Leader of the pack March 2011
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Leader of the pack March 2011

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Half day interactive open workshop in Toronto on leadership.

Half day interactive open workshop in Toronto on leadership.

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Leader of the pack March 2011 Presentation Transcript

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