Leader of the pack

by Toronto Training and HR

March 2011

Page 2

Contents3-4 Introduction to Toronto Training and HR5-6 Definition7-8 Drill A9-11 Theory X and Theory Y12-13 Respect14-15 Vision16-17 Leading talent18-19 Challenges of leadership20-25 Elements of lasting success26-28 Female leaders29-30 Controlling your inner elephant31-32 Developing leadership skills33-35 Challenges to prepare for leadership36-38 Becoming a leader 39-44 Tips for better leadership 45-46 Drill B47-50 Case studies51-52 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

Drill A

Page 8

Drill A

Page 9

Theory X and Theory Y

Page 10

Theory X and Theory Y 1 of 2THEORY X leaders assume that most people

dislike work, lack ambition, and desire no responsibility and accountability. Leaders who see their employees in this counter-productive way havedisengaged workers and low retention rates and struggle to motivate individuals.

Page 11

Theory X and Theory Y 2 of 2THEORY Y leaders assume that people tend

to be ambitious, self-motivated, and not only accept responsibility but seek it. Managers with this view know that satisfaction comes from doing a good job and that employees are largely self-directed and thrive in autonomy.

Page 12

Respect

Page 13

RespectYou come to work grumpyYou micromanage your employeesYou are too “hands off” and don’t hold employees accountableYou complain about the tough economy and lack of cash flowYou bring your personal life to workYou don’t deal with problem employeesYou are always out of the officeYou overreact when approached with concerns/problems

Page 14

Vision

Page 15

VisionBIMBOBOEING

Guidelines for a memorable vision statement

Vision examples

Guidelines for a mission statement

Page 16

Leading talent

Page 17

Leading talentAn uncertain futureBalancing economic cycles and talent pipelinesBlended service modelsGenerational positional competitionTransparency of rewardTransforming interactions to boost engagementTalent’s talent; the economy of executive experienceExecuting capabilitySmart HR

Page 18

Challenges of leadership

Page 19

Challenges of leadershipLack of time for strategic planning Too much time spent reacting to crisisIneffective communication with colleaguesReluctance to delegateDifficulty in recruiting the right people for the jobAvoiding having the “hard conversations” when necessary A sense of overwhelm from constant interruptions Feeling overworked, stressed and fed up

Page 20

Elements of lasting success

Page 21

Elements of lasting success 1 of 5People who feel confident, valued and happy

are successful.  This has been confirmed by a growing body of research which provides irrefutable evidence that this is indeed true. It is important to involve people in creating the strategic vision and to develop a culture where everyone takes responsibility for making it a reality.  Strategic planning is vital; it saves time, effort and money. 

Page 22

Elements of lasting success 2 of 5Communication requires active listening and

a transparent, structured approach to decision making and dissemination.  Ignore this at your peril.High expectations must be shared and explicit from the outset.  They began with the advert and the appointment process. Every person should know they are expected to work hard, to be a good team member and that they are a vital part of the team. 

Page 23

Elements of lasting success 3 of 5Creating a shared model of excellence is

important.  What does being a good team member mean in your organization?  Does everyone comply?The quality of performance from individuals, teams and as a whole should be consistently reviewed.  Asking the question ‘How can we be even better?’ and using the information to inform future planning, training and development is a vital part of this.

Page 24

Elements of lasting success 4 of 5The culture needs to be one of development

rather than blame.  That being said every person should be expected to take responsibility for their contribution and performance or lack of it.  Good performance should be acknowledged and poor performance tackled early and constructively.There is no room for ego.  Professionalism, emotional intelligence and a shared sense of purpose are the bedrock on which these principles lie. 

Page 25

Elements of lasting success 5 of 5These should be modelled by every leader

and become the norm for all.The quality of your thinking determines the quality of the outcome.  It is important to develop positive thinking strategies throughout the organization.It is important to maintain a sense of balance and a sense of humour.  Work can be enjoyable and fulfilling.  A well motivated workforce has much higher productivity and less absenteeism.  It makes economic sense.  

