Transcript Troop 641 Leadership

Troop 641 Leadership
Program
Based on Boy Scouts White Stag
Leadership Development, National
Youth Leader Training Programs, and
Tenets from John C. Maxwell.
Communication: Giving and Getting
Information
• Aristotle’s Model for Effective
Communication: Message, Sender,
Receiver
• Getting information
– Pay attention
– Take notes
– Ask clarifying questions; don’t assume
Communication: Giving and Getting
Information
• Giving information
– Be prepared before speaking
– Speak clearly and slowly
– Ensure that receivers are paying attention
– Have scouts take notes/diagrams
– Have scouts repeat message
– “Napoleon’s Idiot”
Communication: Speaking
• Know your audience
• Neutral stance/position (Avoid nervous swaying)
• Eye contact with audience
– Monitor
– Adapt message
• Use hands to gesture
• Vary sound level and tone
• Feet: Stay in place until ready to move for
emphasis/attention. (Avoid nervous feet)
Communicating Well
• Use 5 WHs.
– Who
– What
– Where
– When
– Why
– How
Effective Sending
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Here is the reason I am asking for your time.
Here is my idea.
Let me summarize the situation.
Reinforce the benefits.
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Why it makes sense.
Here’s how it will help us reach our goals.
Here’s how it will help us complete the action plan.
Here’s what’s in it for you.
• Discuss the steps to turn the idea into action.
Effective Listening
• Repeat or rephrase the message
• Give your understanding of the message.
• Ask for more information
Understanding Group Needs and
Characteristics
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Understand motives
Assess values
Evaluate norms
Meet individual needs
Learn personal characteristics
Knowing and Understanding Group
Resources
• Resources: Tools, equipment, supplies,
time, AND people
• Observe
• Know individuals skill sets (strengths &
weaknesses)
– Leverage and utilize strengths
– Mitigate and train for weaknesses
Controlling the Group
• Follow and utilize chain of command
– SPL directs the ASPLs
– ASPLs direct the PLs
– PLs direct the patrols
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Maintain good order and discipline
Observe group
Make instructions fit the situation
Help when necessary
Examine completed work
React to the quality of the work
Counseling
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Respect privacy
Listen
Avoid advice
Ask clarifying questions
Add facts
Check alternatives
Offer encouragement
Don’t solve the issue: allow individual to express
himself freely so he can make a decision in a
clear and sensible fashion.
Setting the Example
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Follow instructions
Maintain good order and discipline
Leaders take the initiative
Act maturely
Earn respect: Respect is earned, not
given.
• Be polite and when appropriate, reverent
• “Walk the walk”
Setting the Example
• What is your brand?
– What brand are you earning?
• Have a positive attitude: cheerful
• “You cannot not communicate”
– Even if you are not talking, your actions/inaction
communicates.
• Body language
– Avoid slouching in meetings
– Stand up straight
– Look people in the eye, shake hands, engage them.
Sharing Leadership
• Direct, Coach, Support, Delegate
• Set limits
• Delegate effectively: Trust but verify
– A leader is still responsible for the delegated
task.
• Avoid micromanaging
• Instill a spirit of cooperation, teamwork,
and a feeling that each member is wanted
and needed.
Evaluating
• Agree on a standard (norms)
• Obtain feedback on your and your team’s
performance
• Some situations prevent honest answers.
• You can’t stay on track unless you know where
you are going and then evaluate what you are
doing to successfully get there.
– Vision – plan – tasks
– Plan, do, measure, act
Manager of Learning
• Leaders have a responsibility to train and
grow their team members.
• Trainer’s EDGE:
– Explain
– Demonstrate
– Guide
– Enable
Situational Leadership Model
• Base on principle that there is no one best
leadership model.
• Best outcome occurs when the leader
matches the leadership style to the
individual’s development level or task.
Situational Leadership Model
• Directing: High directive, Low Supportive
– Low competence
– High commitment
• Coaching: High directive, High Supportive
– Low to some competence
– Low commitment
• Supporting: Low Directive, High Supportive
– Moderate to high competence
– Variable Commitment
• Delegating: Low Directive, Low Supportive Behavior
– High Competence
– High Commitment
Leadership Traits: From US Air
Force
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Loyalty
Commitment
Energy/Endurance
Selflessness
Decisiveness
Courage
Dependability
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Judgment
Tact
Knowledge
Integrity
Communication
In addition
– Lives by Scout Law
– Abide by Scout Oath
Establishing a Team Vision
• Brainstorming
• Bringing it together
• Communicating the shared vision
Team Stages
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Forming
Storming
Norming
Performing
Disbanding
Conflict Resolution
• Be aware of yourself
• Be aware of others
• Listen
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Bribery
Concern
Persuasion
Interest
Straightforwardness
• Use your EAR
– Express: What do you
want and what you are
doing to get it?
