Leadership development
by Toronto Training and HR
June 2014
CONTENTS
3-4 Introduction
5-6 The objective of leadership development
7-8 Start the process early
9-10 Areas to consider
1...
Page 3
Introduction
Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consul...
Page 5
The objective of
leadership development
The objective
of leadership
development
• Accelerate the process of
building consistent
performance in leaders
• Our view ...
Page 7
Start the process early
Start the
process early
• Easier to learn new
principles to practice them
correctly at a younger age
• Avoid acquiring bad...
Page 9
Areas to consider
Areas to
consider
• Choose the right problems
• Coach, coach and coach
some more
• Bring insight and rationale
• Maximise ...
Page 11
Moving forward
Moving
forward
• Emphasize promotions from
within
• Focus more on Generation Y
(born between 1977 and
1998)
Page 12
Page 13
Return on investment
Return on
investment
• Selection
• Program
• Outcomes
Page 14
Page 15
Soft skills
Soft skills • Definition
• Common soft skills issues
in the boardroom
• Signs that a board is ready
to address issues
• Ar...
Page 17
Mindfulness
Mindfulness
1 of 3
• Definition
• Strategic decision making
• Innovation and creativity
• Emotional intelligence
Page 18
Mindfulness
2 of 3
REASONS FOR ITS GROWTH IN
POPULARITY
• The increased complexity and
uncertainty of the business
world
•...
Mindfulness
3 of 3
REASONS FOR ITS GROWTH IN
POPULARITY (CONT.)
• Continuing reductions in the
cost of MRI scanning
result...
Page 21
Success factors for
leadership development
Success
factors for
leadership
development
• Motivation
• Team skills
• Learning ability
• Achieving results
• Planning an...
Page 23
Technical people
Technical
people
• Who are they?
• What are they like?
• What do they need?
• A learning model
Page 24
Page 25
Leadership development
in fast-growing economies
Leadership
development
in fast-
growing
economies
1 of 3
• Revise the curriculum for
leaders to include more
people skills...
Leadership
development
in fast-
growing
economies
2 of 3
CONTINUED
• Improve leaders’
performance management
capabilities
...
Leadership
development
in fast-
growing
economies
3 of 3
CONTINUED
• Get senior leaders involved
in developing leaders
• B...
Page 29
Engage in cross training
Engage in
cross training
• Identify your strengths
• Choose a strength to focus
on
• Select a complementary
behaviour
• De...
Page 31
Observing oneself as a
leader
Observing
oneself as a
leader
PERSONIFY THE SHADOW
• Tune to internal
conversations
• Raise awareness of
projections
• App...
Page 33
High potential leaders
High potential
leaders
• Components to build a
targeted selection process
• Questions to ask before
implementation
• Imple...
Page 35
Strategies for leadership
development
Strategies for
leadership
development
• Training as a learning lab
• Reconcile rallying points
• Untrain unproductive
beha...
Page 37
Potential problem areas
for leaders
Potential
problem areas
for leaders
• False innocence
• Myopia
• Reductionism
• Abdication
• Cowardice
• Abuse
• Corruptio...
Page 39
Questions to measure
improvement
Questions to
measure
improvement
• How confident do you feel
as a leader?
• How productive is your
team?
• How equipped is...
Page 41
Preparing for leadership
challenges
Preparing for
leadership
challenges
• Know what makes an
effective leader
• Establish a leadership
platform
• Set SMART ob...
Page 43
Leadership assessment
tools
Leadership
assessment
tools 1 of 4
FINDING VALUE
• New-hire fail rates
• Imperfect screening
• Science
Page 44
Leadership
assessment
tools 2 of 4
QUESTIONS TO ASK
• How is the tool validated, and
how extensive is that
validation?
• W...
Leadership
assessment
tools 3 of 4
QUESTIONS TO ASK (CONT.)
• What applicant volume can
the tool accommodate?
• Does the t...
Leadership
assessment
tools 4 of 4
QUESTIONS TO ASK (CONT.)
• Does the vendor adapt
content or delivery
methods?
• Does th...
Page 48
Making leadership
development effective
Making
leadership
development
effective 1 of 2
LEADERSHIP
DEVELOPMENT
PRACTITIONERS
• Measures
• Post-workshop
application...
Making
leadership
development
effective 2 of 2
LINE LEADERS
• Ask one simple question
to others
• Ask seven questions to
y...
