Leading from the front

by Toronto Training and HR

May 2011

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

Page 3

Introduction

Page 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 course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Page 5

Definition

Page 6

DefinitionLEADERSHIP

Page 7

Difference between leadership and management

Page 8

Difference between leadership and management

DEFINITIONCreating an agendaDeveloping peopleExecutionOutcomesDevelop yourself to meet the demands of the job

Page 9

Drill A

Page 10

Drill A

Page 11

Competencies

Page 12

CompetenciesChange managementAgilityFlexibilityCreativity and innovationCommunicationTeambuilding and collaborationEmotional intelligence and empathy

Page 13

Expertise needed by non-executive directors

Page 14

Expertise needed by non-executive directorsFinance

StrategyMarketingScience and technologyPeopleMedical and clinicalMergers and acquisitionsCorporate governanceDirector expertiseNetworking

Page 15

Challenges faced by CEOs

Page 16

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

Page 17

New leaders

Page 18

New leadersFIVE GROUPS AND FIVE CONVERSATIONSYour new leaderYour teamYour friendsYour new peer groupYour former boss

Page 19

Influencing behaviour

Page 20

Influencing behaviourManipulateInspire

Why?

What?How?

Page 21

Shooting oneself in the foot

Page 22

Shooting oneself in the footOveremphasizing personal goalsProtecting your public imageTurning competitors into enemiesGoing it aloneWaiting for permission

Page 23

Bench strength

Page 24

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

Page 25

Trends

Page 26

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

Page 27

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

Page 28

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

Page 29

Planning to succeed

Page 30

Planning to succeed 1 of 2

Role clarity and alignmentRe-contracting and building relationshipsAdapting to a sub-cultureEarly winsAccelerated learningTargeted development

Page 31

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

Page 32

Imperatives

Page 33

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

Page 34

Factors of leadership

Page 35

Factors of leadership

The ledThe leaderCommunicationThe situation

Page 36

Styles of leadership

Page 37

Styles of leadership

AutocraticDemocraticCharismaticParticipativeTransformationalServant leadersLaissez-faire leaders

Page 38

Criteria to consider

Page 39

Criteria to consider 1 of 2

INTERNALPersonality mechanismsUnderstanding of the leader’s dutyPerformance

Page 40

Criteria to consider 2 of 2

EXTERNALEnvironment of organizationsClimate of organizationsCulture of organizations

Page 41

Good leaders or great ones?

Page 42

Good leaders or great ones? 1 of 2

Manage yourselfManage your networkManage your team

Measuring yourself

Page 43

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

Page 44

Drill B

Page 45

Drill B

Page 46

Case study A

Page 47

Case study A

Page 48

Case study B

Page 49

Case study B

Page 50

Conclusion & Questions

Page 51

Conclusion

SummaryQuestions