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Leadership May 2013


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One day open training event for HR professionals, leaders and managers on improving leadership skills in the workplace held in London, Ontario.

One day open training event for HR professionals, leaders and managers on improving leadership skills in the workplace held in London, Ontario.

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  • 1. Leading with positive resultsby Toronto Training and HRFebruary 2013
  • 2. CONTENTS3-4 Introduction to Toronto Training and HR 62-63 Well rounded leadership5-6 Definitions 64-65 Advisory boards7-9 Issues at the top 66-68 Eliminating blame10-11 Getting history on your side and excuses12-17 Old school and new school practices 69-70 Building bonds18-19 Levers of influence 71-72 Drill20-22 Legacy teasers 73-76 Talent management23-24 Ways that leaders fail 77-78 Body language25-34 Leadership development 79-81 Misalignment35-36 Being comfortable with discomfort 82-83 Common transitions37-40 Styles of leadership 84-86 Stakeholders41-42 Competencies for global leadership 87-88 Leading an43-45 Leaders who can succeed globally enterprise46-47 Guiding principles of great leaders 89-91 Creating the48-50 Support organization as a51-52 Practices of exemplary leadership container53-55 Leadership traits 92-93 Honing your optimism56-58 Behaviours and attitudes 94-96 Dual operating systems59-61Skills needed 97-98 High-performanceleadership99 Case studies100-101 Conclusion andquestions
  • 3. Page 3Introduction
  • 4. Page 4Introduction to Toronto Trainingand HRToronto Training and HR is a specialist training andhuman resources consultancy headed by Timothy Holden10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HRare:Training event designTraining event deliveryReducing costs, saving time plus improvingemployee engagement and moraleServices for job seekers
  • 5. Page 5Definitions
  • 6. Definitions• What leadership is• What leadership is not• Management and leadershipPage 6
  • 7. Page 7Issues at the top
  • 8. Issues at the top 1 of 2• Concern over appearing tooweak• Source of ambiguity• Curse of powerPage 8
  • 9. Issues at the top 2 of 2• Fear• AssumptionsPage 9
  • 10. Page 10Getting history on yourside
  • 11. Getting history on your side• Corporate archives• Survey what is known andunderstood• Make the history accessible• Conduct post-mortems onmajor projects and initiatives• Seek a historical perspectivebefore making a decision• Talk at every opportunity aboutthe historyPage 11
  • 12. Page 12Old school and new schoolpractices
  • 13. Old school and new schoolpractices 1 of 5OUT/IN• Micro-management• Empowerment• Leading others by walkinground the office• Leading others by watchingand listening, engaging inconversationPage 13
  • 14. Old school and new schoolpractices 2 of 5OUT/IN• Pretending you knoweverything• Know your team members andtrust them• No mistakes• Learning from mistakesPage 14
  • 15. Old school and new schoolpractices 3 of 5OUT/IN• The balance sheet drives thebusiness• People drive the business• Job competency is sufficient• Recruit “A” players who will gothe extra milePage 15
  • 16. Old school and new schoolpractices 4 of 5OUT/IN• Invest in technology toincrease productivity• Invest in people• Demand change• Nurture changePage 16
  • 17. Old school and new schoolpractices 5 of 5OUT/IN• Fried food in the cafeteria• Wellness in the workplace• Incentives• RewardsPage 17
  • 18. Page 18Levers of influence
  • 19. Levers of influence• Manage yourself• Manage your network• Manage your teamPage 19
  • 20. Page 20Legacy teasers
  • 21. Legacy teasers 1 of 2• Do managers reflect on eventswith their team to make senseout of difficult events orprojects?• Are direct reports interested inthe knowledge and experienceof the managers they work for?• Is mentoring a moresustainable form of problemsolving?Page 21
  • 22. Legacy teasers 2 of 2• What kinds of storytellingwould add valuable continuityand depth to the department‟swork?• How can peers learn to talk toeach other about lessonslearned?• Can learning leaders play arole in debriefing employees onthe new rules of thumb theygain by observing others?Page 22
  • 23. Page 23Ways that leaders fail
  • 24. Ways that leaders fail• Avoid feedback• Stick to the status quo• Hold onto technical prowess• Don‟t grow a strong, talentedand high-performance team• Role-model dysfunction• Don‟t hold people accountablefor results• Don‟t bother building stronginterpersonal relationshipsPage 24
  • 25. Page 25Leadership development
  • 26. Leadership development 1 of 9• The leadership developmentorthodoxy• Creating deference• Starting a revolutionPage 26
