leadership effectiveness april 2014
DESCRIPTION
Half day open training event held in Toronto, Canada.TRANSCRIPT
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Leadership effectiveness
by Toronto Training and HR
April 2014
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CONTENTS3-4 Introduction5-6 Definition7-8 Areas that matter9-10 Bankable leaders11-12 Servant leadership13-14 High stakes leadership15-16 Smart or wise leaders?17-19 Charismatic leaders20-21 Fearful leadership22-24 Personal attributes25-27 Tasks and personal challenges28-29 Critical leadership skills30-32 Getting the most out of oneself33-34 Civility and rudeness35-37 Projecting warmth and strength38-41 Focus as a leader42-43 Portray confidence44-45 Strategically-driven cultures46-48 Analyzing your team members49 Case study50-51 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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Definition
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Definition • What is leadership?• How does leadership
differ from management?
• Types of behaviour
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Areas that matter
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Areas that matter
• People • Results
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Bankable leaders
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Bankable leaders
• Gather the facts• Be laser-focused• Practice daily
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Servant leadership
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Servant leadership
• Power model v servant model
• Needs• Growing people and
the bottom line
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High-stakes leadership
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High-stakes leadership
• Envision• Enrol• Engage
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Smart or wise leaders?
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Smart or wise leaders?
• Functional smart leaders
• Business smart leaders
• Wise leaders
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Charismatic leaders
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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 enthusiasticPage 18
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Charismatic leaders 2 of 2
• The dark side of charisma
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Fearful leadership
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Fearfulleadership
• 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
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Personal attributes
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Personal attributes 1 of 2
• Intelligence• Strong work ethic• Emotional resilience• People skills
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Personal attributes 2 of 2
• Wisdom• Courage• Humanity• Justice• Temperance• Transcendence
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Tasks and basic challenges
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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
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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
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Critical leadership skills
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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
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Getting the most out of oneself
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Getting the most out of oneself 1 of 2
• Elements that make who you are and that others never see
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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 weaknessesPage 32
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Civility and rudeness
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Civility and rudeness
• Costs involved• Oneself• The organization• Universal civility
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Projecting warmth and strength
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Projecting warmth and strength 1 of 2
WARMTH• Find the right level• Validate feelings• Smile-and mean it
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Projecting warmth and strength 2 of 2
STRENGTH• Feel in command• Stand up straight• Get ahold of yourself
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Focus as a leader
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Focus as a leader 1 of 3
SELF• Self-awareness• Self-control
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Focus as a leader 2 of 3
OTHERS• Cognitive empathy• Emotional empathy• Empathic concern• Learning and
controlling empathy• Building relationships
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Focus as a leader 3 of 3
THE WIDER WORLD• Strategy• Wellsprings of
innovation• Systems awareness
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Portray confidence
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Portray confidence
• Improved social status
• Deters competition• Link between
behavioural cues, over-confidence and perceived competences
• Calibrate your own beliefs
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Strategically driven cultures
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Strategically driven cultures
• Think it• Talk it• Walk it• Reinforce it• Check it
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Analyzing your team members
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Analyzing your team members 1 of 2
• Employee of choice• Radiator• Ambassador• Strategic ally
• Commonalities
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Analyzing your team members 2 of 2
• Attributes• Benefits
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Case study
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Conclusion, summary and questions
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Conclusion, summary and questions
ConclusionSummaryVideosQuestions