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Troop 641 Leadership Program

Troop 641 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

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Troop 641 Leadership Program

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  1. Troop 641 Leadership Program Based on Boy Scouts White Stag Leadership Development, National Youth Leader Training Programs, and Tenets from John C. Maxwell.

  2. 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

  3. 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”

  4. 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)

  5. Communicating Well • Use 5 WHs. • Who • What • Where • When • Why • How

  6. 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.

  7. Effective Listening • Repeat or rephrase the message • Give your understanding of the message. • Ask for more information

  8. Understanding Group Needs and Characteristics • Understand motives • Assess values • Evaluate norms • Meet individual needs • Learn personal characteristics

  9. 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

  10. 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

  11. 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.

  12. 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”

  13. 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.

  14. 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.

  15. 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

  16. Manager of Learning • Leaders have a responsibility to train and grow their team members. • Trainer’s EDGE: • Explain • Demonstrate • Guide • Enable

  17. 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.

  18. 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

  19. Loyalty Commitment Energy/Endurance Selflessness Decisiveness Courage Dependability Judgment Tact Knowledge Integrity Communication In addition Lives by Scout Law Abide by Scout Oath Leadership Traits: From US Air Force

  20. Establishing a Team Vision • Brainstorming • Bringing it together • Communicating the shared vision

  21. Team Stages • Forming • Storming • Norming • Performing • Disbanding

  22. 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? Conflict Resolution

  23. Valuing Others: ROPE • Reach: Look at those who are not like you in terms of religion, race, ability, culture, and traditions. • Organize: Do all you can to help deliver the promise of the Scouting Program. • Practice: Practice using skill to build the diversity in the patrol or troop. • Experience: The experiences you have as you include others in your unit can make your Scouting experience richer.

  24. 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?”

  25. 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.

  26. 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

  27. 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.

  28. Goal Setting: Set SMART Goals • Specific • Measurable • Attainable • Measurable • Time Based

  29. 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.

  30. 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.

  31. 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.

  32. 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

  33. 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.

  34. 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

  35. 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?

  36. 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.

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