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Leadership February 2010

Leadership February 2010



One-day training course in London for Directors and Senior Managers for a construction consultancy.

One-day training course in London for Directors and Senior Managers for a construction consultancy.



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    Leadership February 2010 Leadership February 2010 Presentation Transcript

    • Leadership
      by Fluid
      February 2010
    • Contents
      3-4 Introduction to Fluid
      5-7 Disabled leaders
      8-9Becoming a better leader
      10-11 Authentic leadership
      12-13 Exercise A
      14-15 Balancing act
      16-17 Upward leadership
      18-22 Implementing a leadership development programme
      23-24 Seven failings of really useless leaders
      25-26 Attributes of a top CEO
      27-28 Leading by example
      29-30 Six styles of leadership
      31-32 Collaborative leaders
      33-34 Engaging leadership
      35-36 Unlocking leadership potential
      37-39 Hiring leaders
      40-41 Building a leadership pipeline
      42-44 Looking after your leaders
      45-47 Good practice for leaders
      48-49 Exercise B
      50-51 Case studies
      52-53 Conclusion and questions
    • Page 3
    • Page 4
      Introduction to Fluid
      Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD
      10 years in banking
      10 years in Human Resources consultancy
      Fluid trading since 2006
      The core services provided by Fluid are:
      • Retention
      • Selection
      - Attraction
      - Remuneration & Reward
      - Outplacement
      - Training & HR consultancy
    • Page 5
      Disabled leaders
    • Page 6
      Disabled leaders 1 of 2
      • Visible leadership showing that the organisation values difference and openness about hidden experiences of disability and health conditions
      • Ensuring occupational health checks are not used to screen people unfairly out of jobs-never permit health checks before a provisional job offer, that way there can be no covert discrimination
      • Supporting managers by giving them the full bank of reasonable adjustments and good management practices
    • Page 7
      Disabled leaders 2 of 2
      • Sharing with employees examples of adjustments others have found helpful
      • Identifying and supporting talented disabled people, and ensuring their career development is tailored to their needs
    • Page 8
      Becoming a better leader
    • Page 9
      Becoming a better leader
      • Know you team
      • Change your thinking
      • Reward appropriately
      • Manage performance
      • Employee behaviour
      • Manager’s observation
      • Behaviour reinforcement
    • Page 10
      Authentic leadership
    • Page 11
      Authentic leadership
      • Do what they say, and practice what they preach
      • Element of coherence
      • Comfort with self
    • Page 12
      Exercise A
    • Page 13
      Exercise A
    • Page 14
      Balancing act
    • Page 15
      Balancing act
      • Knowing and showing yourself-enough
      • Taking personal risks
      • Reading and rewriting the context
      • Remaining authentic-but conforming enough
      • Managing social distance
      • Communicating with care
    • Page 16
      Upward leadership
    • Page 17
      Upward leadership
      • Understand the organisation and its constraints
      • Understand your boss
      • Build a real rapport
      • Link your ideas to business benefits
      • Deal with facts
      • Deliver solutions, not problems
      • Aim to work as a partnership
      • Listen
      • Stick to your guns
    • Page 18
      Implementing a leadership development programme
    • Page 19
      Implementing a leadership development programme 1 of 4
      • Define what you mean by leadership and what sort of leadership your organisation requires
      • Look at the current behavioursof your management team and gauge where there are gaps or mismatches
      • Aim to provide a safe yet challenging learning environment
      • Recognise that leadership is about behavioursrather than tools and techniques
      • If your programme is about development, make it clear there is not an assessment element to it as well
    • Page 20
      Implementing a leadership development programme 2 of 4
      • Know what you want to achieve, have a clear vision of the sort of leaders you want, and accept that leadership is not about one size fitting all
      • Try to encourage people to invest fully-get them to turn off mobiles and log-off from emails
      • Encourage an atmosphere of self-managed leaning, with participants making decisions about what will be the most useful thing for them to learn
      • Use coaching, role-plays and scenarios to drive the message home, and don’t be afraid to experiment
      • Look at how you are going to evaluate the programme’s success, perhaps combining anecdotal with statistical evidence
    • Page 21
      Implementing a leadership development programme 3 of 4
      • Begin with board, for top-level buy-in and participation is absolutely essential for the credibility and success of the programme
      • Get help, because often you and your colleagues will be too close to the issues to recognise the solution, so it can be very useful to have an independent third party to facilitate your discussions
      • Articulate your goals, values and behaviours in clear language that means something to the leaders in your organisation-avoid the temptation to speak in corporate jargon
      • Ensure you have a mechanism to measure success
      • Provide post-event follow up
