1) The document provides an overview of leadership topics including becoming a better leader, authentic leadership, implementing leadership development programs, hiring leaders, and looking after leaders. 2) Implementing an effective leadership development program requires defining what leadership means for the organization, assessing current behaviors, providing a safe learning environment, and measuring the program's success. 3) Building a leadership pipeline involves defining the leadership strategy, assessing current and future talent, implementing a systematic development process, and measuring progress.

1. Leadershipby Fluid February 2010

2. Contents3-4 Introduction to Fluid5-7 Disabled leaders8-9Becoming a better leader10-11 Authentic leadership12-13 Exercise A14-15 Balancing act16-17 Upward leadership18-22 Implementing a leadership development programme23-24 Seven failings of really useless leaders25-26 Attributes of a top CEO27-28 Leading by example29-30 Six styles of leadership31-32 Collaborative leaders33-34 Engaging leadership35-36 Unlocking leadership potential37-39 Hiring leaders40-41 Building a leadership pipeline42-44 Looking after your leaders45-47 Good practice for leaders48-49 Exercise B50-51 Case studies52-53 Conclusion and questions

3. Page 3Introduction

4. Page 4Introduction to FluidFluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD 10 years in banking10 years in Human Resources consultancyFluid trading since 2006The core services provided by Fluid are:Retention

5. Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy

6. Page 5Disabled leaders

7. Page 6Disabled leaders 1 of 2Visible leadership showing that the organisation values difference and openness about hidden experiences of disability and health conditions

8. Ensuring occupational health checks are not used to screen people unfairly out of jobs-never permit health checks before a provisional job offer, that way there can be no covert discrimination

9. Supporting managers by giving them the full bank of reasonable adjustments and good management practicesPage 7Disabled leaders 2 of 2Sharing with employees examples of adjustments others have found helpful

10. Identifying and supporting talented disabled people, and ensuring their career development is tailored to their needsPage 8Becoming a better leader

11. Page 9Becoming a better leaderKnow you team

12. Change your thinking

13. Reward appropriately

14. Manage performance

15. Employee behaviour

16. Manager’s observation

17. Behaviour reinforcementPage 10Authentic leadership

18. Page 11Authentic leadershipDo what they say, and practice what they preach

19. Element of coherence

20. Comfort with selfPage 12Exercise A

21. Page 13Exercise A

22. Page 14Balancing act

23. Page 15Balancing actKnowing and showing yourself-enough

24. Taking personal risks

25. Reading and rewriting the context

26. Remaining authentic-but conforming enough

27. Managing social distance

28. Communicating with care Page 16Upward leadership

29. Page 17Upward leadershipUnderstand the organisation and its constraints

30. Understand your boss

31. Build a real rapport

32. Link your ideas to business benefits

33. Deal with facts

34. Deliver solutions, not problems

35. Aim to work as a partnership

36. Listen

37. Stick to your gunsPage 18Implementing a leadership development programme

38. Page 19Implementing a leadership development programme 1 of 4Define what you mean by leadership and what sort of leadership your organisation requires

39. Look at the current behavioursof your management team and gauge where there are gaps or mismatches

40. Aim to provide a safe yet challenging learning environment

41. Recognise that leadership is about behavioursrather than tools and techniques

42. If your programme is about development, make it clear there is not an assessment element to it as wellPage 20Implementing a leadership development programme 2 of 4Know what you want to achieve, have a clear vision of the sort of leaders you want, and accept that leadership is not about one size fitting all

43. Try to encourage people to invest fully-get them to turn off mobiles and log-off from emails

44. Encourage an atmosphere of self-managed leaning, with participants making decisions about what will be the most useful thing for them to learn

45. Use coaching, role-plays and scenarios to drive the message home, and don’t be afraid to experiment

46. Look at how you are going to evaluate the programme’s success, perhaps combining anecdotal with statistical evidencePage 21Implementing a leadership development programme 3 of 4Begin with board, for top-level buy-in and participation is absolutely essential for the credibility and success of the programme

47. Get help, because often you and your colleagues will be too close to the issues to recognise the solution, so it can be very useful to have an independent third party to facilitate your discussions

48. Articulate your goals, values and behaviours in clear language that means something to the leaders in your organisation-avoid the temptation to speak in corporate jargon

