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Leadership effectiveness by Toronto Training and HR April 2014
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Leadership effectiveness
by Toronto Training and HR
April 2014
Page 2
CONTENTS3-4 Introduction5-6 Definition7-8 Areas that matter9-10 Bankable leaders11-12 Servant leadership13-14 High stakes leadership15-16 Smart or wise leaders?17-19 Charismatic leaders20-21 Fearful leadership22-24 Personal attributes25-27 Tasks and personal challenges28-29 Critical leadership skills30-32 Getting the most out of oneself33-34 Civility and rudeness35-37 Projecting warmth and strength38-41 Focus as a leader42-43 Portray confidence44-45 Strategically-driven cultures46-48 Analyzing your team members49 Case study50-51 Conclusion, summary 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 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
Page 5
Definition
Page 6
Definition • What is leadership?• How does leadership
differ from management?
• Types of behaviour
Page 7
Areas that matter
Areas that matter
• People • Results
Page 8
Page 9
Bankable leaders
Bankable leaders
• Gather the facts• Be laser-focused• Practice daily
Page 10
Page 11
Servant leadership
Servant leadership
• Power model v servant model
• Needs• Growing people and
the bottom line
Page 12
Page 13
High-stakes leadership
High-stakes leadership
• Envision• Enrol• Engage
Page 14
Page 15
Smart or wise leaders?
Smart or wise leaders?
• Functional smart leaders
• Business smart leaders
• Wise leaders
Page 16
Page 17
Charismatic leaders
Charismatic leaders 1 of 2
LEADERSHIP BEHAVIOURS TO PRACTICE• Communicate
effectively• Connect people with
your vision• Believe in your people• Recognize the
greatness of your employees
• Be positive, energetic and enthusiasticPage 18
Charismatic leaders 2 of 2
• The dark side of charisma
Page 19
Page 20
Fearful leadership
Fearfulleadership
• Are you operating from a stance of fear?
• Lead in a more than ordinary way
• Spot those nearby where greatness is germinating
• Disciplines which require courage and vulnerability to learn and gain competence in
Page 21
Page 22
Personal attributes
Personal attributes 1 of 2
• Intelligence• Strong work ethic• Emotional resilience• People skills
Page 23
Personal attributes 2 of 2
• Wisdom• Courage• Humanity• Justice• Temperance• Transcendence
Page 24
Page 25
Tasks and basic challenges
Tasks and basic challenges 1 of 2
• Create a vision, share it with everyone and follow it.
• Define the mission and code of values of the organization
• Identify, enrich and channel the emotional and intellectual capital of the company based on high results of quality and competitiveness
Page 26
Tasks and basic challenges 2 of 2
• Manage change-all managers must become agents of change
• Give high priority to education, training and development of all people
• Create and maintain a process of continuous improvement
• Create transparency Page 27
Page 28
Critical leadership skills
Critical leadership skills
• Establish and meet SMART objectives
• Be extremely clear with directions and focus on the bigger picture
• Work with a high degree of complexity
• Promote organizational commitment
Page 29
Page 30
Getting the most out of oneself
Getting the most out of oneself 1 of 2
• Elements that make who you are and that others never see
Page 31
Getting the most out of oneself 2 of 2
WINNING THE INNER GAME• Use visualization
techniques to play out ramifications
• Practice self-discipline• Adopt a personal filter or
standard to measure validity and appropriateness
• Get a coach• Build on strengths and
build up weaknessesPage 32
Page 33
Civility and rudeness
Civility and rudeness
• Costs involved• Oneself• The organization• Universal civility
Page 34
Page 35
Projecting warmth and strength
Projecting warmth and strength 1 of 2
WARMTH• Find the right level• Validate feelings• Smile-and mean it
Page 36
Projecting warmth and strength 2 of 2
STRENGTH• Feel in command• Stand up straight• Get ahold of yourself
Page 37
Page 38
Focus as a leader
Focus as a leader 1 of 3
SELF• Self-awareness• Self-control
Page 39
Focus as a leader 2 of 3
OTHERS• Cognitive empathy• Emotional empathy• Empathic concern• Learning and
controlling empathy• Building relationships
Page 40
Focus as a leader 3 of 3
THE WIDER WORLD• Strategy• Wellsprings of
innovation• Systems awareness
Page 41
Page 42
Portray confidence
Portray confidence
• Improved social status
• Deters competition• Link between
behavioural cues, over-confidence and perceived competences
• Calibrate your own beliefs
Page 43
Page 44
Strategically driven cultures
Strategically driven cultures
• Think it• Talk it• Walk it• Reinforce it• Check it
Page 45
Page 46
Analyzing your team members
Analyzing your team members 1 of 2
• Employee of choice• Radiator• Ambassador• Strategic ally
• Commonalities
Page 47
Analyzing your team members 2 of 2
• Attributes• Benefits
Page 48
Page 49
Case study
Page 50
Conclusion, summary and questions
Page 51
Conclusion, summary and questions
ConclusionSummaryVideosQuestions