    • Page 22
      Action learning
      360 degree feedback
      Classroom-style learning
      Formal, external, accredited courses
      Blended learning
      Development reviews and appraisals
      Implementing a leadership development programme 4 of 4
    • Page 23
      Seven failings of really useless leaders
    • Page 24
      Seven failings of really useless leaders
      • Kill enthuisiasm
      • Kill emotion
      • Kill explanation
      • Kill engagement
      • Kill reward
      • Kill culture
      • Kill trust
    • Page 25
      Attributes of a top CEO
    • Page 26
      Attributes of a top CEO
      • A track record or experience
      • Consistent growth of turnover or shareholder value
      • Innovation and the ability to respond to changing market conditions
      • A clear vision and the ability to carry management with them
      • The ability to recognise and manage risk
    • Page 27
      Leading by example
    • Page 28
      Leading by example
      • You don’t have a choice
      • Be strategic
      • Walk the talk
      • Be aware of symbolism
      • Show your tough side
      • Be visible
      • Validate
      • Broaden your audience
    • Page 30
      Six styles of leadership
    • Page 6
      Six styles of leadership
      • Authoritative
      • Coaching
      • Democratic
      • Affiliative
      • Pacesetting
      • Coercive
    • Page 31
      Collaborative leaders
    • Page 32
      Collaborative leaders
      • Have courage and act long term
      • Prepare for conflict
      • Invest in personal relationships
      • Continually develop interpersonal leadership skills
      • Find the personal motivation
    • Page 33
      Engaging leadership
    • Page 34
      Engaging leadership
      • Engaging stakeholders from the outset to shape the nature of the service
      • Collective vision of good-quality service
      • Non-hierarchical teams
      • Supportive culture
      • Successful change management
    • Page 35
      Unlocking leadership potential
    • Page 36
      Unlocking leadership potential
      • Allow it to roam
      • Don’t prevent people from doing things beyond their brief
      • Ensure job descriptions don’t limit people
      • Encourage people to take on responsibilities outside their normal remit
      • Encourage the building of broad and diverse networks
      • Look for leaders who know how to develop the leadership potential of others
    • Page 37
      Hiring leaders
    • Page 38
      Hiring leaders 1 of 2
      • Customer service-focused companies should look for leaders who will empower their employees, actively demonstrate that they support the organisation’s values and act with integrity
      • Organisations that focus on efficiency need leaders who will encourage employees to think for themselves and get involved in decision making
      • Where organisations are based more on image, leaders should have the ability to build credibility both internally and externally
    • Page 39
      Hiring leaders 2 of 2
      • Leaders in innovative organisations should allow employees to take risks
      • In organisationscentred on quality, leaders should be concerned for the wellbeing of employees and encourage free exchange of information between different departments
    • Page 40
      Building a leadership pipeline
    • Page 41
      Building a leadership pipeline
      • Define your leadership strategy and align it with business requirements
      • Define your unique leadership success profile
      • Assess the current and future pipeline of leadership talent
      • Build and implement a systematic development process
      • Measure progress along the way
    • Page 42
      Looking after your leaders
    • Page 43
      Looking after your leaders 1 of 2
      • Encourage leaders to tackle issues of stress and low morale in your organisation
      • Inspire leaders to create a culture of dignity and respect in the workplace, by actively defining and promoting positive working relationships
      • Help the top team to lead by example and to follow the espoused values of the organisation by providing training
      • Present networking opportunities where leaders can meet peers who can give them a different perspective about their role and the organisation
    • Page 44
      Looking after your leaders 2 of 2
      • Support leaders by providing an executive coach or mentor who can help them to build their self awareness, set better goals, identify their developmental needs, overcome their personal challenges and improve their effectiveness, decision-making, work relationships and creativity
      • Help leaders unlock the talent within the organisation
    • Page 45
      Good practice for leaders
    • Page 46
      Good practice for leaders 1 of 2
      • Show a clear understanding of the business drivers in the organisation
      • Help the organisation add value and move up the value chain
      • Establish a clear vision and strategy for people development
      • Involve others and engage stakeholders in a transparent and open way
    • Page 47
      Good practice for leaders 2 of 2
      • Have a good overview of what is needed to advance in the long-term and also of the short-term priorities
      • Use processes and techniques appropriately
      • Apply metrics to demonstrate value
      • Understand the legacy that learners bring with them and adjust their interventions accordingly
    • Page 48
      Exercise B
    • Page 49
      Exercise B
    • Page 50
      Case studies
    • Page 51
      Case studies
    • Page 52
      Conclusion & Questions
    • Page 53