Leading people more effectively May 2012


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Leading people more effectively May 2012

  1. 1. Leading people more effectively by Toronto Training and HR March 2012
  2. 2. 3-4 Introduction to Toronto Training and HR 5-6 Styles of leadershipContents 7-8 9-10 Winning leadership Characteristics shared by transformational leaders 11-12 „Best fit‟ approach to leadership 13-14 Risk-takers 15-16 Contingency models of leadership 17-18 The resilience spiral 19-20 Leaders in the public sector 21-22 Solving wicked problems 23-24 North America v the world 25-26 Collaborative leaders 27-28 Performance-related components of leadership 29-30 Making a merger or acquisition succeed 31-32 Leading with insight and vision 33-34 Building a values-led organization 35-36 Pattern recognition for leaders 37-38 The leadership framework 39-41 Letting go of the reins 42-44 Self-command and self-sabotage 45-46 Traits of horrible bosses 47-52 Case studies 53-54 Conclusion & 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. Styles of leadership Page 5
  6. 6. Styles of leadershipConcern for productionConcern for people Page 6
  7. 7. Winning leadership Page 7
  8. 8. Winning leadershipGolden touchIn the zone?A question of trustDon‟t fear failurePraise the effort not the personTurn up the optimismEven leaders get scaredUse your sensesHave a clear visionDescribe the road ahead Page 8
  9. 9. Characteristics shared bytransformational leaders Page 9
  10. 10. Characteristics shared by transformational leadersCharismaInspirationIntellectual stimulationIndividualized consideration Page 10
  11. 11. ‘Best fit’ approach to leadership Page 11
  12. 12. „Best fit‟ approach to leadershipLEADERSHIP IS MOST EFFECTIVE WHEN THEREIS A GOOD FIT BETWEEN:Preferred leadership style and characteristics ofthe leaderLeadership style preferred by the followers andtheir own characteristicsAims, technology and nature of the work that thegroup have to carry outOrganizational setting or context Page 12
  13. 13. Risk-takers Page 13
  14. 14. Risk-takersSpontaneousIntenseWaryPrudentDeliberateComposedAdventurousCarefree Page 14
  15. 15. Contingency models of leadership Page 15
  16. 16. Contingency models of leadershipFACTORS THAT DETERMINE THE LEADER‟SEFFECTIVENESSLeader-member relationsTask structurePosition power Page 16
  17. 17. The resilience spiral Page 17
  18. 18. The resilience spiralPerceivingOrchestratingStrategizingImagineering Page 18
  19. 19. Leaders in the public sector Page 19
  20. 20. Leaders in the public sectorResilienceThe ability to set a compelling vision and bringothers alongPartnership and collaboration with other sectorsand partnersMore commercialism and entrepreneurial driveInnovation, risk taking, looking for newopportunitiesCommunication, influencing and negotiatingCommissioning skills Page 20
  21. 21. Solving wicked problems Page 21
  22. 22. Solving wicked problemsAbility to see the bigger pictureAbility to use intuitionAbility to create a „leaderful‟ organizationAbility to develop mastery in the leadership Page 22
  23. 23. North America v the World Page 23
  24. 24. North America v the World% of employers increasing their leadershipdevelopment budgetsBench strengthViews of North American HR professionals onleadership appointmentsHow North American HR professionals rate theeffectiveness of leadership development initiativesPercentage reporting high quality leadershipCritical leadership skills needed over the next threeyears in North America Page 24
  25. 25. Collaborative leaders Page 25
  26. 26. Collaborative leadersSKILLS AND BEHAVIOURSThey play the role of connectorThey have the ability to engage talentThey provide a model of collaboration at the topThey take a strong hand to stop teams gettingmired in debate and challenge them to makedecisions Page 26
  27. 27. Performance-relatedcomponents of leadership Page 27
  28. 28. Performance-related components of leadershipHaving an action and performance orientationSolving problems and seizing opportunitiesDeveloping in oneself and others the mind-set andskills to demonstrate these competencies Page 28
  29. 29. Making a merger oracquisition succeed Page 29
  30. 30. Making a merger or acquisition succeedTHINGS TO AVOIDFailure to acknowledge what‟s happeningFailure to hear people outFailure to provide informationFailure to put the situation into a larger contextFailure to take responsibilityFailure to help people move onFailure to walk the talk Page 30
  31. 31. Leading with insight and vision Page 31
  32. 32. Leading with insight and visionAcknowledge the need to generate and developideasTake an “as if” approach when leading peopleSee the difference between mission and visionCo-create a collective visionProvide the space for creativityEstablish a system for learning Page 32
  33. 33. Building a values-led organization Page 33
  34. 34. Building a values-led organizationIdentify those core values that are crucial to thesuccess of your organizationAim for a maximum of four core values, ideallythreeEnsure your values are believableInvest the time in values alignmentEducate employees to gain buy inEmbed your values into all of your processesUndertake surveys Page 34
  35. 35. Pattern recognition for leaders Page 35
  36. 36. Pattern recognition for leadersDEVELOPING PERSONALITY PATTERNRECOGNITION SKILLSUse the power of insight to analyze all yourpersonality patterns and solutions to themBe objectiveCreate a cost/benefit analysisDetermine your toolSee your blind spotsObserve tractionApply action Page 36
  37. 37. The leadership framework Page 37
  38. 38. The leadership frameworkWho am I?What do I want?How will I attract and motivate others?How will I earn and retain the privilege to lead? Page 38
  39. 39. Letting go of the reins Page 39
  40. 40. Letting go of the reins 1 of 2Accept you can‟t do everythingList what you could do with more timeWork out which tasks you want to keepDon‟t underestimate your employeesChoose the right people……and give them power and authority Page 40
  41. 41. Letting go of the reins 2 of 2Worry about outputs, not methodsEncourage fresh perspectivesSpend more time on strategyDon‟t take back control at the first sign of trouble Page 41
  42. 42. Self-command and self- sabotage Page 42
  43. 43. Self-command and self- sabotage 1 of 2ACHIEVING SELF-COMMANDSpotting and acting on important problems andopportunities, rather than letting them slip pastPursuing the right goalsMaintaining proper goal focusAssessing both pros and cons for both short termand long termPlanning well, including making contingency plans Page 43
  44. 44. Self-command and self- sabotage 2 of 2AVOIDING SELF-SABOTAGE BY SIDESTEPPINGCOMMON PITFALLS:Failing to act when we know we shouldPursuing the wrong performance objectiveslosing sight of your goalsEvaluating on short-term, but not long-term, basesInadequately planning implementation, assumingit will go smoothlyFailing to create or execute contingency plans Page 44
  45. 45. Traits of horrible bosses Page 45
  46. 46. Traits of horrible bossesThey believe in the 4th law of thermodynamicsThey are skilled and habitual liarsThey belittle peopleThey actively promote „them and us‟They vacillateThey sulkThey bully and manipulateThey disappear Page 46
  47. 47. Case study A Page 47
  48. 48. Case study A Page 48
  49. 49. Case study B Page 49
  50. 50. Case study B Page 50
  51. 51. Case study C Page 51
  52. 52. Case study C Page 52
  53. 53. Conclusion & questions Page 53
  54. 54. Conclusion & questionsSummaryVideosQuestions Page 54