1. Building Relationships that Mean Business Leadership Capability A Practical Guide to Identifying and Developing Leadership Potential Andrew Chantler B.App.Sc.(Computing), MMgtStud (Project Management) Chief Executive Officer GMT Recruitment

2. Building Relationships that Mean Business Behavioral and Style Theories Trait Theory Functional Theory Situational and Contingency Theories Leadership and Emotional Intelligence Theory Transactional and Transformational Theories

3. Building Relationships that Mean Business Take Away Points What leadership is and how it relates to management. How to identify leadership capability when recruiting new staff. How to identify leadership capabilities in existing staff. How to develop leadership capabilities in people with leadership potential.

4. Building Relationships that Mean Business What is Leadership and how does it relate to Management?

5. Building Relationships that Mean Business Leadership Vs Management ManagersLeaders AdministerInnovate Ask how and whenAsk what and why Focus on systemsFocus on people Do things rightDo the right things MaintainDevelop Rely on controlInspire trust Have a short-term perspectiveHave a long-term perspective Accept the status-quoChallenge the status-quo Have an eye on the bottom lineHave an eye on the horizon ImitateOriginate Emulate the classic good soldierAre their own person CopyShow originality

6. Building Relationships that Mean Business Level 5 Leadership Level 5 Level 4 Level 3 Level 2 Level 1 Level 5 Executive Effective Leader Competent Manager Contributing Team Member Highly Capable Individual Builds enduring greatness through a paradoxical blend of personal humility and professional will Catalyses commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards Organizes people and resources toward the effective and efficient pursuit of pre-determined objectives Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group situation Makes productive contributions through talent, knowledge, skills and good work habits

7. Building Relationships that Mean Business What is Leadership Capability? The Top 20 Leadership Traits

8. Building Relationships that Mean Business Top Leadership Traits 20.Patience 19. Continuous Development 18.Graft 17.Fairness/Equity 16.Modesty

9. Building Relationships that Mean Business Top Leadership Traits 15.Appreciates Quality 14. Sense of Humour 13.Wide Outlook 12.Adaptability and Flexibility 11.Human Understanding

10. Building Relationships that Mean Business Top Leadership Traits 10.Clarity 09. Charisma 08.Ability to Delegate 07.Calmness 06.Ability to Listen

11. Building Relationships that Mean Business Top Leadership Traits 05.Confidence 04. Consistency 03.Approachability & Friendliness 02.Passion and Motivation 01.Ethics and Trustworthiness

12. Building Relationships that Mean Business How to determine Leadership Capability when recruiting new staff Two simple yet powerful questions

13. Building Relationships that Mean Business Two Questions One Behavioural Question – Used to predict future success based on actual past behaviours. One Hypothetical Question – Used to reveal problem solving abilities, insight, intelligence, potential, vision and general leadership qualities.

14. Building Relationships that Mean Business Two Powerful Questions Behavioural - Tell me about your most significant accomplishment where you were involved in a key leadership role? Hypothetical – If you were to get this job, how would you go about solving this (major / typical) problem?

15. Building Relationships that Mean Business Things to probe for A complete description of the accomplishment The actual results achieved: numbers, facts, changes made, details, amounts The importance of the accomplishment to the organisation The candidates actual title and role Why the candidate was chosen The 3-4 biggest challenges they faced and how they dealt with them A few examples of leadership and initiative Some of the major decisions made The environment and the resources available

16. Building Relationships that Mean Business Things to probe for The team involved and all of the reporting relationships Some of the biggest mistakes that the candidate made How the candidate changed and grew as a person What the candidate would do differently if they could do it again Aspects of the project the candidate truly enjoyed Aspects that the candidate didn’t especially care about How the candidate motivated and influenced others, with specific examples to prove their claims How they dealt with conflict with specific examples

17. Building Relationships that Mean Business Tailoring the Hypothetical If you were to get this job, how would you go about solving this (major / typical) problem? Sales Manager: – “If you were to get this job, how would you go about ensuring that the team met their targets every month?" Engineer: – “If you were to get this job, how would you design and develop this product to ensure it's in production by next March?“ Director of HR: – "If you were to get this job, how long would it take you to prepare an action plan to ensure the department was meeting all its Key Performance Indicators?"

18. Building Relationships that Mean Business Assessing the Hypothetical Is the reasoning complex, advanced or superficial? Is the focus technical, tactical or strategic? Is the emphasis team or individual? Is the perspective functional or multi- functional?

19. Building Relationships that Mean Business How to determine Leadership Capability in the staff you have Some additional things to look for

20. Building Relationships that Mean Business Capacity to Learn Leadership Leadership in the past Capacity to create or catch vision Constructive spirit of discontent Practical ideas Willingness to take responsibility Completion factor Mental toughness Peer respect People listen to them No destructive weaknesses

21. Building Relationships that Mean Business How to develop Leadership Capabilities in people with Leadership Potential Courses or Coaches?

22. Building Relationships that Mean Business Seven C’s of Successful Coaching Context – Organisational context Clarity – Coaching objectives Commitment – Organisational support Coachability – Appropriate situation Courses of Action – Development plan Confidentiality – Building trust Chemistry – Rapport and compatibility

23. Building Relationships that Mean Business Take Away Points What leadership is and how it relates to management – 12 Distinctions between Managers and Leaders – Level 5 Leadership Model (Jim Collins) – Top 20 Leadership Traits How to identify leadership capability when recruiting new staff – Two powerful questions to assess leadership experience and leadership traits How to identify leadership capabilities in existing staff – Things to observe in the work place How to develop leadership capabilities in people with leadership potential – The 7 C’s of Successful Coaching

24. Building Relationships that Mean Business