Becoming a better leader April 2011

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Half day interactive open workshop in Hamilton on leadership.

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Becoming a better leader April 2011

  1. 1. Becoming a better leader<br />by Toronto Training and HR <br />April 2011<br />
  2. 2. Contents<br /> 3-4 Introduction to Toronto Training and HR<br /> 5-6 Definitions<br /> 7-8 Drill A<br /> 9-10 Mary Poppins<br /> 11-21 Memories matter<br /> 22-24 Summit leadership<br /> 25-27 Servant leaders<br /> 28-30 Traits of great leaders<br /> 31-37 Cross-functional excellence<br />38-39 Leading across Latin cultures<br />40-42 Sir Winston Churchill<br />43-45 Strategic thinking<br /> 46-47 Leadership strategy<br />48-49 Maslow’s hierarchy of needs<br />50-52 Leadership literature<br /> 53-54 Drill B<br />55-56 Case study <br />57-58 Conclusion and questions<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Definitions<br />
  8. 8. Page 6<br />Definitions<br />LEADERSHIP<br />LEADERSHIP DEVELOPMENT<br />
  9. 9. Page 7<br />Drill A<br />
  10. 10. Page 8<br />Drill A <br />
  11. 11. Page 9<br />Mary Poppins<br />
  12. 12. Page 10<br />Mary Poppins<br />Add a spoonful of sugar<br />Anything can happen if you let it<br />Build your replacement<br />
  13. 13. Page 11<br />Memories matter<br />
  14. 14. Page 12<br />Memories matter 1 of 10<br />People you developed who went on to stellar accomplishments.<br />Two or three people you developed who created stellar firms of their own.<br />The long shots you bet on who surprised themselves—and your peers.<br />The people who later say, “You made a difference<br />in my life—your belief in me changed everything.”<br />
  15. 15. Page 13<br />Memories matter 2 of 10<br />The sort of/character of people you hired (and bad apples you chucked out despite some stellar traits.)<br />A few projects you doggedly pursued that still make you smile and changed the way things are done inside or outside the company or industry.<br />The supercharged camaraderie of a great team aiming to change the world.<br />Belly laughs at some of the stupid and insane<br />things you and your mates tried.<br />
  16. 16. Page 14<br />Memories matter 3 of 10<br />A consistent record of having invariably said, “Go for it!”<br />Not intervening in the face of loss—knowing that developing talent means tolerating failures and allowing people to work out of their self-created mess.<br />Dealing with one or more crises with particular or memorable aplomb.<br />Demanding or demonstrating civility, regardless of circumstances.<br />
  17. 17. Page 15<br />Memories matter 4 of 10<br />Expressions of simple human kindness and consideration—no matter how harried you may have been.<br />Knowing that your demeanour and expression of character always set the tone—especially in difficult situations.<br />Rarely letting your expression of enthusiasm or determination flag—the rougher the times, the more your expressed energy, optimism, and humour.<br />
  18. 18. Page 16<br />Memories matter 5 of 10<br />Turning around dreadful situations—and watching people rise to the occasion and acquire a new sense of purpose.<br />Leaving something of lasting worth.<br />Having almost always put quality and excellence ahead of quantity.<br />Times when you did the right thing to avoid compromising your and your team’s character and integrity.<br />A sense of time honourably spent.<br />
  19. 19. Page 17<br />Memories matter 6 of 10<br />The earned respect of your peers.<br />A stoic unwillingness to badmouth others.<br />An invariant creed: When something goes amiss, the buck stops with me; when something goes right, it was your doing.<br />A naïve belief that others will rise to the occasion if given the opportunity.<br />Eschewing trappings of power (strong self-management of tendencies toward arrogance or dismissiveness).<br />
  20. 20. Page 18<br />Memories matter 7 of 10<br />Intensity, even driven, but not to the point of being careless of others.<br />Willingness to be surprised by ways of doing things that are inconsistent with your certain hypotheses.<br />Humility in the face of others, at every level, who know more than you about “the way things really are.”<br />
  21. 21. Page 19<br />Memories matter 8 of 10<br />Biting your tongue on a thousand occasions—and really listening—and being delighted when you learn something new.<br />Unalloyed pleasure in being informed of the fallaciousness of your beliefs by a person<br />15 years your junior.<br />Selflessness—a reputation as a person<br />who helps out despite personal cost.<br />
