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Leadership February 2014

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Half day open training event held in Hamilton, Ontario.

Half day open training event held in Hamilton, Ontario.

Published in: Business

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  • 1. Leading to win by Toronto Training and HR February 2014
  • 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. Introduction Page 3
  • 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. Definition Page 5
  • 6. Definition • What is leadership? • How does it differ from management? • Responsibilities of a leader • Traits of leaders • Skills of leaders Page 6
  • 7. Role of the leader Page 7
  • 8. Role of the leader • • • • Strategy Collaboration Innovation Skills and experience Page 8
  • 9. Leadership attributes Page 9
  • 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. 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. Growing as a leader Page 12
  • 13. Growing as a leader • • • • Self-awareness Self-discovery Self-confidence Self-mastery Page 13
  • 14. Self-disclosure Page 14
  • 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. Assertiveness Page 16
  • 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. Self-reflection Page 18
  • 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. Self-reflection 2 of 2 • What personal information do your colleagues share with you? • How long have you known your colleagues? Page 6
  • 21. Leadership sins Page 21
  • 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. Leadership sins 2 of 2 • Failing to constantly market your business • Knowing your legacy Page 23
  • 24. Myths around leadership Page 24
  • 25. Myths around leadership • Omnipotence • Omniscience • Omni-adrenaline Page 25
  • 26. Follow my leader Page 26
  • 27. Follow my leader • • • • Community Authenticity Significance Excitement Page 27
  • 28. Tri-sector leaders Page 28
  • 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. Tri-sector leaders 2 of 2 • Building integrated networks • Maintaining a prepared mind Page 30
  • 31. Bankable leadership Page 31
  • 32. Bankable leadership • Gather the facts • Be laser-focused • Practice daily Page 32
  • 33. Survival principles which focus on the future Page 33
  • 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. A new leader Page 35
  • 36. A new leader • Assess • Plan • Execute Page 36
  • 37. Competencies of progressive leaders Page 37
  • 38. Competencies of progressive leaders • Inspiring confidence • Exemplifying fortitude • Fostering compassion Page 38
  • 39. Maturity model for leadership Page 39
  • 40. Maturity model for leadership • Reactive • Preventative • Proactive Page 40
  • 41. Credibility Page 41
  • 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. Practices to create new pathways Page 43
  • 44. Practices to create new pathways • Focus • Positive social connections • Manage stress • Improve memory • Making mindful decisions Page 44
  • 45. Learning from the military Page 45
  • 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. 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. Don’t just be good-be great! Page 48
  • 49. Don’t just be good-be great! • • • • • Inspires growth Honours relationships Inspires excellence Ensures accountability Spurs teamwork Page 49
  • 50. Conclusion, summary and questions Page 50
  • 51. Conclusion, summary and questions Conclusion Summary Videos Questions Page 51