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Today we will be orienting ourselves to some of the principles and qualities we look for and try to exhibit as Leaders in NA. Specifically, we will look.

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Presentation on theme: "Today we will be orienting ourselves to some of the principles and qualities we look for and try to exhibit as Leaders in NA. Specifically, we will look."— Presentation transcript:

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2 Today we will be orienting ourselves to some of the principles and qualities we look for and try to exhibit as Leaders in NA. Specifically, we will look at the following: The Traditions and Concepts as a foundation for The Traditions and Concepts as a foundation for Leadership. Leadership. The Responsibilities of All Leaders in NA The Responsibilities of All Leaders in NA Teamwork as an essential component of Leadership Teamwork as an essential component of Leadership (Qualities of an Effective Team) (Qualities of an Effective Team)

3 The Leader as an effective Facilitator The Leader as an effective Facilitator Leadership Communication Skills & The Leader Leadership Communication Skills & The Leader as a conduit of information as a conduit of information Our personal Leadership development – Our personal Leadership development – A call to action A call to action

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5 The source for guidance on the roles, qualities, The source for guidance on the roles, qualities, and practice of leadership in NA comes from our and practice of leadership in NA comes from our Steps, Traditions, and Concepts. Steps, Traditions, and Concepts. Any discussion of leadership must start here and Any discussion of leadership must start here and the foundation for success of any leader in NA the foundation for success of any leader in NA must start with an understanding of our Steps, must start with an understanding of our Steps, Traditions, and Concepts. Traditions, and Concepts.

6 Concept Four: Effective leadership is highly Concept Four: Effective leadership is highly valued in Narcotics Anonymous. Leadership valued in Narcotics Anonymous. Leadership qualities should be carefully considered when qualities should be carefully considered when selecting trusted servants. selecting trusted servants.

7 What does this Concept tell us about Leadership in NA from a Committee/Group perspective? How do we individually apply this Concept as NA leaders?

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9 Planning / Organizing / Prioritizing: Helping service Planning / Organizing / Prioritizing: Helping service bodies to set goals and stay focused on them. bodies to set goals and stay focused on them. Oversight and Evaluation: Tracking progress toward Oversight and Evaluation: Tracking progress toward goals. Evaluating how effective the service body is in goals. Evaluating how effective the service body is in fulfilling its purpose. How efficient it is in operating, fulfilling its purpose. How efficient it is in operating, and how well the team works together. and how well the team works together. Creating an Atmosphere of Recovery: Making the Creating an Atmosphere of Recovery: Making the connection between service and recovery. connection between service and recovery.

10 Communication: Articulating the goals and vision of Communication: Articulating the goals and vision of NA. Encouraging involvement and showing the value NA. Encouraging involvement and showing the value of involvement for individual recovery and for NA as a of involvement for individual recovery and for NA as a whole. whole. Leadership Development: Helping all members find Leadership Development: Helping all members find ways to serve and contribute their talents. Matching ways to serve and contribute their talents. Matching that talent to task and bringing out the best in others. that talent to task and bringing out the best in others. (Coaching and Mentoring) (Coaching and Mentoring)

11 The Whole: How our actions as a service body support The Whole: How our actions as a service body support and impact NA as a whole. and impact NA as a whole. The Vision: How we are continually working toward The Vision: How we are continually working toward our goals and the ultimate impact we strive for – our our goals and the ultimate impact we strive for – our vision, the reason we do what we do. vision, the reason we do what we do. The Future: How we can best meet the needs of our The Future: How we can best meet the needs of our fellowship today, while anticipating and preparing for fellowship today, while anticipating and preparing for the needs we will have tomorrow. How we can make the needs we will have tomorrow. How we can make the Group, Area, or Region more effective and more the Group, Area, or Region more effective and more efficient in providing services. efficient in providing services.

12 Large Group Discussion: What are some critical skills or qualities that leaders must possess to be effective?

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14 Leadership is not a solo action. Leadership is not a solo action. To be effective, leaders draw from the diverse talents To be effective, leaders draw from the diverse talents & experiences of the group. & experiences of the group. Operating as a team has many benefits, such as: Operating as a team has many benefits, such as: Builds Unity around a common purpose & vision Builds Unity around a common purpose & vision Broadens the opportunities for service Broadens the opportunities for service Develops future leaders Develops future leaders

15 Clear R____ and R_____________ Clear R____ and R_____________ Clear P______ and D________ Clear P______ and D________ Team S_____ and B________ Team S_____ and B________ O________V_____ O________V_____

16 Clear Roles and Responsibilities Clear Roles and Responsibilities Clear Purpose and Direction Clear Purpose and Direction Team Skills and Behaviors Team Skills and Behaviors Operating Values Operating Values

17 Clear Roles and Responsibilities Clear Roles and Responsibilities Team members understand their responsibilities Team members understand their responsibilities and expectations for performance. and expectations for performance. Team as a whole understands its function, results Team as a whole understands its function, results it must produce, and how that supports the it must produce, and how that supports the function function Clear Purpose and Direction Clear Purpose and Direction Team is driven by a central purpose. Team is driven by a central purpose. Team has agreed on clear goals and a strategy to Team has agreed on clear goals and a strategy to reach those goals. reach those goals.

