Download - Leading from the front May 2011
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Leading from the front
by Toronto Training and HR
May 2011
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Contents3-4 Introduction to Toronto Training and
HR5-6 Definition7-8 Difference between leadership and
management9-10 Drill A11-12 Competencies13-14 Expertise needed by non-executive
directors15-16 Challenges faced by CEOS17-18 New leaders19-20 Influencing behaviour21-22 Shooting oneself in the foot23-24 Bench strength25-28 Trends29-31 Planning to succeed32-33 Imperatives34-35 Factors of leadership36-37 Styles of leadership38-40 Criteria to consider41-43 Good leaders or great ones?44-45 Drill B46-47 Case study A48-49 Case study B50-51 Conclusion and questions
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Introduction
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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 course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
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Definition
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DefinitionLEADERSHIP
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Difference between leadership and management
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Difference between leadership and management
DEFINITIONCreating an agendaDeveloping peopleExecutionOutcomesDevelop yourself to meet the demands of the job
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Drill A
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Drill A
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Competencies
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CompetenciesChange managementAgilityFlexibilityCreativity and innovationCommunicationTeambuilding and collaborationEmotional intelligence and empathy
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Expertise needed by non-executive directors
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Expertise needed by non-executive directorsFinance
StrategyMarketingScience and technologyPeopleMedical and clinicalMergers and acquisitionsCorporate governanceDirector expertiseNetworking
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Challenges faced by CEOs
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Challenges faced by CEOsMoving from “business case” to “social business case”Stepping into the role of “ambassador”Repairing the corporate brand/imageMaking the board an allyBuilding a global talent pipeline Grappling with ChinaUnderstanding shifting employee valuesOperating in a world of social mediaDriving diversityManaging a globally distributed leadership team
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New leaders
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New leadersFIVE GROUPS AND FIVE CONVERSATIONSYour new leaderYour teamYour friendsYour new peer groupYour former boss
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Influencing behaviour
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Influencing behaviourManipulateInspire
Why?
What?How?
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Shooting oneself in the foot
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Shooting oneself in the footOveremphasizing personal goalsProtecting your public imageTurning competitors into enemiesGoing it aloneWaiting for permission
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Bench strength
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Bench strengthCOACHING or SELF-COACHINGThe coachee needs accurate data to understand the current “actual” and what winning looks likeThe coachee needs a Guide—someone who is in a position to observe his or her progress and help him or her stay on trackThe 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 inorder to improve his or her life
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Trends
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Trends 1 of 3Strong leaders drive strong performanceExecutive ownership spurs successTake leadership development to the next levelElevate HR to the top tableLink leadership development to outcomesMeasure, measure, measureIntegrate leadership development into risk management practices
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Trends 2 of 3APPLYING THE TRENDSGive leadership development a prominent place intheir overall business strategyAllocate sufficient time and resources to leadershipdevelopmentEmploy a creative approach to nurturing up-and-coming leadersGive emerging leaders face-time with topmanagement
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Trends 3 of 3APPLYING THE TRENDSIntegrate leadership development with recruitingand other talent initiatives for a synchronous effectTrack outcomes of leadership development programs with the goal of improving themAccount for potential talent liabilities in riskassessment and the organization’s overall riskmanagement strategyHold executives accountable for building for the future by improving their bench of talent
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Planning to succeed
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Planning to succeed 1 of 2
Role clarity and alignmentRe-contracting and building relationshipsAdapting to a sub-cultureEarly winsAccelerated learningTargeted development
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Planning to succeed 2 of 2
Senior management buy-inIndividual leadership development at senior levelsTeam developmentStrategic goal integrationA central succession planning systemTraining on providing feedback and empowering othersCorporate culture
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Imperatives
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ImperativesCreate and maintain a clear sense of purposeClarify and identify own value-added role as leaderAlign each person’s role to create focus and valueEquip people to competeSolve problems and remove performance barriersUse time with extreme careCreate a climate for better resultsFoster working relationships and teamworkProvide on-going feedback and coachingDevelop yourself to meet the demands of the job
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Factors of leadership
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Factors of leadership
The ledThe leaderCommunicationThe situation
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Styles of leadership
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Styles of leadership
AutocraticDemocraticCharismaticParticipativeTransformationalServant leadersLaissez-faire leaders
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Criteria to consider
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Criteria to consider 1 of 2
INTERNALPersonality mechanismsUnderstanding of the leader’s dutyPerformance
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Criteria to consider 2 of 2
EXTERNALEnvironment of organizationsClimate of organizationsCulture of organizations
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Good leaders or great ones?
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Good leaders or great ones? 1 of 2
Manage yourselfManage your networkManage your team
Measuring yourself
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Good leaders or great ones? 2 of 2
Do you understand what is required to become truly effective?
Do you understand what you are trying to attain?
PrepDo Review
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Drill B
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Drill B
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Case study A
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Case study A
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Case study B
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Case study B
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Conclusion & Questions
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Conclusion
SummaryQuestions