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Welcome To:. Bringing Out the LEADER in YOU Instructor’s Guide Revised: 1/04/04. Workshop Overview . Definition of Leadership Desired Leadership Behaviors Self Assessment Basics of Leadership Leadership for Volunteers. ICEBREAKER. Warm-up Time.

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Welcome To:

Bringing Out the

LEADER in YOU

Instructor’s Guide

Revised: 1/04/04

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Workshop Overview

Definition of Leadership

Desired Leadership Behaviors

Self Assessment

Basics of Leadership

Leadership for Volunteers

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ICEBREAKER

Warm-up

Time

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Definition of Leadership

4 Leadership Styles (Book: Leader’s Window)

Frontline Leadership by Zenger Miller

7 Habits of Highly Effective People

by: Stephen Covey

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Define Leadership

Leadership is action,

Not position

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Conditioning vs. De-Conditioning

Research shows adults use only 13% of their creativity --- How does this affect our leadership abilities?

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Desired Leadership Behaviors

· Recognizes how his/her feelings shape what he/she perceives, thinks or does.

· Stays composed, positive and unflappable even in trying moments.

· Does not become upset with people who give him/her constructive feedback.

· Has the confidence to make decisions despite uncertainties and pressures.

· Models the changes he/she expects of others.·

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Desired Leadership Behaviors

· Always gives positive feedback when people perform well.

· Recognizes the need for change and removes obstacles that hinder it.

· Gives timely coaching, and offers assignments that challenge and foster a person’s skills.

· Is an effective communicator.

· Gains and keeps the trust of his/her people.

· Encourage diversity. (values the differences in people, backgrounds and point of view

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What do you see?

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What do you see?

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Self Assessment of Personal Leadership Style

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Self Assessment of Personal Leadership Style

  • Instructions:

    • Circle the number on the scale that you believe comes closest to your skill or task level. Be honest about your choices as there are no right or wrong answers - it is only for your own self-assessment.

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Self Assessment of Personal Leadership Style

  • Instructions: Scoring

  • Total each of the five columns and then add the five columns together for your final score. The maximum score is 250 while the minimum score is 50.

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Circle of Influence vs. Circle of Control

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Basics of Leadership Communication Skills

  • What you say and how you say it can be as important as anything else you do as a leader.

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Basics of Leadership Getting Good Information from Others

  • Getting good information can help leaders make better decisions.

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Ice Breaker

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Basics of Leadership Interpersonal Skills

  • Interpersonal Skills are needed in almost any aspect of leading others

    • Recognizing Positive Results

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People don’t care how much you know….

Until they know how much you care

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Traits of “Doers”

Traits of “Don’ter”

Leading by Example

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Set the Example……

Be a “DOER”

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TEAM BUILDING

WELCOME!

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WHAT IS A TEAM?

  • A group organized to work together.

  • A team is a group of individuals working together to solve a problem, meet an objective, or tackle an issue.

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SHORT HISTORY OF TEAM BUILDING

  • Mayo: confirmed relationship between human factors and productivity

  • Maslow: linked motivation and performance

  • Team relationships important

  • Business demonstrated effectiveness of teams and refined structure and use

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WHY DO TEAMS WORK?

  • Whole is greater than the sum of its parts

  • Individuals bring a range of talents, knowledge, experience, contacts, etc.

  • Working together, a team can accomplish more

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INTANGIBLE BENEFITS

  • Sense of accomplishment

  • Self-fulfillment

  • Esprit de corps

  • Get to know one another

  • More participation in activities

  • Enhance Club/OI reputation

We know how to get things done for our kids!

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BUILDING AN EFFECTIVE TEAM

  • Get to know one another

  • Establish consensus as to team’s purpose

  • Identify available resources

  • Establish rules of behavior

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ESTABLISH CONSENSUS FOR TEAM’S PURPOSE

  • Short term team: once achieved, team disbands

  • Long term team: on-going objective

    • Establish specific objectives

    • Establish its authority

    • Reach consensus on expected results

    • Establish a completion date

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IDENTIFY RESOURCES

  • What’s the budget?

  • Special equipment

  • Time members can devote – get a commitment

  • Special, relevant information

  • Other teams and/or individuals

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Be optimistic

Be on time

Support one another

Be courteous

Be open minded

Be honest

Participate

Be open

Listen

Stay on track

Share the work

Complete your work

Present ideas, comments clearly

Be prepared

HELPFUL BEHAVIOR

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Constantly critical

Dominate/monopolize

Be manipulative

Be judgmental

Act bored/uninterested

Do unrelated things

Sub-conversations

Simply agree with everything

Avoid decisions

Go off on tangent

Name-calling

Attack people/ideas

HARMFUL BEHAVIOR

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COMMUNICATIONS

  • “to make known”

  • “to have an interchange, as of ideas”

  • “to express oneself in such a way that one is readily and clearly understood

Behaviors affect communications!

