Leadership development June 2014

Leadership development

by Toronto Training and HR

June 2014

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

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

The objective of leadership

development

The objective of leadership development

• Accelerate the process of building consistent performance in leaders

• Our view of leadership

Start the process early

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 have

Areas to consider

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

Moving forward

Moving forward

• Emphasize promotions from within

• Focus more on Generation Y (born between 1977 and 1998)

Return on investment

Return on investment

• Selection• Program• Outcomes

Soft skills

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

Mindfulness

Mindfulness 1 of 3

• Definition• Strategic decision

making• Innovation and

creativity• Emotional intelligence

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’

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

Success factors for leadership

development

Success factors for leadership development

• Motivation• Team skills• Learning ability• Achieving results• Planning and executing

work• Character and values

Technical people

Technical people

• Who are they?• What are they like?• What do they need?• A learning model

Leadership development in fast-growing economies

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


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


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 consider using computer games for this purpose

Engage in cross training

Engage in cross training

• Identify your strengths• Choose a strength to

focus on• Select a

complementary behaviour

• Develop it in a linear way

Observing oneself as a leader

Observing oneself as a leader

PERSONIFY THE SHADOW• Tune to internal

conversations• Raise awareness of

projections• Appreciate diversity• Change the channel

High potential leaders

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

Strategies for leadership

development

Strategies for leadership development

• Training as a learning lab

• Reconcile rallying points

• Untrain unproductive behaviours

• Employees lead the leaders

• Skill-o-rama

Potential problem areas for leaders

Potential problem areas for leaders

• False innocence• Myopia• Reductionism• Abdication• Cowardice• Abuse• Corruption

Questions to measure improvement

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?

Preparing for leadership challenges

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

Leadership assessment tools

Leadership assessment tools 1 of 4

FINDING VALUE• New-hire fail rates• Imperfect screening• Science


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?


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?


QUESTIONS TO ASK (CONT.)• Does the vendor adapt

content or delivery methods?

• Does the vendor charge a per-person rate or set prices?

Making leadership development effective

Making leadership development effective 1 of 2

LEADERSHIP DEVELOPMENT PRACTITIONERS• Measures• Post-workshop

application coaching• Learning trios

Making leadership development effective 2 of 2

LINE LEADERS• Ask one simple

question to others• Ask seven questions

to yourself• Get a leadership

coach

Conclusion, summary and questions

Conclusion, summary and questions

ConclusionSummaryVideosQuestions

Leadership development June 2014

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