1. WELCOME TO LEADERSHIP SKILLS TRAINING

2. THE STRUCTURE The Morning Introductions and course objective Why people volunteer The Leaders role Giving Instructions Group Dynamics Styles of Leadership Tool Safety The Afternoon Risk Assessment and monitoring Planning the Day Motivation and Feedback Dealing with Problems Session review 4.30 Finish

3. OBJECTIVES  Understand the key responsibilities of a leader and how to meet them.  Explain the reasons for tool safety talks and practice their delivery.  Practice techniques and skills, which help volunteers learn and enjoy the practical tasks and goals of the day.  List five factors which leaders must take into account when leading a group of volunteers.  Describe how to work in an inclusive manner.  Implement and monitor Risk Assessments, and record amendments.

4. WHY PEOPLE VOLUNTEER? To learn New skills & Knowledge  Environmental skills  To learn about team work and control  To run projects  Organise work teams  To gain confidents and commutation skills  To use tools correctly. Job change/ to get a job  Not sure what you wont to do and test it out  Way in to the Field  Practical experience, knowledge, & skills

5. Health  To get fit  Become more healthy  Mental health getting out  Gives some people a meaning to life. To do something in the environment  Save the planet  Save different habitats and interests  Work with plants and animals etc. To get involved with Groups/teams  Meet new people  Local groups and projects  See what is going on in an area Other  To have fun  To get covered in mud  To pass on own knowledge.

6. ASPECTS OF A LEADER PreparednessTrustworthy Good communicator Positive Assertive Diplomatic InclusiveDecisive Safety Management Patient Energetic Negotiation & Conflict resolution 6

8. QUESTIONS Which do you think is the most important quality? Which do you think you could do without? Can you be all of these things all of the time?

9. 9 Balance

11. Group Dynamics TUCKMAN THEORY

12. Forming Uncertain of rules/roles Not part of a group Low productivity Group Dynamics TUCKMAN THEORY

13. Forming Uncertain of rules/roles Not part of a group Low productivity Storming Conflicts. Bid for power Question others ability Withdraw Group Dynamics TUCKMAN THEORY

14. Forming Uncertain of rules/roles Not part of a group Low productivity Storming Conflicts. Bid for power Question others ability Withdraw Norming Agree systems Settle down Sense of purpose Group Dynamics TUCKMAN THEORY

15. Forming Uncertain of rules/roles Not part of a group Low productivity Storming Conflicts. Bid for power Question others ability Withdraw Norming Agree systems Settle down Sense of purpose Performing Positive and creative Productive Identity / Satisfaction Group Dynamics TUCKMAN THEORY

16. Directing Leader provides instructions and Close supervision Group Dynamics SITUATIONAL LEADERSHIP

17. Directing Leader provides instructions and Close supervision Coaching Leader explains decisions and Supports progress Group Dynamics SITUATIONAL LEADERSHIP

18. Directing Leader provides instructions and Close supervision Coaching Leader explains decisions and Supports progress Supporting Leader facilitates and shares responsibility Group Dynamics SITUATIONAL LEADERSHIP

19. Directing Leader provides instructions and Close supervision Coaching Leader explains decisions and Supports progress Supporting Leader facilitates and shares responsibility Delegating Leader turns over responsibility for decision-making to group Group Dynamics SITUATIONAL LEADERSHIP

20. Directing Leader provides instructions and Close supervision Forming Uncertain of rules/roles Not part of a group Low productivity Coaching Leader explains decisions and Supports progress Supporting Leader facilitates and shares responsibility Delegating Leader turns over responsibility for decision-making to group Group Dynamics SITUATIONAL LEADERSHIP

21. Directing Leader provides instructions and Close supervision Forming Uncertain of rules/roles Not part of a group Low productivity Coaching Leader explains decisions and Supports progress Storming Conflicts. Bid for power Question others ability Withdraw Supporting Leader facilitates and shares responsibility Delegating Leader turns over responsibility for decision-making to group Group Dynamics SITUATIONAL LEADERSHIP

22. Directing Leader provides instructions and Close supervision Forming Uncertain of rules/roles Not part of a group Low productivity Coaching Leader explains decisions and Supports progress Storming Conflicts. Bid for power Question others ability Withdraw Supporting Leader facilitates and shares Responsibility Norming Agree systems Settle down Sense of purpose Delegating Leader turns over responsibility for decision-making to group Group Dynamics SITUATIONAL LEADERSHIP

