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Leading from the front May 2011

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Half day interactive open workshop in Mississauga on leadership.

Half day interactive open workshop in Mississauga on leadership.

Published in: Business, Education
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  • 1. Leading from the front
    by Toronto Training and HR
    May 2011
  • 2. 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
  • 3. Page 3
    Introduction
  • 4. 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
    • 5. Training course delivery
    - Reducing costs
    • Saving time
    • 6. Improving employee engagement & morale
    • 7. Services for job seekers
  • Page 5
    Definition
  • 8. Page 6
    Definition
    LEADERSHIP
  • 9. Page 7
    Difference between leadership and management
  • 10. Page 8
    Difference between leadership and management
    DEFINITION
    Creating an agenda
    Developing people
    Execution
    Outcomes
    Develop yourself to meet the demands of the job
  • 11. Page 9
    Drill A
  • 12. Page 10
    Drill A
  • 13. Page 11
    Competencies
  • 14. Page 12
    Competencies
    Change management
    Agility
    Flexibility
    Creativity and innovation
    Communication
    Teambuilding and collaboration
    Emotional intelligence and empathy
  • 15. Page 13
    Expertise needed by non-executive directors
  • 16. 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
  • 17. Page 15
    Challenges faced by CEOs
  • 18. 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
  • 19. Page 17
    New leaders
  • 20. Page 18
    New leaders
    FIVE GROUPS AND FIVE CONVERSATIONS
    Your new leader
    Your team
    Your friends
    Your new peer group
    Your former boss
  • 21. Page 19
    Influencing behaviour
  • 22. Page 20
    Influencing behaviour
    Manipulate
    Inspire
    Why?
    What?
    How?
  • 23. Page 21
    Shooting oneself in the foot
  • 24. Page 22
    Shooting oneself in the foot
    Overemphasizing personal goals
    Protecting your public image
    Turning competitors into enemies
    Going it alone
    Waiting for permission
  • 25. Page 23
    Bench strength
  • 26. 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
  • 27. Page 25
    Trends
  • 28. 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
  • 29. 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
  • 30. 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
  • 31. Page 29
    Planning to succeed
  • 32. 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
  • 33. 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
  • 34. Page 32
    Imperatives
  • 35. 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
  • 36. Page 34
    Factors of leadership
  • 37. Page 35
    Factors of leadership
    The led
    The leader
    Communication
    The situation
  • 38. Page 36
    Styles of leadership
  • 39. Page 37
    Styles of leadership
    Autocratic
    Democratic
    Charismatic
    Participative
    Transformational
    Servant leaders
    Laissez-faire leaders
  • 40. Page 38
    Criteria to consider
  • 41. Page 39
    Criteria to consider 1 of 2
    INTERNAL
    Personality mechanisms
    Understanding of the leader’s duty
    Performance
  • 42. Page 40
    Criteria to consider 2 of 2
    EXTERNAL
    Environment of organizations
    Climate of organizations
    Culture of organizations
  • 43. Page 41
    Good leaders or great ones?
  • 44. Page 42
    Good leaders or great ones? 1 of 2
    Manage yourself
    Manage your network
    Manage your team
    Measuring yourself
  • 45. 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
  • 46. Page 44
    Drill B
  • 47. Page 45
    Drill B
  • 48. Page 46
    Case study A
  • 49. Page 47
    Case study A
  • 50. Page 48
    Case study B
  • 51. Page 49
    Case study B
  • 52. Page 50
    Conclusion & Questions
  • 53. Page 51
    Conclusion
    Summary
    Questions

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