Leader of the pack March 2011

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Half day interactive open workshop in Toronto on leadership.

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Leader of the pack March 2011

  1. 1. Leader of the pack<br />by Toronto Training and HR <br />March 2011<br />
  2. 2. Contents<br /> 3-4 Introduction to Toronto Training and HR<br /> 5-6 Definition<br /> 7-8 Drill A<br /> 9-11 Theory X and Theory Y<br /> 12-13 Respect<br /> 14-15 Vision<br /> 16-17 Leading talent<br />18-19 Challenges of leadership<br /> 20-25 Elements of lasting success<br /> 26-28 Female leaders<br /> 29-30 Controlling your inner elephant<br />31-32 Developing leadership skills<br /> 33-35 Challenges to prepare for leadership<br /> 36-38 Becoming a leader <br /> 39-44 Tips for better leadership <br /> 45-46 Drill B<br />47-50 Case studies<br />51-52 Conclusion and questions<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Definition<br />
  8. 8. Page 6<br />Definition<br />LEADERSHIP<br />
  9. 9. Page 7<br />Drill A<br />
  10. 10. Page 8<br />Drill A <br />
  11. 11. Page 9<br />Theory X and Theory Y<br />
  12. 12. Page 10<br />Theory X and Theory Y 1 of 2<br />THEORY X leaders assume that most people dislike work, lack ambition, and desire no responsibility and accountability. Leaders who see their employees in this counter-productive way have<br />disengaged workers and low retention rates and struggle to motivate individuals.<br />
  13. 13. Page 11<br />Theory X and Theory Y 2 of 2<br />THEORY Y leaders assume that people tend to be ambitious, self-motivated, and not only accept responsibility but seek it. Managers with this view know that satisfaction comes from doing a good job and that employees are largely self-directed and thrive in autonomy.<br />
  14. 14. Page 12<br />Respect<br />
  15. 15. Page 13<br />Respect<br />You come to work grumpy<br />You micromanage your employees<br />You are too “hands off” and don’t hold employees accountable<br />You complain about the tough economy and lack of cash flow<br />You bring your personal life to work<br />You don’t deal with problem employees<br />You are always out of the office<br />You overreact when approached with concerns/problems<br />
  16. 16. Page 14<br />Vision<br />
  17. 17. Page 15<br />Vision<br />BIMBO<br />BOEING<br />Guidelines for a memorable vision statement<br />Vision examples<br />Guidelines for a mission statement <br />
  18. 18. Page 16<br />Leading talent<br />
  19. 19. Page 17<br />Leading talent<br />An uncertain future<br />Balancing economic cycles and talent pipelines<br />Blended service models<br />Generational positional competition<br />Transparency of reward<br />Transforming interactions to boost engagement<br />Talent’s talent; the economy of executive experience<br />Executing capability<br />Smart HR<br />
  20. 20. Page 18<br />Challenges of leadership<br />
  21. 21. Page 19<br />Challenges of leadership<br />Lack of time for strategic planning <br />Too much time spent reacting to crisis<br />Ineffective communication with colleagues<br />Reluctance to delegate<br />Difficulty in recruiting the right people for the job<br />Avoiding having the “hard conversations” when necessary <br />A sense of overwhelm from constant interruptions <br />Feeling overworked, stressed and fed up <br />
  22. 22. Page 20<br />Elements of lasting success<br />
  23. 23. Page 21<br />Elements of lasting success 1 of 5<br />People who feel confident, valued and happy are successful.  This has been confirmed by a growing body of research which provides irrefutable evidence that this is indeed true. <br />It is important to involve people in creating the strategic vision and to develop a culture where everyone takes responsibility for making it a reality.  <br />Strategic planning is vital; it saves time, effort and money.  <br />
  24. 24. Page 22<br />Elements of lasting success 2 of 5<br />Communication requires active listening and a transparent, structured approach to decision making and dissemination.  Ignore this at your peril.<br />High expectations must be shared and explicit from the outset.  They began with the advert and the appointment process. Every person should know they are expected to work hard, to be a good team member and that they are a vital part of the team.  <br />
  25. 25. Page 23<br />Elements of lasting success 3 of 5<br />Creating a shared model of excellence is important.  What does being a good team member mean in your organization?  Does everyone comply?<br />The quality of performance from individuals, teams and as a whole should be consistently reviewed.  Asking the question ‘How can we be even better?’ and using the information to inform future planning, training and development is a vital part of this.<br />
  26. 26. Page 24<br />Elements of lasting success 4 of 5<br />The culture needs to be one of development rather than blame.  That being said every person should be expected to take responsibility for their contribution and performance or lack of it.  Good performance should be acknowledged and poor performance tackled early and constructively.<br />There is no room for ego.  Professionalism, emotional intelligence and a shared sense of purpose are the bedrock on which these principles lie. <br />
  27. 27. Page 25<br />Elements of lasting success 5 of 5<br />These should be modelled by every leader and become the norm for all.<br />The quality of your thinking determines the quality of the outcome.  It is important to develop positive thinking strategies throughout the organization.<br />It is important to maintain a sense of balance and a sense of humour.  Work can be enjoyable and fulfilling.  A well motivated workforce has much higher productivity and less absenteeism.  It makes economic sense.  <br />
