2Goals Of This Workshop: Today we will be orienting ourselves to some of the principles and qualities we look for and try to exhibitas Leaders in NA. Specifically, we will look at the following:The Traditions and Concepts as a foundation forLeadership.The Responsibilities of All Leaders in NATeamwork as an essential component of Leadership(Qualities of an Effective Team)
3Goals Of This Workshop: The Leader as an effective FacilitatorLeadership Communication Skills & The Leaderas a conduit of informationOur personal Leadership development –“A call to action”
4Part 1 Our Traditions and Concepts: A Foundation For Leadership in NA
5Our Traditions & Concepts: A Foundation for Leadership in NA The source for guidance on the roles, qualities,and practice of leadership in NA comes from ourSteps, Traditions, and Concepts.Any discussion of leadership must start here andthe foundation for success of any leader in NAmust start with an understanding of our Steps,Traditions, and Concepts.
6Our Traditions & Concepts: A Foundation for Leadership in NA Large Group Discussion Concept Four: “Effective leadership is highlyvalued in Narcotics Anonymous. Leadershipqualities should be carefully considered whenselecting trusted servants.”
7Our Traditions & Concepts: A Foundation for Leadership in NA Large Group Discussion What does this Concept tell us about Leadership inNA from a Committee/Group perspective?How do we individually apply this Concept as NAleaders?
9Leader Responsibilities: Functions of All Leaders in NA Planning / Organizing / Prioritizing: Helping servicebodies to set goals and stay focused on them.Oversight and Evaluation: Tracking progress towardgoals. Evaluating how effective the service body is infulfilling it’s purpose. How efficient it is in operating,and how well the team works together.Creating an Atmosphere of Recovery: Making theconnection between service and recovery.
10Leader Responsibilities: Functions of All Leaders in NA Communication: Articulating the goals and vision ofNA. Encouraging involvement and showing the valueof involvement for individual recovery and for NA as awhole.Leadership Development: Helping all members findways to serve and contribute their talents. Matchingthat talent to task and bringing out the best in others.(Coaching and Mentoring)
11Leader Responsibilities: What Leaders Focus On: The Whole: How our actions as a service body supportand impact NA as a whole.The Vision: How we are continually working towardour goals and the ultimate impact we strive for – ourvision, the reason we do what we do.The Future: How we can best meet the needs of ourfellowship today, while anticipating and preparing forthe needs we will have tomorrow. How we can makethe Group, Area, or Region more effective and moreefficient in providing services.
12Leader Responsibilities: Large Group Discussion:What are some critical skills or qualitiesthat leaders must possess to be effective?
14Operating As Part Of A Team Leadership is not a solo action.To be effective, leaders draw from the diverse talents& experiences of the group.Operating as a team has many benefits, such as:Builds Unity around a common purpose & visionBroadens the opportunities for serviceDevelops future leaders
15Characteristics Of Effective Teams Clear R____ and R_____________Clear P______ and D________Team S_____ and B________O________V_____
16Characteristics Of Effective Teams Clear Roles and ResponsibilitiesClear Purpose and DirectionTeam Skills and BehaviorsOperating Values
17Characteristics Of Effective Teams Clear Roles and ResponsibilitiesTeam members understand their responsibilitiesand expectations for performance.Team as a whole understands its function, resultsit must produce, and how that supports thefunctionClear Purpose and DirectionTeam is driven by a central purpose.Team has agreed on clear goals and a strategy toreach those goals.
18Characteristics Of Effective Teams Team Skills and BehaviorsTeam members exhibit team skills and behaviorssuch as: effective communication and conflictmanagement.Operating ValuesThe team has agreed how they will work together,including ground rules for discussion, how they willhandle disagreement, or conflict, etc.
19Characteristic of Effective Teams: Small Group Discussion Team Scenario:“The more experienced members of the ASC are frustrated. The ASC doesn’t seem to be functioning well as a team: The H&I committee wants more money for literature than the ASC has budgeted for. Many GSRs just come to buy their literature and leave. Activities wants to do their third event without submitting a budget for the first one. Three people want to be convention chair but none are willing to stand for PI/PR chair”
20Characteristic of Effective Teams: Small Group Discussion What could be the source of the problem?Which characteristics of an effective teamis the ASC not exhibiting?What could the Chairperson do to help getthe ASC back on track?
21Report Your Group’s Results . . . Small Group Process:ReportYourGroup’sResults . . .
24The Leader As A Facilitator Concept 7 tells us how important it is for a leader togenerate dialog, discussion, and input within ourservice groups.As a facilitator a leader fosters group conscience toguide discussion and decision making.A leader must know how to build consensus andproductively manage conflict within the group sothat all points of view can be considered, but so thatthe group can ultimately make a decision.
25The Leader As A Facilitator Essential techniques to generate dialog and discussion:Create an environment that allows for open discussion.Make sure the topic or issue to be discussed is clearand understood by all.Keep the focus on the topic or issue.Allow enough time for the group to explore and discusstopic or issue before asking them to make a decision.Listen effectively to understand what is being said.
