Half day open training event on leadership held in Mississauga, Canada

1. Leadership
by Toronto Training and HR
November 2014
1

2. CONTENTS
3-4 Introduction
5-6 Qualities which successful leaders possess
7-8 Where should an effective board focus
9-10 Principles of survival
11-12 Steps for a launch platform
13-14 Active listening
15-16 Dealing with emotion
17-20 The importance of talent
21-22 Risk and leadership
23-24 Things leaders can do to boost performance
25-26 Competencies for transformational leadership
27-28 Techniques to develop leaders
29-32 Building leadership
33-34 Errors made by leaders when setting goals
35-36 Critical factors for organizational health
37-38 Leadership strategies to improve engagement
39-41 Recruitment and leaders
42-45 Characteristics of a servant leader
46-48 Insights for leaders
49-50 Attributes for leaders of tomorrow
51-52 Conclusion, summary and questions
2

3. Introduction
3

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
4

5. Qualities which successful
leaders possess
5

6. • Being open to others
• Investing time in others
• Listening to others
• Offering
encouragement to
others
• Expressing appreciation
for others’ abilities
6
Qualities which
successful
leaders possess

7. Where should an effective
board focus?
7

8. • Strategy and talent
oversight
• Board composition
• Quality of discussion
• Relationship with the
President or CEO
8
Where should an
effective board
focus?

9. Principles of survival
9

10. • Shift everyone’s
thinking
• Increase employee
efficiency
• Upgrade your
organizational chart
• Leaders need to lead
• Eliminate stress
10
Principles of
survival

11. Steps for a launch
platform
11

12. • Acquire; core
skills
• Accomplish;
initiatives
• Achieve;
credibility
• Nurture and
leverage;
relationships
12
Steps for a
launch platform

13. Active listening
13

14. • Acknowledging
• Paraphrasing
• Empathizing
14
Active listening

15. Dealing with emotion
15

16. • Offer data, information
and research to
balance the
thought/emotion cycle
• Learn how to read
emotional cues
• Talk about feelings in a
productive way
• Ask powerful questions
• Provide support to
employees in ways that
boost their confidence
16
Dealing with
emotion

17. The importance of talent
17

18. Competence; invest in
talent
• Articulating
• Assessing
• Investing
• Tracking
18
The importance
of talent 1 of 3

19. Commitment; build an
employee value
proposition that motivates
employees to give their
discretionary effort to the
organization
• Vision
• Opportunity
• Incentives
• Impact
• Community
• Communication
• Flexibility 19
The importance
of talent 2 of 3

20. Contribution; meaning
making makes money
• Identity
• Purpose
• Relationships
• Work environment
• Work challenge
• Learning
• Delight
20
The importance
of talent 3 of 3

21. Risk and leadership
21

22. • Types of risk
• Steps to take
• Natural disasters
• Counter the costs of
disaster
22
Risk and
leadership

23. Things leaders can do to
boost performance
23

24. • Training
• Support
• Coaching and feedback
• Role model
24
Things leaders
can do to boost
performance

25. Competencies for
transformational
leadership
25

26. • Contextual intelligence
• Strategic intelligence
26
Competencies
for
transformational
leadership

27. Techniques to develop
leaders
27

28. • Building trust
• Encouraging risk-taking
• Communication
• Engaging
stakeholders
• Allowing for
feedback and
reflection
• Supporting social
learning
28
Techniques to
develop leaders

29. Building leadership
29

30. Why of leadership;
create a case for
effective leadership
• What does an
effective leader
achieve?
30
Building
leadership
1 of 3

31. How of leadership;
ensure that leaders
do what they know
they should
• Simplicity
• Time
• Accountable
• Resources
• Track
• Perseverance
• Emotion
31
Building
leadership
2 of 3

32. What of leadership;
define what makes an
effective leader
• Strategy
• Execution
• Talent management
• Human capital
development
• Personal proficiency
32
Building
leadership
3 of 3

33. Errors made by leaders
when setting goals
33

34. • Backing away from tough
expectations
• Engaging in charades
• Accepting seesaw trades
• Setting vague or distant
goals
• Not establishing
consequences
• Setting too many goals
• Allowing deflection to
preparations, studies and
research
34
Errors made by
leaders when
setting goals

35. Critical factors for
organizational health
35

36. • Accountability
• Capabilities
• Coordination and
control
• Culture and climate
• Direction
• External orientation
• Innovation and
learning
• Motivation
36
Critical factors
for
organizational
health

37. Leadership strategies to
improve engagement
37

38. • Cultivate high trust
• Model core values
• Encourage debate
and risk taking
• Listen closely
• Leverage strengths
and mitigate
weaknesses
• Be savvy about
organizational
nuances
• Imagine the future
38
Leadership
strategies to
improve
engagement

39. Recruitment and leaders
39

40. • Seek intelligent, driven
people
• Seek evangelistic ‘believers’
• Hire ethical, high integrity
players
• Check references
• Trust your intuition
• Be decisive
40
Recruitment
and leaders
1 of 2

41. • Compare the prospective
candidate’s credentials
against your management
team
• Don’t assume the candidate
will accept
• Integrate and transition the
new hire
• Seek referrals from your best
hires
41
Recruitment
and leaders
2 of 2

42. Characteristics of a
servant leader
42

43. • She values people
through believing in
people, by placing
others' needs before her
own, and through
receptive,
nonjudgmental listening
• She develops people by
providing opportunities
for learning and growth
• She role-models
appropriate behaviours
43
Characteristics
of a servant
leader 1 of 3

44. • She builds a sense of
community through
working collaboratively
with others
• She values and respects
others' differences
• At all times she displays
authenticity
• She provides leadership
by envisioning the
future, taking initiative
and clarifying objectives
44
Characteristics
of a servant
leader 2 of 3

45. • She shares leadership by
facilitating a shared
vision; she shares power
and releases control
45
Characteristics
of a servant
leader 3 of 3

46. Insights for leaders
46

47. • Start from the
outside in
• Value is defined by
the receiver more
than the giver
• Strategy without
organization is false
hope; organization
without strategy is
mindless activity
• Organization is not
structure but
capability 47
Insights for
leaders 1 of 2

48. • Leadership matters
more than leader
• Culture from the
outside in shifts from
event to pattern to
identity
• Culture may be
embedded through an
intellectual,
behavioural and
process agenda
48
Insights for
leaders 2 of 2

49. Attributes for leaders of
tomorrow
49

50. • Authenticity
• Articulation
• Alignment
• Accountability
• Agility
50
Attributes for
leaders of
tomorrow

51. Conclusion, summary and
questions
51

52. Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions
52