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Leading people more effectively



      by Toronto Training and HR

             March 2012
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
Introduction




     Page 3
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
Styles of leadership




        Page 5
Styles of leadership
Concern for production
Concern for people




                     Page 6
Winning leadership




        Page 7
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
Characteristics shared by
transformational leaders




           Page 9
Characteristics shared by
     transformational leaders
Charisma
Inspiration
Intellectual stimulation
Individualized consideration




                      Page 10
‘Best fit’ approach to
     leadership




         Page 11
„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
Risk-takers




    Page 13
Risk-takers
Spontaneous
Intense
Wary
Prudent
Deliberate
Composed
Adventurous
Carefree




                 Page 14
Contingency models of
      leadership




         Page 15
Contingency models of
           leadership
FACTORS THAT DETERMINE THE LEADER‟S
EFFECTIVENESS
Leader-member relations
Task structure
Position power




                  Page 16
The resilience spiral




         Page 17
The resilience spiral
Perceiving
Orchestrating
Strategizing
Imagineering




                 Page 18
Leaders in the public
      sector




         Page 19
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
Solving wicked problems




          Page 21
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
North America v the World




           Page 23
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
Collaborative leaders




         Page 25
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
Performance-related
components of leadership




          Page 27
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
Making a merger or
acquisition succeed




        Page 29
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
Leading with insight and
         vision




          Page 31
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
Building a values-led
    organization




         Page 33
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
Pattern recognition for
        leaders




          Page 35
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
The leadership framework




          Page 37
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
Letting go of the reins




          Page 39
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
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
Self-command and self-
       sabotage




         Page 42
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
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
Traits of horrible bosses




           Page 45
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
Case study A




    Page 47
Case study A




    Page 48
Case study B




    Page 49
Case study B




    Page 50
Case study C




    Page 51
Case study C




    Page 52
Conclusion & questions




         Page 53
Conclusion & questions
Summary
Videos
Questions




              Page 54

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Leading people more effectively May 2012

  • 1. Leading people more effectively by Toronto Training and HR March 2012
  • 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
  • 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 - Improving employee engagement & morale - Services for job seekers Page 4
  • 6. Styles of leadership Concern for production Concern for people Page 6
  • 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
  • 10. Characteristics shared by transformational leaders Charisma Inspiration Intellectual stimulation Individualized consideration Page 10
  • 11. ‘Best fit’ approach to leadership Page 11
  • 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
  • 13. Risk-takers Page 13
  • 15. Contingency models of leadership Page 15
  • 16. Contingency models of leadership FACTORS THAT DETERMINE THE LEADER‟S EFFECTIVENESS Leader-member relations Task structure Position power Page 16
  • 19. Leaders in the public sector Page 19
  • 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
  • 23. North America v the World Page 23
  • 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
  • 29. Making a merger or acquisition succeed Page 29
  • 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
  • 31. Leading with insight and vision Page 31
  • 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
  • 33. Building a values-led organization Page 33
  • 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
  • 35. Pattern recognition for leaders Page 35
  • 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
  • 39. Letting go of the reins Page 39
  • 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
  • 42. Self-command and self- sabotage Page 42
  • 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
  • 45. Traits of horrible bosses Page 45
  • 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
  • 47. Case study A Page 47
  • 48. Case study A Page 48
  • 49. Case study B Page 49
  • 50. Case study B Page 50
  • 51. Case study C Page 51
  • 52. Case study C Page 52