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RUNNING A HIGH PERFORMANCE TEAM

  • Keep each team member in the loop

  • Thank dominating members for their contributions, but ask them to allow others to participate

  • Get all members to participate

  • Help members make their point clearly

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Ways to Involve Team Members

  • Pass a baton

  • Ask open-ended questions

  • Call directly on non-participants

  • Assign specific tasks

  • Ask for opinion

  • Rotate team roles

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Conflicts and Behavior

  • Individuals attacking personalities or ideas

  • Constant criticism of other points of view

  • Displaying anger

  • Showing contempt

  • Unwilling to share the workload

  • Non participation

  • Gossip

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Handling Team Conflicts

  • Identify/recognize problems

  • Act quickly

  • Formal conflict resolution an option

  • Team needs to reach consensus

  • Fire someone

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Providing Recognition

  • Recognize individual team members informally and continually

  • Also provide formal recognition for special accomplishments

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Making Team Meetings Fun!

  • Basic amenities for a comfortable meeting

  • Appropriate equipment

  • Good lighting and ventilation

  • Quiet and place that avoids outside distractions

  • Refreshments

  • Icebreakers

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Making Team Decisions and Solving Problems

  • Gathering information

  • Analyzing information

  • Generating and analyzing ideas

  • Examining solution alternatives

  • Making decisions and gaining consensus

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Summary

  • Importance of effective teams in solving problems

  • A team is only as good as its members make it

  • Every team member brings attributes

  • Establish rules of behavior

  • Maintain good communications

  • Each member needs to participate

  • Identify problems and resolve conflicts

  • Recognition is important

  • Make your meetings enjoyable

  • Steps involved in making team decisions and solving problems

  • Ways to make decisions and gain consensus

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TRUST

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Building Trust

  • Trust is critical tothe ability to gain confidence in one self and in one’s leader

Guard Dog

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To develop trust, you must:

  • Walk the Talk

  • Make policies explicit, transparent and apply them consistently across employees

  • Under-promise and over-deliver

  • Demonstrate how your interests are aligned with their interests

  • Use participative decision-making processes

  • Celebrate wins

  • Take the first step: Signal that you trust them and that you expect them to trust you.

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MANAGING CHANGE

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Overview

  • This unit focuses on understanding the change process; recognizing why people resist or embrace change; learning techniques and strategies for breaking through the real-world barriers that get in the way of cooperation and change.

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What is Managing Change

  • What Is Managing Change?

  • Understanding Change:

    • Change is all around us. In our personal lives and business there are opportunities every day where disagreements happen. Many times the disagreement occurs because one person wants to change something, move in a different direction, or add or drop an aspect of a business or enterprise. Conflict can arise when one person digs in their heels and resists. Why does this happen? Why is change so hard for us?

    • Resistance to change is usually neither blind nor irrational. Under normal conditions, people resist changes that negatively affect them and welcome changes that - they believe - positively affect them. That’s rational conduct.

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What is Change

  • Definition of Change

  • A transition.

  • The process of going from one steady state to another

  • Change occurs when the balance of our capabilities against our challenges is disrupted.

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What is Change

  • Challenge vs Capability

  • BALANCEDChallenge = Capability

  • POSITIVEChallenge < Capability

  • NEGATIVEChallenge > Capability

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What is Change

  • Types of Change

  • BALANCED Maintain Status Quo

  • POSITIVENew Job, Marriage, Birth of a Child, New Members in Club, New Club Built

  • NEGATIVELoss of Job, Divorce, Death of Loved OneLoss of Club Members, Loss of Club

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Roethlisberger’sX-Chart

  • Why People Resist Change

Change

Response

Attitudes

Personal History

Social Situation

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Factors - Resistance to Change

  • Why People Resist Change

  • Loss of security or status

  • Inconvenience

  • Distrust or uncertainty

  • Cognitive Discord Reduction

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  • Understanding Control

  • At the heart of understanding how people react to change is the issue of control.

  • People are most comfortable when they can influence what happens to them.

  • People, therefore, feel in control of their lives when their expectations match what they think to be actually occurring.

  • There are two types of control we all seek: Direct – Ability to dictate outcomeIndirect – Ability to at least anticipate outcomes

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Factors for Meaningful Change

  • Formula for Meaningful Change

Change = Motivation x Vision x Next Steps

  • Motivation Some good reason to give up the status quo

  • VisionA clear and practical vision of the desired future state

  • Next StepsUnderstanding the next steps required to progress toward the vision

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The Change Process

  • Unfreezing – The Present State

    • Prepare the individual or group to accept change.

  • Changing - The Transition State

    • The specific changes to be introduced must be understood and accepted.

  • Refreezing -The Desired State

    • The process by which newly acquired behavior becomes regular behavior

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Five Most Commons Real-World Barriers

  • Your Reaction

  • Their Emotion

  • Their Position

  • Their Dissatisfaction

  • Their Power

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The Breakthrough Strategy

  • The essence of the breakthrough strategy is indirect action.

  • Your single greatest opportunity as a negotiator is to change the game.

