Shared Leadership Workbook

1. Shared Leadership Workbook Self-Help Resource Centre 40 Orchard View Blvd. Toronto, ON M4R 1B9 416-487-4355 www.selfhelp.on.ca SHRC March 2005

2. What is leadership? • When you think of a leader what comes to mind? • Why? SHRC March 2005

3. Your Group’s Collective Qualities for Leadership Responsible Trusting Open-minded Realistic Forward-looking Imaginative Encouraging Fun Sharing Understanding Reflective Appreciative Accepting Enthusiastic Energizing Serious Non-judgmental Observant Facilitating Creative Visionary Task-oriented SHRC March 2005

4. Shared Leadership • Shared leadership is a process of building relationships • The vision and the goals of the group are defined collectively • The work to be done is identified collectively • The responsibilities are shared • The key to its success is communication • When done properly, it satisfies the members and get the work done SHRC March 2005

5. Shared leadership is a process of building relationships Relationships that nurture and engage members to share responsibilities SHRC March 2005

6. Three elements in any Given Group • Task There are tasks in any group that need to be done. List the tasks in your group. • Relationship There are activities in a group which build relationships and strengthen the group. List these activities. • Needs and Wants Members have needs and wants.If these are met, it will motivate the group members. List some of the wants and needs Adopted from Robert A. Gallagher, 2001; Shared Leadership, The Maintaining of Task and Relationship SHRC March 2005

7. Guidelines for Group Discussions • When speaking to the group: • When responding to others: • When sharing the responsibilities: • When accepting responsibilities: • When evaluating group activities: • Strategies to protect confidentiality/anonymity: SHRC March 2005

8. Some Rules when Sharing the Leadership Responsibilities: • Accept responsibility and stand behind it • Be fair and open-minded with others • Foster trust in each other • Help others to develop their skills and abilities • Emphasize effective communication that supports dialogue and encourages active listening • Encourage each other's curiosity • Meet mistakes with understanding • Recognize the value of people's contributions • Share knowledge and expertise with others • Take time to be reflective SHRC March 2005

9. The vision and the goal of the group is defined collectively SHRC March 2005

10. Leadership is About • Setting clear goals & boundaries • Outlining the group’s activities • Sharing the workload • Developing guidelines for group discussion • Finding external supports when needed • Finding ways to maintain momentum SHRC March 2005

11. Setting Clear Goals and Boundaries • What do group members have in common? • What is our common vision for the group? • The two main goals of our group are: • Things we can do/offer as a group • Things we cannot do/offer as a group SHRC March 2005

12. The work to be done is identified collectively SHRC March 2005

13. Outline of Group Activities • Our group meets: • Things that need to be done to reach our goal : • Group activities during meetings: • Group activities between meetings: • Regular ways for participants to give feedback and make suggestions are: SHRC March 2005

14. The responsibilities are shared SHRC March 2005

15. Sharing the Workload Identify the things that need to be done Divide them between long-term and short-term and prioritize Identify the skills needed to get them done Ask people to match themselves with the tasks Use a method to assign some of the unpopular tasks Rotate the unpopular tasks between the members SHRC March 2005

16. Sample Jobs • Someone to contact members • Someone to keep time • Someone to take care of the Refreshment/supplies • Someone to greet • Someone to take care of the publicity • Someone to phone members and register the new members • Someone to facilitate (preferably on a rotational basis) • Someone to coordinate the general activities of the group • Someone to ensure that the other leaders have the information that they need to do their jobs • Someone to take care of the location and the ambiance • Some one to recruit new members SHRC March 2005

17. How to Maintain Momentum • How to acknowledge and thank existing members: • How to recruit new members: • How and when to celebrate accomplishments: • How to take a break creatively: SHRC March 2005

18. Using Support Outside the Group • Other similar groups: • Professionals: • Newsletters, magazines, books, tapes, manuals: • Resource centers and training opportunities: SHRC March 2005

19. The Key to Successful Shared Leadership is Communication SHRC March 2005

20. Basic Principles of Communication • Focus on the information not the person • Check your body’s messages • Check your assumptions and your audience's assumptions • Maintain the self-confidence and the self-esteem of the others by showing respect and understanding • Use active listening by sharing your understanding of what was said. SHRC March 2005

21. How to Listen Effectively • Active listening is about checking your assumptions; • Active listener listens with her/his body too; • Paraphrase what you have heard, then you will know if you have heard it right; • Ask, repeat, rephrase; • Look at the person; • Do not rehearse, feel defensive, search for negative points, interrupt, listen but not hear. SHRC March 2005

22. How to give Feedback • Offer people with feedback about their behavior by using phrases such as when you do this ….. I feel…. ; • Be specific, use descriptions and facts such as, do you know that you have cut me off four times…; • Describe your feelings and reaction by using “I” –statements and include the reasons; • Ask if they are ready to hear feedback by saying : Are you aware of how your action makes me feel…; SHRC March 2005

23. When done Properly, Shared Leadership Satisfies the Members and Gets the Work Done SHRC March 2005

24. Behaviors to Watch for when Implementing Shared Leadership • Self-oriented • Controlling or aggressive • Condescending • Arguing too much on a point • Rejecting ideas without considering them • Resisting stubbornly • Dominating • Ignoring relevant information, ideas and feelings • Seeking recognition • Withdrawal • Pairing up • Dependency Adopted from Robert A. Gallagher, 2001; Shared Leadership, The Maintaining of Task and Relationship SHRC March 2005

25. How to know you have Successfully Shared the Leadership • Work is getting done • Group members have accepted responsibilities • They are working in groups or individually but see the connection • Group members are not disappearing • They are bringing new people • There is more involvement and ownership by the group members • New ideas for the group are flourishing • Group does not rely on one or a few members anymore SHRC March 2005

26. An Easy Way to Evaluate your Shared Leadership Progress • Do a regular update • Set deadlines and check the deadlines • Do regular check ins to address pressing issues • Check every ones’ feelings • See what skills are needed and how they could be developed or recruited SHRC March 2005

27. Signs and Symptoms of not –so- Successful Shared Leadership • No consensus is reached • Meetings are endless and boring • Conflicts erupts constantly • Absenteeism • Work is not being done • Low retention and recruitment rate SHRC March 2005

28. A Pre & Post Testfor SharedLeadership How often do the group members share in: Planning often/ not often Setting goal often /not often Organizing meetings often /not often Making decisions often /not often Diagnosing problem often /not often Finding solutions often /not often Providing help often/ not often Building skills often/ not often Encouraging others often/ not often Team building often /not often Helping out often/ not often Getting help often /not often Showing patience often /not often Being role model often/ not often SHRC March 2005