– Address: Why is that
working, and why is
that not working?
– Resolve: What ways
are there to solve the
problem?
Valuing Others: ROPE
• Reach: Look at those who are not like you in
terms of religion, race, ability, culture, and
traditions.
• Organize: Do all you can to help deliver the
promise of the Scouting Program.
• Practice: Practice using skill to build the
diversity in the patrol or troop.
• Experience: The experiences you have as you
include others in your unit can make your
Scouting experience richer.
Making Ethical Decisions
• Get the facts straight
• Figure out what kind of choice it is
– Trivial
– Right vs. Wrong
– Right vs. Right
• Personal values are reflected in our
behaviors. Behavior is not, “Do I think the
right thing?” but rather “Do I do the right
thing?”
Teaching EDGE
• Explain: the what and the why
• Demonstrate:
– Ensure audience can see and hear.
– May need to go slow/repeat.
• Guide:
– Provide materials
– Have learner do new activity at least twice.
– Repetition is essential
• Enable
– Evaluate the effort
– Encourage learner to keep trying until mastery.
– Once skill is mastered the learner can use the skill as necessary.
Leading EDGE
• Shared values are the foundation of any
team.
• Offer a vision of success.
• Recognize achievement differences.
• Model ideal behavior.
• Acknowledge differences
• Make meetings count
• Respect and value others
Decision - Making Tools
• Brainstorming: Free flow of ideas
• Consensus: Occurs when a discussion
leads to agreement without resorting to a
vote.
• Multivoting: Allows team members to trim
a list to a manageable size.
• Parking Lot: Helps a team hold onto fresh
ideas whose time has not arrived.
Goal Setting: Set SMART Goals
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Specific
Measurable
Attainable
Measurable
Time Based
John C. Maxwell: 21 Irrefutable
Laws of Leadership
• Law of the Lid: Leadership determines the
person’s level of effectiveness
• Law of influence: The true measure of
leadership is influence – nothing more, nothing
less
• Law of process: Leadership develops daily, not
in a day
• Law of navigation: Anyone can steer the ship,
but it takes a leader to chart the course.
John C. Maxwell: 21 Irrefutable
Laws of Leadership
• Law of E.F. Hutton: When the real leader
speaks, people listen.
• Law of solid ground: Trust is the
foundation of leadership
• Law of respect: People naturally follow
leaders stronger than themselves.
• Law of intuition: Leaders evaluate
everything with a leadership bias.
John C. Maxwell: 21 Irrefutable
Laws of Leadership
• Law of magnetism: Who you are is who
you attract.
• Law of connection: Leaders touch a heart
before asking for a hand.
• Law of the inner circle: A leader’s potential
is determined by those closest to him.
• Law of empowerment: Only secure
leaders give power to others.
John C. Maxwell: 21 Irrefutable
Laws of Leadership
• Law of buy-in: People buy into the leader,
then to the vision.
• Law of victory: Leaders find a way for the
team to win.
• Law of the big Mo: Momentum is the
leader’s best friend.
• Law of the priorities: Leaders understand
that activity is not necessarily
accomplishment
John C. Maxwell: 21 Irrefutable
Laws of Leadership
• Law of sacrifice: A leader must give up to
go up.
• Law of Timing: When to lead is as
important as what to do and where to go.
• Law of explosive growth: To add growth,
lead followers; to multiply, lead leaders.
• Law of legacy: A leader’s lasting value is
measured by succession.
Foundation of Leadership
• BE: Who you are and how you use your
strengths.
• KNOW: The skills of teaching and helping
others achieve their goals.
• DO: Tools for communicating, solving
problems, and resolving conflicts
Leading Yourself
• Where am I now?
• Where do I want to be?
• How do I close the gap between where I
am now and where I want to be?
Developing a Personal Vision
• Record your personal vision
• List three goals to ensure your personal
vision will be successful.
• List five personal plans to ensure your
personal goals are met.