Transcript Leadership Skills - University of Toronto

What do managers need to
develop?
Employers’ ratings of the importance of candidate
skills
• Ability to work in a team structure
• Ability to verbally communicate with persons
inside and outside the organization
• Ability to make decisions and solve problems
• Ability to obtain and process information
• Ability to plan, organize and prioritize work
• Ability to analyze quantitative data
• Technical knowledge related to the job
• Proficiency with computer software programs
• Ability to create and/or edit written reports
• Ability to sell or influence others
4.60
4.59
4.49
4.46
4.45
4.23
4.23
4.04
3.65
3.51
National Association of Colleges and Employers NACE Research: Job Outlook 2012
% employers seeking attributes on candidate’s resume
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Ability to work in a team
Leadership
Communication skills (written)
Problem-solving skill
Strong work ethic
Analytical/quantitative skills
Communication skills (verbal)
Initiative
Technical skills
Detail-oriented
Flexibility/adaptability
Computer skills
Interpersonal skills (relates well to others)
Organizational ability
Strategic planning skill
Friendly/outgoing personality
Creativity
Entrepreneurial skills/risk-taker
Tactfulness
79.8%
77.2%
75.6%
74.1%
73.1%
72.0%
67.4%
65.3%
61.1%
57.5%
56.0%
55.4%
54.9%
50.8%
29.0%
29.0%
22.3%
21.8%
21.2%
Soft skills vs. Technical Skills
• When compared to technical skills there bigger gaps in
satisfaction vs. importance in the areas of
– interpersonal skills,
– communication skills,
• Employers satisfied with the level of ‘hard skills’, but not
satisfied with the level of ‘soft skills’ of college graduates
(NACE, 2010).
• More managers are fired for their lack of soft skills than
for lacking technical skills.
• Most managers fail because
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they have “bad judgment,
can’t build teams,
have troubled relationships,
Can’t manage themselves
Learn from their mistakes.
Hogan, J., Hogan, R., & Kaiser, R. B. (2010, p. 3).
www.hoganassessments.com/_hoganweb/documents/Management_Derailment.pdf
Key Skills/Competencies
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Intrapersonal Skills
Interpersonal Skills
Leadership Skills
Business Skills
How Competencies are Learned
Simulations/Role plays
Do Questionnaires,
prepare for role plays
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Intrapersonal Skills
Interpersonal Skills
Leadership Skills
Business Skills
Self-improvement
Assignments 1&2, Final
Exam
Oral discussion
Readings
Intrapersonal Skills
• Self Esteem
• Self confidence,
– Developed also via class participation
• Self Control
• Restrain impulses, stay focussed, follow routines
• Attitudes toward authority
• Follow rules and respect procedures, ease of supervision
Interpersonal Skills
Initiate, build, maintain
• Social Skills
– Put oneself in the place of another person and try to
understand what the person expects in an interaction
• http://youtu.be/OINa46HeWg8 (smart phones and relationships)
• Self-monitoring
– Incorporate information about other person’s
expectations in one’s subsequent behaviour
e.g., Regulating oneself when interacting with supervisor
• Self Control
– Stay focused on the other person’s expectation
• E.g., supervisor’s expectation of being treated with respect
Examples of Leadership Skills
• Motivating subordinates
– Performance feedback
– Goal setting
– Building positive relationships with each team member
• Developing & communicating vision
– Goal setting
– Persuasion
• Using charisma to project vision
• Persistence
– Part of self-control
Examples of Business Skills
some already covered in other classes
• Negotiation
• E.g., Salary packages, Business contracts
• Decision Making & Problem Solving
• Budgeting, Cutting costs, Organizing reports
• Planning
• Forecasting costs and revenues
• Evaluating Performance
• HR
• Business strategy
• Profitability, good customer service
Methods of Evaluation
• Class Participation
– Worth 15%
– Class Discussion on exercises &
lectures
• coupon
– Preparation for class
• Complete questionnaires & read/answer qs
on role plays/cases, complete readings
• Credit /no credit
– Attendance (randomly assessed)
– Be Professional in Class
• (e.g., no social media use on laptops/smart phones, arrive
on time, taking breaks at the right time)
Methods of Evaluation
• Assignment 1=20%
– Analysis of weakness
based on questionnaires
completed by self and
other
• Assignment 2= 30 %
– Set Plan for change
– Execute plan
– Measurement of change
– Analysis of change
Methods of Evaluation
• Final exam=35%
– Short answer questions
based on
• Debriefing questions
• Reflection on role play
experiences
• Readings (book chapters,
journal articles)
Where to get materials
Lecture &
Readings
ppts on websites
journal articles &
book chapters
available on
library (portal
tba!)
