Becoming a better leader April 2011

Becoming a better leader

by Toronto Training and HR

April 2011

Contents3-4 Introduction to Toronto Training and HR5-6 Definitions7-8 Drill A9-10 Mary Poppins11-21 Memories matter22-24 Summit leadership25-27 Servant leaders28-30 Traits of great leaders31-37 Cross-functional excellence38-39 Leading across Latin cultures40-42 Sir Winston Churchill43-45 Strategic thinking46-47 Leadership strategy48-49 Maslow’s hierarchy of needs50-52 Leadership literature53-54 Drill B55-56 Case study 57-58 Conclusion 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 banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definitions

DefinitionsLEADERSHIP

LEADERSHIP DEVELOPMENT

Drill A

Mary Poppins

Mary PoppinsAdd a spoonful of sugarAnything can happen if you let itBuild your replacement

Memories matter

Memories matter 1 of 10People you developed who went on to stellar accomplishments.Two or three people you developed who created stellar firms of their own.The long shots you bet on who surprised themselves—and your peers.The people who later say, “You made a differencein my life—your belief in me changed everything.”

Memories matter 2 of 10The sort of/character of people you hired (and bad apples you chucked out despite some stellar traits.)A few projects you doggedly pursued that still make you smile and changed the way things are done inside or outside the company or industry.The supercharged camaraderie of a great team aiming to change the world.Belly laughs at some of the stupid and insanethings you and your mates tried.

Memories matter 3 of 10A consistent record of having invariably said, “Go for it!”Not intervening in the face of loss—knowing that developing talent means tolerating failures and allowing people to work out of their self-created mess.Dealing with one or more crises with particular or memorable aplomb.Demanding or demonstrating civility, regardless of circumstances.

Memories matter 4 of 10Expressions of simple human kindness and consideration—no matter how harried you may have been.Knowing that your demeanour and expression of character always set the tone—especially in difficult situations.Rarely letting your expression of enthusiasm or determination flag—the rougher the times, the more your expressed energy, optimism, and humour.

Memories matter 5 of 10Turning around dreadful situations—and watching people rise to the occasion and acquire a new sense of purpose.Leaving something of lasting worth.Having almost always put quality and excellence ahead of quantity.Times when you did the right thing to avoid compromising your and your team’s character and integrity.A sense of time honourably spent.

Memories matter 6 of 10The earned respect of your peers.A stoic unwillingness to badmouth others.An invariant creed: When something goes amiss, the buck stops with me; when something goes right, it was your doing.A naïve belief that others will rise to the occasion if given the opportunity.Eschewing trappings of power (strong self-management of tendencies toward arrogance or dismissiveness).

Memories matter 7 of 10Intensity, even driven, but not to the point of being careless of others.Willingness to be surprised by ways of doing things that are inconsistent with your certain hypotheses.Humility in the face of others, at every level, who know more than you about “the way things really are.”

Memories matter 8 of 10Biting your tongue on a thousand occasions—and really listening—and being delighted when you learn something new.Unalloyed pleasure in being informed of the fallaciousness of your beliefs by a person15 years your junior.Selflessness—a reputation as a personwho helps out despite personal cost.

Memories matter 9 of 10Having been as thoughtful and respectful, or more so, toward enemies as toward friends and supporters.Always being first of service to your internal and external constituents (employees, customers, vendors, community.)Treating servant leadership as holy writ (and preaching SL to others).Creating the sort of workplace you’d like your kids to inhabit.

Memories matter 10 of 10Being a certifiable nut about quality, safety, integrity, regardless of costs.Resigning a few times rather than compromise your bedrock beliefs.Seeking perfection just short of the paralyzing variety.A self- and group-enforced standard of Excellence-in-all-we-do and Excellence in our behaviour toward one another.

Summit leadership

Summit leadership 1 of 2Properly set up your base camp If you hope to be picked for the summit team, don’t rely on reputation alone Having the best team does not mean you’ll be selected and succeed if you ignore the politics When selecting a team, ensure they are multi-skilled and have a sense of humour Do small deeds of kindness

Summit leadership 2 of 2Humility and drive are good bedfellowsDream of (visualize) your eventual goalGiving it a go when your instincts say no is a not a good idea Seek help when you need itIn all projects, you can achieve other goals if you provision for them Don’t start a project if you can’t see it through to the end

Servant leaders

Servant leaders 1 of 2With or without title, they want to be in the top 1%, developing themselves as leaders. They develop themselves from theinside out They differentiate themselves as leaders rather than commodities They develop real skills over time instead of settling for short-term appearance of skill