  • Breakthrough negotiation is the opposite of imposing your position on the other side.

  • Your job as a break-through negotiator is to clear away the barriers that lie between their NO and the YES of a mutually satisfactory agreement.

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Five-Step Strategy for Breakthrough Negotiations

  • Stop Your Reaction

  • Overcome Negative Emotions

  • Accept and Re-frame

  • Bridge the Gap

  • Use Power to Educate

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DRIVING FORCES

RESISTING FORCES

Driving Forces - initiate change and keep it going.

EXTERNAL OR INTERNAL

Resisting Forces – act against the driving forces for change

INTERNAL

Forces for Change

Change in an individual or organization is influenced by two opposing forces: One that drives for change and one that resists.

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Managing Change

  • Go to the people

  • Learn from them

  • Love them

  • Start with what they know

  • Build on what they have

  • But of the best leaders

  • When their task is accomplished

  • Their work is done

  • The people will remark:

  • "We have done it ourselves.“

    • 2000 Year Old Chinese Poem

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Leadership for Volunteers

  • Read Between the Lines….

    • Our Optimist Creed – a Leadership guide

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Leadership for Volunteers

  • To be so strong that nothing can disturb your peace of mind.

    • · “First keep the peace within yourself, then you can also bring peace to others.”

      • · Thomas A Kempis (1420)

    • · “When we are unable to find tranquility within ourselves, it is useless to seek it elsewhere.”

      • · La Rochefoucauld

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Leadership for Volunteers

  • To talk health, happiness and prosperity to every person you meet

    • “The year’s at the spring and day’s at the morn,

    • Morning’s at seven’

    • The hillsides dew-pearled;

    • The lark’s on the wing;

    • The snails on the thorn:

    • God’s in his heaven –

    • All’s right with the world!

      • · Robert Browning

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Leadership for Volunteers

  • To make all your friends feel there is something in them

    • · “Three billion people on the face of the earth go to bed hungry every night, but four billion people go to bed every night hungry for a simple word of encouragement and recognition.”

      • · Cavett Robert

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Leadership for Volunteers

  • To look at the sunny side of everything and make your Optimism come true.

    • · “Plant the seeds of expectation in your mind; cultivate thoughts that anticipate achievement. Believe in yourself as being capable of overcoming all obstacles and weaknesses.”

      • · Norman Vincent Peale

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Leadership for Volunteers

  • To think only of the best, to work only for the best and to expect only the best.

    • · “It’s a funny thing about life; if you refuse to accept anything but the best, you very often get it.”

      • · W. Sommerset Maugham

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Leadership for Volunteers

  • To be just as enthusiastic about the success of others as you are about your own

    • · “Look at people; recognize them, accept them as they are, without wanting to change them.”

      • · Helen Beginton

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Leadership for Volunteers

  • To forget the mistakes of the past and press on to the greater achievements of the future

    • · “Today’s opportunities erase yesterday’s failures.”

      • · Gene Brown

    • · “My interest is in the future, because I’m going to spend the rest of my life there.”

      • · C.F. Kettering

    • · “Resentment and anger toward others or ourselves from past mistakes, no matter how severe, are the debris that we must remove before we can successfully soar into a positive future.”

      • · David McNally

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Leadership for Volunteers

  • To wear a cheerful Countenance at all times and give every living creature you meet a smile

    • · “Help thy brother’s boat across, and lo! Thine own has reached the shore.”

      • · Hindu proverb

    • · “Everybody, my friend, everybody lives for something better to come. That’s why we want to be considerate of every man. Who knows what’s in it for him, why he was born and what he can do?”

      • · Maxim Gorky

    • · “A good-natured man has the whole world to be happy out of.”

      • · Alexander Pope

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Leadership for Volunteers

  • To give so much time to the improvement of yourself that you have no time to criticize others.

    • · “Wherein thou judgest another, thou condemnest thyself.”

      • · The Bible

    • · “A good man does not spy around for the black spots in others, but presses unswervingly on towords his mark.”

      • · Marcus Aurelius (2nd Century)

    • · Don’t judge any many until you have walked two moons in his moccasins.”

      • · American Indiana Proverb

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Leadership for Volunteers

  • To be too large for worry, too noble for anger, too strong for fear and too happy to permit the presence of trouble.

    • · “We poison our lives with fear of burglary and shipwreck and ask anyone the house is never burglarized and the ship never goes down.”

      • · Jean Anouilh

    • · “If you do not wish to be prone to anger, do not feed the habit; give it nothing which may tend to its increase. At first, keep quiet and count the days when you were not angry: “I used to be angry every day, then every other day; next every two, then every three days!” and if you succeed in passing thirty days, sacrifice to the gods in thanksgiving.”

      • · Epictetus

    • · “The only thing we have to fear is fear itself”.

      • · Franklin D Roosevelt

    • · “The beauty of the soul shines out when a man bears with composure one heavy mischance after another, not because he is a man of high and heroic temper.”

      • · Aristotle

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