Becoming a better leader April 2011

Becoming a better leader by Toronto Training and HR April 2011

Contents 3-4 Introduction to Toronto Training and HR 5-6 Definitions 7-8 Drill A 9-10 Mary Poppins 11-21 Memories matter 22-24 Summit leadership 25-27 Servant leaders 28-30 Traits of great leaders 31-37 Cross-functional excellence 38-39 Leading across Latin cultures 40-42 Sir Winston Churchill 43-45 Strategic thinking 46-47 Leadership strategy 48-49 Maslow’s hierarchy of needs 50-52 Leadership literature 53-54 Drill B 55-56 Case study 57-58 Conclusion and questions Page 2

Introduction to Toronto Training and HR Toronto Training and HRis 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: ,[object Object]

Training course delivery- Reducing costs ,[object Object]

Improving employee engagement & morale

Services for job seekers,[object Object]

Definitions LEADERSHIP LEADERSHIP DEVELOPMENT

Mary Poppins Add a spoonful of sugar Anything can happen if you let it Build your replacement

Memories matter 1 of 10 People 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 difference in my life—your belief in me changed everything.”

Memories matter 2 of 10 The 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 insane things you and your mates tried.

Memories matter 3 of 10 A 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 10 Expressions 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 10 Turning 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 10 The 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 10 Intensity, 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 10 Biting 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 person 15 years your junior. Selflessness—a reputation as a person who helps out despite personal cost.

Memories matter 9 of 10 Having 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 10 Being 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 1 of 2 Properly 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 2 Humility and drive are good bedfellows Dream of (visualize) your eventual goal Giving it a go when your instincts say no is a not a good idea Seek help when you need it In 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 1 of 2 With or without title, they want to be in the top 1%, developing themselves as leaders. They develop themselves from the inside 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 2 With 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 2 Great leaders are who they are They communicate well They pick the right people and make them great

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

Cross-functional excellence

Cross-functional excellence 1 of 6 Cross-functional excellence The case for excellence in first-line management

Cross-functional excellence 2 of 6 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.

Cross-functional excellence 3 of 6 Proactively seek examples of tiny acts of cross-functional excellence to acknowledge. Present counterparts in other functions awards for service to your group Discuss good and problematic acts of cross-functional co-operation at every team meeting. Respond with alacrity when someone in another function asks for assistance Don’t bad mouth “damned accountants,” “the bloody HR guy.” Ever.

Cross-functional excellence 4 of 6 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.

Cross-functional excellence 5 of 6 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?

Cross-functional excellence 6 of 6 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 cultures Be aware of cultural differences, but stick to own values Connection before content Play is universal

Sir Winston Churchill 1 of 2 Always believe you have a legacy to leave Have a good hobby so in times of crisis you have a refuse When 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 crowd The written word is mightier than the sword

Sir Winston Churchill 2 of 2 Never let a lack of a degree or formal education hold you back Learn to be a great orator Manage PR Personal contact with key decision makers is vital See and own the future Stay close to scientists/technology advancements Understand your body rhythms and work patterns

Strategic thinking 1 of 2 TRUE FUNDAMENTALS Define what customer you are going to serve Understand what those customers need or will want and if it can be produced Get a picture of what will happen in your marketplace in 12 months or in five or 10 years See your competition’s true value to the customer and marketplace Create competitive advantage and instil it into the fabric of your organization

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

Leadership strategy Leadership strategy is greater than the sum of individual organizational strategies Leadership strategy is perceived by the board, shareholders or stakeholders, and customers as the primary value for dollars invested in the CEO’s presence at the helm Executive leadership strategy defines the era of a given leader An 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 needs Level One: Physiological Level Two: Safety Level Three: Social recognition and belonging Level Four: Self-esteem Level Five: Self-actualization Characteristics of self-actualizing people

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

Leadership literature 2 of 2 Importance of instruction View of human nature Role of rage and outrage Attraction of the great man Rise of the follower

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