23. Directing Leader provides instructions and Close supervision Forming Uncertain of rules/roles Not part of a group Low productivity Coaching Leader explains decisions and Supports progress Storming Conflicts. Bid for power Question others ability Withdraw Supporting Leader failitates and shares Responsibility Norming Agree systems Settle down Sense of purpose Delegating Leader turns over responsibility for decision-making to group Performing Positive and creative Productive Identity / Satisfaction Group Dynamics SITUATIONAL LEADERSHIP

24. RISK ASSESSMENT GUIDE GATHER INFORMATION Identify jobs and activities for assessment and risk assessments from other legislation i.e. manual handling IDENTIFY ALL HAZARDS Associated with - Activities - Materials/Substances - Equipment - Workplaces - People - Procedures IDENTIFY PERSONS AT RISK Such as : employees, public, clients, contractors ID CONSEQUENCES/EXISTING CONTROLS Controls protect against risk to people/property

25. RISK ASSESSMENT MATRIX Probability of injury Severity of harm 12345 Very UnlikelyUnlikelyLikelyVery Likely Almost Certain 1 Slight Discomfort (First Aid Not Required) 2 Minor Injury (First Aid Required) 3 Significant Injury (3 Day Absence) 4 Major Injury (Hospitalisation) 5Very Serious Injury (Death/Loss of a Limb)

26. RISK ASSESSMENT MATRIX Probability of injury Severity of harm 12345 Very UnlikelyUnlikelyLikelyVery Likely Almost Certain 1 Slight Discomfort (First Aid Not Required) 12345 2 Minor Injury (First Aid Required) 246810 3 Significant Injury (3 Day Absence) 3691215 4 Major Injury (Hospitalisation) 48121620 5Very Serious Injury (Death/Loss of a Limb) 510152025

27. RISK ASSESSMENT MATRIX Probability of injury Severity of harm 12345 Very UnlikelyUnlikelyLikelyVery Likely Almost Certain 1 Slight Discomfort (First Aid Not Required) 12345 2 Minor Injury (First Aid Required) 246810 3 Significant Injury (3 Day Absence) 3691215 4 Major Injury (Hospitalisation) 48121620 5Very Serious Injury (Death/Loss of a Limb) 510152025

28. RISK ASSESSMENT MATRIX Probability of injury Severity of harm 12345 Very UnlikelyUnlikelyLikelyVery Likely Almost Certain 1 Slight Discomfort (First Aid Not Required) 12345 2 Minor Injury (First Aid Required) 246810 3 Significant Injury (3 Day Absence) 3691215 4 Major Injury (Hospitalisation) 48121620 5Very Serious Injury (Death/Loss of a Limb) 510152025

29. RISK ASSESSMENT MATRIX Probability of injury Severity of harm 12345 Very UnlikelyUnlikelyLikelyVery Likely Almost Certain 1 Slight Discomfort (First Aid Not Required) 12345 2 Minor Injury (First Aid Required) 246810 3 Significant Injury (3 Day Absence) 3691215 4 Major Injury (Hospitalisation) 48121620 5Very Serious Injury (Death/Loss of a Limb) 510152025

30. ASSESSING RISK GRADE RISKS By risk rating: probability +severity = risk rating I.D. POSSIBLE/REVISED CONTROLS Using control measures RECORD SIGNIFICANT FINDINGS use assessment form and give to employees MONITOR & REVIEW Monitor: inspections, audits, accident reports, etc Review: when old assessment invalid, significant change, high risk, through employee appraisals.

31. TOOLS TALK PROMPT LIST  Name of the tool  How to use the tool  How not to use the tool  How to carry the tool  How to store the tool  How to check the tool is in good working condition  Personal Protective Equipment (PPE) required

32. MASLOW’S HIERARCHY OF NEEDS

34. FEEDBACK Useful feedback should:  Be given with care  Be given with attention  Be given when asked for or expected  Be specific  Be non judgmental  Be well timed  Create room for action  Be about the behaviour not the person  Be clearly understood on both sides

35. FEEDBACK Don't… TT ell people “you know how they feel” UU se feedback to hurt people SS ave up a list BB e petty TT alk to everyone about it first JJ UST GIVE NEGATIVE FEEDBACK

36. Give feedback when …  It is asked for or expected  As soon as possible after the event  Anytime it is to challenge unwelcome behaviour  It is to let someone know you approve of their actions  It is to let someone know you disagree with them.