Leadership July 2015

All you want to know about effective leadership

by Toronto Training and HR

July 2015

CONTENTS3-4 Introduction5-6 Definitions7-8 Essential characteristics of leadership9-10 What do we see when we observe leadership?11-12 Drivers for leadership success13-14 Reasons people choose to lead a team15-16 Examples of leadership behaviour17-19 Aspects that characterize the magnitude of

leadership tasks20-21 Process steps on the part of the leader22-23 Process steps on the part of the follower24-25 Advantages of a hierarchical form of

cooperation26-28 To what extent?29-30 Interim CEOs31-37 Leaders as trust builders38-39 The story of leadership; questions to ask40-41 Removing barriers to accountability42-44 Ways that leaders can destroy their team45-46 Mistakes which some leaders make when the

going gets tough 47-49 What good leaders do and don’t do…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

Definitions

Definitions • Leadership• What leadership is..• What leadership is

not…

Essential characteristics of

leadership

Essential characteristics of leadership

• Leadership as a social phenomenon

• Leadership requires a meaning

• Leadership requires power

What do we see when we observe leadership?

What do we see when we observe leadership?

• Leadership actions• Leadership structures• Leadership results

Drivers for leadership success

Drivers for leadership success

• Personality• Proficiencies• Persuasion• Purpose

Reasons people choose to lead a team

Reasons people choose to lead a team

• Power• Prestige/pride• Pennies/purse• People• Purpose

Examples of leadership behaviour

Examples of leadership behaviour

20 in totalFour considered to be most effective• Solving problems

effectively• Operating with a strong

results orientation• Seeking different

perspectives• Supporting others

Aspects that characterize the

magnitude of leadership tasks

Aspects that characterize the magnitude of leadership tasks 1 of 2

• The magnitude of the problem or threat

• Denial of the need for change

• Cooperation with difficult followers

• The scale of the dynamics and conflict between followers

Aspects that characterize the magnitude of leadership tasks 2 of 2

• Difficulties in communication

• Traditional or dysfunctional leadership structures

Process steps on the part of the leader

Process steps on the part of the leader

• Formation of will• Identification of the

followers• Leadership action

Process steps on the part of the follower

Process steps on the part of the follower

• Seeking out the situational context

• Orientation to the leader

• Assumption of the foreign will

• Difficulties which can occur

Advantages of a hierarchical form of

cooperation

Advantages of a hierarchical form of cooperation

• Reducing complexity• Decision-making

speed• Competence

To what extent?

To what extent? 1 of 2

Leadership factors• Personal proficiency• Strategist• Executor• People manager• Leadership

differentiator

To what extent? 2 of 2

Human capital• Culture capability• Talent• Performance

accountability• Information• Work

Interim CEOs

Interim CEOs

Typical roles• Seat warmer• Contender• Groomer• Marketer• Fixer• Cleaner

Leaders as trust builders

Leaders as trust builders 1 of 6

• Behavioural consistency

• Behavioural integrity• Sharing and

delegation of control• Communication• Demonstration of

concern• Consulting team

members when making decisions


• Communicating a collective vision

• Exhibiting shared values


Pillars of trustworthiness• Ability• Benevolence• Integrity• Predictability


Experiencing trustworthy leadership• Putting relationships

at the heart• Recognising and

developing uniqueness

• Enabling mutual responsibility

• Engaging with real people


Characteristics of the trustworthy leader• Human leaders• Personal leaders• Relational leaders


• Relational mindset v transactional mindset

• Leadership above and under the surface

• The space of trust • The challenge of

distance• Benefits of trust

relationships-feelings

The story of leadership; questions to ask

The story of leadership; questions to ask

• What is your plot?• Who are the main

characters of your story?

• What conflicts do you need to resolve?

• What are you known for?

• When are you at your best?

Removing barriers to accountability

Removing barriers to accountability

Why do leaders struggle?• Fear accountability• Confuse

accountability with responsibility

• Do not have adequate resources

• Have blind spots• Are not willing to be

accountable

Ways that leaders can destroy their team

Ways that leaders can destroy their team 1 of 2

• Create unreasonable time constraints

• Insult innovation and discourage mistakes

• Don’t involve the team until the last minute

• Don’t define who does what

• Let corporate politics get in the way of progress

Ways that leaders can destroy their team 2 of 2

• Establish roadblocks to virtual collaboration

• Send mixed messages about the team priorities

• Don’t motivate with rewards and recognition

• Don’t trust our colleagues

Mistakes which some leaders make when the

going gets tough

Mistakes which some leaders make when the going gets tough

• Become reactive and reactionary

• Huddle with only the corporate folks

• Cut, cut and cut again

• Go after new clients and customers

• Do more with less• Buy into pessimism

What good leaders do and don’t do…

What good leaders do and don’t do… 1 of 2

DO• Read/understand own

emotions and recognize the impact on self and others

• Know one’s strengths and limits

• Know and have a good sense of one’s self-worth and capability

• Think and act with optimism

• See and seize opportunities for contributing to the greater good

What good leaders do and don’t do… 2 of 2

DON’T• Appreciate others’

emotions and perspective• Utilize key organizational

clues, norms, decision networks and politics

• Take responsibility for outcomes

• Deal proactively with conflicts

• Integrate one’s self and team with others in the organization

Conclusion, summary and questions

Conclusion, summary and questions

ConclusionSummaryVideosQuestions

Leadership July 2015

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Transcript of Leadership July 2015