Leading people better during 2012 January 2012

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One day open training event held in Toronto, Canada.

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Leading people better during 2012 January 2012

  1. 1. Leading people better during 2012 by Toronto Training and HR January 2012
  2. 2. 3-4 Introduction to Toronto Training and HR 5-6 DefinitionContents 7-9 10-12 13-15 Managers or leaders? Roles of the leader Emotional intelligence 16-19 Servant leadership 20-23 Continuum of behaviour 24-25 Ways to manage risk 26-29 Take it away! 30-31 The phase model of decision-making 32-33 Navigating with a leadership compass 34-35 Preparing a business for sale 36-37 Purposeful leadership 38-44 Impacts on the effectiveness of leaders 45-47 Advancing leadership in a fast-changing world 48-51 Better leadership development-questions to ask 52-54 Taking an interactive and experiential approach 55-59 The fundamentals of leader development 60-63 Assessing the level of dysfunction in the team 64-65 Impact of less than optimal leadership practices 66-68 Key leadership challenges 69-70 What can wise leaders do? 71-72 Leading with humility 73-74 How to help leaders delegate 75-77 Why can’t some leaders connect with people 78-80 Factors to be met to deliver sustainable high performance 81-84 Leading with dignity 85-87 Leadership pipelines 88-90 Leadership traits 91-102 Case studies 103-104 Conclusion and questions
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR• Toronto Training and HR is 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 event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  5. 5. Definition Page 5
  6. 6. DefinitionWhat is leadership?Traits related to leadership successLeadership competencies Page 6
  7. 7. Managers or leaders? Page 7
  8. 8. Managers or leaders? 1 of 2MANAGERSStrategyStructureSystems Page 8
  9. 9. Managers or leaders? 2 of 2LEADERSStyleStaffSkillsShared goals Page 9
  10. 10. Roles of the leader Page 10
  11. 11. Roles of the leader 1 of 2Co-ordinatorPlannerPolicy makerExpertExternal group representativeController of internal relationsController of rewards and punishmentsArbitrator and mediator Page 11
  12. 12. Roles of the leader 2 of 2Role modelSymbol of the groupIdeologistParent figureScapegoat Page 12
  13. 13. Emotional intelligence Page 13
  14. 14. Emotional intelligence 1 of 2FOUR DISTINCT ELEMENTSAbility to perceive how oneself and other peopleare feelingAbility to access or generate emotions in oneselfas a means of assisting thoughtAbility to understand emotions and emotionalreactions to eventsAbility to manage or regulate emotions in oneselfand others Page 14
  15. 15. Emotional intelligence 2 of 2FIVE SEPARATE COMPONENTSSelf-awarenessSelf-regulationMotivationEmpathySocial skill Page 15
  16. 16. Servant leadership Page 16
  17. 17. Servant leadership 1 of 3LeadingServing Page 17
  18. 18. Servant leadership 2 of 3A clear and understandable rationale for theorganizationService-placing each colleague in an environmentthat supports their very best work Page 18
  19. 19. Servant leadership 3 of 3TO CULTIVATE THIS, BE PREPARED TO:Listen wellExplore understandingChallenge the status quoBe honestLive your guiding principlesKeep track of your own impact and gatherfeedback regularly Page 19
  20. 20. Continuum of behaviour Page 20
  21. 21. Continuum of behaviour 1 of 3At one end the leader makes all the decisions andannounces themThe leader sells the decisionThe leader presents ideas and invites questionsThe leader presents tentative decisions subject tochangeThe leader presents problems and asks forsuggestions, then makes the decision Page 21
  22. 22. Continuum of behaviour 2 of 3The leader defines the limits and asks the group tomake the decisionAt the other end the leader permits the group tofunction within limits defined by others Page 22
  23. 23. Continuum of behaviour 3 of 3TellsSellsConsultsJoins Page 23
  24. 24. Ways to manage risk Page 24
  25. 25. Ways to manage riskEmbed a risk cultureGet your contracts rightHave an overview of riskKeep an eye on cashDon’t just tick the boxesKeep on top of invoicingMake sure IT security is up to date Page 25
  26. 26. Take it away! Page 26
  27. 27. Take it away! 1 of 3Seek first to understand before expecting to beunderstoodBefore changing a process, find out what thecurrent process is and why it is that wayGet to know your team individuallyCommunicate clearly, both in writing and verballyIf you say you are going to do something, do itAlways be on time Page 27
