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Leadership effectiveness April 2014
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Leadership effectiveness April 2014

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Half day open training event held in Toronto, Canada.

Half day open training event held in Toronto, Canada.

Published in: Business, Education

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  • 1. Leadership effectiveness by Toronto Training and HR April 2014
  • 2. CONTENTS 3-4 Introduction 5-6 Definition 7-8 Areas that matter 9-10 Bankable leaders 11-12 Servant leadership 13-14 High stakes leadership 15-16 Smart or wise leaders? 17-19 Charismatic leaders 20-21 Fearful leadership 22-24 Personal attributes 25-27 Tasks and personal challenges 28-29 Critical leadership skills 30-32 Getting the most out of oneself 33-34 Civility and rudeness 35-37 Projecting warmth and strength 38-41 Focus as a leader 42-43 Portray confidence 44-45 Strategically-driven cultures 46-48 Analyzing your team members 49 Case study 50-51 Conclusion, summary and questions Page 2
  • 3. Page 3 Introduction
  • 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. Page 5 Definition
  • 6. Definition • What is leadership? • How does leadership differ from management? • Types of behaviour Page 6
  • 7. Page 7 Areas that matter
  • 8. Areas that matter • People • Results Page 8
  • 9. Page 9 Bankable leaders
  • 10. Bankable leaders • Gather the facts • Be laser-focused • Practice daily Page 10
  • 11. Page 11 Servant leadership
  • 12. Servant leadership • Power model v servant model • Needs • Growing people and the bottom line Page 12
  • 13. Page 13 High-stakes leadership
  • 14. High-stakes leadership • Envision • Enrol • Engage Page 14
  • 15. Page 15 Smart or wise leaders?
  • 16. Smart or wise leaders? • Functional smart leaders • Business smart leaders • Wise leaders Page 16
  • 17. Page 17 Charismatic leaders
  • 18. Charismatic leaders 1 of 2 LEADERSHIP BEHAVIOURS TO PRACTICE • Communicate effectively • Connect people with your vision • Believe in your people • Recognize the greatness of your employees • Be positive, energetic and enthusiastic Page 18
  • 19. Charismatic leaders 2 of 2 • The dark side of charisma Page 19
  • 20. Page 20 Fearful leadership
  • 21. Fearful leadership • Are you operating from a stance of fear? • Lead in a more than ordinary way • Spot those nearby where greatness is germinating • Disciplines which require courage and vulnerability to learn and gain competence in Page 21
  • 22. Page 22 Personal attributes
  • 23. Personal attributes 1 of 2 • Intelligence • Strong work ethic • Emotional resilience • People skills Page 23
  • 24. Personal attributes 2 of 2 • Wisdom • Courage • Humanity • Justice • Temperance • Transcendence Page 24
  • 25. Page 25 Tasks and basic challenges
  • 26. Tasks and basic challenges 1 of 2 • Create a vision, share it with everyone and follow it. • Define the mission and code of values of the organization • Identify, enrich and channel the emotional and intellectual capital of the company based on high results of quality and competitiveness Page 26
  • 27. Tasks and basic challenges 2 of 2 • Manage change-all managers must become agents of change • Give high priority to education, training and development of all people • Create and maintain a process of continuous improvement • Create transparency Page 27
  • 28. Page 28 Critical leadership skills
  • 29. Critical leadership skills • Establish and meet SMART objectives • Be extremely clear with directions and focus on the bigger picture • Work with a high degree of complexity • Promote organizational commitment Page 29
  • 30. Page 30 Getting the most out of oneself
  • 31. Getting the most out of oneself 1 of 2 • Elements that make who you are and that others never see Page 31
  • 32. Getting the most out of oneself 2 of 2 WINNING THE INNER GAME • Use visualization techniques to play out ramifications • Practice self-discipline • Adopt a personal filter or standard to measure validity and appropriateness • Get a coach • Build on strengths and build up weaknesses Page 32
  • 33. Page 33 Civility and rudeness
  • 34. Civility and rudeness • Costs involved • Oneself • The organization • Universal civility Page 34
  • 35. Page 35 Projecting warmth and strength
  • 36. Projecting warmth and strength 1 of 2 WARMTH • Find the right level • Validate feelings • Smile-and mean it Page 36
  • 37. Projecting warmth and strength 2 of 2 STRENGTH • Feel in command • Stand up straight • Get ahold of yourself Page 37
  • 38. Page 38 Focus as a leader
  • 39. Focus as a leader 1 of 3 SELF • Self-awareness • Self-control Page 39
  • 40. Focus as a leader 2 of 3 OTHERS • Cognitive empathy • Emotional empathy • Empathic concern • Learning and controlling empathy • Building relationships Page 40
  • 41. Focus as a leader 3 of 3 THE WIDER WORLD • Strategy • Wellsprings of innovation • Systems awareness Page 41
  • 42. Page 42 Portray confidence
  • 43. Portray confidence • Improved social status • Deters competition • Link between behavioural cues, over- confidence and perceived competences • Calibrate your own beliefs Page 43
  • 44. Page 44 Strategically driven cultures
  • 45. Strategically driven cultures • Think it • Talk it • Walk it • Reinforce it • Check it Page 45
  • 46. Page 46 Analyzing your team members
  • 47. Analyzing your team members 1 of 2 • Employee of choice • Radiator • Ambassador • Strategic ally • Commonalities Page 47
  • 48. Analyzing your team members 2 of 2 • Attributes • Benefits Page 48
  • 49. Page 49 Case study
  • 50. Page 50 Conclusion, summary and questions
  • 51. Page 51 Conclusion, summary and questions Conclusion Summary Videos Questions