  22. 22. Page 20<br />Memories matter 9 of 10<br />Having been as thoughtful and respectful, or more so, toward enemies as toward friends and supporters.<br />Always being first of service to your internal and external constituents (employees, customers, vendors, community.)<br />Treating servant leadership as holy writ (and preaching SL to others).<br />Creating the sort of workplace you’d like your kids to inhabit.<br />
  23. 23. Page 21<br />Memories matter 10 of 10<br />Being a certifiable nut about quality, safety, integrity, regardless of costs.<br />Resigning a few times rather than compromise your bedrock beliefs.<br />Seeking perfection just short of the paralyzing variety.<br />A self- and group-enforced standard of Excellence-in-all-we-do and Excellence in our behaviour toward one another.<br />
  24. 24. Page 22<br />Summit leadership<br />
  25. 25. Page 23<br />Summit leadership 1 of 2<br />Properly set up your base camp <br />If you hope to be picked for the summit team, don’t rely on reputation alone <br />Having the best team does not mean you’ll be selected and succeed if you ignore the politics <br />When selecting a team, ensure they are multi-skilled and have a sense of humour <br />Do small deeds of kindness<br />
  26. 26. Page 24<br />Summit leadership 2 of 2<br />Humility and drive are good bedfellows<br />Dream of (visualize) your eventual goal<br />Giving it a go when your instincts say no is a not a good idea <br />Seek help when you need it<br />In all projects, you can achieve other goals if you provision for them <br />Don’t start a project if you can’t see it through to the end<br />
  27. 27. Page 25<br />Servant leaders<br />
  28. 28. Page 26<br />Servant leaders 1 of 2<br />With or without title, they want to be in the top 1%, developing themselves as leaders. <br />They develop themselves from the<br />inside out <br />They differentiate themselves as leaders rather than commodities <br />They develop real skills over time instead of settling for short-term appearance of skill <br />
  29. 29. Page 27<br />Servant leaders 2 of 2<br />With or without title, they want to be in the top 1%, developing themselves as leaders. <br />They think of their internal and external customers and do things for them at all times <br />They make things happen—even if they have to do it themselves <br />Leaders create! <br />Leaders take time to plan, think, and re-create <br />
  30. 30. Page 28<br />Traits of great leaders<br />
  31. 31. Page 29<br />Traits of great leaders 1 of 2<br />Great leaders are who they are<br />They communicate well<br />They pick the right people and make them great<br />
  32. 32. Page 30<br />Traits of great leaders 2 of 2<br />They’re somewhat self-effacing individuals<br />who deflect adulation, yet have an almost stoic resolve to do whatever it takes to make the organization great<br />They are incredibly ambitious—but their ambition is first and foremost for the institution and its greatness, not for themselves<br />They look in the mirror, not out the window, to apportion responsibility for poor results<br />They may earn a very good living, but they don’t<br />work for money<br />
  33. 33. Page 31<br />Cross-functional excellence<br />
  34. 34. Page 32<br />Cross-functional excellence 1 of 6<br />Cross-functional excellence<br />The case for excellence in first-line management <br />
  35. 35. Page 33<br />Cross-functional excellence 2 of 6<br />Everybody’s Job 1 is to make friends in other functions—purposefully, consistently, and measurably.<br />Do lunch with people in other functions, frequently—at least 10 to 25% for everyone—and measure it.<br />Ask peers in other functions for references.<br />Invite counterparts in other functions to your team meetings.<br />
  36. 36. Page 34<br />Cross-functional excellence 3 of 6<br />Proactively seek examples of tiny acts of cross-functional excellence to acknowledge.<br />Present counterparts in other functions awards for service to your group<br />Discuss good and problematic acts of cross-functional co-operation at every team meeting. Respond with alacrity when someone in another function asks for assistance<br />Don’t bad mouth “damned accountants,”<br />“the bloody HR guy.” Ever.<br />
  37. 37. Page 35<br />Cross-functional excellence 4 of 6<br />Get physical—co-location may well be the most powerful culture change lever.<br />Have formal evaluations.<br />Demand cross-functional excellence.<br />Cross-functional excellence is about personal and organizational effectiveness. <br />Cross-functional excellence is the main opportunity for strategic differentiation. <br />
