Leadership February 2010
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Leadership February 2010

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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
    Introduction
  • 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
    EFFECTIVE METHODS
    Action learning
    360 degree feedback
    Coaching
    Mentoring
    Classroom-style learning
    Formal, external, accredited courses
    Placements/secondments
    Blended learning
    Psychometrics
    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
    Conclusion
    Summary
    Questions