18 Team Skills and Behaviors Team Skills and Behaviors Team members exhibit team skills and behaviors Team members exhibit team skills and behaviors such as: effective communication and conflict such as: effective communication and conflict management. management. Operating Values Operating Values The team has agreed how they will work together, The team has agreed how they will work together, including ground rules for discussion, how they will including ground rules for discussion, how they will handle disagreement, or conflict, etc. handle disagreement, or conflict, etc.

19 Team Scenario: The more experienced members of the ASC are frustrated. The ASC doesnt 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

20 What could be the source of the problem? What could be the source of the problem? Which characteristics of an effective team Which characteristics of an effective team is the ASC not exhibiting? is the ASC not exhibiting? What could the Chairperson do to help get What could the Chairperson do to help get the ASC back on track? the ASC back on track?

21 Report ReportYourGroups Results...

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24 Concept 7 tells us how important it is for a leader to Concept 7 tells us how important it is for a leader to generate dialog, discussion, and input within our generate dialog, discussion, and input within our service groups. service groups. As a facilitator a leader fosters group conscience to As a facilitator a leader fosters group conscience to guide discussion and decision making. guide discussion and decision making. A leader must know how to build consensus and A leader must know how to build consensus and productively manage conflict within the group so productively manage conflict within the group so that all points of view can be considered, but so that that all points of view can be considered, but so that the group can ultimately make a decision. the group can ultimately make a decision.

25 Essential techniques to generate dialog and discussion: Essential techniques to generate dialog and discussion: Create an environment that allows for open discussion. Create an environment that allows for open discussion. Make sure the topic or issue to be discussed is clear Make sure the topic or issue to be discussed is clear and understood by all. and understood by all. Keep the focus on the topic or issue. Keep the focus on the topic or issue. Allow enough time for the group to explore and discuss Allow enough time for the group to explore and discuss topic or issue before asking them to make a decision. topic or issue before asking them to make a decision. Listen effectively to understand what is being said. Listen effectively to understand what is being said.

26 When its time to make a decision, leaders can use the When its time to make a decision, leaders can use the following steps: following steps: Clarify the decision that needs to be made & the goal Clarify the decision that needs to be made & the goal the group is trying to achieve by making the decision. the group is trying to achieve by making the decision. Reflect on the input received and identify common Reflect on the input received and identify common thoughts or ideas. thoughts or ideas. Build & evaluate solutions/options to address the issue. Build & evaluate solutions/options to address the issue. Choose the solutions/options that will best meet the Choose the solutions/options that will best meet the groups goal. groups goal. Prepare for action & implementation of the decision. Prepare for action & implementation of the decision.

27 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 groups opinion. As the chairperson, you fear that decisions will be made that do not reflect the group conscience.

28 What could the chairperson do to What could the chairperson do to better manage the discussion? better manage the discussion?

29 Key Points: Key Points: Set ground rules for discussions, including the idea Set ground rules for discussions, including the idea that to make the best decision we need to consider that to make the best decision we need to consider and hear all points of view. and hear all points of view. When brainstorming, focus on solutions and prevent When brainstorming, focus on solutions and prevent the group from evaluating the ideas presented, until the group from evaluating the ideas presented, until its time to make a decision. its time to make a decision. When the issue is controversial or when there is a lot When the issue is controversial or when there is a lot of disagreement, ensure that comments focus on of disagreement, ensure that comments focus on the issue, problem, or idea under discussion and the issue, problem, or idea under discussion and not just individuals in the group. not just individuals in the group.

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31 8 th Concept: Our service structure depends on the 8 th Concept: Our service structure depends on the integrity and effectiveness of our communications. integrity and effectiveness of our communications.

32 What does this Concept tell us about Leadership in NA from a Committee/Group perspective? How do we individually apply this Concept as NA leaders?

33 Leaders in NA must be effective communicators at Leaders in NA must be effective communicators at different levels: different levels: One-on-one individually: as a mentor or coach. One-on-one individually: as a mentor or coach. Within a team: facilitator. Helps the group Within a team: facilitator. Helps the group brainstorm ideas, solve problems, etc. brainstorm ideas, solve problems, etc. Within the Service Structure: acts as a conduit of Within the Service Structure: acts as a conduit of information between bodies of the service information between bodies of the service structure, making sure that everyone has the structure, making sure that everyone has the information, input, and feedback that they need information, input, and feedback that they need to perform their functions. to perform their functions.

