Leadership effectiveness
by Toronto Training and HR
April 2014
CONTENTS
3-4 Introduction
5-6 Definition
7-8 Areas that matter
9-10 Bankable leaders
11-12 Servant leadership
13-14 High s...
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
Definition
Definition • What is leadership?
• How does leadership
differ from management?
• Types of behaviour
Page 6
Page 7
Areas that matter
Areas that
matter
• People
• Results
Page 8
Page 9
Bankable leaders
Bankable
leaders
• Gather the facts
• Be laser-focused
• Practice daily
Page 10
Page 11
Servant leadership
Servant
leadership
• Power model v servant
model
• Needs
• Growing people and the
bottom line
Page 12
Page 13
High-stakes leadership
High-stakes
leadership
• Envision
• Enrol
• Engage
Page 14
Page 15
Smart or wise leaders?
Smart or wise
leaders?
• Functional smart leaders
• Business smart leaders
• Wise leaders
Page 16
Page 17
Charismatic leaders
Charismatic
leaders 1 of 2
LEADERSHIP BEHAVIOURS
TO PRACTICE
• Communicate effectively
• Connect people with
your vision
•...
Charismatic
leaders 2 of 2
• The dark side of
charisma
Page 19
Page 20
Fearful leadership
Fearful
leadership
• Are you operating from a
stance of fear?
• Lead in a more than
ordinary way
• Spot those nearby where...
Page 22
Personal attributes
Personal
attributes
1 of 2
• Intelligence
• Strong work ethic
• Emotional resilience
• People skills
Page 23
Personal
attributes
2 of 2
• Wisdom
• Courage
• Humanity
• Justice
• Temperance
• Transcendence
Page 24
Page 25
Tasks and basic challenges
Tasks and
basic
challenges
1 of 2
• Create a vision, share it
with everyone and follow
it.
• Define the mission and
code o...
Tasks and
basic
challenges
2 of 2
• Manage change-all
managers must become
agents of change
• Give high priority to
educat...
Page 28
Critical leadership skills
Critical
leadership
skills
• Establish and meet
SMART objectives
• Be extremely clear with
directions and focus on
the big...
Page 30
Getting the most out of
oneself
Getting the
most out of
oneself 1 of 2
• Elements that make who
you are and that others
never see
Page 31
Getting the
most out of
oneself
2 of 2
WINNING THE INNER GAME
• Use visualization techniques
to play out ramifications
• P...
Page 33
Civility and rudeness
Civility and
rudeness
• Costs involved
• Oneself
• The organization
• Universal civility
Page 34
Page 35
Projecting warmth and
strength
Projecting
warmth and
strength 1 of 2
WARMTH
• Find the right level
• Validate feelings
• Smile-and mean it
Page 36
Projecting
warmth and
strength 2 of 2
STRENGTH
• Feel in command
• Stand up straight
• Get ahold of yourself
Page 37
Page 38
Focus as a leader
Focus as a
leader 1 of 3
SELF
• Self-awareness
• Self-control
Page 39
Focus as a
leader 2 of 3
OTHERS
• Cognitive empathy
• Emotional empathy
• Empathic concern
• Learning and controlling
empa...
Focus as a
leader 3 of 3
THE WIDER WORLD
• Strategy
• Wellsprings of innovation
• Systems awareness
Page 41
Page 42
Portray confidence
Portray
confidence
• Improved social status
• Deters competition
• Link between
behavioural cues, over-
confidence and per...
Page 44
Strategically driven
cultures
Strategically
driven
cultures
• Think it
• Talk it
• Walk it
• Reinforce it
• Check it
Page 45
Page 46
Analyzing your team
members
Analyzing
your team
members
1 of 2
• Employee of choice
• Radiator
• Ambassador
• Strategic ally
• Commonalities
Page 47
Analyzing
your team
members
2 of 2
• Attributes
• Benefits
Page 48
Page 49
Case study
Page 50
Conclusion, summary and
questions
Page 51
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions
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Leadership effectiveness April 2014

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Leadership effectiveness April 2014

  1. 1. Leadership effectiveness by Toronto Training and HR April 2014
  2. 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. 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 Definition
  6. 6. Definition • What is leadership? • How does leadership differ from management? • Types of behaviour Page 6
  7. 7. Page 7 Areas that matter
  8. 8. Areas that matter • People • Results Page 8
  9. 9. Page 9 Bankable leaders
  10. 10. Bankable leaders • Gather the facts • Be laser-focused • Practice daily Page 10
  11. 11. Page 11 Servant leadership
  12. 12. Servant leadership • Power model v servant model • Needs • Growing people and the bottom line Page 12
  13. 13. Page 13 High-stakes leadership
  14. 14. High-stakes leadership • Envision • Enrol • Engage Page 14
  15. 15. Page 15 Smart or wise leaders?
  16. 16. Smart or wise leaders? • Functional smart leaders • Business smart leaders • Wise leaders Page 16
  17. 17. Page 17 Charismatic leaders
  18. 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. 19. Charismatic leaders 2 of 2 • The dark side of charisma Page 19
  20. 20. Page 20 Fearful leadership
  21. 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. 22. Page 22 Personal attributes
  23. 23. Personal attributes 1 of 2 • Intelligence • Strong work ethic • Emotional resilience • People skills Page 23
  24. 24. Personal attributes 2 of 2 • Wisdom • Courage • Humanity • Justice • Temperance • Transcendence Page 24
  25. 25. Page 25 Tasks and basic challenges
  26. 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. 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. 28. Page 28 Critical leadership skills
  29. 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. 30. Page 30 Getting the most out of oneself
  31. 31. Getting the most out of oneself 1 of 2 • Elements that make who you are and that others never see Page 31
  32. 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. 33. Page 33 Civility and rudeness
  34. 34. Civility and rudeness • Costs involved • Oneself • The organization • Universal civility Page 34
  35. 35. Page 35 Projecting warmth and strength
  36. 36. Projecting warmth and strength 1 of 2 WARMTH • Find the right level • Validate feelings • Smile-and mean it Page 36
  37. 37. Projecting warmth and strength 2 of 2 STRENGTH • Feel in command • Stand up straight • Get ahold of yourself Page 37
  38. 38. Page 38 Focus as a leader
  39. 39. Focus as a leader 1 of 3 SELF • Self-awareness • Self-control Page 39
  40. 40. Focus as a leader 2 of 3 OTHERS • Cognitive empathy • Emotional empathy • Empathic concern • Learning and controlling empathy • Building relationships Page 40
  41. 41. Focus as a leader 3 of 3 THE WIDER WORLD • Strategy • Wellsprings of innovation • Systems awareness Page 41
  42. 42. Page 42 Portray confidence
  43. 43. Portray confidence • Improved social status • Deters competition • Link between behavioural cues, over- confidence and perceived competences • Calibrate your own beliefs Page 43
  44. 44. Page 44 Strategically driven cultures
  45. 45. Strategically driven cultures • Think it • Talk it • Walk it • Reinforce it • Check it Page 45
  46. 46. Page 46 Analyzing your team members
  47. 47. Analyzing your team members 1 of 2 • Employee of choice • Radiator • Ambassador • Strategic ally • Commonalities Page 47
  48. 48. Analyzing your team members 2 of 2 • Attributes • Benefits Page 48
  49. 49. Page 49 Case study
  50. 50. Page 50 Conclusion, summary and questions
  51. 51. Page 51 Conclusion, summary and questions Conclusion Summary Videos Questions

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