leadership july 2015
TRANSCRIPT
All you want to know about effective leadership
by Toronto Training and HR
July 2015
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CONTENTS3-4 Introduction5-6 Definitions7-8 Essential characteristics of leadership9-10 What do we see when we observe leadership?11-12 Drivers for leadership success13-14 Reasons people choose to lead a team15-16 Examples of leadership behaviour17-19 Aspects that characterize the magnitude of
leadership tasks20-21 Process steps on the part of the leader22-23 Process steps on the part of the follower24-25 Advantages of a hierarchical form of
cooperation26-28 To what extent?29-30 Interim CEOs31-37 Leaders as trust builders38-39 The story of leadership; questions to ask40-41 Removing barriers to accountability42-44 Ways that leaders can destroy their team45-46 Mistakes which some leaders make when the
going gets tough 47-49 What good leaders do and don’t do…50-51 Conclusion, summary 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 banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Definitions
Definitions • Leadership• What leadership is..• What leadership is
not…
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Essential characteristics of
leadership
Essential characteristics of leadership
• Leadership as a social phenomenon
• Leadership requires a meaning
• Leadership requires power
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What do we see when we observe leadership?
What do we see when we observe leadership?
• Leadership actions• Leadership structures• Leadership results
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Drivers for leadership success
Drivers for leadership success
• Personality• Proficiencies• Persuasion• Purpose
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Reasons people choose to lead a team
Reasons people choose to lead a team
• Power• Prestige/pride• Pennies/purse• People• Purpose
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Examples of leadership behaviour
Examples of leadership behaviour
20 in totalFour considered to be most effective• Solving problems
effectively• Operating with a strong
results orientation• Seeking different
perspectives• Supporting others
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Aspects that characterize the
magnitude of leadership tasks
Aspects that characterize the magnitude of leadership tasks 1 of 2
• The magnitude of the problem or threat
• Denial of the need for change
• Cooperation with difficult followers
• The scale of the dynamics and conflict between followers
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Aspects that characterize the magnitude of leadership tasks 2 of 2
• Difficulties in communication
• Traditional or dysfunctional leadership structures
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Process steps on the part of the leader
Process steps on the part of the leader
• Formation of will• Identification of the
followers• Leadership action
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Process steps on the part of the follower
Process steps on the part of the follower
• Seeking out the situational context
• Orientation to the leader
• Assumption of the foreign will
• Difficulties which can occur
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Advantages of a hierarchical form of
cooperation
Advantages of a hierarchical form of cooperation
• Reducing complexity• Decision-making
speed• Competence
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To what extent?
To what extent? 1 of 2
Leadership factors• Personal proficiency• Strategist• Executor• People manager• Leadership
differentiator
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To what extent? 2 of 2
Human capital• Culture capability• Talent• Performance
accountability• Information• Work
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Interim CEOs
Interim CEOs
Typical roles• Seat warmer• Contender• Groomer• Marketer• Fixer• Cleaner
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Leaders as trust builders
Leaders as trust builders 1 of 6
• Behavioural consistency
• Behavioural integrity• Sharing and
delegation of control• Communication• Demonstration of
concern• Consulting team
members when making decisions
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Leaders as trust builders 2 of 6
• Communicating a collective vision
• Exhibiting shared values
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Leaders as trust builders 3 of 6
Pillars of trustworthiness• Ability• Benevolence• Integrity• Predictability
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Leaders as trust builders 4 of 6
Experiencing trustworthy leadership• Putting relationships
at the heart• Recognising and
developing uniqueness
• Enabling mutual responsibility
• Engaging with real people
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Leaders as trust builders 5 of 6
Characteristics of the trustworthy leader• Human leaders• Personal leaders• Relational leaders
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Leaders as trust builders 6 of 6
• Relational mindset v transactional mindset
• Leadership above and under the surface
• The space of trust • The challenge of
distance• Benefits of trust
relationships-feelings
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The story of leadership; questions to ask
The story of leadership; questions to ask
• What is your plot?• Who are the main
characters of your story?
• What conflicts do you need to resolve?
• What are you known for?
• When are you at your best?
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Removing barriers to accountability
Removing barriers to accountability
Why do leaders struggle?• Fear accountability• Confuse
accountability with responsibility
• Do not have adequate resources
• Have blind spots• Are not willing to be
accountable
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Ways that leaders can destroy their team
Ways that leaders can destroy their team 1 of 2
• Create unreasonable time constraints
• Insult innovation and discourage mistakes
• Don’t involve the team until the last minute
• Don’t define who does what
• Let corporate politics get in the way of progress
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Ways that leaders can destroy their team 2 of 2
• Establish roadblocks to virtual collaboration
• Send mixed messages about the team priorities
• Don’t motivate with rewards and recognition
• Don’t trust our colleagues
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Mistakes which some leaders make when the
going gets tough
Mistakes which some leaders make when the going gets tough
• Become reactive and reactionary
• Huddle with only the corporate folks
• Cut, cut and cut again
• Go after new clients and customers
• Do more with less• Buy into pessimism
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What good leaders do and don’t do…
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What good leaders do and don’t do… 1 of 2
DO• Read/understand own
emotions and recognize the impact on self and others
• Know one’s strengths and limits
• Know and have a good sense of one’s self-worth and capability
• Think and act with optimism
• See and seize opportunities for contributing to the greater good
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What good leaders do and don’t do… 2 of 2
DON’T• Appreciate others’
emotions and perspective• Utilize key organizational
clues, norms, decision networks and politics
• Take responsibility for outcomes
• Deal proactively with conflicts
• Integrate one’s self and team with others in the organization
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Conclusion, summary and questions
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Conclusion, summary and questions
ConclusionSummaryVideosQuestions