0
Leading to win

by Toronto Training and HR

February 2014
CONTENTS
3-4
5-6
7-8
9-11
12-13
14-15
16-17
18-20
21-23
24-25
26-27
28-30
31-32
33-34
35-36
37-38
39-40
41-42
43-44
45-47
...
Introduction

Page 3
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy h...
Definition

Page 5
Definition

• What is leadership?
• How does it differ from
management?
• Responsibilities of a
leader
• Traits of leaders...
Role of the leader

Page 7
Role of the
leader

•
•
•
•

Strategy
Collaboration
Innovation
Skills and experience

Page 8
Leadership attributes

Page 9
Leadership
attributes
1 of 2

• Breaks down barriers
• Involves and engages
employees
• Studies the
environment
• Creates ...
Leadership
attributes
2 of 2

• Asks often, tells little,
listens much
• Seeks continuous
dialogue
• Provides a work setti...
Growing as a leader

Page 12
Growing as a
leader

•
•
•
•

Self-awareness
Self-discovery
Self-confidence
Self-mastery

Page 13
Self-disclosure

Page 14
Selfdisclosure

• Build a foundation of
self-knowledge
• Consider relevance to
the task
• Keep revelations
genuine
• Under...
Assertiveness

Page 16
Assertiveness

• Observe your own
behaviour
• Concentrate on a
specific situation
• Observe a successful
person
• Try out ...
Self-reflection

Page 18
Self-reflection
1 of 2

• How much selfreflection have you
done?
• What is your goal in
self-disclosure?
• What kinds of
i...
Self-reflection
2 of 2

• What personal
information do your
colleagues share with
you?
• How long have you
known your coll...
Leadership sins

Page 21
Leadership
sins 1 of 2

• Declaring you’re the
leader
• Assuming your
employees have your
“iron man core”
• Failure to dev...
Leadership
sins 2 of 2

• Failing to constantly
market your business
• Knowing your legacy

Page 23
Myths around leadership

Page 24
Myths around
leadership

• Omnipotence
• Omniscience
• Omni-adrenaline

Page 25
Follow my leader

Page 26
Follow my
leader

•
•
•
•

Community
Authenticity
Significance
Excitement

Page 27
Tri-sector leaders

Page 28
Tri-sector
leaders 1 of 2

• What is a tri-sector
leader?
• Balancing competing
motives
• Acquiring transferable
skills
• ...
Tri-sector
leaders 2 of 2

• Building integrated
networks
• Maintaining a prepared
mind

Page 30
Bankable leadership

Page 31
Bankable
leadership

• Gather the facts
• Be laser-focused
• Practice daily

Page 32
Survival principles which
focus on the future

Page 33
Survival
principles
which focus
on the future

• Shift everyone’s
thinking
• Increase employee
efficiency
• Upgrade your
o...
A new leader

Page 35
A new leader

• Assess
• Plan
• Execute

Page 36
Competencies of
progressive leaders

Page 37
Competencies
of progressive
leaders

• Inspiring confidence
• Exemplifying fortitude
• Fostering compassion

Page 38
Maturity model for
leadership

Page 39
Maturity
model for
leadership

• Reactive
• Preventative
• Proactive

Page 40
Credibility

Page 41
Credibility

•
•
•
•
•
•
•
•
•
•

Definition
Key dimensions
Over time…
…in different cultures…
…and the biological
connect...
Practices to create new
pathways

Page 43
Practices to
create new
pathways

• Focus
• Positive social
connections
• Manage stress
• Improve memory
• Making mindful
...
Learning from the military

Page 45
Learning from
the military
1 of 2

• Being a leader comes
first
• Create stewards who
will promote and
protect the best of...
Learning from
the military
2 of 2

• Develop leadership
alongside developing
leaders, and develop
the leadership your
orga...
Don’t just be good-be
great!

Page 48
Don’t just be
good-be
great!

•
•
•
•
•

Inspires growth
Honours relationships
Inspires excellence
Ensures accountability
...
Conclusion, summary and
questions

Page 50
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions

Page 51
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Leadership February 2014

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Half day open training event held in Hamilton, Ontario.

