Leading with Excellence

Leading with Excellence

December 11 – 12, 2019 – 9:00 AM-4:30 PM

In today’s dynamic workforce, there are a lot of demands on leaders and management teams. Their responsibilities include; facilitating change management, reducing the negative effects of mergers, downsizing or rapid expansion. They also need to understand and motivate their staff and others in the organization. In other words, they need to lead their department and company with inspiring leadership skills and techniques.

The Leading With Excellence Program provides equip supervisors, team leaders, and managers with leadership skills that will strengthen their role as the critical link between strategic goals and tactical performance. Through this development program, supervisors and managers will learn the skills necessary to lead their teams to success.

Participants will learn and apply management concepts, techniques, and tips to communicate, direct, coach, mentor, entrust, and lead others in routine situations and during challenging times of change. They will acquire tools for managing influentially and receive constructive feedback from their facilitator and peers.

Using case studies, discussions, team activities, paired exercises, management simulations, and self-assessments, participants will learn and practice influencing others assertively, diplomatically, and powerfully. Participants will give and receive feedback for communicating expectations, coaching staff to develop their skills, providing advice and options, and helping bring about change despite resistance from others.

To Register, please click here

 

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The Five Key Facets of High Performance Leadership

What makes a good or even a great leader?
Many people in leadership positions struggle with understanding what makes a good or even great leader. While billions of dollars are spent annually on leadership development, quality leadership is still in short supply.

Organizations have responded to the demand for effective leadership with a steady stream of education and training resources, which seem to be plentiful, (for example, at the time of writing, Amazon.com had over 9,000 references on leadership), yet most attempts at building high-performance leadership are either far too complex or too simplistic to be of any practical use to leaders who need to make things happen. So what does work?

While successful organizations focus on three imperatives: aligning strategy & people; developing world-class leaders; and building world-class teams, when we look at what successful leaders personally do to succeed, we find that they concentrate on building their capacity around what we call five key facets of leadership:

Focus – Authenticity – Courage – Empathy – Timing

Focus

Effective leaders stay focused on the outcomes they wish to create and don’t get too married to the methods used to achieve them. They provide this ‘outcomes focus’ for their organization by emphasizing the mission, vision, values and strategic goals of their organization and at the same time building the capacity of their organizations to achieve them.

This capacity-building emphasizes the need to be flexible, creative and innovative and avoid becoming fossilized through the adoption of bureaucratic structures, policies, and processes. It also means letting go of lines of business, products, and programs that don’t support the focus.

Authenticity

Leaders who are authentic attract followers, even leaders who are viewed as being highly driven and often difficult to work for. Simply put, they are viewed as always being themselves.and therefore followers know what to expect from them and can rely on them, come thick or thin.

Authenticity provides the leader with the currency to obtain ‘buy-in’ from key stakeholders, because it builds and maintains trust. Authenticity is the bedrock upon which the other facets are built.

Courage

The challenges facing leaders today are immense and require great courage to overcome. Leaders are constantly being challenged by others, be it their own team, customers, the public or stakeholders. Standing firm in the face of criticism, yet having the courage to admit when they are wrong, are hallmarks of courageous leaders.

Also, shifting an organization from being introspective to becoming customer-focused requires courage when people pay lip service to the new direction…it means calling people on their bluff.

Empathy

Effective leaders know how to listen empathetically. thus legitimizing others’ input. By doing so, they promote consensus building and build strong teams. They coach others to do the same, and so create a culture of inclusiveness. They tend to be great listeners who capitalize on the ideas of others and provide recognition for these ideas, yet they don’t get bogged down in overly complicated dialogue.

While they create learning organizations that place a high value on dialogue and continuous feedback, they know when to take action, when to ‘fish or cut bait’, which brings us on to the fifth facet…

Timing

The one facet that can make or break a leader is in knowing when to make critical decisions and when not to. All of the other facets must be viewed as subservient to getting the timing of critical decisions and actions right. There is a need to be focused, authentic, courageous and empathetic, but get the timing wrong on critical decisions and everything else stands to be nullified.

Great leaders move with appropriate speed. They don’t believe that everything must be done immediately…they know how to prioritize, and how to get their team to prioritize. As well, they engage in timely follow-through to ensure actions that are committed to happen in a well-coordinated and timely way.

Is that all it takes to be a great leader? These facets of high-performance leadership are not exhaustive. Just as one would look at the facets of a diamond, upon closer observation other facets become observable.