Reflection
Role Play
Upload completed
Planning
Documents on
portal and bring
copy to class
Pick up roles in
class one week in
advance
Do not show your
roles to anyone
before role play,
unless in same
group/role
My availability
• By appointment in person on
– Wednesdays before 11a-12:30p or after 5p
• On skype/telephone by appointment on
– Tuesdays Thursdays & Friday 10a-430p
• On email: [email protected]
– turnaround- 24 hours during weekdays and 48
hours on weekend
Career Goal
• What is your 10 year (Long term) career
goal? (Following are some general topics
to think about)
– Think based on education
– Which industry?
– What is the rank of the Industry?
– What Position you would start from and where
you would like to be?
– Are the goals SMART enough? (specific,
measurable, attainable, relevant, time
bounded)
Sample good career goals
To work as a Chartered Accountant in a firm with great people. ..find a career that I
feel excited about doing every day. My ideal position within a company is
somewhere that I am challenged to learn new things every day and in which I get to
interact with many different people.
To work as a manager in the next 5 years and then transition into advisory. I would
like to move into advisory in a firm and eventually hold a board position(s). My ideal
position within a company is as a business consultant with a focus on sustainability
and corporate social responsibility.
To work as a certified CPA accountant at an environmentally conscience
organization . My ideal position within a company is CFO. I am striving towards my
goal of working for the following company/companies: entrepreneurial start up/ new
technology ( ie TESLA ) , renewable energy company. Accounting firm, government
My mother is a certificated professional accountant and she tells me accounting
can reveal stories hidden under numbers. M y dream was to be an accountant
since I was a small girl. I decided to major in finance in my undergraduate because
finance involves broader subjects and enables me to have a broad sense of the
business world. I planned to further specializing in one stream by gaining a master
degree in accounting
Career goals and Network
Building
• Now that you have think about your career
goals. Elaborate on it further by thinking
about your Network
– Is there anyone within your network who can
help you professionally?
– Are you in contact with them
– If not how will you approach them?
Your current network
• Think about who you know at this time who might help you
PROFESSIONALLY in any way. Include relatives and friends. Draw this
network by putting yourself at the center of a page, and then arranging the
contacts around you. :
– The ones you put closest to you (circle 1) should be those you can
contact by phone pretty much any time.
– Those farther away should be those whom you would contact by phone
only during business hours. (circle 2)
– If you need to go through a third party to get to a contact (for example,
if you need to ask one party to mention you to another party before you
would call them), draw an arrow from the closer contact to the more
remote contact. (circle 3)
• Assess the usefulness of your network on a scale of1-5 based on...
• How many people are in your network? 1st vs. 2nd vs. 3rd circle?
• How influential are they?
• How helpful would they be to you PROFESSIONALLY?
Your current network-Exercise
Co-worker from
my previous
internship
Friend in
this class
Family friend
John Smith
Dad
Career Counsellors
from U of T’s Career
Centre
Professor from
Management course
Manager at my
previous job at
P&G
Analyzing your current Network
• Count how many people are in you
drawing
• Write down the number of people in your
network
• Then calculate the proportion of people in
the outermost circle to the innermost circle
and write down the proportion
• Now, think about how helpful each person
would be
Analyzing your current network:
“Scale of Helpfulness”
• Fill out the list below with each person in
your network, and write down his or her
“helpfulness” rank based on the 1 to 10
scale.
Person in Network
1. _______________
2. _______________
3. _______________
4. _______________
5. _______________
Helpfulness Ranking
__________
__________
__________
__________
__________
Your ideal network
• Now think about your career goals....
• Which of the current people in your network
will actually help you reach your career goals?
– Are they in the 3rd circle or 2nd circle? What will you
do to move them from 3rd to 2nd circle?
• What types of people do you need to add to
your network to fulfill your career goals?
– You do not need to have specific people in mind.
You might include...
• “Someone with contacts in x industry” or “Someone who
knows me well enough to give a thorough
recommendation to an employer.”
• What will you do to add these additional
people to your network?
Class Discussion
• What does a really good business network
look like?
• How do you create one?
• How do you maintain it over time?
Developing a professional network
• Effective networks are broad rather than deep
– identify and get to know people who are especially wellconnected. While mentors have a relationship with you,
well-connected people (who may or may not be mentors
to you) have relationships with lots of others.
• Don’t rely on the Internet.
• Go out of your way to strengthen any weak ties you
have with others.
– better to have a lot of weaker connections than fewer
strong connections that may not pan out.
• Keep in touch over time, with everyone from college
friends and professors to members of professional
societies. You never know who may be able to help
you.
J. M. Levine and R. Cassidy, “The One Sure Way to Land Your Dream Job,” R&D Magazine
41 (10), September 1999:14SE-16SE; M. Granovetter, “The Impact of Social Structure on
Economic Outcomes,” Journal of Economic Perspectives 19 (1) Winter 2005:33-50.
Speed Networking Activity
• Think about how you will pitch your career
goal to the potential employer
– Prepare as if you are in an elevator and you
have to quickly present your career goal as
you move from floor 1-3.
– Say it in a way that allows the person to know
exactly what you want to do
– Say it with confidence and certainty.