Leading from the front May 2011


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Half day interactive open workshop in Mississauga on leadership.

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Leading from the front May 2011

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