Becoming the Leader Others Want to Work For
  • CODE : PETE-0026
  • Duration : 60 Minutes
  • Level : Beginner
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Pete Tosh is Founder of The Focus Group, a management consulting and training firm that assists organizations in sustaining profitable growth through four core disciplines: 

  • Implementing Strategic HR Initiatives
  • Maximizing Leadership Effectiveness
  • Strategic Planning:
  • Enhancing Customer Loyalty

The Focus Group has provided these consulting and training services to manufacturing and service organizations across the U.S., Canada, Europe and the Middle East.

Pete held leadership positions — to include the V.P. of Human Resources and Quality — with Allied Signal, Imperial Chemical Industries, Reynolds Metals, Charter Medical and Access Integrated Networks.

Employees from over 3,000 organizations have benefited from Pete’s experience and perspective. Pete is co-author of Leading Your Organization to the Next Level: the Core Disciplines of Sustained Profitable Growth.

Pete holds a B.A. degree in Psychology from Emory and Henry College and Masters degrees in both Business Administration and Industrial Psychology from Virginia Commonwealth University.

The ‘Leader Others Want to Work For’ has switched their script from:

  • It’s about ‘me’ - to it’s about ‘them’
  • A ‘me’ mentality - to a ‘we’ and ‘us’ mentality
  • Being the center of attention - to shining the spotlight on others
  • Individual success - to making their team successful
  • Personal advancement - to helping each team member reach their potential

Employee-centric leaders are constantly:

  • Communicating - through their words, behaviors and priorities
  • Influencing - through logic, explanation and connection
  • Building relationships with their team through:
     - Direction – clarity around the vision
     - Alignment – clarity on the ‘line of sight’
     - Commitment – everyone wanting what’s best for the team

Successful leaders recognize that they:

  • Need their team more than their team needs them
  • Get paid more for what their team does than what they do
  • Should do everything in their power to help their team be as successful as possible
  • Succeed when their team succeeds!

The ‘Leader Others Want to Work For’ meets their employees’ engagement needs causing them to:

  • Expend discretionary effort and do more than they are asked to do
  • Be motivated toward the organization’s success
  • Take pride in their work and suggest improvements
  • Appreciate the ‘line of sight’ between their jobs & the organization’s performance
  • Believe their leader wants them to be successful

Leaders can impact employee engagement by 20%. Engagement is based more on employees’ relationship with their leader – than their perception of the organization. Leaders are the key to enhanced employee engagement.

Leaders can view their employee touch-points as interruptions or opportunities to:

  • Listen and learn
  • Build the relationship and coach
  • Satisfy engagement needs and improve performance

The employee performance needs most correlated with business results are:

  • Receiving clear job expectations
  • Having adequate materials & equipment
  • Being able to utilize their talents
  • Receiving recognition & praise
  • Feeling cared about, personally
  • Having their development encouraged

 Areas Covered

Having the perspective of a leader by switching your individual contributor:

  • Script
  • Skill set
  • Relationships
  • Do-it-all attitude
  • Focus

Meeting employees’ engagement needs:

  • The business case for increasing engagement
  • Why most organizations have a significant opportunity to increase employee engagement
  • Companies currently benefiting from employee engagement initiatives
  • The significance of leadership
  • How effective leaders utilize their employees’ talents 

Course Level -  Basic/Fundamental   

Who Should Attend

  • Any leader, manager or supervisor

Why Should You Attend

The individual contributor’s script is to:

  • Keep your head down
  • Work harder than everyone else
  • Push to get things done
  • Utilize your technical skills
  • Be a subject matter expert Rely on yourself in order to be successful

Many people are promoted to a leadership position because they:       

  • Were highly competent as an individual contributor
  • Had a track record of exceeding expectations
  • Displayed a special set of technical skills
  • This is an excellent start - but leaders can’t rely solely on their individual contributor skills.

When you become a leader, your team wants to know that:

  • Their best interests are your priority
  • You are more invested in your team than in your personal success

Because when your team is successful, you are successful

A leader’s success is no longer determined by just the work they do. Not empowering others is saying: “I think my way is better and/or I don’t think the work will get done.” The job of a leader is to enable his/her direct reports to perform to their potential

So, ‘Becoming the Leader Others Want to Work For’ requires

Having the perspective of a leader by switching your:

  • Script
  • Skill set
  • Relationships
  • Do-it-all attitude
  • Focus

And meeting your team’s engagement needs

  • $149.00

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