Servant leaders 2 of 2With or without title, they want to be in the top 1%, developing themselves as leaders. They think of their internal and external customers and do things for them at all times They make things happen—even if they have to do it themselves Leaders create! Leaders take time to plan, think, and re-create

Traits of great leaders

Traits of great leaders 1 of 2Great leaders are who they areThey communicate wellThey pick the right people and make them great

Traits of great leaders 2 of 2They’re somewhat self-effacing individualswho deflect adulation, yet have an almost stoic resolve to do whatever it takes to make the organization greatThey are incredibly ambitious—but their ambition is first and foremost for the institution and its greatness, not for themselvesThey look in the mirror, not out the window, to apportion responsibility for poor resultsThey may earn a very good living, but they don’twork for money

Cross-functional excellence

Cross-functional excellence 1 of 6

Cross-functional excellenceThe case for excellence in first-line management


Everybody’s Job 1 is to make friends in other functions—purposefully, consistently, and measurably.Do lunch with people in other functions, frequently—at least 10 to 25% for everyone—and measure it.Ask peers in other functions for references.Invite counterparts in other functions to your team meetings.


Proactively seek examples of tiny acts of cross-functional excellence to acknowledge.Present counterparts in other functions awards for service to your groupDiscuss good and problematic acts of cross-functional co-operation at every team meeting. Respond with alacrity when someone in another function asks for assistanceDon’t bad mouth “damned accountants,”“the bloody HR guy.” Ever.


Get physical—co-location may well be the most powerful culture change lever.Have formal evaluations.Demand cross-functional excellence.Cross-functional excellence is about personal and organizational effectiveness. Cross-functional excellence is the main opportunity for strategic differentiation.


QUESTIONS TO ASK:Are you, the Boss, a formal student of front-line supervisor behavioural excellence? (this can be formally studied)Do you spend gobs and gobs of time selecting the first-line supervisors?Do you have the best training program for first-line supervisors?


QUESTIONS TO ASK:Do you formally and rigorously mentor first-line supervisors?Are you willing, pain notwithstanding, to leave a first-line supervisor slot open until you can fill the slot with somebody spectacular? (and are you willing to use the word spectacular in judging applicants for the job?)

Leading across Latin cultures

Leading across Latin culturesBe aware of cultural differences, but stick to

own values Connection before contentPlay is universal

Sir Winston Churchill

Sir Winston Churchill 1 of 2Always believe you have a legacy to leaveHave a good hobby so in times of crisis you have a refuseWhen you stuff up it is better to ‘fall on your sword’ as you will surely rise again soon Have a sanctuary where you can escape the maddening crowdThe written word is mightier than the sword

Sir Winston Churchill 2 of 2Never let a lack of a degree or formal education hold you backLearn to be a great oratorManage PRPersonal contact with key decision makers is vitalSee and own the futureStay close to scientists/technology advancementsUnderstand your body rhythms and work patterns

Strategic thinking

Strategic thinking 1 of 2TRUE FUNDAMENTALSDefine what customer you are going to serveUnderstand what those customers need or will want and if it can be producedGet a picture of what will happen in your marketplace in 12 months or in five or 10 yearsSee your competition’s true value to the customer and marketplaceCreate competitive advantage and instil it into the fabric of your organization

Strategic thinking 2 of 2TRUE FUNDAMENTALSCommunicate your strategic framework with clarity to your employees and your strategic partners in a waythat they can take positive action Profitably develop/produce/distribute a product/service that customers find valuable at your price pointListen to the feedback of the marketplace with insight.Know how to grow your marketplace into the next square or adjacent set of customersTranslate the plan into a business process and execute with processes that are reproducible

Leadership strategy

Leadership strategyLeadership strategy is greater than the sum of individual organizational strategiesLeadership strategy is perceived by the board, shareholders or stakeholders, and customers as the primary value for dollars invested in the CEO’spresence at the helmExecutive leadership strategy defines the era of a given leaderAn intentional, vast-in-scope and all-inclusive strategy guides the organization through numerous challenges that otherwise may be treated as independent events

Maslow’s hierarchy of needs

Maslow’s hierarchy of needsLevel One: PhysiologicalLevel Two: SafetyLevel Three: Social recognition and belongingLevel Four: Self-esteemLevel Five: Self-actualization

Characteristics of self-actualizing people

Leadership literature

Leadership literature 1 of 2Literature that is about leadershipLiterature that is, of itself, an act of leadershipLiterature to be read or heard generated by leaders

Leadership literature 2 of 2Importance of instructionView of human natureRole of rage and outrageAttraction of the great manRise of the follower

Drill B

Case study

Conclusion & Questions

Conclusion

SummaryQuestions

Becoming a better leader April 2011

Business

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