• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Leading from the front May 2011
 

Leading from the front May 2011

on

  • 496 views

Half day interactive open workshop in Mississauga on leadership.

Half day interactive open workshop in Mississauga on leadership.

Statistics

Views

Total Views
496
Views on SlideShare
496
Embed Views
0

Actions

Likes
0
Downloads
15
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Leading from the front May 2011 Leading from the front May 2011 Presentation Transcript

    • Leading from the front
      by Toronto Training and HR
      May 2011
    • Contents
      3-4 Introduction to Toronto Training and HR
      5-6 Definition
      7-8 Difference between leadership and management
      9-10 Drill A
      11-12 Competencies
      13-14 Expertise needed by non-executive directors
      15-16 Challenges faced by CEOS
      17-18 New leaders
      19-20 Influencing behaviour
      21-22 Shooting oneself in the foot
      23-24 Bench strength
      25-28 Trends
      29-31 Planning to succeed
      32-33 Imperatives
      34-35 Factors of leadership
      36-37 Styles of leadership
      38-40 Criteria to consider
      41-43 Good leaders or great ones?
      44-45 Drill B
      46-47 Case study A
      48-49 Case study B
      50-51 Conclusion and questions
    • Page 3
      Introduction
    • Page 4
      Introduction to Toronto Training and HR
      Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden
      10 years in banking
      10 years in training and human resources
      Freelance practitioner since 2006
      The core services provided by Toronto Training and HR are:
      • Training course design
      • Training course delivery
      - Reducing costs
      • Saving time
      • Improving employee engagement & morale
      • Services for job seekers
    • Page 5
      Definition
    • Page 6
      Definition
      LEADERSHIP
    • Page 7
      Difference between leadership and management
    • Page 8
      Difference between leadership and management
      DEFINITION
      Creating an agenda
      Developing people
      Execution
      Outcomes
      Develop yourself to meet the demands of the job
    • Page 9
      Drill A
    • Page 10
      Drill A
    • Page 11
      Competencies
    • Page 12
      Competencies
      Change management
      Agility
      Flexibility
      Creativity and innovation
      Communication
      Teambuilding and collaboration
      Emotional intelligence and empathy
    • Page 13
      Expertise needed by non-executive directors
    • Page 14
      Expertise needed by non-executive directors
      Finance
      Strategy
      Marketing
      Science and technology
      People
      Medical and clinical
      Mergers and acquisitions
      Corporate governance
      Director expertise
      Networking
    • Page 15
      Challenges faced by CEOs
    • Page 16
      Challenges faced by CEOs
      Moving from “business case” to “social business case”
      Stepping into the role of “ambassador”
      Repairing the corporate brand/image
      Making the board an ally
      Building a global talent pipeline
      Grappling with China
      Understanding shifting employee values
      Operating in a world of social media
      Driving diversity
      Managing a globally distributed leadership team
    • Page 17
      New leaders
    • Page 18
      New leaders
      FIVE GROUPS AND FIVE CONVERSATIONS
      Your new leader
      Your team
      Your friends
      Your new peer group
      Your former boss
    • Page 19
      Influencing behaviour
    • Page 20
      Influencing behaviour
      Manipulate
      Inspire
      Why?
      What?
      How?
    • Page 21
      Shooting oneself in the foot
    • Page 22
      Shooting oneself in the foot
      Overemphasizing personal goals
      Protecting your public image
      Turning competitors into enemies
      Going it alone
      Waiting for permission
    • Page 23
      Bench strength
    • Page 24
      Bench strength
      COACHING or SELF-COACHING
      The coacheeneeds accurate data to understand the current “actual” and what winning looks like
      The coachee needs a Guide—someone who is in a position to observe his or her progress and help him or her stay on track
      The coachee or self-coachee must be willing to go beyond his or her comfort zone, drop defences and become vulnerable, to take a leap of faith in
      order to improve his or her life
    • Page 25
      Trends
    • Page 26
      Trends 1 of 3
      Strong leaders drive strong performance
      Executive ownership spurs success
      Take leadership development to the next level
      Elevate HR to the top table
      Link leadership development to outcomes
      Measure, measure, measure
      Integrate leadership development into risk management practices
    • Page 27
      Trends 2 of 3
      APPLYING THE TRENDS
      Give leadership development a prominent place in
      their overall business strategy
      Allocate sufficient time and resources to leadership
      development
      Employ a creative approach to nurturing up-and-coming leaders
      Give emerging leaders face-time with top
      management
    • Page 28
      Trends 3 of 3
      APPLYING THE TRENDS
      Integrate leadership development with recruiting
      and other talent initiatives for a synchronous effect
      Track outcomes of leadership development programs with the goal of improving them
      Account for potential talent liabilities in risk
      assessment and the organization’s overall risk
      management strategy
      Hold executives accountable for building for the future by improving their bench of talent
    • Page 29
      Planning to succeed
    • Page 30
      Planning to succeed 1 of 2
      Role clarity and alignment
      Re-contracting and building relationships
      Adapting to a sub-culture
      Early wins
      Accelerated learning
      Targeted development
    • Page 31
      Planning to succeed 2 of 2
      Senior management buy-in
      Individual leadership development at senior levels
      Team development
      Strategic goal integration
      A central succession planning system
      Training on providing feedback and empowering others
      Corporate culture
    • Page 32
      Imperatives
    • Page 33
      Imperatives
      Create and maintain a clear sense of purpose
      Clarify and identify own value-added role as leader
      Align each person’s role to create focus and value
      Equip people to compete
      Solve problems and remove performance barriers
      Use time with extreme care
      Create a climate for better results
      Foster working relationships and teamwork
      Provide on-going feedback and coaching
      Develop yourself to meet the demands of the job
    • Page 34
      Factors of leadership
    • Page 35
      Factors of leadership
      The led
      The leader
      Communication
      The situation
    • Page 36
      Styles of leadership
    • Page 37
      Styles of leadership
      Autocratic
      Democratic
      Charismatic
      Participative
      Transformational
      Servant leaders
      Laissez-faire leaders
    • Page 38
      Criteria to consider
    • Page 39
      Criteria to consider 1 of 2
      INTERNAL
      Personality mechanisms
      Understanding of the leader’s duty
      Performance
    • Page 40
      Criteria to consider 2 of 2
      EXTERNAL
      Environment of organizations
      Climate of organizations
      Culture of organizations
    • Page 41
      Good leaders or great ones?
    • Page 42
      Good leaders or great ones? 1 of 2
      Manage yourself
      Manage your network
      Manage your team
      Measuring yourself
    • Page 43
      Good leaders or great ones? 2 of 2
      Do you understand what is required to become truly effective?
      Do you understand what you are trying to attain?
      Prep
      Do
      Review
    • Page 44
      Drill B
    • Page 45
      Drill B
    • Page 46
      Case study A
    • Page 47
      Case study A
    • Page 48
      Case study B
    • Page 49
      Case study B
    • Page 50
      Conclusion & Questions
    • Page 51
      Conclusion
      Summary
      Questions