Any person can aspire to be a great leader by starting with these facets. If you are in a leadership role, regardless of your position in your organization, start by asking yourself the following key questions:

Key Questions
1. How focused am I? How much of my time do I spend communicating and inspiring people about our mission, vision and strategic goals? How much focus do I create in my organization? How married am I/my organization to methods that have outlived their usefulness?

2. Am I viewed as authentic? Do people see and hear the real me? Do I wear a mask at work, and remove it when I leave each evening?

3. How courageous am I when my values, vision, and goals are challenged? Do I stand firm and only change my position when I know that I am wrong?

4. How empathetic am I? Too much/too little? Do I create enough opportunities for open and candid dialogue? Do I ever find myself getting bogged down in consensus building, or leading my team to false consensus? Is there a feeling of inclusiveness and engagement amongst the members of my organization, and with other stakeholders, including customers?

5. Do I make and execute decisions in a timely fashion? Do I know when to ‘fish or cut bait?’ – do I demand well-coordinated and timely execution of strategy from others?

What can you do to create a high-performance leadership culture? Asking these questions in a candid way will open up many possibilities for you, your organization or your clients…if you have the courage to do it. Building and sustaining a high-performance leadership culture takes time, patience and a clear focus on the vital few characteristics that leaders can develop naturally and authentically.

Listening to what people expect from you as a leader, and then responding empathically, in a timely fashion, will move you dramatically towards mastering these five key facets of high-performance leadership.

Above all, you need to TAKE ACTION.

 

About the Author

Brian Ward is co-founder and CEO of Affinity Consulting and Training. Based in Edmonton, Alberta he provides leadership and management development to organizations in the private and public sectors throughout Canada.

Receive a free downloadable copy of his book Lead People…Manage Things: Master The Five Key Facets of High-Performance Leadership when you subscribe to his weekly newsletter Monday Morning Mentor.

 

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Free Live Webinar – Women in Leadership: Leader Know Thyself

Free Live Webinar – Women in Leadership: Leader Know Thyself

In this FREE LIVE WEBINAR, you will learn how to find your courage and take meaningful steps forward as a woman leader.
Presented by: Kerry Black
Executive Coach, Coach Educator, Educator, Speaker, LevellingUp Sage

 

In this LIVE WEBINAR, you will learn

  • Your two key voices, and the choir of your other voices, that influence everything you do.
  • Practical strategies to work with your two key voices; your inner mentor and your inner critic.

Do you find yourself holding back? Waiting to be asked… asked to speak, asked to lead, asked for your input?

Do you find yourself just dreaming and not taking action? Or maybe seeing the opportunity to make an impact and yet hesitating?

Do you hear a variety of conflicting messages in your self-talk? “Go for it! You can do this! Wait, maybe not. You’re not ready. Just do it, you can lead! Think it through, you’re not ready.”

If this sounds like you, please join me for my introductory webinar. I guarantee you will know yourself better. Self knowledge is key to leading yourself and leading others.

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Free Webinar – Lead from Your Strengths

In this FREE LIVE WEBINAR, you will learn how to focus your STRENGTHS on your personal, team, and leadership challenges.

About this Event
Lead From Your Strengths – Thursday, Sept 5 @ 2-3pm EDT

Presented by: Pam Danyluk
LevellingUp Sage, Gallup Certified Strengths Coach

In this free, live session, you will learn:

  • What sets you apart from millions of others.
  • How to trust your gut, and to lean into the talents already within you.
  • How to focus your strengths on your personal, team, and leadership challenges.
  • Do you feel like you have potential bubbling over the brim – and you’re ready to do something about it?

Then you are ready to DISCOVER YOUR STRENGTHS!

Learn More & Register Here

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The Mediocre Leader – Pt.3

The world is full of mediocre leaders, and I am one of them.

But I don’t want to be mediocre, and I don’t believe I’m condemned to a life sentence of mediocrity. Most of all, if I have any compassion on those I lead, on those subjected to my middling skills, I have to get better.

In Part 1 of this article, I talked about how odd it is that we practice our leadership skills on those we lead. Unlike other high-skill professions (surgeons, speakers, pilots, musicians, etc.) that are practiced off-line, our expectations of our leaders are apparently so low that we allow them to practice while performing.

Is an Effective Leader Simply a Well-Practiced Leader?

Before I get completely hung up on the idea that a significant quantity of deliberate practice is all that’s required to make me an awesome leader, I am forced to consider that there is much debate around Ericsson’s work. The debate doesn’t challenge the value of deliberate practice, or even the 10,000-hour marker. Rather, it suggests that inherent, non-trainable traits differentiate the best from the rest – such as height and bone structure in sports.