  28. 28. Take it away! 2 of 3Lead by example (Working 80 hours a week is notsetting a good example by the way… this will onlymake your team feel that you expect the same ofthem)Respect the ideas and opinions of others, even ifthey are different from your ownCount to 10 before you reactGive and receive timely feedback to and from alllevels of your organizationMake decisions Page 28
  29. 29. Take it away! 3 of 3If you make a mistake, take accountability andlearn from itBe availableMake time for your employeesIf you don’t know an answer, admit it, find it outand report backGive credit where credit is dueSay thank you and reward often Page 29
  30. 30. The phase model of problem-solving Page 30
  31. 31. The phase model of problem- solvingIdentify the performance challenge that requiresactionDetermine your goalsGenerate multiple optionsForecast their possible outcomesMake your decisionPlan and implementMonitor and adapt as needed Page 31
  32. 32. Navigating with aleadership compass Page 32
  33. 33. Navigating with a leadership compassNavigateEmpathizeSelf-correctWin and win Page 33
  34. 34. Preparing a business for sale Page 34
  35. 35. Preparing a business for saleMould the business to the marketKeep cash in the companyAttract a buyerTiming is criticalTake the right advice Page 35
  36. 36. Purposeful leadership Page 36
  37. 37. Purposeful leadershipHOW CAN IT BE ACHIEVED?Inspire others to achieve peak performanceDirect others by setting clear expectations andSMART objectivesEvolve thoughts, data and ideas into decisions byusing critical thinkingAct decisively whilst staying on schedule Page 37
  38. 38. Impacts on theeffectiveness of leaders Page 38
  39. 39. Impacts on the effectiveness of leaders 1 of 6Social identification with the corporate elitePrevious experience of:Strained marital relationshipStrained relationship with childHealth problem of loved oneStrength of personal tie to altersSocial interaction with alters Page 39
  40. 40. Impacts on the effectiveness of leaders 2 of 6Social identification with the corporate eliteDemographic similarity to alters:AgeEducationFunctional backgroundBoard control over managementCommon board appointmentsStrained marital relationship Page 40
  41. 41. Impacts on the effectiveness of leaders 3 of 6Demographic similarity to alters:Strained relationship with childHealth problem of loved oneCEO social identification with the informalsupport groupNumber of informal support group membersexperiencing problemsReceipt of strategic advice from fellow directors Page 41
  42. 42. Impacts on the effectiveness of leaders 4 of 6Demographic similarity to alters:Number of personal problems of fellow directorsknown to focal CEOProvision of social supportReceipt of social support from informal supportgroup members for:Strained marital relationshipStrained relationship with childHealth problem of loved one Page 42
  43. 43. Impacts on the effectiveness of leaders 5 of 6Receipt of social support from informal supportgroup members for:Social support from personal friendsSocial support from family membersExperience as CEOCorporate diversificationReturn on assetsAppointment of alter during CEO’s tenure Page 43
  44. 44. Impacts on the effectiveness of leaders 6 of 6Receipt of social support from informal supportgroup members for:Mentoring of lower-level managersProviding encouragement to lower-levelmanagersSeeking input from lower-level managersSeeking information from lower-level managersSoliciting advice and counsel from outsidedirectors Page 44
  45. 45. Advancing leadershipdevelopment in a fast- changing world Page 45
  46. 46. Advancing leadershipdevelopment in a fast-changing world 1 of 2Building a larger, stronger pipeline of future seniorexecutives by balancing the talent available frominternal pools with the targeted new capabilitiesthat can be acquired through external recruitmentDevising better approaches to career developmentconversations and plans, and to building thecapabilities among high-potential employees tohandle complexity Page 46
  47. 47. Advancing leadershipdevelopment in a fast-changing world 2 of 2Planning and organizing talent flows internally andexternally on a multinational-even global-scaleEncouraging leadership training by, for instance,establishing or augmenting corporate “universities” Page 47
  48. 48. Better leadershipdevelopment-questions to ask Page 48