26The Leader As A Facilitator When it’s time to make a decision, leaders can use thefollowing steps:Clarify the decision that needs to be made & the goalthe group is trying to achieve by making the decision.Reflect on the input received and identify commonthoughts or ideas.Build & evaluate solutions/options to address the issue.Choose the solutions/options that will best meet thegroup’s goal.Prepare for action & implementation of the decision.
27Facilitation Challenge: Large Group Discussion Scenario:“The Regional Service Committee is discussing the development of a Public Relations strategy that areas within the Region can implement. There is a fair amount of disagreement among the RSC members about what should be done. In the end, some strong personalities on the RSC that were the most vocal during the discussion are shaping the group’s opinion. As the chairperson, you fear that decisions will be made that do not reflect the group conscience.”
28Facilitation Challenge: Large Group Discussion What could the chairperson do tobetter manage the discussion?
29The Leader As A Facilitator Key Points:Set ground rules for discussions, including the ideathat to make the best decision we need to considerand hear all points of view.When brainstorming, focus on solutions and preventthe group from evaluating the ideas presented, untilit’s time to make a decision.When the issue is controversial or when there is a lotof disagreement, ensure that comments focus onthe issue, problem, or idea under discussion andnot just individuals in the group.
31Leaders as Communicators: Large Group Discussion 8th Concept: “Our service structure depends on theintegrity and effectiveness of our communications.”
32Leaders as Communicators: Large Group Discussion What does this Concept tell us about Leadership inNA from a Committee/Group perspective?How do we individually apply this Concept as NAleaders?
33Leaders as Communicators: Leaders in NA must be effective communicators atdifferent levels:One-on-one individually: as a mentor or coach.Within a team: facilitator. Helps the groupbrainstorm ideas, solve problems, etc.Within the Service Structure: acts as a conduit ofinformation between bodies of the servicestructure, making sure that everyone has theinformation, input, and feedback that they needto perform their functions.
34Leaders as Communicators: Leaders within the NA service structure are responsiblefor carrying forward the needs and concerns of thefellowship, and for sharing their thoughts and ideas.To be an effective conduit of information, leaders must:Have a clear understanding of the roles andfunctions of the other parts of the service structurethey are communicating with.Know what information is most essential to deliverto these service bodies and what information to takeback to their own group from these service bodies.Deliver the information in the most efficient waypossible
35Leaders as Communicators: When we are effective conduits of information for ourgroup, we broaden their understanding of the biggerorganization they are a part of. We give them new ideasand thoughts to consider in achieving their goals, andwe support development of future leaders for NA.
36Leaders as Communicators: Some general ideas of important information to carryforward to other levels of the NA service structure:Meeting information: time, day, and place.Issues of concern or challenges to help other servicebodies focus their efforts or to make informeddecisions about service needed.Recent successes that others can learn from or useto be more effective.Input on issues as requested by other service bodies.
37Leaders as Communicators: Some general ideas of important information tobring back to your group from other parts of theNA service structure:Anything that a service committee is askingguidance or input on.Financial information, especially local.Activities, events, or service efforts that needsupport (financial or HR).
38Leaders as Communicators: In some instances we have specific responsibilitiesas leaders to provide input to other levels of the NAservice structure. Examples, include:CAR (Conference Agenda Report).
39Tips and Techniques For Efficiently Sharing Information Summarize the input you are passing on, so otherscan identify the most common ideas or themes(the shorter, the better).Organize the information, being sensitive to howothers will use the information you give them (thisrequires an understanding of how the informationmay be used to make decisions, what the functionsand goals are of the service bodies to whom you aredelivering information).Consider offering a summarized handout so thateveryone has the same information.
40Tips and Techniques For Efficiently Sharing Information Highlight items that need group discussion orfeedback, perhaps even make it a worksheet that theycan use to bring back feedback.If possible, make detailed reports available beforethe ASC/RSC so that the members have theopportunity to read them over prior to the oral report.Remember that there are always new members in theroom that will need a bit of orientation to your report.Take a few minutes to be sure all understand what theexpectation is.
41Tips and Techniques For Efficiently Sharing Information Pause at the end of each segment to field questionsbefore changing topics.If you know that you have a “hot topic” issue, you maywant to approach the individual(s) who are passionateabout it to talk through some of the finer points beforeengaging the entire ASC/RSC.Remind members that their partnership is critical tothe success of exercising the 8th Concept. They too,must turn and share much of this information withother members who are dependant on their follow-through.
42Part 6 Individual Activity – “Leadership Is Action, Not Position”
44In Closing - Wrap UpNever underestimate the impact you have as leaders.You may think that you can have but little impactbecause you are one of many leaders the group hashad. Or are a leader for just a short period of time.But remember…How we exercise leadership has an impact beyondour level in the service structure, and beyond ourterm in the position we hold.Changes and improvements we help make in howour group operates will benefit those who followus as leaders for years to come.The services we put in place to help the sufferingaddict, will impact their lives for decades.
45In Closing - Wrap Up Leadership is a unique experience that has many rewards. As leaders you both embody the values ofthose you serve, and yet at the same time help shapethose values by modeling good leadership.The personal rewards of taking on a leader role inNA are enormous and can be a major part of ourcontinuing recovery.