Leadership February 2013
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Half day open training event held in Mississauga.
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Leadership February 2013
- 1. Leading questions by Toronto Training and HR February 2013
- 2. 3-4 Introduction to Toronto Training and HR 5-6 Disciplines of effective leadership Contents 7-8 9-10 Leadership priorities Base-building priorities 11-12 What great leaders give 13-14 Contexts 15-16 Things which leaders can do 17-18 Criteria to evaluate leaders 19-20 Drill A 21-22 The leadership dilemma 23-24 New reality basics 25-26 Leading by persuasion 27-28 Trying too hard to impress 29-30 Guiding principles of great leaders 31-32 Restructuring distressed organizations 33-34 Inspirational leadership 35-36 Drill B 37-38 Creating an organizational creed 39-40 The leadership contract 41-42 Teamwork essentials 43-44 High-performance leadership 45-46 Drill C 48 Case study 49-50 Conclusion and questions
- 3. Introduction Page 3
- 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 plus improving employee engagement and morale Services for job seekers Page 4
- 5. Disciplines of effective leadership Page 5
- 6. Disciplines of effective leadership • Self-control • Patience • Compassion • Decide • Courage Page 6
- 7. Leadership practices Page 7
- 8. Leadership practices • Model the way • Inspire a shared vision • Challenge the process • Enable others to act • Encourage the heart Page 8
- 9. Base-building behaviours Page 9
- 10. Base-building behaviours • Credibility • Trust • Communication • Consistency • Resilience Page 10
- 11. What great leaders give Page 11
- 12. What great leaders give • Glimpse of vulnerability • A peek inside • Undeserved compliment • A nudge • Unexpected attention • Employees a break • A hat rack Page 12
- 13. Contexts Page 13
- 14. Contexts Page 14
- 15. Things which leaders get wrong Page 15
- 16. Things which leaders get wrong • Time needed to do things • Relative importance of people and ideas • What other people hear you say Page 16
- 17. Criteria to evaluate leaders Page 17
- 18. Criteria to evaluate leaders • Technical competence • People skills • Conceptual skills • The ability to track and record results • People taste • Judgement • Character Page 18
- 19. Drill A Page 19
- 20. Drill A Page 20
- 21. The leadership dilemma Page 21
- 22. The leadership dilemma • Cannot trust • Cannot cope • Cannot accept Page 22
- 23. New reality basics Page 23
- 24. New reality basics • Trust as the new currency • Time as the new etiquette • Behavioural integrity as the new walk-the-talk • Today’s truths as the new reality • Titleless leadership as the new mindset Page 24
- 25. Leading by persuasion Page 25
- 26. Leading by persuasion TOOLS NEEDED • Threats or consequences • Passion, pathos • Humour and wit • Imperfection • Surprise • Wonder Page 26
- 27. Trying too hard to impress Page 27
- 28. Trying too hard to impress • Put-downs don’t build you up • Hogging the stage/spotlight • Trying to be clever • People pleasers, command control • Fights are almost never fights- to-the-death • Criticism should be seen as constructive • False pride is a killer Page 28
- 29. Guiding principles of great leaders Page 29
- 30. Guiding principles of great leaders • Committed to double-digit growth • Let go • Make lots of small bets • Ensure that everyone knows the strategy • Get everyone to think and act like the owner • Good stewards Page 30
- 31. Restructuring distressed organizations Page 31
- 32. Restructuring distressed organizations • Understanding the true meaning of the CEO and President • Learn to whisper • Interact with employees at all levels • Demand excellence • Consider failure • Foster communication Page 32
- 33. Inspirational leadership Page 33
- 34. Inspirational leadership • Create value • Inspire greatness • Improve continually • Charisma • Humility • Challenge people • Trust • Learn while teaching Page 34
- 35. Drill B Page 35
- 36. Drill B Page 36
- 37. Creating an organizational creed Page 37
- 38. Creating an organizational creed • Do background research • Interview leadership • Hold focus groups to hear stories • Produce a briefing document • Write your creed • Build support • Integrate the creed into the culture Page 38
- 39. The leadership contract Page 39
- 40. The leadership contract • Leadership is a decision-make it • Leadership is an obligation- step up • Leadership is hard-get tough • Leadership is a community- connect Page 40
- 41. Teamwork essentials Page 41
- 42. Teamwork essentials • Total commitment • Empathy • Adversity management • Mutual respect • We thinking • Ownership of project • Relinquish ego • Kinetic leadership Page 42
- 43. High-performance leadership Page 43
- 44. High-performance leadership • Questions to ask • Behaviours that get leaders fired Page 44
- 45. Drill C Page 45
- 46. Drill C Page 46
- 47. Case study Page 47
- 48. Conclusion and questions Page 48