leadership development june 2014
DESCRIPTION
Half day open training event held in Toronto, CanadaTRANSCRIPT
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Leadership development
by Toronto Training and HR
June 2014
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CONTENTS3-4 Introduction5-6 The objective of leadership development7-8 Start the process early9-10 Areas to consider 11-12 Moving forward13-14 Return on investment15-16 Soft skills17-20 Mindfulness21-22 Success factors for leadership development23-24 Technical people25-28 Leadership development in fast-growing economies29-30 Engage in cross training31-32 Observing oneself as a leader33-34 High potential leaders35-36 Strategies for leadership development37-38 Potential problem areas for leaders39-40 Questions to measure improvement41-42 Preparing for leadership challenges43-47 Leadership assessment tools48-50 Making leadership development effective
51-52 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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The objective of leadership
development
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The objective of leadership development
• Accelerate the process of building consistent performance in leaders
• Our view of leadership
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Start the process early
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Start the process early
• Easier to learn new principles to practice them correctly at a younger age
• Avoid acquiring bad habits
• Longer time to practice• The organization
benefits from improved skills
• The longer we wait, the less success we’re likely to havePage 8
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Areas to consider
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Areas to consider
• Choose the right problems
• Coach, coach and coach some more
• Bring insight and rationale
• Maximise participant diversity
• Have a plan for accountability
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Moving forward
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Moving forward
• Emphasize promotions from within
• Focus more on Generation Y (born between 1977 and 1998)
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Return on investment
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Return on investment
• Selection• Program• Outcomes
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Soft skills
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Soft skills • Definition• Common soft skills
issues in the boardroom
• Signs that a board is ready to address issues
• Areas to focus on in discussions
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Mindfulness
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Mindfulness 1 of 3
• Definition• Strategic decision
making• Innovation and
creativity• Emotional intelligence
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Mindfulness 2 of 3
REASONS FOR ITS GROWTH IN POPULARITY• The increased complexity
and uncertainty of the business world
• Smartphone technology that makes it too easy for leaders to multitask and hard for them to 'switch off’
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Mindfulness 3 of 3
REASONS FOR ITS GROWTH IN POPULARITY (CONT.)• Continuing reductions in
the cost of MRI scanning resulting in the opening up new areas of scientific research
• The increasing experimentation with, and evaluation of, mindfulness approaches
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Success factors for leadership
development
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Success factors for leadership development
• Motivation• Team skills• Learning ability• Achieving results• Planning and executing
work• Character and values
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Technical people
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Technical people
• Who are they?• What are they like?• What do they need?• A learning model
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Leadership development in fast-growing economies
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Leadership development in fast-growing economies 1 of 3
• Revise the curriculum for leaders to include more people skills
• Develop leaders’ ability to increase engagement with their direct reports for the purpose of stimulating better performance
• Define competencies and performance management metrics for leaders
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Leadership development in fast-growing economies 2 of 3
CONTINUED• Improve leaders’
performance management capabilities
• Align development with business needs and forego training that does not do this.
• Measure the bench strength and retention of leaders
• Measure the results of developing leaders
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Leadership development in fast-growing economies 3 of 3
CONTINUED• Get senior leaders
involved in developing leaders
• Build the pipeline and install development programs for high-potentials.
• Provide hands-on experience as early and often as possible and con- sider using computer games for this purpose
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Engage in cross training
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Engage in cross training
• Identify your strengths• Choose a strength to
focus on• Select a
complementary behaviour
• Develop it in a linear way
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Observing oneself as a leader
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Observing oneself as a leader
PERSONIFY THE SHADOW• Tune to internal
conversations• Raise awareness of
projections• Appreciate diversity• Change the channel
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High potential leaders
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High potential leaders
• Components to build a targeted selection process
• Questions to ask before implementation
• Implementing crucible roles
• Create opportunities for networking
• Potential and performance
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Strategies for leadership
development
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Strategies for leadership development
• Training as a learning lab
• Reconcile rallying points
• Untrain unproductive behaviours
• Employees lead the leaders
• Skill-o-rama
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Potential problem areas for leaders
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Potential problem areas for leaders
• False innocence• Myopia• Reductionism• Abdication• Cowardice• Abuse• Corruption
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Questions to measure improvement
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Questions to measure improvement
• How confident do you feel as a leader?
• How productive is your team?
• How equipped is your team to reach their objectives?
• How easy is it for you to communicate your vision?
• How much time do you spend putting out fires?
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Preparing for leadership challenges
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Preparing for leadership challenges
• Know what makes an effective leader
• Establish a leadership platform
• Set SMART objectives• Determine which
communication skills need to be honed
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Leadership assessment tools
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Leadership assessment tools 1 of 4
FINDING VALUE• New-hire fail rates• Imperfect screening• Science
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Leadership assessment tools 2 of 4
QUESTIONS TO ASK• How is the tool validated,
and how extensive is that validation?
• What does the tool predict? Does it match with what your organization wants to predict?
• Is the tool intended to assess for competencies needed at the manager, director, senior or executive levels?Page 45
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Leadership assessment tools 3 of 4
QUESTIONS TO ASK (CONT.)• What applicant volume
can the tool accommodate?
• Does the tool assess potential or immediate ability to do the job? Can it be matched against a specific job or industry?
• Does the vendor provide off-the-shelf or custom products? Page 46
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Leadership assessment tools 4 of 4
QUESTIONS TO ASK (CONT.)• Does the vendor adapt
content or delivery methods?
• Does the vendor charge a per-person rate or set prices?
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Making leadership development effective
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Making leadership development effective 1 of 2
LEADERSHIP DEVELOPMENT PRACTITIONERS• Measures• Post-workshop
application coaching• Learning trios
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Making leadership development effective 2 of 2
LINE LEADERS• Ask one simple
question to others• Ask seven questions
to yourself• Get a leadership
coach
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Conclusion, summary and questions
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Conclusion, summary and questions
ConclusionSummaryVideosQuestions