
Managers or leaders? 1 of 2
MANAGERSStrategyStructureSystems
Page 9
Managers or leaders? 2 of 2
LEADERSStyleStaffSkillsShared goals
Page 10
Roles of the leader
Page 11
Roles of the leader 1 of 2Co-ordinatorPlannerPolicy makerExpertExternal group representativeController of internal relationsController of rewards and punishmentsArbitrator and mediator
Page 12
Roles of the leader 2 of 2Role modelSymbol of the groupIdeologistParent figureScapegoat
Page 13
Emotional intelligence
Page 14
Emotional intelligence 1 of 2FOUR DISTINCT ELEMENTSAbility to perceive how oneself and other people are feelingAbility to access or generate emotions in oneself as a means of assisting thoughtAbility to understand emotions and emotional reactions to eventsAbility to manage or regulate emotions in oneself and others
Page 15
Emotional intelligence 2 of 2FIVE SEPARATE COMPONENTSSelf-awarenessSelf-regulationMotivationEmpathySocial skill
Page 16
Servant leadership
Page 17
Servant leadership 1 of 3
LeadingServing
Page 18
Servant leadership 2 of 3
A clear and understandable rationale for the organizationService-placing each colleague in an environment that supports their very best work
Page 19
Servant leadership 3 of 3
TO CULTIVATE THIS, BE PREPARED TO:Listen wellExplore understandingChallenge the status quoBe honestLive your guiding principlesKeep track of your own impact and gather feedback regularly
Page 20
Continuum of behaviour
Page 21
Continuum of behaviour 1 of 3
At one end the leader makes all the decisions and announces themThe leader sells the decisionThe leader presents ideas and invites questionsThe leader presents tentative decisions subject to changeThe leader presents problems and asks for suggestions, then makes the decision
Page 22
Continuum of behaviour 2 of 3
The leader defines the limits and asks the group to make the decisionAt the other end the leader permits the group to function within limits defined by others
Page 23
Continuum of behaviour 3 of 3
TellsSellsConsultsJoins
Page 24
Ways to manage risk
Page 25
Ways to manage riskEmbed a risk cultureGet your contracts rightHave an overview of riskKeep an eye on cashDon’t just tick the boxesKeep on top of invoicingMake sure IT security is up to date
Page 26
Take it away!
Page 27
Take it away! 1 of 3Seek first to understand before expecting to be understoodBefore changing a process, find out what the current process is and why it is that wayGet to know your team individuallyCommunicate clearly, both in writing and verballyIf you say you are going to do something, do itAlways be on time
Page 28
Take it away! 2 of 3Lead by example (Working 80 hours a week is not setting a good example by the way… this will only make your team feel that you expect the same of them)Respect the ideas and opinions of others, even if they are different from your ownCount to 10 before you reactGive and receive timely feedback to and from all levels of your organizationMake decisions
Page 29
Take it away! 3 of 3If you make a mistake, take accountability and learn from itBe availableMake time for your employeesIf you don’t know an answer, admit it, find it out and report backGive credit where credit is dueSay thank you and reward often
Page 30
The phase model of problem-solving
Page 31
The phase model of problem-solving
Identify the performance challenge that requires actionDetermine your goalsGenerate multiple optionsForecast their possible outcomesMake your decisionPlan and implementMonitor and adapt as needed
Page 32
Navigating with a leadership compass
Page 33
Navigating with a leadership compass
NavigateEmpathizeSelf-correctWin and win
Page 34
Preparing a business for sale
Page 35
Preparing a business for sale
Mould the business to the marketKeep cash in the companyAttract a buyerTiming is criticalTake the right advice
Page 36
Purposeful leadership
Page 37
Purposeful leadership
HOW CAN IT BE ACHIEVED?Inspire others to achieve peak performanceDirect others by setting clear expectations and SMART objectivesEvolve thoughts, data and ideas into decisions by using critical thinkingAct decisively whilst staying on schedule
Page 38
Impacts on the effectiveness of leaders
Page 39
Impacts on the effectiveness of leaders 1 of
6Social identification with the corporate elite Previous experience of:Strained marital relationship Strained relationship with childHealth problem of loved oneStrength of personal tie to alters Social interaction with alters
Page 40
Impacts on the effectiveness of leaders 2 of
6Social identification with the corporate elite Demographic similarity to alters:Age Education Functional background Board control over management Common board appointments Strained marital relationship
Page 41
Impacts on the effectiveness of leaders 3 of
6Demographic similarity to alters:Strained relationship with child Health problem of loved one CEO social identification with the informalsupport groupNumber of informal support group membersexperiencing problemsReceipt of strategic advice from fellow directors
Page 42
Impacts on the effectiveness of leaders 4 of
6Demographic similarity to alters:Number of personal problems of fellow directors known to focal CEOProvision of social support Receipt of social support from informal supportgroup members for:Strained marital relationship Strained relationship with child Health problem of loved one
Page 43
Impacts on the effectiveness of leaders 5 of
6Receipt of social support from informal supportgroup members for:Social support from personal friends Social support from family membersExperience as CEO Corporate diversification Return on assetsAppointment of alter during CEO’s tenure
Page 44
Impacts on the effectiveness of leaders 6 of
6Receipt of social support from informal supportgroup members for:Mentoring of lower-level managers Providing encouragement to lower-levelmanagersSeeking input from lower-level managers Seeking information from lower-level managers Soliciting advice and counsel from outsidedirectors
Page 45
Advancing leadership development in a fast-
changing world
Page 46
Advancing leadership development in a fast-changing world 1 of 2
Building a larger, stronger pipeline of future senior executives by balancing the talent available from internal pools with the targeted new capabilities that can be acquired through external recruitmentDevising better approaches to career development conversations and plans, and to building the capabilities among high-potential employees to handle complexity
Page 47
Advancing leadership development in a fast-changing world 2 of 2
Planning and organizing talent flows internally and externally on a multinational-even global-scaleEncouraging leadership training by, for instance, establishing or augmenting corporate “universities”
Page 48
Better leadership development-questions
to ask
Page 49
Better leadership development-questions to
ask 1 of 3When was the last time one of your key objectives rested on your HR function’s capacity to place leaders in the right roles at the right locations?Can your managers and leaders quickly change course, innovate, and team with key line leaders as an equal partner to improve performance?Are you aware of the risks if you do not have leader successors named?
Page 50
Better leadership development-questions to
ask 2 of 3Do you have leaders with 21st century skills to drive the business goals?Do your leaders share personal stories to encourage adoption of the expectations regarding leaders’ behaviours?Is your leadership development approach closely tied to your business goals?To what extent is your leadership development linked to your other talent processes?
Page 51
Better leadership development-questions to
ask 3 of 3Does your LD stretch your leaders’ exposure and experience to all parts of the business?Do your leaders have the acumen and agility to improve organizational capability and to avoid serious missteps and points of strategic failure?
Page 52
Taking an interactive and experiential
approach
Page 53
Taking an interactive and experiential approach 1 of 2
Engage executivesAlign leadership strategy and developmentto business strategyDefine business-driven leadershipcompetenciesDevelop all leaders
Page 54
Taking an interactive and experiential approach 2 of 2
Integrate leadership development with other talent processesApply targeted leadership development solutions
Page 55
The fundamentals of leader development
Page 56
The fundamentals of leader development 1 of 4
Understanding the short-term focus of management, but using the long-term view of leadershipMonitoring and managing a healthy ego, emotional intelligence and ethics
Page 57
The fundamentals of leader development 2 of 4
Using effectively five sources of power:Intrapersonal powerKnowledge powerInterpersonal sensitivityPosition powerPolitical powerLearning to use and expand a coachable leader’s sphere of influence beyond the sole useof position power
Page 58
The fundamentals of leader development 3 of 4
Communicating comprehensivelyDialoguingListeningEmpathizingAttending Presenting Yourself,SpeakingNetworking
Page 59
The fundamentals of leader development 4 of 4
Learning the dynamics of work groups as they develop into effective teamsAligning work systems using the interplaybetween individual performance, team performance and work systems
Page 60
Assessing the level of dysfunction in the team
Page 61
Assessing the level of dysfunction in the team 1 of
3 QUESTIONS TO ASKDo team members openly disclose their opinions? Do they come to decisions quickly and avoid getting bogged down by consensus?Do they confront one another about their shortcomings? Do they sacrifice their own interests for the good of the team? Are meetings compelling and productive?
Page 62
Assessing the level of dysfunction in the team 2 of
3 DYSFUNCTIONS TO ADDRESSAbsence of trustFear of conflictLack of commitmentAccountability avoidanceInattention to results
Page 63
Assessing the level of dysfunction in the team 3 of
3 TEMPTATIONS TO AVOIDPut personal status (or ego) over organizational resultsPut personal popularity ahead of holding people accountableBe certain v be clearCreate harmony at the expense of healthy conflictAppear invulnerable v building trust
Page 64
Impact of less than optimal leadership
practices
Page 65
Impact of less than optimal leadership practices
Employee retentionCustomer satisfactionOverall employee productivity
Page 66
Key leadership challenges
Page 67
Key leadership challenges 1 of 2
Strategic issues around creating an integrated and systematic process for identifying, assessing, and developing and retaining talent for leadership rolesAlignment challenges ensuring leadership is in step with strategy and that the competencies being groomed across the leadership pipeline will deliver the capabilities required and the results desired
Page 68
Key leadership challenges 2 of 2
Talent areas involving building a steady and ready deep bench of leaders available to fill any gaps that surfacePerformance aspects ensuring that leaders are effectively and efficiently producing the goods and services that meet and exceed customer needs
Page 69
What can wise leaders do?
Page 70
What can wise leaders do?
Judge goodnessGrasp the essenceCreate shared contextsCommunicate the essenceExercise political powerFoster practical wisdom in others
Page 71
Leading with humility
Page 72
Leading with humility
What humility isWhat humility is notAdding humble behaviours
Page 73
How to help leaders delegate
Page 74
How to help leaders delegate
Think return on investment (ROI)Think developmentThink strengths Think outside of your peopleAvoid setting others up to failAvoid dumpingAvoid delegating unprocessed workAvoid micromanagingAvoid confusion and frustrationSee delegation as a reward for a job well done
Page 75
Why can’t some leaders connect with people?
Page 76
Why can’t some leaders connect with people 1 of 2
Care too much about what others think of themFear making mistakesFeel they need to do something huge to improveor change themselves before they will be ready for othersDo not feel good enough about themselves, theirskills, or their experienceAre hiding something about their backgroundwhich they feel does not measure up
Page 77
Why can’t some leaders connect with people 2 of 2
Are told by people who either care about them orwho they look up to that they are gettingtoo full of themselvesAre told they do not belongAre unable to give themselves a break; they are too hard on themselvesThey lose themselves taking care of everyone else Try to package themselves as something they arenot to fit in, get a promotion or belong to something
Page 78
Factors to be met to deliver sustainable high performance
Page 79
Factors to be met to deliver sustainable high performance 1
of 2 Individuals and teams are clear about what is expected of them on a day-to-day basis as well as in the longer-termSuccess is recognized and celebratedPeople thrive in conditions where high performance expectations are accompanied by high support to achieve them
Page 80
Factors to be met to deliver sustainable high performance 2
of 2 Delegation and empowerment are the norm, being underpinned by good working relationships, a feedback culture, accountability and ownership,and clearly-defined goals“The we’re in it together” mindset is the foundation of high performing teamsHealthy competition exists in the form of shared learning and commitment to everyone’s development, and goals being aligned
Page 81
Leading with dignity
Page 82
Leading with dignity 1 of 3STEPS TO BECOME MORE AWAREKnow the inherent value and vulnerability of othersLearn how to treat yourself and others with dignityBe aware of the power you have to affect othersPractice ways to honour the dignity of othersAcknowledge the power of being vulnerable with othersRecognize how difficult it is for subordinates to speak up about dignity violations they experience from their leaders
Page 83
Leading with dignity 2 of 3HOW TO CREATE A CULTURE OF DIGNITYCommit to learning about the role dignity plays in establishing a healthy and productive work environmentMake an effort to honour the dignity of your employees, both in everyday interactions and in the policies you createCreate a culture where people feel safe to speak up about the dignity violations they experience
Page 84
Leading with dignity 3 of 3HOW TO CREATE A CULTURE OF DIGNITYTake action to address the situation when you learn that other managers are violating the dignity of others
Page 85
Leadership pipelines
Page 86
Leadership pipelines 1 of 2
Learning agilityIntelligenceValuesEmotionDrive
Page 87
Leadership pipelines 2 of 2
Corporate leadershipOperational leadershipFirst-line leadership
Page 88
Leadership traits
Page 89
Leadership traits 1 of 2
1. Advisor – what is the best thing to do?2. Connector – who/what can I connect to?3. Creator – what do I understand?4. Equalizer – what is the right thing to do?5. Influencer – how do I move you to act?6. Pioneer – what’s new?7. Provider – are you OK?8. Stimulator – where is the energy in this room and can I raise it?
Page 90
Leadership traits 2 of 2
9. Teacher – how can I/he/she learn?
Page 91
Case study A
Page 92
Case study A
Page 93
Case study B
Page 94
Case study B
Page 95
Case study C
Page 96
Case study C
Page 97
Case study D
Page 98
Case study D
Page 99
Case study E
Page 100
Case study E
Page 101
Case study F
Page 102
Case study F
Page 103
Conclusion & Questions
Page 104
Conclusion
SummaryVideosQuestions