  28. 28. Page 26<br />Female leaders<br />
  29. 29. Page 27<br />Female leaders 1 of 2<br />They place a high value on relationships and judge<br />the success of their organizations based on the quality of relationships within them<br />They prefer direct communication<br />They are comfortable with diversity, having been outsiders themselves and knowing what kind of value<br />fresh eyes could bring<br />They are unwilling (and unable) to compartmentalize<br />their lives and so draw upon personal experience to bring private-sphere information and insights to<br />their jobs<br />
  30. 30. Page 28<br />Female leaders 2 of 2<br />They are sceptical of hierarchies and surprisingly disdainful of the perks and privileges that distinguish<br />hierarchical leaders and establish their place in the pecking order<br />They preferred leading from the centre rather than the top and structure their organizations to reflect this<br />They ask big-picture questions about the work they do and its value<br />
  31. 31. Page 29<br />Controlling your inner elephant<br />
  32. 32. Page 30<br />Controlling your inner elephant <br />Review the day<br />Consult with one person<br />Calm down<br />Slow down your reactions <br />Create a mental picture <br />Repeat a mantra <br />Provide detailed structure <br />Try meditation <br />
  33. 33. Page 31<br />Developing leadership skills<br />
  34. 34. Page 32<br />Developing leadership skills<br />Self leadership skills<br />General skills and knowledge<br />Group leadership skills<br />Business leadership skills<br />
  35. 35. Page 33<br />Challenges to prepare for leadership<br />
  36. 36. Page 34<br />Challenges to prepare for leadership 1 of 2<br />Your job never stops, 24/7/365<br />You’re expected to provide answers quickly, and speed is of the essence (and yet not always prudent)<br />You are criticized and blamed publicly<br />You must be constantly learning on the job <br />You must deal effectively with conflicts<br />You must be clear about what drives you personally<br />
  37. 37. Page 35<br />Challenges to prepare for leadership 2 of 2<br />You and your team must be clear on the firm’s societal purpose, aspirations, values and core capabilities—and then create alignment<br />You need authentic self-assurance<br />You must develop other leaders and prepare a successor<br />You must deal with losing your leadership position<br />
  38. 38. Page 36<br />Becoming a leader<br />
  39. 39. Page 37<br />Becoming a leader 1 of 2<br />Take controlled risk and shows courage<br />in driving change<br />Communicate values and create a positive climate, empowering others and releasing their energies,<br />individually and collectively<br />Show transparency in communication and actions<br />Show strong organizational, prioritization and<br />planning skills<br />Show humility<br />
  40. 40. Page 38<br />Becoming a leader 2 of 2<br />Have strong financial planning skills<br />Have the ability to optimize workforce (both performance and behaviour)<br />Have a strategic vision, direction, and leadership<br />Be a creative problem solver<br />Be an entrepreneurial leader who embraces the mission/objectives of the organization<br />
  41. 41. Page 39<br />Tips for better leadership<br />
  42. 42. Page 40<br />Tips for better leadership 1 of 5<br />Lead by training others.<br />Never stop learning how.<br />Master the simple first.<br />Look for leadership in others.<br />Cultivate the right climate.<br />Be faithful to principle.<br />Be buoyant.<br />Be a good follower.<br />Learn to like people.<br />Be yourself all the time.<br />
  43. 43. Page 41<br />Tips for better leadership 2 of 5<br />Earn respect.<br />Inspire others.<br />Be exciting and enthusiastic.<br />Be confident.<br />Match people to the job.<br />Expect the best of people.<br />Keep your poise.<br />Be active.<br />Be humble, but not too humble.<br />Be consistent<br />
  44. 44. Page 42<br />Tips for better leadership 3 of 5<br />Be gracious.<br />Know your organization.<br />Be an attentive listener.<br />Follow the chain of command.<br />Learn from others.<br />Be cooperative in seeking answers.<br />Be interested.<br />Don’t show off authority.<br />Be thoughtful.<br />Criticize constructively.<br />
  45. 45. Page 43<br />Tips for better leadership 4 of 5<br />Admit your own mistakes.<br />Delegate authority.<br />Be firm but fair.<br />Plan programs in advance.<br />Study the great leaders.<br />Be affirmative.<br />Give credit.<br />Praise your people publicly.<br />Reprove tactfully.<br />Rate fairly.<br />
  46. 46. Page 44<br />Tips for better leadership 5 of 5<br />Keep people informed.<br />Respect the work of others.<br />Give reasons.<br />Talk directly, briskly.<br />Compromise, don’t appease.<br />Be good to yourself.<br />Be brave, not brash.<br />Be dynamic.<br />Cultivate a sense of humour.<br />Cultivate moral fibre.<br />
  47. 47. Page 45<br />Drill B<br />
  48. 48. Page 46<br />Drill B <br />
  49. 49. Page 47<br />Case study A<br />
  50. 50. Page 48<br />Case study A <br />
  51. 51. Page 49<br />Case study B<br />
  52. 52. Page 50<br />Case study B <br />
  53. 53. Page 51<br />Conclusion & Questions<br />
  54. 54. Page 52<br />Conclusion<br />Summary<br />Questions<br />

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