34 Leaders within the NA service structure are responsible Leaders within the NA service structure are responsible for carrying forward the needs and concerns of the for carrying forward the needs and concerns of the fellowship, and for sharing their thoughts and ideas. fellowship, and for sharing their thoughts and ideas. To be an effective conduit of information, leaders must: To be an effective conduit of information, leaders must: Have a clear understanding of the roles and Have a clear understanding of the roles and functions of the other parts of the service structure functions of the other parts of the service structure they are communicating with. they are communicating with. Know what information is most essential to deliver Know what information is most essential to deliver to these service bodies and what information to take to these service bodies and what information to take back to their own group from these service bodies. back to their own group from these service bodies. Deliver the information in the most efficient way Deliver the information in the most efficient way possible possible

35 When we are effective conduits of information for our When we are effective conduits of information for our group, we broaden their understanding of the bigger group, we broaden their understanding of the bigger organization they are a part of. We give them new ideas organization they are a part of. We give them new ideas and thoughts to consider in achieving their goals, and and thoughts to consider in achieving their goals, and we support development of future leaders for NA. we support development of future leaders for NA.

36 Some general ideas of important information to carry Some general ideas of important information to carry forward to other levels of the NA service structure: forward to other levels of the NA service structure: Meeting information: time, day, and place. Meeting information: time, day, and place. Issues of concern or challenges to help other service Issues of concern or challenges to help other service bodies focus their efforts or to make informed bodies focus their efforts or to make informed decisions about service needed. decisions about service needed. Recent successes that others can learn from or use Recent successes that others can learn from or use to be more effective. to be more effective. Input on issues as requested by other service bodies. Input on issues as requested by other service bodies.

37 Some general ideas of important information to Some general ideas of important information to bring back to your group from other parts of the bring back to your group from other parts of the NA service structure: NA service structure: Anything that a service committee is asking Anything that a service committee is asking guidance or input on. guidance or input on. Financial information, especially local. Financial information, especially local. Activities, events, or service efforts that need Activities, events, or service efforts that need support (financial or HR). support (financial or HR).

38 In some instances we have specific responsibilities In some instances we have specific responsibilities as leaders to provide input to other levels of the NA as leaders to provide input to other levels of the NA service structure. Examples, include: service structure. Examples, include: CAR (Conference Agenda Report). CAR (Conference Agenda Report).

39 Summarize the input you are passing on, so others Summarize the input you are passing on, so others can identify the most common ideas or themes can identify the most common ideas or themes (the shorter, the better). (the shorter, the better). Organize the information, being sensitive to how Organize the information, being sensitive to how others will use the information you give them (this others will use the information you give them (this requires an understanding of how the information requires an understanding of how the information may be used to make decisions, what the functions may be used to make decisions, what the functions and goals are of the service bodies to whom you are and goals are of the service bodies to whom you are delivering information). delivering information). Consider offering a summarized handout so that Consider offering a summarized handout so that everyone has the same information. everyone has the same information.

40 Highlight items that need group discussion or Highlight items that need group discussion or feedback, perhaps even make it a worksheet that they feedback, perhaps even make it a worksheet that they can use to bring back feedback. can use to bring back feedback. If possible, make detailed reports available before If possible, make detailed reports available before the ASC/RSC so that the members have the the ASC/RSC so that the members have the opportunity to read them over prior to the oral report. opportunity to read them over prior to the oral report. Remember that there are always new members in the Remember that there are always new members in the room that will need a bit of orientation to your report. room that will need a bit of orientation to your report. Take a few minutes to be sure all understand what the Take a few minutes to be sure all understand what the expectation is. expectation is.

41 Pause at the end of each segment to field questions Pause at the end of each segment to field questions before changing topics. before changing topics. If you know that you have a hot topic issue, you may If you know that you have a hot topic issue, you may want to approach the individual(s) who are passionate want to approach the individual(s) who are passionate about it to talk through some of the finer points before about it to talk through some of the finer points before engaging the entire ASC/RSC. engaging the entire ASC/RSC. Remind members that their partnership is critical to Remind members that their partnership is critical to the success of exercising the 8 th Concept. They too, the success of exercising the 8 th Concept. They too, must turn and share much of this information with must turn and share much of this information with other members who are dependant on their follow- other members who are dependant on their follow- through. through.

42 Leadership Is Action, Not Position

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44 Never underestimate the impact you have as leaders. Never underestimate the impact you have as leaders. You may think that you can have but little impact You may think that you can have but little impact because you are one of many leaders the group has because you are one of many leaders the group has had. Or are a leader for just a short period of time. had. Or are a leader for just a short period of time. But remember… But remember… How we exercise leadership has an impact beyond How we exercise leadership has an impact beyond our level in the service structure, and beyond our our level in the service structure, and beyond our term in the position we hold. term in the position we hold. Changes and improvements we help make in how Changes and improvements we help make in how our group operates will benefit those who follow our group operates will benefit those who follow us as leaders for years to come. us as leaders for years to come. The services we put in place to help the suffering The services we put in place to help the suffering addict, will impact their lives for decades. addict, will impact their lives for decades.

45 Leadership is a unique experience that has many Leadership is a unique experience that has many rewards. As leaders you both embody the values of rewards. As leaders you both embody the values of those you serve, and yet at the same time help shape those you serve, and yet at the same time help shape those values by modeling good leadership. those values by modeling good leadership. The personal rewards of taking on a leader role in The personal rewards of taking on a leader role in NA are enormous and can be a major part of our NA are enormous and can be a major part of our continuing recovery. continuing recovery.

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