Half day open training event held in Toronto, Ontario.

1. All you want to know about effective
leadership
by Toronto Training and HR
July 2015

2. CONTENTS
3-4 Introduction
5-6 Definitions
7-8 Essential characteristics of leadership
9-10 What do we see when we observe leadership?
11-12 Drivers for leadership success
13-14 Reasons people choose to lead a team
15-16 Examples of leadership behaviour
17-19 Aspects that characterize the magnitude of leadership tasks
20-21 Process steps on the part of the leader
22-23 Process steps on the part of the follower
24-25 Advantages of a hierarchical form of cooperation
26-28 To what extent?
29-30 Interim CEOs
31-37 Leaders as trust builders
38-39 The story of leadership; questions to ask
40-41 Removing barriers to accountability
42-44 Ways that leaders can destroy their team
45-46 Mistakes which some leaders make when the going gets tough
47-49 What good leaders do and don’t do…
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
Definitions

6. Definitions • Leadership
• What leadership is..
• What leadership is not…
Page 6

7. Page 7
Essential characteristics of
leadership

8. Essential
characteristics
of leadership
• Leadership as a social
phenomenon
• Leadership requires a
meaning
• Leadership requires
power
Page 8

9. Page 12
What do we see when we
observe leadership?

10. What do we
see when we
observe
leadership?
• Leadership actions
• Leadership structures
• Leadership results
Page 10

11. Page 11
Drivers for leadership success

12. Drivers for
leadership
success
• Personality
• Proficiencies
• Persuasion
• Purpose
Page 12

13. Page 13
Reasons people choose to
lead a team

14. Reasons
people
choose to
lead a team
• Power
• Prestige/pride
• Pennies/purse
• People
• Purpose
Page 14

15. Page 15
Examples of leadership
behaviour

16. Examples of
leadership
behaviour
20 in total
Four considered to be most
effective
• Solving problems
effectively
• Operating with a strong
results orientation
• Seeking different
perspectives
• Supporting others
Page 16

17. Page 17
Aspects that characterize
the magnitude of
leadership tasks

18. Aspects that
characterize
the magnitude
of leadership
tasks 1 of 2
• The magnitude of the
problem or threat
• Denial of the need for
change
• Cooperation with
difficult followers
• The scale of the
dynamics and conflict
between followers
Page 18

19. Aspects that
characterize
the magnitude
of leadership
tasks 2 of 2
• Difficulties in
communication
• Traditional or
dysfunctional leadership
structures
Page 19

20. Page 20
Process steps on the part
of the leader

21. Process steps
on the part of
the leader
• Formation of will
• Identification of the
followers
• Leadership action
Page 21

22. Page 22
Process steps on the part
of the follower

23. Process steps
on the part of
the follower
• Seeking out the
situational context
• Orientation to the
leader
• Assumption of the
foreign will
• Difficulties which can
occur
Page 23

24. Page 24
Advantages of a
hierarchical form of
cooperation

25. Advantages of
a hierarchical
form of
cooperation
• Reducing complexity
• Decision-making speed
• Competence
Page 25

26. Page 26
To what extent?

27. To what
extent? 1 of 2
Leadership factors
• Personal proficiency
• Strategist
• Executor
• People manager
• Leadership differentiator
Page 27

28. To what
extent? 2 of 2
Human capital
• Culture capability
• Talent
• Performance
accountability
• Information
• Work
Page 28

29. Page 29
Interim CEOs

30. Interim CEOs
Typical roles
• Seat warmer
• Contender
• Groomer
• Marketer
• Fixer
• Cleaner
Page 30

31. Page 31
Leaders as trust builders

32. Leaders as
trust builders
1 of 6
• Behavioural consistency
• Behavioural integrity
• Sharing and delegation
of control
• Communication
• Demonstration of
concern
• Consulting team
members when making
decisions
Page 32

33. Leaders as
trust builders
2 of 6
• Communicating a
collective vision
• Exhibiting shared values
Page 33

34. Leaders as
trust builders
3 of 6
Pillars of trustworthiness
• Ability
• Benevolence
• Integrity
• Predictability
Page 34

35. Leaders as
trust builders
4 of 6
Experiencing trustworthy
leadership
• Putting relationships at
the heart
• Recognising and
developing uniqueness
• Enabling mutual
responsibility
• Engaging with real
people
Page 35

36. Leaders as
trust builders
5 of 6
Characteristics of the
trustworthy leader
• Human leaders
• Personal leaders
• Relational leaders
Page 36

37. Leaders as
trust builders
6 of 6
• Relational mindset v
transactional mindset
• Leadership above and
under the surface
• The space of trust
• The challenge of
distance
• Benefits of trust
relationships-feelings
Page 37

38. Page 38
The story of leadership;
questions to ask

39. The story of
leadership;
questions to
ask
• What is your plot?
• Who are the main
characters of your story?
• What conflicts do you
need to resolve?
• What are you known
for?
• When are you at your
best?
Page 39

40. Page 40
Removing barriers to
accountability

41. Removing
barriers to
accountability
Why do leaders struggle?
• Fear accountability
• Confuse accountability
with responsibility
• Do not have adequate
resources
• Have blind spots
• Are not willing to be
accountable
Page 41

42. Page 42
Ways that leaders can
destroy their team

43. Ways that
leaders can
destroy their
team 1 of 2
• Create unreasonable
time constraints
• Insult innovation and
discourage mistakes
• Don’t involve the team
until the last minute
• Don’t define who does
what
• Let corporate politics
get in the way of
progress
Page 43

44. Ways that
leaders can
destroy their
team 2 of 2
• Establish roadblocks to
virtual collaboration
• Send mixed messages
about the team
priorities
• Don’t motivate with
rewards and
recognition
• Don’t trust our
colleagues
Page 44

45. Page 45
Mistakes which some
leaders make when the
going gets tough

46. Mistakes
which some
leaders make
when the
going gets
tough
• Become reactive and
reactionary
• Huddle with only the
corporate folks
• Cut, cut and cut again
• Go after new clients and
customers
• Do more with less
• Buy into pessimism
Page 46

47. Page 29
What good leaders do and
don’t do…

48. What good
leaders do
and don’t
do… 1 of 2
DO
• Read/understand own
emotions and recognize the
impact on self and others
• Know one’s strengths and limits
• Know and have a good sense
of one’s self-worth and
capability
• Think and act with optimism
• See and seize opportunities for
contributing to the greater
good
Page 30

49. What good
leaders do
and don’t
do… 2 of 2
DON’T
• Appreciate others’ emotions
and perspective
• Utilize key organizational clues,
norms, decision networks and
politics
• Take responsibility for
outcomes
• Deal proactively with conflicts
• Integrate one’s self and team
with others in the organization
Page 30

50. Page 49
Conclusion, summary and
questions

51. Page 50
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions