Leading to win by Toronto Training and HR February 2014
Jan 19, 2015
Leading to win
by Toronto Training and HR
February 2014
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CONTENTS3-4 Introduction5-6 Definition7-8 Role of the leader 9-11 Leadership attributes 12-13 Growing as a leader14-15 Self-disclosure16-17 Assertiveness18-20 Self-reflection21-23 Leadership sins24-25 Myths around leadership26-27 Follow my leader28-30 Tri-sector leaders31-32 Bankable leadership33-34 Survival principles which focus on the future35-36 A new leader37-38 Competencies of progressive leaders39-40 Maturity model for leadership41-42 Credibility43-44 Practices to create new pathways45-47 Learning from the military48-49 Don’t just be good-be great!50-51 Conclusion, summary and questions
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Introduction
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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
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Definition
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Definition• What is leadership?• How does it differ
from management? • Responsibilities of a
leader• Traits of leaders• Skills of leaders
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Role of the leader
Role of the leader
• Strategy• Collaboration• Innovation• Skills and experience
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Leadership attributes
Leadership attributes 1 of 2
• Breaks down barriers• Involves and
engages employees• Studies the
environment• Creates a learning
culture• Builds a diverse
organization
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Leadership attributes 2 of 2
• Asks often, tells little, listens much
• Seeks continuous dialogue
• Provides a work setting that enables interaction and innovation
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Growing as a leader
Growing as a leader
• Self-awareness• Self-discovery• Self-confidence• Self-mastery
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Self-disclosure
Self-disclosure
• Build a foundation of self-knowledge
• Consider relevance to the task
• Keep revelations genuine
• Understand the organizational and cultural context
• Delay or avoid very personal disclosures
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Assertiveness
Assertiveness
• Observe your own behaviour
• Concentrate on a specific situation
• Observe a successful person
• Try out what you have learned
• After a few days, evaluate your performance
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Self-reflection
Self-reflection 1 of 2
• How much self-reflection have you done?
• What is your goal in self-disclosure?
• What kinds of information do you disclose?
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Self-reflection 2 of 2
• What personal information do your colleagues share with you?
• How long have you known your colleagues?
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Leadership sins
Leadership sins 1 of 2
• Declaring you’re the leader
• Assuming your employees have your “iron man core”
• Failure to develop EI within your team
• Nurturing a culture that kills feedback
• Forgetting to evaluate business activities
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Leadership sins 2 of 2
• Failing to constantly market your business
• Knowing your legacy
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Myths around leadership
Myths around leadership
• Omnipotence• Omniscience• Omni-adrenaline
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Follow my leader
Follow my leader
• Community• Authenticity• Significance• Excitement
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Tri-sector leaders
Tri-sector leaders 1 of 2
• What is a tri-sector leader?
• Balancing competing motives
• Acquiring transferable skills
• Developing contextual intelligence
• Forging an intellectual thread
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Tri-sector leaders 2 of 2
• Building integrated networks
• Maintaining a prepared mind
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Bankable leadership
Bankable leadership
• Gather the facts• Be laser-focused• Practice daily
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Survival principles which focus on the
future
Survival principles which focus on the future
• Shift everyone’s thinking
• Increase employee efficiency
• Upgrade your organizational chart
• Leaders need to lead• Eliminate stress
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A new leader
A new leader • Assess
• Plan• Execute
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Competencies of progressive leaders
Competencies of progressive leaders
• Inspiring confidence• Exemplifying
fortitude• Fostering
compassion
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Maturity model for leadership
Maturity model for leadership
• Reactive• Preventative• Proactive
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Credibility
Credibility• Definition• Key dimensions• Over time…• …in different
cultures…• …and the biological
connection• Questions to ask• Acquiring credibility• Enhancing credibility• Losing credibility• Testing your
credibility Page 42
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Practices to create new pathways
Practices to create new pathways
• Focus• Positive social
connections• Manage stress• Improve memory• Making mindful
decisions
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Learning from the military
Learning from the military 1 of 2
• Being a leader comes first
• Create stewards who will promote and protect the best of your organization’s traditions and values
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Learning from the military 2 of 2
• Develop leadership alongside developing leaders, and develop the leadership your organization needs right now
• Don’t leave leadership development entirely to trainers
• Embed the enduring priority of leadership
• It is just plain youPage 47
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Don’t just be good-be great!
Don’t just be good-be great!
• Inspires growth• Honours
relationships• Inspires excellence• Ensures
accountability• Spurs teamwork
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Conclusion, summary and questions
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Conclusion, summary and questions
ConclusionSummaryVideosQuestions