Page 26

Female leaders

Page 27

Female leaders 1 of 2They place a high value on relationships and judgethe success of their organizations based on the quality of relationships within themThey prefer direct communicationThey are comfortable with diversity, having been outsiders themselves and knowing what kind of valuefresh eyes could bringThey are unwilling (and unable) to compartmentalizetheir lives and so draw upon personal experience to bring private-sphere information and insights totheir jobs

Page 28

Female leaders 2 of 2They are sceptical of hierarchies and surprisingly disdainful of the perks and privileges that distinguishhierarchical leaders and establish their place in the pecking orderThey preferred leading from the centre rather than the top and structure their organizations to reflect thisThey ask big-picture questions about the work they do and its value

Page 29

Controlling your inner elephant

Page 30

Controlling your inner elephant

Review the dayConsult with one personCalm downSlow down your reactions Create a mental picture Repeat a mantra Provide detailed structure Try meditation

Page 31

Developing leadership skills

Page 32

Developing leadership skillsSelf leadership skillsGeneral skills and knowledgeGroup leadership skillsBusiness leadership skills

Page 33

Challenges to prepare for leadership

Page 34

Challenges to prepare for leadership 1 of 2

Your job never stops, 24/7/365You’re expected to provide answers quickly, and speed is of the essence (and yet not always prudent)You are criticized and blamed publiclyYou must be constantly learning on the job You must deal effectively with conflictsYou must be clear about what drives you personally

Page 35

Challenges to prepare for leadership 2 of 2

You and your team must be clear on the firm’s societal purpose, aspirations, values and core capabilities—and then create alignmentYou need authentic self-assuranceYou must develop other leaders and prepare a successorYou must deal with losing your leadership position

Page 36

Becoming a leader

Page 37

Becoming a leader 1 of 2Take controlled risk and shows couragein driving changeCommunicate values and create a positive climate, empowering others and releasing their energies,individually and collectivelyShow transparency in communication and actionsShow strong organizational, prioritization andplanning skillsShow humility

Page 38

Becoming a leader 2 of 2Have strong financial planning skillsHave the ability to optimize workforce (both performance and behaviour)Have a strategic vision, direction, and leadershipBe a creative problem solverBe an entrepreneurial leader who embraces the mission/objectives of the organization

Page 39

Tips for better leadership

Page 40

Tips for better leadership 1 of 5Lead by training others.

Never stop learning how.Master the simple first.Look for leadership in others.Cultivate the right climate.Be faithful to principle.Be buoyant.Be a good follower.Learn to like people.Be yourself all the time.

Page 41

Tips for better leadership 2 of 5Earn respect.

Inspire others.Be exciting and enthusiastic.Be confident.Match people to the job.Expect the best of people.Keep your poise.Be active.Be humble, but not too humble.Be consistent

Page 42

Tips for better leadership 3 of 5Be gracious.

Know your organization.Be an attentive listener.Follow the chain of command.Learn from others.Be cooperative in seeking answers.Be interested.Don’t show off authority.Be thoughtful.Criticize constructively.

Page 43

Tips for better leadership 4 of 5Admit your own mistakes.

Delegate authority.Be firm but fair.Plan programs in advance.Study the great leaders.Be affirmative.Give credit.Praise your people publicly.Reprove tactfully.Rate fairly.

Page 44

Tips for better leadership 5 of 5Keep people informed.

Respect the work of others.Give reasons.Talk directly, briskly.Compromise, don’t appease.Be good to yourself.Be brave, not brash.Be dynamic.Cultivate a sense of humour.Cultivate moral fibre.

Page 45

Drill B

Page 46

Drill B

Page 47

Case study A

Page 48

Case study A

Page 49

Case study B

Page 50

Case study B

Page 51

Conclusion & Questions

Page 52

ConclusionSummaryQuestions