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Transcript of "Leadership February 2014"

  1. 1. Leading to win by Toronto Training and HR February 2014
  2. 2. CONTENTS 3-4 5-6 7-8 9-11 12-13 14-15 16-17 18-20 21-23 24-25 26-27 28-30 31-32 33-34 35-36 37-38 39-40 41-42 43-44 45-47 48-49 50-51 Introduction Definition Role of the leader Leadership attributes Growing as a leader Self-disclosure Assertiveness Self-reflection Leadership sins Myths around leadership Follow my leader Tri-sector leaders Bankable leadership Survival principles which focus on the future A new leader Competencies of progressive leaders Maturity model for leadership Credibility Practices to create new pathways Learning from the military Don’t just be good-be great! Conclusion, summary and questions Page 2
  3. 3. Introduction Page 3
  4. 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 Page 4
  5. 5. Definition Page 5
  6. 6. Definition • What is leadership? • How does it differ from management? • Responsibilities of a leader • Traits of leaders • Skills of leaders Page 6
  7. 7. Role of the leader Page 7
  8. 8. Role of the leader • • • • Strategy Collaboration Innovation Skills and experience Page 8
  9. 9. Leadership attributes Page 9
  10. 10. Leadership attributes 1 of 2 • Breaks down barriers • Involves and engages employees • Studies the environment • Creates a learning culture • Builds a diverse organization Page 10
  11. 11. Leadership attributes 2 of 2 • Asks often, tells little, listens much • Seeks continuous dialogue • Provides a work setting that enables interaction and innovation Page 11
  12. 12. Growing as a leader Page 12
  13. 13. Growing as a leader • • • • Self-awareness Self-discovery Self-confidence Self-mastery Page 13
  14. 14. Self-disclosure Page 14
  15. 15. Selfdisclosure • Build a foundation of self-knowledge • Consider relevance to the task • Keep revelations genuine • Understand the organizational and cultural context • Delay or avoid very personal disclosures Page 15
  16. 16. Assertiveness Page 16
  17. 17. Assertiveness • Observe your own behaviour • Concentrate on a specific situation • Observe a successful person • Try out what you have learned • After a few days, evaluate your performance Page 17
  18. 18. Self-reflection Page 18
  19. 19. Self-reflection 1 of 2 • How much selfreflection have you done? • What is your goal in self-disclosure? • What kinds of information do you disclose? Page 19
  20. 20. Self-reflection 2 of 2 • What personal information do your colleagues share with you? • How long have you known your colleagues? Page 6
  21. 21. Leadership sins Page 21
  22. 22. Leadership sins 1 of 2 • Declaring you’re the leader • Assuming your employees have your “iron man core” • Failure to develop EI within your team • Nurturing a culture that kills feedback • Forgetting to evaluate business activities Page 22
  23. 23. Leadership sins 2 of 2 • Failing to constantly market your business • Knowing your legacy Page 23
  24. 24. Myths around leadership Page 24
  25. 25. Myths around leadership • Omnipotence • Omniscience • Omni-adrenaline Page 25
  26. 26. Follow my leader Page 26
  27. 27. Follow my leader • • • • Community Authenticity Significance Excitement Page 27
  28. 28. Tri-sector leaders Page 28
  29. 29. Tri-sector leaders 1 of 2 • What is a tri-sector leader? • Balancing competing motives • Acquiring transferable skills • Developing contextual intelligence • Forging an intellectual thread Page 29
  30. 30. Tri-sector leaders 2 of 2 • Building integrated networks • Maintaining a prepared mind Page 30
  31. 31. Bankable leadership Page 31
  32. 32. Bankable leadership • Gather the facts • Be laser-focused • Practice daily Page 32
  33. 33. Survival principles which focus on the future Page 33
  34. 34. Survival principles which focus on the future • Shift everyone’s thinking • Increase employee efficiency • Upgrade your organizational chart • Leaders need to lead • Eliminate stress Page 34
  35. 35. A new leader Page 35
  36. 36. A new leader • Assess • Plan • Execute Page 36
  37. 37. Competencies of progressive leaders Page 37
  38. 38. Competencies of progressive leaders • Inspiring confidence • Exemplifying fortitude • Fostering compassion Page 38
  39. 39. Maturity model for leadership Page 39
  40. 40. Maturity model for leadership • Reactive • Preventative • Proactive Page 40
  41. 41. Credibility Page 41
  42. 42. Credibility • • • • • • • • • • Definition Key dimensions Over time… …in different cultures… …and the biological connection Questions to ask Acquiring credibility Enhancing credibility Losing credibility Testing your credibility Page 42
  43. 43. Practices to create new pathways Page 43
  44. 44. Practices to create new pathways • Focus • Positive social connections • Manage stress • Improve memory • Making mindful decisions Page 44
  45. 45. Learning from the military Page 45
  46. 46. Learning from the military 1 of 2 • Being a leader comes first • Create stewards who will promote and protect the best of your organization’s traditions and values Page 46
  47. 47. Learning from the military 2 of 2 • Develop leadership alongside developing leaders, and develop the leadership your organization needs right now • Don’t leave leadership development entirely to trainers • Embed the enduring priority of leadership • It is just plain you Page 47
  48. 48. Don’t just be good-be great! Page 48
  49. 49. Don’t just be good-be great! • • • • • Inspires growth Honours relationships Inspires excellence Ensures accountability Spurs teamwork Page 49
  50. 50. Conclusion, summary and questions Page 50
  51. 51. Conclusion, summary and questions Conclusion Summary Videos Questions Page 51
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