Welcome To:

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Welcome To

• Bringing Out the
• LEADER in YOU
• Instructors 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 Leaders 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 persons 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 dont care how much you know.
• Until they know how much you care

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Leading by Example

• Traits of Doers

• Traits of Donter

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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 teams purpose
• Identify available resources
• Establish rules of behavior

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ESTABLISH CONSENSUS FOR TEAMS 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

• Whats the budget?
• Special equipment
• Time members can devote get a commitment
• Special, relevant information
• Other teams and/or individuals

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HELPFUL BEHAVIOR

• 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

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HARMFUL BEHAVIOR

• 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

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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 to the ability to gain
  confidence in one self and in ones 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

• Optimist International

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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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• "One cannot become a butterfly by remaining a
  caterpillar."

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What is Managing Change

1. 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. Thats rational conduct.

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What is Change

1. 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

1. Challenge vs Capability

• BALANCEDChallenge Capability
• POSITIVEChallenge lt Capability
• NEGATIVEChallenge gt Capability

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What is Change

1. 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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Roethlisbergers X-Chart

1. Why People Resist Change

Change
Response
Attitudes
Personal History
Social Situation
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Factors - Resistance to Change

1. Why People Resist Change

• Loss of security or status
• Inconvenience
• Distrust or uncertainty
• Cognitive Discord Reduction

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1. Why People Resist Change

1. 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

1. 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

1. Reducing Resistance To Change

• 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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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 years at the spring and days at the morn,
• Mornings at seven
• The hillsides dew-pearled
• The larks on the wing
• The snails on the thorn
• Gods in his heaven
• Alls 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.
• Its 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
• Todays opportunities erase yesterdays
  failures.
• Gene Brown
• My interest is in the future, because Im
  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 brothers boat across, and lo! Thine
  own has reached the shore.
• Hindu proverb
• Everybody, my friend, everybody lives for
  something better to come. Thats why we want to
  be considerate of every man. Who knows whats 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)
• Dont 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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