Half day open training event held in Toronto, Canada

1. Leadership development
by Toronto Training and HR
June 2014

2. CONTENTS
3-4 Introduction
5-6 The objective of leadership development
7-8 Start the process early
9-10 Areas to consider
11-12 Moving forward
13-14 Return on investment
15-16 Soft skills
17-20 Mindfulness
21-22 Success factors for leadership development
23-24 Technical people
25-28 Leadership development in fast-growing economies
29-30 Engage in cross training
31-32 Observing oneself as a leader
33-34 High potential leaders
35-36 Strategies for leadership development
37-38 Potential problem areas for leaders
39-40 Questions to measure improvement
41-42 Preparing for leadership challenges
43-47 Leadership assessment tools
48-50 Making leadership development effective
51-52 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. Page 4
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
15 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
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
The objective of
leadership development

6. The objective
of leadership
development
• Accelerate the process of
building consistent
performance in leaders
• Our view of leadership
Page 6

7. Page 7
Start the process early

8. 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
Page 8

9. Page 9
Areas to consider

10. 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
Page 10

11. Page 11
Moving forward

12. Moving
forward
• Emphasize promotions from
within
• Focus more on Generation Y
(born between 1977 and
1998)
Page 12

13. Page 13
Return on investment

14. Return on
investment
• Selection
• Program
• Outcomes
Page 14

15. Page 15
Soft skills

16. 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
Page 16

17. Page 17
Mindfulness

18. Mindfulness
1 of 3
• Definition
• Strategic decision making
• Innovation and creativity
• Emotional intelligence
Page 18

19. 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’
Page 19

20. 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
Page 20

21. Page 21
Success factors for
leadership development

22. Success
factors for
leadership
development
• Motivation
• Team skills
• Learning ability
• Achieving results
• Planning and executing
work
• Character and values
Page 22

23. Page 23
Technical people

24. Technical
people
• Who are they?
• What are they like?
• What do they need?
• A learning model
Page 24

25. Page 25
Leadership development
in fast-growing economies

26. 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
Page 26

27. Leadership
development
in fast-
growing
economies
2 of 3
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

28. Leadership
development
in fast-
growing
economies
3 of 3
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 con-
sider using computer
games for this purpose
Page 28

29. Page 29
Engage in cross training

30. Engage in
cross training
• Identify your strengths
• Choose a strength to focus
on
• Select a complementary
behaviour
• Develop it in a linear way
Page 30

31. Page 31
Observing oneself as a
leader

32. Observing
oneself as a
leader
PERSONIFY THE SHADOW
• Tune to internal
conversations
• Raise awareness of
projections
• Appreciate diversity
• Change the channel
Page 32

33. Page 33
High potential leaders

34. 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
Page 34

35. Page 35
Strategies for leadership
development

36. Strategies for
leadership
development
• Training as a learning lab
• Reconcile rallying points
• Untrain unproductive
behaviours
• Employees lead the
leaders
• Skill-o-rama
Page 36

37. Page 37
Potential problem areas
for leaders

38. Potential
problem areas
for leaders
• False innocence
• Myopia
• Reductionism
• Abdication
• Cowardice
• Abuse
• Corruption
Page 38

39. Page 39
Questions to measure
improvement

40. 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?
Page 40

41. Page 41
Preparing for leadership
challenges

42. 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
Page 42

43. Page 43
Leadership assessment
tools

44. Leadership
assessment
tools 1 of 4
FINDING VALUE
• New-hire fail rates
• Imperfect screening
• Science
Page 44

45. Leadership
assessment
tools 2 of 4
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?
Page 45

46. Leadership
assessment
tools 3 of 4
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?
Page 46

47. Leadership
assessment
tools 4 of 4
QUESTIONS TO ASK (CONT.)
• Does the vendor adapt
content or delivery
methods?
• Does the vendor charge a
per-person rate or set
prices?
Page 47

48. Page 48
Making leadership
development effective

49. Making
leadership
development
effective 1 of 2
LEADERSHIP
DEVELOPMENT
PRACTITIONERS
• Measures
• Post-workshop
application coaching
• Learning trios
Page 49

50. Making
leadership
development
effective 2 of 2
LINE LEADERS
• Ask one simple question
to others
• Ask seven questions to
yourself
• Get a leadership coach
Page 50

51. Page 51
Conclusion, summary and
questions

52. Page 52
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions