2. 3-4 Introduction to Toronto Training and HR
5-6 Styles of leadership
Contents 7-8
9-10
Winning leadership
Characteristics shared by transformational leaders
11-12 „Best fit‟ approach to leadership
13-14 Risk-takers
15-16 Contingency models of leadership
17-18 The resilience spiral
19-20 Leaders in the public sector
21-22 Solving wicked problems
23-24 North America v the world
25-26 Collaborative leaders
27-28 Performance-related components of leadership
29-30 Making a merger or acquisition succeed
31-32 Leading with insight and vision
33-34 Building a values-led organization
35-36 Pattern recognition for leaders
37-38 The leadership framework
39-41 Letting go of the reins
42-44 Self-command and self-sabotage
45-46 Traits of horrible bosses
47-52 Case studies
53-54 Conclusion & questions
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
- Improving employee engagement & morale
- Services for job seekers
Page 4
8. Winning leadership
Golden touch
In the zone?
A question of trust
Don‟t fear failure
Praise the effort not the person
Turn up the optimism
Even leaders get scared
Use your senses
Have a clear vision
Describe the road ahead
Page 8
12. „Best fit‟ approach to leadership
LEADERSHIP IS MOST EFFECTIVE WHEN THERE
IS A GOOD FIT BETWEEN:
Preferred leadership style and characteristics of
the leader
Leadership style preferred by the followers and
their own characteristics
Aims, technology and nature of the work that the
group have to carry out
Organizational setting or context
Page 12
20. Leaders in the public sector
Resilience
The ability to set a compelling vision and bring
others along
Partnership and collaboration with other sectors
and partners
More commercialism and entrepreneurial drive
Innovation, risk taking, looking for new
opportunities
Communication, influencing and negotiating
Commissioning skills
Page 20
22. Solving wicked problems
Ability to see the bigger picture
Ability to use intuition
Ability to create a „leaderful‟ organization
Ability to develop mastery in the leadership
Page 22
24. North America v the World
% of employers increasing their leadership
development budgets
Bench strength
Views of North American HR professionals on
leadership appointments
How North American HR professionals rate the
effectiveness of leadership development initiatives
Percentage reporting high quality leadership
Critical leadership skills needed over the next three
years in North America
Page 24
26. Collaborative leaders
SKILLS AND BEHAVIOURS
They play the role of connector
They have the ability to engage talent
They provide a model of collaboration at the top
They take a strong hand to stop teams getting
mired in debate and challenge them to make
decisions
Page 26
28. Performance-related
components of leadership
Having an action and performance orientation
Solving problems and seizing opportunities
Developing in oneself and others the mind-set and
skills to demonstrate these competencies
Page 28
30. Making a merger or acquisition
succeed
THINGS TO AVOID
Failure to acknowledge what‟s happening
Failure to hear people out
Failure to provide information
Failure to put the situation into a larger context
Failure to take responsibility
Failure to help people move on
Failure to walk the talk
Page 30
32. Leading with insight and vision
Acknowledge the need to generate and develop
ideas
Take an “as if” approach when leading people
See the difference between mission and vision
Co-create a collective vision
Provide the space for creativity
Establish a system for learning
Page 32
34. Building a values-led
organization
Identify those core values that are crucial to the
success of your organization
Aim for a maximum of four core values, ideally
three
Ensure your values are believable
Invest the time in values alignment
Educate employees to gain buy in
Embed your values into all of your processes
Undertake surveys
Page 34
36. Pattern recognition for leaders
DEVELOPING PERSONALITY PATTERN
RECOGNITION SKILLS
Use the power of insight to analyze all your
personality patterns and solutions to them
Be objective
Create a cost/benefit analysis
Determine your tool
See your blind spots
Observe traction
Apply action
Page 36
38. The leadership framework
Who am I?
What do I want?
How will I attract and motivate others?
How will I earn and retain the privilege to lead?
Page 38
40. Letting go of the reins 1 of 2
Accept you can‟t do everything
List what you could do with more time
Work out which tasks you want to keep
Don‟t underestimate your employees
Choose the right people…
…and give them power and authority
Page 40
41. Letting go of the reins 2 of 2
Worry about outputs, not methods
Encourage fresh perspectives
Spend more time on strategy
Don‟t take back control at the first sign of trouble
Page 41
43. Self-command and self-
sabotage 1 of 2
ACHIEVING SELF-COMMAND
Spotting and acting on important problems and
opportunities, rather than letting them slip past
Pursuing the right goals
Maintaining proper goal focus
Assessing both pros and cons for both short term
and long term
Planning well, including making contingency plans
Page 43
44. Self-command and self-
sabotage 2 of 2
AVOIDING SELF-SABOTAGE BY SIDESTEPPING
COMMON PITFALLS:
Failing to act when we know we should
Pursuing the wrong performance objectives
losing sight of your goals
Evaluating on short-term, but not long-term, bases
Inadequately planning implementation, assuming
it will go smoothly
Failing to create or execute contingency plans
Page 44
46. Traits of horrible bosses
They believe in the 4th law of thermodynamics
They are skilled and habitual liars
They belittle people
They actively promote „them and us‟
They vacillate
They sulk
They bully and manipulate
They disappear
Page 46