Half day open training event held in Toronto, Canada.

1. Leadership effectiveness
by Toronto Training and HR
April 2014

2. CONTENTS
3-4 Introduction
5-6 Definition
7-8 Areas that matter
9-10 Bankable leaders
11-12 Servant leadership
13-14 High stakes leadership
15-16 Smart or wise leaders?
17-19 Charismatic leaders
20-21 Fearful leadership
22-24 Personal attributes
25-27 Tasks and personal challenges
28-29 Critical leadership skills
30-32 Getting the most out of oneself
33-34 Civility and rudeness
35-37 Projecting warmth and strength
38-41 Focus as a leader
42-43 Portray confidence
44-45 Strategically-driven cultures
46-48 Analyzing your team members
49 Case study
50-51 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. 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
15 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
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
Definition

6. Definition • What is leadership?
• How does leadership
differ from management?
• Types of behaviour
Page 6

7. Page 7
Areas that matter

8. Areas that
matter
• People
• Results
Page 8

9. Page 9
Bankable leaders

10. Bankable
leaders
• Gather the facts
• Be laser-focused
• Practice daily
Page 10

11. Page 11
Servant leadership

12. Servant
leadership
• Power model v servant
model
• Needs
• Growing people and the
bottom line
Page 12

13. Page 13
High-stakes leadership

14. High-stakes
leadership
• Envision
• Enrol
• Engage
Page 14

15. Page 15
Smart or wise leaders?

16. Smart or wise
leaders?
• Functional smart leaders
• Business smart leaders
• Wise leaders
Page 16

17. Page 17
Charismatic leaders

18. 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 enthusiastic
Page 18

19. Charismatic
leaders 2 of 2
• The dark side of
charisma
Page 19

20. Page 20
Fearful leadership

21. Fearful
leadership
• 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

22. Page 22
Personal attributes

23. Personal
attributes
1 of 2
• Intelligence
• Strong work ethic
• Emotional resilience
• People skills
Page 23

24. Personal
attributes
2 of 2
• Wisdom
• Courage
• Humanity
• Justice
• Temperance
• Transcendence
Page 24

25. Page 25
Tasks and basic challenges

26. 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

27. 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

28. Page 28
Critical leadership skills

29. 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

30. Page 30
Getting the most out of
oneself

31. Getting the
most out of
oneself 1 of 2
• Elements that make who
you are and that others
never see
Page 31

32. 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 weaknesses
Page 32

33. Page 33
Civility and rudeness

34. Civility and
rudeness
• Costs involved
• Oneself
• The organization
• Universal civility
Page 34

35. Page 35
Projecting warmth and
strength

36. Projecting
warmth and
strength 1 of 2
WARMTH
• Find the right level
• Validate feelings
• Smile-and mean it
Page 36

37. Projecting
warmth and
strength 2 of 2
STRENGTH
• Feel in command
• Stand up straight
• Get ahold of yourself
Page 37

38. Page 38
Focus as a leader

39. Focus as a
leader 1 of 3
SELF
• Self-awareness
• Self-control
Page 39

40. Focus as a
leader 2 of 3
OTHERS
• Cognitive empathy
• Emotional empathy
• Empathic concern
• Learning and controlling
empathy
• Building relationships
Page 40

41. Focus as a
leader 3 of 3
THE WIDER WORLD
• Strategy
• Wellsprings of innovation
• Systems awareness
Page 41

42. Page 42
Portray confidence

43. Portray
confidence
• Improved social status
• Deters competition
• Link between
behavioural cues, over-
confidence and perceived
competences
• Calibrate your own
beliefs
Page 43

44. Page 44
Strategically driven
cultures

45. Strategically
driven
cultures
• Think it
• Talk it
• Walk it
• Reinforce it
• Check it
Page 45

46. Page 46
Analyzing your team
members

47. Analyzing
your team
members
1 of 2
• Employee of choice
• Radiator
• Ambassador
• Strategic ally
• Commonalities
Page 47

48. Analyzing
your team
members
2 of 2
• Attributes
• Benefits
Page 48

49. Page 49
Case study

50. Page 50
Conclusion, summary and
questions

51. Page 51
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions