leadership february 2014

Leading to win

by Toronto Training and HR

February 2014

CONTENTS3-4 Introduction5-6 Definition7-8 Role of the leader 9-11 Leadership attributes 12-13 Growing as a leader14-15 Self-disclosure16-17 Assertiveness18-20 Self-reflection21-23 Leadership sins24-25 Myths around leadership26-27 Follow my leader28-30 Tri-sector leaders31-32 Bankable leadership33-34 Survival principles which focus on the future35-36 A new leader37-38 Competencies of progressive leaders39-40 Maturity model for leadership41-42 Credibility43-44 Practices to create new pathways45-47 Learning from the military48-49 Don’t just be good-be great!50-51 Conclusion, summary and questions

Introduction

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

Definition

Definition• What is leadership?• How does it differ

from management? • Responsibilities of a

leader• Traits of leaders• Skills of leaders

Role of the leader

Role of the leader

• Strategy• Collaboration• Innovation• Skills and experience

Leadership attributes

Leadership attributes 1 of 2

• Breaks down barriers• Involves and

engages employees• Studies the

environment• Creates a learning

culture• Builds a diverse

organization

Leadership attributes 2 of 2

• Asks often, tells little, listens much

• Seeks continuous dialogue

• Provides a work setting that enables interaction and innovation

Growing as a leader

Growing as a leader

• Self-awareness• Self-discovery• Self-confidence• Self-mastery

Self-disclosure

Self-disclosure

• Build a foundation of self-knowledge

• Consider relevance to the task

• Keep revelations genuine

• Understand the organizational and cultural context

• Delay or avoid very personal disclosures

Assertiveness

Assertiveness

• Observe your own behaviour

• Concentrate on a specific situation

• Observe a successful person

• Try out what you have learned

• After a few days, evaluate your performance

Self-reflection

Self-reflection 1 of 2

• How much self-reflection have you done?

• What is your goal in self-disclosure?

• What kinds of information do you disclose?

Self-reflection 2 of 2

• What personal information do your colleagues share with you?

• How long have you known your colleagues?

Leadership sins

Leadership sins 1 of 2

• Declaring you’re the leader

• Assuming your employees have your “iron man core”

• Failure to develop EI within your team

• Nurturing a culture that kills feedback

• Forgetting to evaluate business activities

Leadership sins 2 of 2

• Failing to constantly market your business

• Knowing your legacy

Myths around leadership

Myths around leadership

• Omnipotence• Omniscience• Omni-adrenaline

Follow my leader

Follow my leader

• Community• Authenticity• Significance• Excitement

Tri-sector leaders

Tri-sector leaders 1 of 2

• What is a tri-sector leader?

• Balancing competing motives

• Acquiring transferable skills

• Developing contextual intelligence

• Forging an intellectual thread

Tri-sector leaders 2 of 2

• Building integrated networks

• Maintaining a prepared mind

Bankable leadership

Bankable leadership

• Gather the facts• Be laser-focused• Practice daily

Survival principles which focus on the

future

Survival principles which focus on the future

• Shift everyone’s thinking

• Increase employee efficiency

• Upgrade your organizational chart

• Leaders need to lead• Eliminate stress

A new leader

A new leader • Assess

• Plan• Execute

Competencies of progressive leaders

Competencies of progressive leaders

• Inspiring confidence• Exemplifying

fortitude• Fostering

compassion

Maturity model for leadership

Maturity model for leadership

• Reactive• Preventative• Proactive

Credibility

Credibility• Definition• Key dimensions• Over time…• …in different

cultures…• …and the biological

connection• Questions to ask• Acquiring credibility• Enhancing credibility• Losing credibility• Testing your

credibility

Practices to create new pathways

Practices to create new pathways

• Focus• Positive social

connections• Manage stress• Improve memory• Making mindful

decisions

Learning from the military

Learning from the military 1 of 2

• Being a leader comes first

• Create stewards who will promote and protect the best of your organization’s traditions and values

Learning from the military 2 of 2

• Develop leadership alongside developing leaders, and develop the leadership your organization needs right now

• Don’t leave leadership development entirely to trainers

• Embed the enduring priority of leadership

• It is just plain you

Don’t just be good-be great!

Don’t just be good-be great!

• Inspires growth• Honours

relationships• Inspires excellence• Ensures

accountability• Spurs teamwork

Conclusion, summary and questions

Conclusion, summary and questions

ConclusionSummaryVideosQuestions

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