Leading people more effectively May 2012

Leading people more effectively

by Toronto Training and HR

March 2012

Contents3-4 Introduction to Toronto Training and HR5-6 Styles of leadership7-8 Winning leadership9-10 Characteristics shared by transformational leaders11-12 ‘Best fit’ approach to leadership13-14 Risk-takers15-16 Contingency models of leadership17-18 The resilience spiral19-20 Leaders in the public sector21-22 Solving wicked problems23-24 North America v the world25-26 Collaborative leaders27-28 Performance-related components of leadership29-30 Making a merger or acquisition succeed31-32 Leading with insight and vision33-34 Building a values-led organization35-36 Pattern recognition for leaders37-38 The leadership framework39-41 Letting go of the reins42-44 Self-command and self-sabotage45-46 Traits of horrible bosses47-52 Case studies53-54 Conclusion & 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 event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Styles of leadership

Styles of leadershipConcern for productionConcern for people

Winning leadership

Winning leadershipGolden touchIn the zone?A question of trustDon’t fear failurePraise the effort not the personTurn up the optimismEven leaders get scaredUse your sensesHave a clear visionDescribe the road ahead

Characteristics shared by transformational

leaders

Characteristics shared by transformational leaders

CharismaInspirationIntellectual stimulationIndividualized consideration

‘Best fit’ approach to leadership

‘Best fit’ approach to leadership

LEADERSHIP IS MOST EFFECTIVE WHEN THERE IS A GOOD FIT BETWEEN:Preferred leadership style and characteristics of the leaderLeadership style preferred by the followers and their own characteristicsAims, technology and nature of the work that the group have to carry outOrganizational setting or context

Risk-takers

Risk-takersSpontaneousIntenseWaryPrudentDeliberateComposedAdventurousCarefree

Contingency models of leadership

Contingency models of leadership

FACTORS THAT DETERMINE THE LEADER’S EFFECTIVENESSLeader-member relationsTask structurePosition power

The resilience spiral

The resilience spiralPerceivingOrchestratingStrategizingImagineering

Leaders in the public sector

Leaders in the public sectorResilienceThe ability to set a compelling vision and bring others alongPartnership and collaboration with other sectors and partnersMore commercialism and entrepreneurial driveInnovation, risk taking, looking for new opportunitiesCommunication, influencing and negotiatingCommissioning skills

Solving wicked problems

Solving wicked problemsAbility to see the bigger pictureAbility to use intuitionAbility to create a ‘leaderful’ organizationAbility to develop mastery in the leadership

North America v the World

North America v the World% of employers increasing their leadership development budgetsBench strengthViews of North American HR professionals on leadership appointmentsHow North American HR professionals rate the effectiveness of leadership development initiativesPercentage reporting high quality leadershipCritical leadership skills needed over the next three years in North America

Collaborative leaders

Collaborative leadersSKILLS AND BEHAVIOURSThey play the role of connector They have the ability to engage talent They provide a model of collaboration at the top They take a strong hand to stop teams getting mired in debate and challenge them to make decisions

Performance-related components of

leadership

Performance-related components of leadership

Having an action and performance orientationSolving problems and seizing opportunitiesDeveloping in oneself and others the mind-set and skills to demonstrate these competencies

Making a merger or acquisition succeed

Making a merger or acquisition succeed

THINGS TO AVOIDFailure to acknowledge what’s happeningFailure to hear people outFailure to provide informationFailure to put the situation into a larger contextFailure to take responsibilityFailure to help people move onFailure to walk the talk

Leading with insight and vision

Leading with insight and vision

Acknowledge the need to generate and develop ideasTake an “as if” approach when leading peopleSee the difference between mission and vision Co-create a collective visionProvide the space for creativityEstablish a system for learning

Building a values-led organization

Building a values-led organization

Identify those core values that are crucial to the success of your organizationAim for a maximum of four core values, ideally threeEnsure your values are believableInvest the time in values alignmentEducate employees to gain buy inEmbed your values into all of your processesUndertake surveys

Pattern recognition for leaders

Pattern recognition for leaders

DEVELOPING PERSONALITY PATTERN RECOGNITION SKILLSUse the power of insight to analyze all your personality patterns and solutions to themBe objectiveCreate a cost/benefit analysisDetermine your toolSee your blind spotsObserve tractionApply action

The leadership framework

The leadership frameworkWho am I?What do I want? How will I attract and motivate others?How will I earn and retain the privilege to lead?

Letting go of the reins

Letting go of the reins 1 of 2

Accept you can’t do everythingList what you could do with more timeWork out which tasks you want to keepDon’t underestimate your employeesChoose the right people……and give them power and authority

Letting go of the reins 2 of 2

Worry about outputs, not methodsEncourage fresh perspectivesSpend more time on strategyDon’t take back control at the first sign of trouble

Self-command and self-sabotage

Self-command and self-sabotage 1 of 2

ACHIEVING SELF-COMMANDSpotting and acting on important problems and opportunities, rather than letting them slip pastPursuing the right goalsMaintaining proper goal focusAssessing both pros and cons for both short term and long termPlanning well, including making contingency plans

Self-command and self-sabotage 2 of 2

AVOIDING SELF-SABOTAGE BY SIDESTEPPING COMMON PITFALLS:Failing to act when we know we shouldPursuing the wrong performance objectiveslosing sight of your goalsEvaluating on short-term, but not long-term, basesInadequately planning implementation, assuming it will go smoothlyFailing to create or execute contingency plans

Traits of horrible bosses

Traits of horrible bossesThey believe in the 4th law of thermodynamicsThey are skilled and habitual liarsThey belittle peopleThey actively promote ‘them and us’They vacillateThey sulkThey bully and manipulateThey disappear

Case study A

Case study B

Case study C

Conclusion & questions

Conclusion & questions

SummaryVideosQuestions

Leading people more effectively May 2012

Education

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