This debate makes sense to me, and completely I agree that effective leadership requires more than just deliberate practice. However, unlike height and bone structure, the traits that differentiate the best leaders from average leaders ARE trainable. In my experience, these differentiators are a leader’s principles – the leader’s beliefs about herself, about others, and about how things operate in world at large.

Much has been published regarding leadership principles by Ray Dalio, John Maxwell, Simon Sinek, Patrick Lencioni, Brené Brown and many others. Desiring to improve their “leadership game”, many leaders (including me) voraciously consume this literature. We learn from, and are second-hand mentored by, these strongly-principled leaders, and we slowly change our bone structure – our differentiating traits.

Principled and Practiced

But, to be effective, a leader must be both principled and practiced. And while I’m very much looking forward to my next shipment of principle-focused books from Amazon, I just can’t help but be disappointed with my lack of attention to deliberate practice.

To create opportunities for deliberate practice of leadership skills, LevellingUp was formed.  At Levelling Up, we help growing leaders quickly become exceptional leaders by connecting them with expert mentors & coaches.

Visit us at www.LevellingUp.ca

The experts you want.  The skills you need.

 

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2-Day Effective Facilitation Course

The Effective Facilitation program builds a strong foundation of knowledge in both practice and theory for facilitation success. Knowing the techniques to use and how to effectively facilitate in different situations – meetings, presentations and training sessions – in today’s environment is critical.  With its focus on asking rather than telling, and listening to build consensus, facilitation is the new leadership ideal, the core competency everybody needs.

During this 2-day program, you will gain an understanding of the full cycle of facilitation. It will provide you with the resources, materials, and tools that can be used to confidently and effectively facilitate in any situation. You will also get the opportunity to practice what you’ve learned in a safe and supportive environment.

Join us May 2nd & 3rd2019!

For more information, please click here

To Register, please click here

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2-Day Coaching for Performance Course

Most organizations would say that their company has a “coaching culture” and that the number one priority of its team leaders is to coach. However, studies show that number of centres where this is a reality is very low. It comes as no surprise that those centres which do have a real coaching culture have the lowest attrition, the most motivated staff and the best at satisfying the demands of their customers.

Staff job descriptions almost always include the fact that they do coaching. However, upon further probing, we consistently discover that the quality and quantity of coaching are inadequate for producing the results that would be expected from an effective coaching program.

Join us March 28th & 29th, 2019

For more information, please click here

To Register, please click here

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Hardiness and Resilience: When Giving In Can Give Us a Lift

Resistance versus resiliance

When you experience failure, loss, or a serious setback do you see it as temporary or permanent? Is failure an event or who you are? Is it a learning or crushing experience? Does it traumatize you or become a springboard for growth?

Confucius said, “our greatest glory is not in never falling, but in rising every time we fall.” That’s the thinking behind Japan’s Daruma Doll, a good luck charm with a rounded bottom. When knocked down, it bounces right back upright.

We tend to think of unwavering steadfastness and never-say-die persistence as important leadership qualities. To a point, they are. But resilience in the face of the hurricane-force winds of change is as often about being flexible like a palm tree rather than unbending like an oak.

Like so much of life, it’s about balance. W.C. Fields was on to something about resilience when he quipped, “If at first you don’t succeed, try again. Then quit. No use being a damn fool about it.” Sometimes the wisest thing to do is to let it storm, find shelter, and look for an alternate route to our dream. Maybe it wasn’t even the right dream; we may need to accept what the universe is trying to tell us and reset our destination.

Psychologists Gregory Miller and Carsten Wrosch contrasted and studied people who are relentless and unbending and people who accept and flex with life’s twists and turns. They found that flexible people were much healthier than their steadfast counterparts. Stress levels were quite a bit lower, and a protein indicating bodily inflammation linked to diabetes and heart disease was much lower. The flexible, resilient group was able to bounce back more effectively from serious defeats, less likely to dwell on the past, set new goals, and get on with their lives.

Professor, social psychologist, and positive psychology researcher, Barbara Fredrickson, has found,

“resilient people are the ones who bend without breaking and who eventually bounce back from even the most difficult life challenges. Instinctually, they can see some form of light in the darkness they face. In study after study, my collaborators and I find that it is precisely this infusion of positive emotions into negative emotional terrain that drives resilient people to bounce back.”

How we use the F-word (failure) has a major impact on our personal, team, and organizational effectiveness. Failures are inevitable. Suffering is optional.

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For over three decades, Jim Clemmer’s keynote presentations, workshops, management team retreats, seven bestselling books, articles, and blog have helped hundreds of thousands of people worldwide. The Clemmer Group is the Canadian strategic partner of Zenger Folkman, an award-winning firm best known for its unique evidence-driven, strengths-based system for developing extraordinary leaders and demonstrating the performance impact they have on organizations.

