Half day interactive open workshop in Mississauga on leadership.

1. Leading from the front by Toronto Training and HR May 2011

2. Contents 3-4 Introduction to Toronto Training and HR 5-6 Definition 7-8 Difference between leadership and management 9-10 Drill A 11-12 Competencies 13-14 Expertise needed by non-executive directors 15-16 Challenges faced by CEOS 17-18 New leaders 19-20 Influencing behaviour 21-22 Shooting oneself in the foot 23-24 Bench strength 25-28 Trends 29-31 Planning to succeed 32-33 Imperatives 34-35 Factors of leadership 36-37 Styles of leadership 38-40 Criteria to consider 41-43 Good leaders or great ones? 44-45 Drill B 46-47 Case study A 48-49 Case study B 50-51 Conclusion and questions

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 Definition LEADERSHIP

9. Page 7 Difference between leadership and management

10. Page 8 Difference between leadership and management DEFINITION Creating an agenda Developing people Execution Outcomes Develop yourself to meet the demands of the job

11. Page 9 Drill A

12. Page 10 Drill A

13. Page 11 Competencies

14. Page 12 Competencies Change management Agility Flexibility Creativity and innovation Communication Teambuilding and collaboration Emotional intelligence and empathy

15. Page 13 Expertise needed by non-executive directors

16. Page 14 Expertise needed by non-executive directors Finance Strategy Marketing Science and technology People Medical and clinical Mergers and acquisitions Corporate governance Director expertise Networking

17. Page 15 Challenges faced by CEOs

18. Page 16 Challenges faced by CEOs Moving from “business case” to “social business case” Stepping into the role of “ambassador” Repairing the corporate brand/image Making the board an ally Building a global talent pipeline Grappling with China Understanding shifting employee values Operating in a world of social media Driving diversity Managing a globally distributed leadership team

19. Page 17 New leaders

20. Page 18 New leaders FIVE GROUPS AND FIVE CONVERSATIONS Your new leader Your team Your friends Your new peer group Your former boss

21. Page 19 Influencing behaviour

22. Page 20 Influencing behaviour Manipulate Inspire Why? What? How?

23. Page 21 Shooting oneself in the foot

24. Page 22 Shooting oneself in the foot Overemphasizing personal goals Protecting your public image Turning competitors into enemies Going it alone Waiting for permission

25. Page 23 Bench strength

26. Page 24 Bench strength COACHING or SELF-COACHING The coacheeneeds accurate data to understand the current “actual” and what winning looks like The coachee needs a Guide—someone who is in a position to observe his or her progress and help him or her stay on track The coachee or self-coachee must be willing to go beyond his or her comfort zone, drop defences and become vulnerable, to take a leap of faith in order to improve his or her life

27. Page 25 Trends

28. Page 26 Trends 1 of 3 Strong leaders drive strong performance Executive ownership spurs success Take leadership development to the next level Elevate HR to the top table Link leadership development to outcomes Measure, measure, measure Integrate leadership development into risk management practices

29. Page 27 Trends 2 of 3 APPLYING THE TRENDS Give leadership development a prominent place in their overall business strategy Allocate sufficient time and resources to leadership development Employ a creative approach to nurturing up-and-coming leaders Give emerging leaders face-time with top management

30. Page 28 Trends 3 of 3 APPLYING THE TRENDS Integrate leadership development with recruiting and other talent initiatives for a synchronous effect Track outcomes of leadership development programs with the goal of improving them Account for potential talent liabilities in risk assessment and the organization’s overall risk management strategy Hold executives accountable for building for the future by improving their bench of talent

31. Page 29 Planning to succeed

32. Page 30 Planning to succeed 1 of 2 Role clarity and alignment Re-contracting and building relationships Adapting to a sub-culture Early wins Accelerated learning Targeted development

33. Page 31 Planning to succeed 2 of 2 Senior management buy-in Individual leadership development at senior levels Team development Strategic goal integration A central succession planning system Training on providing feedback and empowering others Corporate culture

34. Page 32 Imperatives

35. Page 33 Imperatives Create and maintain a clear sense of purpose Clarify and identify own value-added role as leader Align each person’s role to create focus and value Equip people to compete Solve problems and remove performance barriers Use time with extreme care Create a climate for better results Foster working relationships and teamwork Provide on-going feedback and coaching Develop yourself to meet the demands of the job

36. Page 34 Factors of leadership

37. Page 35 Factors of leadership The led The leader Communication The situation

38. Page 36 Styles of leadership

39. Page 37 Styles of leadership Autocratic Democratic Charismatic Participative Transformational Servant leaders Laissez-faire leaders

40. Page 38 Criteria to consider

41. Page 39 Criteria to consider 1 of 2 INTERNAL Personality mechanisms Understanding of the leader’s duty Performance

42. Page 40 Criteria to consider 2 of 2 EXTERNAL Environment of organizations Climate of organizations Culture of organizations

43. Page 41 Good leaders or great ones?

44. Page 42 Good leaders or great ones? 1 of 2 Manage yourself Manage your network Manage your team Measuring yourself

45. Page 43 Good leaders or great ones? 2 of 2 Do you understand what is required to become truly effective? Do you understand what you are trying to attain? Prep Do Review

46. Page 44 Drill B

47. Page 45 Drill B

48. Page 46 Case study A

49. Page 47 Case study A

50. Page 48 Case study B

51. Page 49 Case study B

52. Page 50 Conclusion & Questions

53. Page 51 Conclusion Summary Questions