49. Ensure you have a mechanism to measure success

50. Provide post-event follow upPage 22EFFECTIVE METHODSAction learning360 degree feedbackCoachingMentoringClassroom-style learningFormal, external, accredited coursesPlacements/secondmentsBlended learningPsychometricsDevelopment reviews and appraisalsImplementing a leadership development programme 4 of 4

51. Page 23Seven failings of really useless leaders

52. Page 24Seven failings of really useless leadersKill enthuisiasm

53. Kill emotion

54. Kill explanation

55. Kill engagement

56. Kill reward

57. Kill culture

58. Kill trustPage 25Attributes of a top CEO

59. Page 26Attributes of a top CEOA track record or experience

60. Consistent growth of turnover or shareholder value

61. Innovation and the ability to respond to changing market conditions

62. A clear vision and the ability to carry management with them

63. The ability to recognise and manage riskPage 27Leading by example

64. Page 28Leading by exampleYou don’t have a choice

65. Be strategic

66. Walk the talk

67. Be aware of symbolism

68. Show your tough side

69. Be visible

70. Validate

71. Broaden your audiencePage 30Six styles of leadership

72. Page 6Six styles of leadershipAuthoritative

73. Coaching

74. Democratic

75. Affiliative

76. Pacesetting

77. CoercivePage 31Collaborative leaders

78. Page 32Collaborative leadersHave courage and act long term

79. Prepare for conflict

80. Invest in personal relationships

81. Continually develop interpersonal leadership skills

82. Find the personal motivationPage 33Engaging leadership

83. Page 34Engaging leadershipEngaging stakeholders from the outset to shape the nature of the service

84. Collective vision of good-quality service

85. Non-hierarchical teams

86. Supportive culture

87. Successful change managementPage 35Unlocking leadership potential

88. Page 36Unlocking leadership potentialAllow it to roam

89. Don’t prevent people from doing things beyond their brief

90. Ensure job descriptions don’t limit people

91. Encourage people to take on responsibilities outside their normal remit

92. Encourage the building of broad and diverse networks

93. Look for leaders who know how to develop the leadership potential of othersPage 37Hiring leaders

94. Page 38Hiring leaders 1 of 2Customer service-focused companies should look for leaders who will empower their employees, actively demonstrate that they support the organisation’s values and act with integrity

95. Organisations that focus on efficiency need leaders who will encourage employees to think for themselves and get involved in decision making

96. Where organisations are based more on image, leaders should have the ability to build credibility both internally and externallyPage 39Hiring leaders 2 of 2Leaders in innovative organisations should allow employees to take risks

97. In organisationscentred on quality, leaders should be concerned for the wellbeing of employees and encourage free exchange of information between different departmentsPage 40Building a leadership pipeline

98. Page 41Building a leadership pipelineDefine your leadership strategy and align it with business requirements

99. Define your unique leadership success profile

100. Assess the current and future pipeline of leadership talent

101. Build and implement a systematic development process

102. Measure progress along the wayPage 42Looking after your leaders

103. Page 43Looking after your leaders 1 of 2Encourage leaders to tackle issues of stress and low morale in your organisation

104. Inspire leaders to create a culture of dignity and respect in the workplace, by actively defining and promoting positive working relationships

105. Help the top team to lead by example and to follow the espoused values of the organisation by providing training

106. Present networking opportunities where leaders can meet peers who can give them a different perspective about their role and the organisationPage 44Looking after your leaders 2 of 2Support leaders by providing an executive coach or mentor who can help them to build their self awareness, set better goals, identify their developmental needs, overcome their personal challenges and improve their effectiveness, decision-making, work relationships and creativity

107. Help leaders unlock the talent within the organisationPage 45Good practice for leaders

108. Page 46Good practice for leaders 1 of 2Show a clear understanding of the business drivers in the organisation

109. Help the organisation add value and move up the value chain

110. Establish a clear vision and strategy for people development

111. Involve others and engage stakeholders in a transparent and open wayPage 47Good practice for leaders 2 of 2Have a good overview of what is needed to advance in the long-term and also of the short-term priorities

112. Use processes and techniques appropriately

113. Apply metrics to demonstrate value

114. Understand the legacy that learners bring with them and adjust their interventions accordinglyPage 48Exercise B

115. Page 49Exercise B

116. Page 50Case studies

117. Page 51Case studies

118. Page 52Conclusion & Questions

119. Page 53ConclusionSummaryQuestions