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Position versus Persuasion Power

Joel’s a high IQ manager with strong analytical skills coming from a deep technical background. He hates meetings (“they get in the way of real work”) and resents having to sell changes or get people on side. “I don’t care if they like me,” he’s fond of saying, “I only want their respect and implementation.” He likes nothing better than solving tough technical problems with practical, well-designed solutions. He runs his organization “by the numbers.” He focuses on continuously improving existing processes and technologies. He sets high targets and relentlessly drives everyone to meet them.

Joel’s always the smartest person in the room (at least in his mind). Irrational, emotional behavior drives him nuts. He often dismisses contrary points of view with comments like, “That’s only their perception, that’s not reality.” He then proceeds to prove “reality” with facts, rational arguments, and analysis.

Joel believes that most people see their work as a four-letter word and must be tightly controlled, threatened, or bribed before they’ll work hard enough. He prides himself on being a tough manager who rolls up his sleeves and digs deep into operational details. He exercises tight control with policies, directives, and rules. His mood swings cause the team’s emotional tone to wildly gyrate from high to low with much time being spent figuring out how to read him and avoid his wrath. Joel’s main tools for influencing behavior on his team are threats, punishments, and “shooting down people who haven’t done their homework.”

Denise balances a concern for people (high EQ) with a strong technical background. She realized some time ago that leadership work often happens in meetings. So, she has trained and worked hard at developing her facilitation and team leadership skills.

Denise sees possibilities in people. She believes that people want to take pride in their work and be part of a winning team. She’s learned that motivation or morale problems are often rooted in leaders failing to engage people in the broader ideals of the organization. As more people search for meaning in their lives and in their work, this disconnect creates much of the frustration and lack of purpose found in so many workplaces today. Denise works hard at connecting people to her organization’s vision, values, and purpose. Denise’s high energy and optimistic attitude sets a strong and positive emotional tone throughout her organization. People are inspired to face tough problems with confidence and teamwork.

Denise uses a collaborative approach to partner with people. She sees people as adults who are generally self-managing (with some exceptions). Joel treats them like kids to be managed “with a firm hand” (with some exceptions). Denise cares about people. Joel dehumanizes and objectifies them. Denise uses the power of persuasion (leadership) to get things done. Joel uses position power (management). Denise builds a cause and case for change, appealing to the head and heart to get buy-in. Joel tries to overcome resistance to change with facts and force; like someone traveling in a foreign country who can’t speak the local language, he’ll just talk louder to be understood.

Denise shares as much information as she can and builds strong multi-channel and multi-directional communication loops. Joel gives people information on a need-to-know basis; he only “empowers” people as a motivational technique to manipulate people to do what he wants. Denise partners with people so they feel naturally empowered to reach their mutual goals.

We see plenty of Joel’s — and not nearly enough Denise’s. Their differences are obvious enough.

Whom would you rather work for?
Who is the stronger leader?
Who is likely to get the best results?
Would your team consider you to be most like Joel or Denise?
How do you know…?

 

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For over three decades, Jim Clemmer’s keynote presentations, workshops, management team retreats, seven bestselling books, articles, and blog have helped hundreds of thousands of people worldwide. The Clemmer Group is the Canadian strategic partner of Zenger Folkman, an award-winning firm best known for its unique evidence-driven, strengths-based system for developing extraordinary leaders and demonstrating the performance impact they have on organizations.

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Build Your Business Road-Map Workshop

Build Your Business Road-Map Workshop

Are you an entrepreneur with great ideas and huge potential, yet struggling to bring those ideas to fruition?

I’ll bet!! You’re wearing a dozen hats, you have clients to keep happy, bookkeeping to stay on top of and you also need to market your business? With so much going on in your mind every day, it’s no wonder you lose sight of what is important – achieving your goals!

In this interactive workshop, we will:
– explore the theory behind radiant thinking
– identify the areas you wish to focus on in your business
– use mind-mapping to develop your business road-map
– create an action plan and set specific goals with a date to achieve them!

Register at: http://cheetahfusion.com/events/

Location: 54 Cedar Pointe Drive, Unit 1207, Barrie, ON

Date: Friday, February 1st, 2019

Time: 9:30am until 12:30pm

Early Bird Rate until December 31st, 2018 – $90+HST
Regular Price as of January 1st, 2019 is – $125+HST

**$10 per seat sold goes to Season’s Center for Grieving Children!!

Includes: refreshments, light breakfast and workshop materials.
Parking: free parking

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