Page 51
Conclusion, summary and
questions
Page 52
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions
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Leadership development June 2014

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Leadership development June 2014

  1. 1. Leadership development by Toronto Training and HR June 2014
  2. 2. CONTENTS 3-4 Introduction 5-6 The objective of leadership development 7-8 Start the process early 9-10 Areas to consider 11-12 Moving forward 13-14 Return on investment 15-16 Soft skills 17-20 Mindfulness 21-22 Success factors for leadership development 23-24 Technical people 25-28 Leadership development in fast-growing economies 29-30 Engage in cross training 31-32 Observing oneself as a leader 33-34 High potential leaders 35-36 Strategies for leadership development 37-38 Potential problem areas for leaders 39-40 Questions to measure improvement 41-42 Preparing for leadership challenges 43-47 Leadership assessment tools 48-50 Making leadership development effective 51-52 Conclusion, summary and questions Page 2
  3. 3. Page 3 Introduction
  4. 4. 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 15 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 HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  5. 5. Page 5 The objective of leadership development
  6. 6. The objective of leadership development • Accelerate the process of building consistent performance in leaders • Our view of leadership Page 6
  7. 7. Page 7 Start the process early
  8. 8. Start the process early • Easier to learn new principles to practice them correctly at a younger age • Avoid acquiring bad habits • Longer time to practice • The organization benefits from improved skills • The longer we wait, the less success we’re likely to have Page 8
  9. 9. Page 9 Areas to consider
  10. 10. Areas to consider • Choose the right problems • Coach, coach and coach some more • Bring insight and rationale • Maximise participant diversity • Have a plan for accountability Page 10
  11. 11. Page 11 Moving forward
  12. 12. Moving forward • Emphasize promotions from within • Focus more on Generation Y (born between 1977 and 1998) Page 12
  13. 13. Page 13 Return on investment
  14. 14. Return on investment • Selection • Program • Outcomes Page 14
  15. 15. Page 15 Soft skills
  16. 16. Soft skills • Definition • Common soft skills issues in the boardroom • Signs that a board is ready to address issues • Areas to focus on in discussions Page 16
  17. 17. Page 17 Mindfulness
  18. 18. Mindfulness 1 of 3 • Definition • Strategic decision making • Innovation and creativity • Emotional intelligence Page 18
  19. 19. Mindfulness 2 of 3 REASONS FOR ITS GROWTH IN POPULARITY • The increased complexity and uncertainty of the business world • Smartphone technology that makes it too easy for leaders to multitask and hard for them to 'switch off’ Page 19
  20. 20. Mindfulness 3 of 3 REASONS FOR ITS GROWTH IN POPULARITY (CONT.) • Continuing reductions in the cost of MRI scanning resulting in the opening up new areas of scientific research • The increasing experimentation with, and evaluation of, mindfulness approaches Page 20
  21. 21. Page 21 Success factors for leadership development
  22. 22. Success factors for leadership development • Motivation • Team skills • Learning ability • Achieving results • Planning and executing work • Character and values Page 22
  23. 23. Page 23 Technical people
  24. 24. Technical people • Who are they? • What are they like? • What do they need? • A learning model Page 24
  25. 25. Page 25 Leadership development in fast-growing economies
  26. 26. Leadership development in fast- growing economies 1 of 3 • Revise the curriculum for leaders to include more people skills • Develop leaders’ ability to increase engagement with their direct reports for the purpose of stimulating better performance • Define competencies and performance management metrics for leaders Page 26
  27. 27. Leadership development in fast- growing economies 2 of 3 CONTINUED • Improve leaders’ performance management capabilities • Align development with business needs and forego training that does not do this. • Measure the bench strength and retention of leaders • Measure the results of developing leaders
  28. 28. Leadership development in fast- growing economies 3 of 3 CONTINUED • Get senior leaders involved in developing leaders • Build the pipeline and install development programs for high- potentials. • Provide hands-on experience as early and often as possible and con- sider using computer games for this purpose Page 28
  29. 29. Page 29 Engage in cross training
  30. 30. Engage in cross training • Identify your strengths • Choose a strength to focus on • Select a complementary behaviour • Develop it in a linear way Page 30
  31. 31. Page 31 Observing oneself as a leader
  32. 32. Observing oneself as a leader PERSONIFY THE SHADOW • Tune to internal conversations • Raise awareness of projections • Appreciate diversity • Change the channel Page 32
  33. 33. Page 33 High potential leaders
  34. 34. High potential leaders • Components to build a targeted selection process • Questions to ask before implementation • Implementing crucible roles • Create opportunities for networking • Potential and performance Page 34
  35. 35. Page 35 Strategies for leadership development
  36. 36. Strategies for leadership development • Training as a learning lab • Reconcile rallying points • Untrain unproductive behaviours • Employees lead the leaders • Skill-o-rama Page 36
  37. 37. Page 37 Potential problem areas for leaders
  38. 38. Potential problem areas for leaders • False innocence • Myopia • Reductionism • Abdication • Cowardice • Abuse • Corruption Page 38
  39. 39. Page 39 Questions to measure improvement
  40. 40. Questions to measure improvement • How confident do you feel as a leader? • How productive is your team? • How equipped is your team to reach their objectives? • How easy is it for you to communicate your vision? • How much time do you spend putting out fires? Page 40
  41. 41. Page 41 Preparing for leadership challenges
  42. 42. Preparing for leadership challenges • Know what makes an effective leader • Establish a leadership platform • Set SMART objectives • Determine which communication skills need to be honed Page 42
  43. 43. Page 43 Leadership assessment tools
  44. 44. Leadership assessment tools 1 of 4 FINDING VALUE • New-hire fail rates • Imperfect screening • Science Page 44
  45. 45. Leadership assessment tools 2 of 4 QUESTIONS TO ASK • How is the tool validated, and how extensive is that validation? • What does the tool predict? Does it match with what your organization wants to predict? • Is the tool intended to assess for competencies needed at the manager, director, senior or executive levels? Page 45
  46. 46. Leadership assessment tools 3 of 4 QUESTIONS TO ASK (CONT.) • What applicant volume can the tool accommodate? • Does the tool assess potential or immediate ability to do the job? Can it be matched against a specific job or industry? • Does the vendor provide off-the-shelf or custom products? Page 46
  47. 47. Leadership assessment tools 4 of 4 QUESTIONS TO ASK (CONT.) • Does the vendor adapt content or delivery methods? • Does the vendor charge a per-person rate or set prices? Page 47
  48. 48. Page 48 Making leadership development effective
  49. 49. Making leadership development effective 1 of 2 LEADERSHIP DEVELOPMENT PRACTITIONERS • Measures • Post-workshop application coaching • Learning trios Page 49
  50. 50. Making leadership development effective 2 of 2 LINE LEADERS • Ask one simple question to others • Ask seven questions to yourself • Get a leadership coach Page 50
  51. 51. Page 51 Conclusion, summary and questions
  52. 52. Page 52 Conclusion, summary and questions Conclusion Summary Videos Questions
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