Troop 13 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 Here is the reason I am asking for your time. Here is my idea. Let me summarize the situation. Reinforce the benefits. –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 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 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 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 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 Loyalty Commitment Energy/Endurance Selflessness Decisiveness Courage Dependability 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 Forming Storming Norming Performing Disbanding

Conflict Resolution Be aware of yourself Be aware of others Listen –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 R each: Look at those who are not like you in terms of religion, race, ability, culture, and traditions. O rganize: Do all you can to help deliver the promise of the Scouting Program. P ractice: Practice using skill to build the diversity in the patrol or troop. E xperience: 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 S pecific M easurable A ttainable M easurable T ime 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.