  38. 38. Page 36<br />Cross-functional excellence 5 of 6<br />QUESTIONS TO ASK:<br />Are you, the Boss, a formal student of front-line supervisor behavioural excellence? (this can be formally studied)<br />Do you spend gobs and gobs of time selecting the first-line supervisors?<br />Do you have the best training program for first-line supervisors?<br />
  39. 39. Page 37<br />Cross-functional excellence 6 of 6<br />QUESTIONS TO ASK:<br />Do you formally and rigorously mentor first-line supervisors?<br />Are you willing, pain notwithstanding, to leave a first-line supervisor slot open until you can fill the slot with somebody spectacular? (and are you willing to use the word spectacular in judging applicants for the job?)<br />
  40. 40. Page 38<br />Leading across Latin cultures<br />
  41. 41. Page 39<br />Leading across Latin cultures<br />Be aware of cultural differences, but stick to own values <br />Connection before content<br />Play is universal <br />
  42. 42. Page 40<br />Sir Winston Churchill<br />
  43. 43. Page 41<br />Sir Winston Churchill 1 of 2<br />Always believe you have a legacy to leave<br />Have a good hobby so in times of crisis you have a refuse<br />When you stuff up it is better to ‘fall on your sword’ as you will surely rise again soon <br />Have a sanctuary where you can escape the maddening crowd<br />The written word is mightier than the sword<br />
  44. 44. Page 42<br />Sir Winston Churchill 2 of 2<br />Never let a lack of a degree or formal education hold you back<br />Learn to be a great orator<br />Manage PR<br />Personal contact with key decision makers is vital<br />See and own the future<br />Stay close to scientists/technology advancements<br />Understand your body rhythms and work patterns<br />
  45. 45. Page 43<br />Strategic thinking<br />
  46. 46. Page 44<br />Strategic thinking 1 of 2<br />TRUE FUNDAMENTALS<br />Define what customer you are going to serve<br />Understand what those customers need or will want and if it can be produced<br />Get a picture of what will happen in your marketplace in 12 months or in five or 10 years<br />See your competition’s true value to the customer and marketplace<br />Create competitive advantage and instil it into the fabric of your organization<br />
  47. 47. Page 45<br />Strategic thinking 2 of 2<br />TRUE FUNDAMENTALS<br />Communicate your strategic framework with clarity to your employees and your strategic partners in a way<br />that they can take positive action <br />Profitably develop/produce/distribute a product/service that customers find valuable at your price point<br />Listen to the feedback of the marketplace with insight.<br />Know how to grow your marketplace into the next square or adjacent set of customers<br />Translate the plan into a business process and execute with processes that are reproducible<br />
  48. 48. Page 46<br />Leadership strategy<br />
  49. 49. Page 47<br />Leadership strategy<br />Leadership strategy is greater than the sum of individual organizational strategies<br />Leadership strategy is perceived by the board, shareholders or stakeholders, and customers as the primary value for dollars invested in the CEO’s<br />presence at the helm<br />Executive leadership strategy defines the era of a given leader<br />An intentional, vast-in-scope and all-inclusive strategy guides the organization through numerous challenges that otherwise may be treated as independent events<br />
  50. 50. Page 48<br />Maslow’s hierarchy of needs<br />
  51. 51. Page 49<br />Maslow’s hierarchy of needs<br />Level One: Physiological<br />Level Two: Safety<br />Level Three: Social recognition and belonging<br />Level Four: Self-esteem<br />Level Five: Self-actualization<br />Characteristics of self-actualizing people<br />
  52. 52. Page 50<br />Leadership literature<br />
  53. 53. Page 51<br />Leadership literature 1 of 2<br />Literature that is about leadership<br />Literature that is, of itself, an act of leadership<br />Literature to be read or heard generated by leaders<br />
  54. 54. Page 52<br />Leadership literature 2 of 2<br />Importance of instruction<br />View of human nature<br />Role of rage and outrage<br />Attraction of the great man<br />Rise of the follower <br />
  55. 55. Page 53<br />Drill B<br />
  56. 56. Page 54<br />Drill B <br />
  57. 57. Page 55<br />Case study<br />
  58. 58. Page 56<br />Case study<br />
  59. 59. Page 57<br />Conclusion & Questions<br />
  60. 60. Page 58<br />Conclusion<br />Summary<br />Questions<br />

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