  • 27. Leadership development 2 of 9MOVING TOWARDS A CHANGEPARADIGM• Will the training generatebehaviour change in the job?• What in the work setting wouldact as an obstacle?• How will I create neededchanges in the work settingthat will make it more likely ameaningful transfer will occur?Page 27
  • 28. Leadership development 3 of 9CONTRASTS BETWEEN ATRAINING AND A CHANGEPARADIGM• Focus• Theoretical foundations• Expected results• Metrics• ResponsibilityPage 28
  • 29. Leadership development 4 of 9A SYSTEMIC FRAMEWORK• Project the demand for leadersin the foreseeable future• Inventory current talent• Define the behaviours, skillsand experiences that leaderswill need to meet futuredemands• Assess current leaders againstthose expectationsPage 29
  • 30. Leadership development 5 of 9A SYSTEMIC FRAMEWORK(CONTINUED)• Have a framework fordeveloping talent• Measure successPage 30
  • 31. Leadership development 6 of 9TRAPS AROUND THINKING• Seizing shortcuts to realmastery, underestimating thereal costs• Overemphasizing technicalcompetence• Ignoring inner mindsets andassumptionsPage 31
  • 32. Leadership development 7 of 9MINDSETS THAT LIMIT LEADERS• Excessive control• Excessive aloofness andcriticalness• Excessive approval-seeking• Rewarding only externalachievements whileoverlooking hardship andinward strugglePage 32
  • 33. Leadership development 8 of 9DESIGN PRINCIPLES• Design followershipexperiences as preparation forand participation in leadership• Design the leadershipexperience in reciprocity withfollowershipPage 33
  • 34. Leadership development 9 of 9REFLECTION• What things went well?• What could the developingleader have done differently?• What theories were useful inthe experience?• Did leadership preconceptionsenhance or harm successfulleadership?• If I were in a situation likethat, how would I act?Page 34
  • 35. Page 35Being comfortable withdiscomfort
  • 36. Being comfortable with discomfort• Mystery as a motivating factor• Undaunted by risk• Sensitive to faint signals• Tenacity• Creating excitement• Flexibility• Simplifying• FocusPage 36
  • 37. Page 37Styles of leadership
  • 38. Styles of leadership 1 of 3DIMENSIONS OF PERSONALITYSTYLE• Assertiveness• ExpressivenessPage 38
  • 39. Styles of leadership 2 of 3COMBINING ASSERTIVENESSAND EXPRESSIVENESS• Direct style• Spirited style• Considerate style• Systematic stylePage 39
  • 40. Styles of leadership 3 of 3AREAS OF FOCUS• Envisioning the future• Engaging others• Encouraging others• Executing resultsPage 40
  • 41. Page 41Competencies for globalleadership
  • 42. Competencies for global leadership• Adapting socially• Demonstrating creativity• Even disposition• Respecting beliefs• Instilling trust• Navigating ambiguityPage 42
  • 43. Page 43Leaders who can succeedglobally
  • 44. Leaders who can succeed globally1 of 2• Selecting overseas managers• Growing internationalleadership bench strength• Ensuring success of leaders innew international roles• Localizing countrymanagement teams• Measuring successPage 44
  • 45. Leaders who can succeed globally2 of 2DEFINING THE SUCCESS OFINTERCULTURAL ADJUSTMENT• Acceptance• Knowledge• Affect• Lifestyle• Interaction• CommunicationPage 45
  • 46. Page 46Guiding principles of greatleaders
  • 47. Guiding principles of great leaders• Committed to double-digitgrowth• Let go• Make lots of small bets• Ensure that everyone knowsthe strategy• Get everyone to think and actlike the owner• Good stewardsPage 47
  • 48. Page 48Support
  • 49. Support 1 of 2TYPES OF SUPPORT• Professional or technicalsupport• System support• Emotional supportPage 49
  • 50. Support 2 of 2• Issues which leaders face• Perceptions by leaders• Perceptions by non-leaders• The best support• A support score card• Positive and negativePage 50
  • 51. Page 51Practices of exemplaryleadership
  • 52. Practices of exemplary leadership• Model the way• Inspire a shared vision• Challenge the process• Enable others to act• Encourage the heartPage 52
  • 53. Page 53Leadership traits
  • 54. Leadership traits 1 of 2TRAITS NEEDED• Influence over others• High energy levels• A take-charge approachPage 54
  • 55. Leadership traits 2 of 2TRAITS TO LET GO OF• Passive aggressiveness• Micro-management• Manipulation• Attention to detailPage 55
  • 56. Page 56Behaviours and attitudes
  • 57. Behaviours and attitudes 1 of 2WINNING• Read then understand youremotions in order to recognizethe impact on self and others• Know your strengths and limits• Appreciate and have a goodsense of your self-worth andcapability• Think and act with optimism-seeing the upside• See and seize opportunities forcontributing to the greatergood
