Leadership February 2010


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

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Leadership February 2010

  1. 1. Leadership<br />by Fluid <br />February 2010<br />
  2. 2. Contents<br />3-4 Introduction to Fluid<br />5-7 Disabled leaders<br />8-9Becoming a better leader<br />10-11 Authentic leadership<br />12-13 Exercise A<br />14-15 Balancing act<br />16-17 Upward leadership<br />18-22 Implementing a leadership development programme<br />23-24 Seven failings of really useless leaders<br />25-26 Attributes of a top CEO<br />27-28 Leading by example<br />29-30 Six styles of leadership<br />31-32 Collaborative leaders<br />33-34 Engaging leadership<br />35-36 Unlocking leadership potential<br />37-39 Hiring leaders<br />40-41 Building a leadership pipeline<br />42-44 Looking after your leaders<br />45-47 Good practice for leaders<br />48-49 Exercise B<br />50-51 Case studies<br />52-53 Conclusion and questions<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD <br />10 years in banking<br />10 years in Human Resources consultancy<br />Fluid trading since 2006<br />The core services provided by Fluid are:<br /><ul><li>Retention
  5. 5. Selection</li></ul>- Attraction<br />- Remuneration & Reward <br />- Outplacement<br />- Training & HR consultancy<br />
  6. 6. Page 5<br />Disabled leaders<br />
  7. 7. Page 6<br />Disabled leaders 1 of 2<br /><ul><li>Visible leadership showing that the organisation values difference and openness about hidden experiences of disability and health conditions
  8. 8. 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
  9. 9. Supporting managers by giving them the full bank of reasonable adjustments and good management practices</li></li></ul><li>Page 7<br />Disabled leaders 2 of 2<br /><ul><li>Sharing with employees examples of adjustments others have found helpful
  10. 10. Identifying and supporting talented disabled people, and ensuring their career development is tailored to their needs</li></li></ul><li>Page 8<br />Becoming a better leader<br />
  11. 11. Page 9<br />Becoming a better leader<br /><ul><li>Know you team
  12. 12. Change your thinking
  13. 13. Reward appropriately
  14. 14. Manage performance
  15. 15. Employee behaviour
  16. 16. Manager’s observation
  17. 17. Behaviour reinforcement</li></li></ul><li>Page 10<br />Authentic leadership<br />
  18. 18. Page 11<br />Authentic leadership<br /><ul><li>Do what they say, and practice what they preach
  19. 19. Element of coherence
  20. 20. Comfort with self</li></li></ul><li>Page 12<br />Exercise A<br />
  21. 21. Page 13<br />Exercise A<br />
  22. 22. Page 14<br />Balancing act<br />
  23. 23. Page 15<br />Balancing act<br /><ul><li>Knowing and showing yourself-enough
  24. 24. Taking personal risks
  25. 25. Reading and rewriting the context
  26. 26. Remaining authentic-but conforming enough
  27. 27. Managing social distance
  28. 28. Communicating with care </li></li></ul><li>Page 16<br />Upward leadership<br />
  29. 29. Page 17<br />Upward leadership<br /><ul><li>Understand the organisation and its constraints
  30. 30. Understand your boss
  31. 31. Build a real rapport
  32. 32. Link your ideas to business benefits
  33. 33. Deal with facts
  34. 34. Deliver solutions, not problems
  35. 35. Aim to work as a partnership
  36. 36. Listen
  37. 37. Stick to your guns</li></li></ul><li>Page 18<br />Implementing a leadership development programme<br />
  38. 38. Page 19<br />Implementing a leadership development programme 1 of 4<br /><ul><li>Define what you mean by leadership and what sort of leadership your organisation requires
  39. 39. Look at the current behavioursof your management team and gauge where there are gaps or mismatches
  40. 40. Aim to provide a safe yet challenging learning environment
  41. 41. Recognise that leadership is about behavioursrather than tools and techniques
  42. 42. If your programme is about development, make it clear there is not an assessment element to it as well</li></li></ul><li>Page 20<br />Implementing a leadership development programme 2 of 4<br /><ul><li>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
  43. 43. Try to encourage people to invest fully-get them to turn off mobiles and log-off from emails
  44. 44. Encourage an atmosphere of self-managed leaning, with participants making decisions about what will be the most useful thing for them to learn
  45. 45. Use coaching, role-plays and scenarios to drive the message home, and don’t be afraid to experiment
  46. 46. Look at how you are going to evaluate the programme’s success, perhaps combining anecdotal with statistical evidence</li></li></ul><li>Page 21<br />Implementing a leadership development programme 3 of 4<br /><ul><li>Begin with board, for top-level buy-in and participation is absolutely essential for the credibility and success of the programme
  47. 47. 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
  48. 48. 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
  49. 49. Ensure you have a mechanism to measure success
  50. 50. Provide post-event follow up</li></li></ul><li>Page 22<br />EFFECTIVE METHODS<br />Action learning<br />360 degree feedback<br />Coaching<br />Mentoring<br />Classroom-style learning<br />Formal, external, accredited courses<br />Placements/secondments<br />Blended learning<br />Psychometrics<br />Development reviews and appraisals<br />Implementing a leadership development programme 4 of 4<br />
  51. 51. Page 23<br />Seven failings of really useless leaders<br />
