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Leading from the front May 2011
This document provides an overview of leadership topics including the difference between leadership and management, competencies needed for leadership, challenges faced by CEOs, developing bench strength, trends in leadership development, and factors to consider for good versus great leadership. It includes definitions, examples, and case studies to illustrate key points. The document is intended as a guide for training on leadership.
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Leading from the front May 2011
- 1. Leading from thefront by Toronto Training and HR May 2011
- 2. Contents3-4 Introduction toToronto Training and HR 5-6 Definition 7-8 Difference between leadership and management 9-10 Drill A 11-12 Competencies 13-14 Expertise needed by non-executive directors 15-16 Challenges faced by CEOS17-18 New leaders19-20 Influencing behaviour 21-22 Shooting oneself in the foot23-24 Bench strength 25-28 Trends29-31 Planning to succeed32-33 Imperatives 34-35 Factors of leadership36-37 Styles of leadership38-40 Criteria to consider 41-43 Good leaders or great ones?44-45 Drill B46-47 Case study A48-49 Case study B50-51 Conclusion and questions
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- 4. Page 4Introduction toToronto Training and HRToronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:Training course design
- 5. Training course delivery- Reducing costsSaving time
- 6. Improving employee engagement& morale
- 7. Services for jobseekersPage 5Definition
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- 9. Page 7Difference betweenleadership and management
- 10. Page 8Difference betweenleadership and managementDEFINITIONCreating an agendaDeveloping peopleExecutionOutcomesDevelop yourself to meet the demands of the job
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- 14. Page 12CompetenciesChange managementAgilityFlexibilityCreativityand innovationCommunicationTeambuilding and collaborationEmotional intelligence and empathy
- 15. Page 13Expertise neededby non-executive directors
- 16. Page 14Expertise neededby non-executive directorsFinanceStrategyMarketingScience and technologyPeopleMedical and clinicalMergers and acquisitionsCorporate governanceDirector expertiseNetworking
- 17. Page 15Challenges facedby CEOs
- 18. Page 16Challenges facedby CEOsMoving from “business case” to “social business case”Stepping into the role of “ambassador”Repairing the corporate brand/imageMaking the board an allyBuilding a global talent pipeline Grappling with ChinaUnderstanding shifting employee valuesOperating in a world of social mediaDriving diversityManaging a globally distributed leadership team
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- 20. Page 18New leadersFIVEGROUPS AND FIVE CONVERSATIONSYour new leaderYour teamYour friendsYour new peer groupYour former boss
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- 23. Page 21Shooting oneselfin the foot
- 24. Page 22Shooting oneselfin the footOveremphasizing personal goalsProtecting your public imageTurning competitors into enemiesGoing it aloneWaiting for permission
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- 26. Page 24Bench strengthCOACHINGor SELF-COACHINGThe coacheeneeds accurate data to understand the current “actual” and what winning looks likeThe coachee needs a Guide—someone who is in a position to observe his or her progress and help him or her stay on trackThe coachee or self-coachee must be willing to go beyond his or her comfort zone, drop defences and become vulnerable, to take a leap of faith inorder to improve his or her life
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- 28. Page 26Trends 1of 3Strong leaders drive strong performanceExecutive ownership spurs successTake leadership development to the next levelElevate HR to the top tableLink leadership development to outcomesMeasure, measure, measureIntegrate leadership development into risk management practices
- 29. Page 27Trends 2of 3APPLYING THE TRENDSGive leadership development a prominent place intheir overall business strategyAllocate sufficient time and resources to leadershipdevelopmentEmploy a creative approach to nurturing up-and-coming leadersGive emerging leaders face-time with topmanagement
- 30. Page 28Trends 3of 3APPLYING THE TRENDSIntegrate leadership development with recruitingand other talent initiatives for a synchronous effectTrack outcomes of leadership development programs with the goal of improving themAccount for potential talent liabilities in riskassessment and the organization’s overall riskmanagement strategyHold executives accountable for building for the future by improving their bench of talent
- 31. Page 29Planning tosucceed
- 32. Page 30Planning tosucceed 1 of 2 Role clarity and alignmentRe-contracting and building relationshipsAdapting to a sub-cultureEarly winsAccelerated learningTargeted development
- 33. Page 31Planning tosucceed 2 of 2 Senior management buy-inIndividual leadership development at senior levelsTeam developmentStrategic goal integrationA central succession planning systemTraining on providing feedback and empowering othersCorporate culture
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- 35. Page 33ImperativesCreate andmaintain a clear sense of purposeClarify and identify own value-added role as leaderAlign each person’s role to create focus and valueEquip people to competeSolve problems and remove performance barriersUse time with extreme careCreate a climate for better resultsFoster working relationships and teamworkProvide on-going feedback and coachingDevelop yourself to meet the demands of the job
- 36. Page 34Factors ofleadership
- 37. Page 35Factors ofleadershipThe ledThe leaderCommunicationThe situation
- 38. Page 36Styles ofleadership
- 39. Page 37Styles ofleadershipAutocraticDemocraticCharismaticParticipativeTransformationalServant leadersLaissez-faire leaders
- 40. Page 38Criteria toconsider
- 41. Page 39Criteria toconsider 1 of 2INTERNALPersonality mechanismsUnderstanding of the leader’s dutyPerformance
- 42. Page 40Criteria toconsider 2 of 2EXTERNALEnvironment of organizationsClimate of organizationsCulture of organizations
- 43. Page 41Good leadersor great ones?
- 44. Page 42Good leadersor great ones? 1 of 2Manage yourselfManage your networkManage your teamMeasuring yourself
- 45. Page 43Good leadersor great ones? 2 of 2Do you understand what is required to become truly effective?Do you understand what you are trying to attain?PrepDo Review
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- 52. Page 50Conclusion &Questions
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