  49. 49. Better leadership development- questions to ask 1 of 3When was the last time one of your key objectivesrested on your HR function’s capacity to placeleaders in the right roles at the right locations?Can your managers and leaders quickly changecourse, innovate, and team with key line leadersas an equal partner to improve performance?Are you aware of the risks if you do not haveleader successors named? Page 49
  50. 50. Better leadership development- questions to ask 2 of 3Do you have leaders with 21st century skills todrive the business goals?Do your leaders share personal stories toencourage adoption of the expectations regardingleaders’ behaviours?Is your leadership development approach closelytied to your business goals?To what extent is your leadership developmentlinked to your other talent processes? Page 50
  51. 51. Better leadership development- questions to ask 3 of 3Does your LD stretch your leaders’ exposure andexperience to all parts of the business?Do your leaders have the acumen and agility toimprove organizational capability and to avoidserious missteps and points of strategic failure? Page 51
  52. 52. Taking an interactive and experiential approach Page 52
  53. 53. Taking an interactive and experiential approach 1 of 2Engage executivesAlign leadership strategy and developmentto business strategyDefine business-driven leadershipcompetenciesDevelop all leaders Page 53
  54. 54. Taking an interactive and experiential approach 2 of 2Integrate leadership development with other talentprocessesApply targeted leadership development solutions Page 54
  55. 55. The fundamentals ofleader development Page 55
  56. 56. The fundamentals of leader development 1 of 4Understanding the short-term focus ofmanagement, but using the long-term view ofleadershipMonitoring and managing a healthy ego, emotionalintelligence and ethics Page 56
  57. 57. The fundamentals of leader development 2 of 4Using effectively five sources of power:Intrapersonal powerKnowledge powerInterpersonal sensitivityPosition powerPolitical powerLearning to use and expand a coachable leader’ssphere of influence beyond the sole useof position power Page 57
  58. 58. The fundamentals of leader development 3 of 4Communicating comprehensivelyDialoguingListeningEmpathizingAttendingPresenting Yourself,SpeakingNetworking Page 58
  59. 59. The fundamentals of leader development 4 of 4Learning the dynamics of work groups as theydevelop into effective teamsAligning work systems using the interplaybetween individual performance, teamperformance and work systems Page 59
  60. 60. Assessing the level ofdysfunction in the team Page 60
  61. 61. Assessing the level of dysfunction in the team 1 of 3QUESTIONS TO ASKDo team members openly disclose their opinions?Do they come to decisions quickly and avoidgetting bogged down by consensus?Do they confront one another about theirshortcomings?Do they sacrifice their own interests for the goodof the team?Are meetings compelling and productive? Page 61
  62. 62. Assessing the level of dysfunction in the team 2 of 3DYSFUNCTIONS TO ADDRESSAbsence of trustFear of conflictLack of commitmentAccountability avoidanceInattention to results Page 62
  63. 63. Assessing the level of dysfunction in the team 3 of 3TEMPTATIONS TO AVOIDPut personal status (or ego) over organizationalresultsPut personal popularity ahead of holding peopleaccountableBe certain v be clearCreate harmony at the expense of healthy conflictAppear invulnerable v building trust Page 63
  64. 64. Impact of less thanoptimal leadership practices Page 64
  65. 65. Impact of less than optimal leadership practicesEmployee retentionCustomer satisfactionOverall employee productivity Page 65
  66. 66. Key leadership challenges Page 66
  67. 67. Key leadership challenges 1 of 2Strategic issues around creating an integrated andsystematic process for identifying, assessing, anddeveloping and retaining talent for leadership rolesAlignment challenges ensuring leadership is in stepwith strategy and that the competencies beinggroomed across the leadership pipeline will deliverthe capabilities required and the results desired Page 67
  68. 68. Key leadership challenges 2 of 2Talent areas involving building a steady and readydeep bench of leaders available to fill any gapsthat surfacePerformance aspects ensuring that leaders areeffectively and efficiently producing the goods andservices that meet and exceed customer needs Page 68
  69. 69. What can wise leaders do? Page 69
  70. 70. What can wise leaders do?Judge goodnessGrasp the essenceCreate shared contextsCommunicate the essenceExercise political powerFoster practical wisdom in others Page 70
  71. 71. Leading with humility Page 71
  72. 72. Leading with humilityWhat humility isWhat humility is notAdding humble behaviours Page 72
  73. 73. How to help leaders delegate Page 73
  74. 74. How to help leaders delegateThink return on investment (ROI)Think developmentThink strengthsThink outside of your peopleAvoid setting others up to failAvoid dumpingAvoid delegating unprocessed workAvoid micromanagingAvoid confusion and frustrationSee delegation as a reward for a job well done Page 74
  75. 75. Why can’t some leaders connect with people? Page 75
  76. 76. Why can’t some leaders connect with people 1 of 2Care too much about what others think of themFear making mistakesFeel they need to do something huge to improveor change themselves before they will be ready forothersDo not feel good enough about themselves, theirskills, or their experienceAre hiding something about their backgroundwhich they feel does not measure up Page 76
  77. 77. Why can’t some leaders connect with people 2 of 2Are told by people who either care about them orwho they look up to that they are gettingtoo full of themselvesAre told they do not belongAre unable to give themselves a break; they aretoo hard on themselvesThey lose themselves taking care of everyone elseTry to package themselves as something they arenot to fit in, get a promotion or belong tosomething Page 77
  78. 78. Factors to be met todeliver sustainable high performance Page 78
  79. 79. Factors to be met to deliversustainable high performance 1 of 2 Individuals and teams are clear about what is expected of them on a day-to-day basis as well as in the longer-term Success is recognized and celebrated People thrive in conditions where high performance expectations are accompanied by high support to achieve them Page 79
  80. 80. Factors to be met to deliversustainable high performance 2 of 2 Delegation and empowerment are the norm, being underpinned by good working relationships, a feedback culture, accountability and ownership, and clearly-defined goals “The we’re in it together” mindset is the foundation of high performing teams Healthy competition exists in the form of shared learning and commitment to everyone’s development, and goals being aligned Page 80
  81. 81. Leading with dignity Page 81
  82. 82. Leading with dignity 1 of 3STEPS TO BECOME MORE AWAREKnow the inherent value and vulnerability of othersLearn how to treat yourself and others with dignityBe aware of the power you have to affect othersPractice ways to honour the dignity of othersAcknowledge the power of being vulnerable withothersRecognize how difficult it is for subordinates tospeak up about dignity violations they experiencefrom their leaders Page 82
  83. 83. Leading with dignity 2 of 3HOW TO CREATE A CULTURE OF DIGNITYCommit to learning about the role dignity plays inestablishing a healthy and productive workenvironmentMake an effort to honour the dignity of youremployees, both in everyday interactions and inthe policies you createCreate a culture where people feel safe to speakup about the dignity violations they experience Page 83
  84. 84. Leading with dignity 3 of 3HOW TO CREATE A CULTURE OF DIGNITYTake action to address the situation when youlearn that other managers are violating the dignityof others Page 84
  85. 85. Leadership pipelines Page 85
  86. 86. Leadership pipelines 1 of 2Learning agilityIntelligenceValuesEmotionDrive Page 86
  87. 87. Leadership pipelines 2 of 2Corporate leadershipOperational leadershipFirst-line leadership Page 87
  88. 88. Leadership traits Page 88
  89. 89. Leadership traits 1 of 21. Advisor – what is the best thing to do?2. Connector – who/what can I connect to?3. Creator – what do I understand?4. Equalizer – what is the right thing to do?5. Influencer – how do I move you to act?6. Pioneer – what’s new?7. Provider – are you OK?8. Stimulator – where is the energy in this roomand can I raise it? Page 89
  90. 90. Leadership traits 2 of 29. Teacher – how can I/he/she learn? Page 90
  91. 91. Case study A Page 91
  92. 92. Case study A Page 92
  93. 93. Case study B Page 93
  94. 94. Case study B Page 94
  95. 95. Case study C Page 95
  96. 96. Case study C Page 96
  97. 97. Case study D Page 97
  98. 98. Case study D Page 98
  99. 99. Case study E Page 99
  100. 100. Case study E Page 100
  101. 101. Case study F Page 101
  102. 102. Case study F Page 102
  103. 103. Conclusion & Questions Page 103
  104. 104. ConclusionSummaryVideosQuestions Page 104

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