  • 58. Behaviours and attitudes 2 of 2LOSING• Discount others‟ emotions andperspective• Miss key clues, norms, decisionnetworks and politics• Blame others for outcomes• Avoid dealing with andresolving conflicts• Isolate self and/or team fromothersPage 58
  • 59. Page 59Skills needed
  • 60. Skills needed 1 of 2• Translate your vision intoaction• Align your strategy with theentire organization• Select and develop great talent• Ability to build loyalty• Delegate appropriately• Expect muchPage 60
  • 61. Skills needed 2 of 2• Listen• Be approachable• Be predictable• ResiliencePage 61
  • 62. Page 62Well-rounded leadership
  • 63. Well-rounded leadership• Create purpose• Deliver excellence• Develop self and others• Lead changePage 63
  • 64. Page 64Advisory boards
  • 65. Advisory boards• Niche boards• Qualities desired in an advisoryboard member• Typical compensation• Benefits for organizationsPage 65
  • 66. Page 66Eliminating blame andexcuses
  • 67. Eliminating blame and excuses1 of 2• Look at the man or woman inthe mirror• Get real about how yourorganization handles mistakes• Preach the “choose or lose”gospel• Set clear goals with deadlines• Get people thinking in terms ofsolutions not problemsPage 67
  • 68. Eliminating blame and excuses2 of 2• Dissect outcomes in a “noexcuses” moratorium• Partner upPage 68
  • 69. Page 69Building bonds
  • 70. Building bonds• Define the future• Be clear about how your teamworks• Your team members areindividualsPage 70
  • 71. Page 71Drill
  • 72. Page 72Drill
  • 73. Page 73Talent management
  • 74. Talent management 1 of 3• Recognize and encourage• Self-confidence• Support system• Relentless and oftenuncomfortable to be around• Like-minded peers• Hear, acknowledge, recognizeand encourage• Uniqueness• Foster a great organizationPage 74
  • 75. Talent management 2 of 3WAYS TO RECOGNIZE TALENT• Ask the right questions• Pose a „what if‟ question• Dig deeper into responses• Allow unpredictability tosurface• Recognize drive, desire andsheer determinationPage 75
  • 76. Talent management 3 of 3LEAD• Learn from theory• Experience through practice• Analyze using reflection• Deepen understanding throughmentoringPage 76
  • 77. Page 77Body language
  • 78. Body language• Cues in leaders• PredictionsPage 78
  • 79. Page 79Misalignment
  • 80. Misalignment 1 of 2SOURCES OF MISALIGNMENT• Gaps in strategic thinking andcontextual intelligence• Gaps in competence, characterand capability• Gaps in resilience, flexibilityand adaptability• Gaps in execution andaccountabilityPage 80
  • 81. Misalignment 2 of 2STEPS TO TAKE• Explore, not exploit• Modernize and tighten themetrics• Anchor accountability• Enforce consequences• Harmonize and calibratestandardsPage 81
  • 82. Page 82Common transitions
  • 83. Common transitions• Departing abruptly• Managing former colleagues• Being managed by a youngerbossPage 83
  • 84. Page 84Stakeholders
  • 85. Stakeholders 1 of 2SUCCEEDING AS A LEADER• Identify your stakeholders• Understand their needs,expectations and perceptions• Proactively manage theseperceptionsPage 85
  • 86. Stakeholders 2 of 2• Impact• Perceived statusPage 86
  • 87. Page 87Leading an enterprise
  • 88. Leading an enterpriseSHIFTS THAT NEED MAKING• Immediately declareindependence• Disregard the financials• Don‟t delegate anything• Stop making nice• Play to your weaknesses• Assume that you are wrongPage 88
  • 89. Page 89Creating the organizationas a container
  • 90. Creating the organization as acontainer 1 of 2PARTS OF THE BRAIN• Reptilian-brain• Wise-brainPage 90
  • 91. Creating the organization as acontainer 2 of 2• Model wise-brain behaviour• Demonstrate wise-brainbehaviour• Create safe places for othersPage 91
  • 92. Page 92Honing your optimism
  • 93. Honing your optimism• Work on your self-talk• Stay focused on your goals• Find positive people to spendtime with them• Read inspirational literature• Time out negative people andsources• Look for opportunities to takeactionPage 93
  • 94. Page 94Dual operating systems
  • 95. Dual operating systems 1 of 2• Many change agents• Want-to and get-to• Head and heart• Leadership rather thanmanagement• Two systems, one organizationPage 95
  • 96. Dual operating systems 2 of 2ACCELERATORS• Sense of urgency• Guiding coalition• Strategic vision and change• Communicate vision and strategy• Remove barriers• Celebrate wins• Keep learning and never quit• Institutionalize changePage 96
  • 97. Page 97High-performanceleadership
  • 98. High-performance leadership• Questions to ask• Behaviours that get leadersfiredPage 98
  • 99. Page 99Case studies
  • 100. Page 100Conclusion and questions
  • 101. Page 101Conclusion and questionsSummaryVideosQuestions