  52. 52. Page 24<br />Seven failings of really useless leaders<br /><ul><li>Kill enthuisiasm
  53. 53. Kill emotion
  54. 54. Kill explanation
  55. 55. Kill engagement
  56. 56. Kill reward
  57. 57. Kill culture
  58. 58. Kill trust</li></li></ul><li>Page 25<br />Attributes of a top CEO<br />
  59. 59. Page 26<br />Attributes of a top CEO<br /><ul><li>A track record or experience
  60. 60. Consistent growth of turnover or shareholder value
  61. 61. Innovation and the ability to respond to changing market conditions
  62. 62. A clear vision and the ability to carry management with them
  63. 63. The ability to recognise and manage risk</li></li></ul><li>Page 27<br />Leading by example<br />
  64. 64. Page 28<br />Leading by example<br /><ul><li>You don’t have a choice
  65. 65. Be strategic
  66. 66. Walk the talk
  67. 67. Be aware of symbolism
  68. 68. Show your tough side
  69. 69. Be visible
  70. 70. Validate
  71. 71. Broaden your audience</li></li></ul><li>Page 30<br />Six styles of leadership<br />
  72. 72. Page 6<br />Six styles of leadership<br /><ul><li>Authoritative
  73. 73. Coaching
  74. 74. Democratic
  75. 75. Affiliative
  76. 76. Pacesetting
  77. 77. Coercive</li></li></ul><li>Page 31<br />Collaborative leaders<br />
  78. 78. Page 32<br />Collaborative leaders<br /><ul><li>Have courage and act long term
  79. 79. Prepare for conflict
  80. 80. Invest in personal relationships
  81. 81. Continually develop interpersonal leadership skills
  82. 82. Find the personal motivation</li></li></ul><li>Page 33<br />Engaging leadership<br />
  83. 83. Page 34<br />Engaging leadership<br /><ul><li>Engaging stakeholders from the outset to shape the nature of the service
  84. 84. Collective vision of good-quality service
  85. 85. Non-hierarchical teams
  86. 86. Supportive culture
  87. 87. Successful change management</li></li></ul><li>Page 35<br />Unlocking leadership potential<br />
  88. 88. Page 36<br />Unlocking leadership potential<br /><ul><li>Allow it to roam
  89. 89. Don’t prevent people from doing things beyond their brief
  90. 90. Ensure job descriptions don’t limit people
  91. 91. Encourage people to take on responsibilities outside their normal remit
  92. 92. Encourage the building of broad and diverse networks
  93. 93. Look for leaders who know how to develop the leadership potential of others</li></li></ul><li>Page 37<br />Hiring leaders<br />
  94. 94. Page 38<br />Hiring leaders 1 of 2<br /><ul><li>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
  95. 95. Organisations that focus on efficiency need leaders who will encourage employees to think for themselves and get involved in decision making
  96. 96. Where organisations are based more on image, leaders should have the ability to build credibility both internally and externally</li></li></ul><li>Page 39<br />Hiring leaders 2 of 2<br /><ul><li>Leaders in innovative organisations should allow employees to take risks
  97. 97. In organisationscentred on quality, leaders should be concerned for the wellbeing of employees and encourage free exchange of information between different departments</li></li></ul><li>Page 40<br />Building a leadership pipeline<br />
  98. 98. Page 41<br />Building a leadership pipeline<br /><ul><li>Define your leadership strategy and align it with business requirements
  99. 99. Define your unique leadership success profile
  100. 100. Assess the current and future pipeline of leadership talent
  101. 101. Build and implement a systematic development process
  102. 102. Measure progress along the way</li></li></ul><li>Page 42<br />Looking after your leaders<br />
  103. 103. Page 43<br />Looking after your leaders 1 of 2<br /><ul><li>Encourage leaders to tackle issues of stress and low morale in your organisation
  104. 104. Inspire leaders to create a culture of dignity and respect in the workplace, by actively defining and promoting positive working relationships
  105. 105. Help the top team to lead by example and to follow the espoused values of the organisation by providing training
  106. 106. Present networking opportunities where leaders can meet peers who can give them a different perspective about their role and the organisation</li></li></ul><li>Page 44<br />Looking after your leaders 2 of 2<br /><ul><li>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
  107. 107. Help leaders unlock the talent within the organisation</li></li></ul><li>Page 45<br />Good practice for leaders<br />
  108. 108. Page 46<br />Good practice for leaders 1 of 2<br /><ul><li>Show a clear understanding of the business drivers in the organisation
  109. 109. Help the organisation add value and move up the value chain
  110. 110. Establish a clear vision and strategy for people development
  111. 111. Involve others and engage stakeholders in a transparent and open way</li></li></ul><li>Page 47<br />Good practice for leaders 2 of 2<br /><ul><li>Have a good overview of what is needed to advance in the long-term and also of the short-term priorities
  112. 112. Use processes and techniques appropriately
  113. 113. Apply metrics to demonstrate value
  114. 114. Understand the legacy that learners bring with them and adjust their interventions accordingly</li></li></ul><li>Page 48<br />Exercise B<br />
  115. 115. Page 49<br />Exercise B<br />
  116. 116. Page 50<br />Case studies<br />
  117. 117. Page 51<br />Case studies<br />
  118. 118. Page 52<br />Conclusion & Questions<br />
  119. 119. Page 53<br />Conclusion<br />Summary<br />Questions<br />
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