Introduction to Leadership Skills for Troops (ILST) Training

1. Introduction to Leadership Skills for Troops (ILST) Training

2. ILST Introduction Leadership • Leadership is a vital part of Scouting. • Scouts in positions of leadership run the troop by taking care of the many tasks necessary for the troop to run smoothly. • By accepting the responsibilities of troop leadership, Scouts are preparing themselves to be leaders throughout their lives. • The badge of office presented to a Boy Scout who is accepting a position of troop leadership does not automatically make him a good leader. ILST Training is a prerequisite for National Youth Leadership Training (NYLT) “Trained” Patch Earned upon Completion of ILST

3. Thoughts on a Scout Led Troop “Training boy leaders to run their troop is the Scoutmaster’s most important job.” “Train Scouts to do a job, then let them do it.” “Adults should never do anything a boy can do.” - Robert S.S. Baden-Powell

4. The Scout-Led Troop What does it mean when we say “a scout-led troop”? “Empowering boys to be leaders is the core of Scouting. Scouts learn by doing, and what they do is lead their patrols and the troop. The boys will make mistakes now and then, and will rely upon the adult leaders to guide them. But only through real hands-on experience as leaders can scouts learn to lead.” -Scoutmaster’s Handbook

5. Course Overview Module I – Troop Organization includes scout leadership positions and discussion of servant leadership. Module II – Tools of the Trade covers some core skill sets to help the Scout lead, including communicating, planning, and teaching. Module III – Leadership & Teamwork incorporates additional leadership tools for the Scout, including discussions of team characteristics, the stages of team development and leadership, inclusion/using your team, ethics and values of a leader, and vision.

6. Module I Introduction Troop Scout Leadership Organization Troop Leadership Positions Patrol Leaders’ Council Leadership Traits Vision Servant Leadership

8. All Scout Leadership Roles Set a good example Wear the Scout uniform correctly Live by the Scout Oath and Scout Law Show and help develop Scout spirit

9. Senior Patrol Leader Position description: The senior patrol leader is elected by the Scouts to represent them as the top youth leader in the troop. Duties: Preside at all troop meetings, events, activities, and annual planning Chair the Patrol Leaders’ Council (PLC) Appoint Scout leaders with the advice and consent of the Scoutmaster Assign duties and responsibilities to other Scout leaders Set and enforce the tone for good Scout behavior within the troop Reports to: The Scoutmaster

10. ASSISTANT SENIOR PATROL LEADER Position description: The assistant senior patrol leader is the second highest-ranking youth leader in the troop. He is appointed by the senior patrol leader with the approval of the Scoutmaster. Duties: Help lead meetings and activities as called upon by the senior patrol leader Guide the troop in the absence of the SPL Perform tasks assigned by the senior patrol leader Member of the PLC Reports to: The Senior Patrol Leader

11. Patrol Leader Position description: The patrol leader is elected as the leader of his patrol. Duties: Plan and lead patrol meetings and activities Keep patrol members informed Assign each patrol member needed tasks and help them succeed Represent patrol at all PLC meetings and annual planning conference Prepare the patrol to take part in all troop activities Show and help develop patrol spirit Work with other troop leaders to make troop run well Reports to: The Assistant Senior Patrol Leader

12. Assistant Patrol Leader Position description: The APL is appointed by the patrol leader and leads the patrol in his absence. Duties: Help PL plan and lead patrol meetings and activities Help PL keep patrol members informed Help the PL prepare the patrol to take part in all troop activities Show and help develop patrol spirit Represent the patrol at all PLC meetings in the PL’s absence Work with other troop leaders to make the troop run well Reports to: The Patrol Leader

13. Troop Guide Position description: The troop guide works with new Scouts. He helps them feel comfortable and earn their First Class rank in their first year. Duties: Introduce new Scouts to troop operations Guide new Scouts through early Scouting activities Help set and enforce the tone for good Scout behavior within the troop Ensure older Scouts never harass or bully new Scouts Coach the patrol leader of the New-Scout patrol on his duties Member of PLC Assist Assistant Scoutmaster (ASM) with training Reports to: The ASM for the New-Scout patrol

14. Scribe Position Description: The scribe documents and maintains troop records. Duties: Attend and keep a log of PLC meetings Record attendance and dues payments of all troop members Record advancement in troop records and on the troop advancement chart Work with the appropriate troop committee members responsible for finance, records, and advancement Reports to: ASPL

15. Quartermaster Position description:The quartermaster is responsible for troop equipment. Duties: Keep records of patrol and troop equipment Keep equipment in good repair Keep equipment storage area neat and clean Issue equipment and see that it is returned in good order Suggest new or replacement items Work with troop committee member responsible for equipment Reports to: The Assistant Senior Patrol Leader

16. Den Chief Position description: The den chief works with the Cub Scouts’ Webelos den, and den leaders in the Cub Scout pack. Duties: Serve as the activities assistant at den meetings Meet regularly with the den leader to review the den and pack meeting plans Help prepare boys to join Boy Scouts Reports to: The den leader in the pack and the ASM for the New-Scout patrol

17. Leave No Trace Trainer Position description: Serves to assure the troop executes leave no trace in all endeavors Duties: Have a thorough understanding of and commitment to Leave No Trace Successfully complete the Leave No Trace Trainer training course Help minimize the troop's impact on the land by teaching Scouts the principles of Leave No Trace Help ensure that the troop follows Leave No Trace principles on outings Reports to: ASPL

18. Chaplain Aide Position description:The chaplain’s aide works with the troop chaplain to meet the religious needs of Scouts in the troop. He also works to promote the religious emblems program. Duties: Keep troop leaders apprised of religious holidays when planning activities Assist the troop chaplain or religious coordinator in meeting the religious needs of troop members while on activities Encourage saying grace at meals while camping or on activities Lead worship services on campouts Tell troop members about the religious emblems program for their faith Reports to: The Assistant Senior Patrol Leader

19. Junior Assistant Scoutmaster Position description: The junior assistant Scoutmaster serves in the capacity of an assistant Scoutmaster except where legal age and maturity are required. He must be at least 16 years old and not yet 18. He is appointed by the Scoutmaster because of his leadership ability. Duties: Accomplish any duties assigned by the Scoutmaster Reports to:The Scoutmaster

21. Patrol Leaders’ Council • Who/what is the PLC? • How often does it meet and what does it do? • Annually • Monthly • How are the meetings run? • How does the troop find out what was discussed at PLC meetings?

22. Leadership Traits Keep your word. Don't make promises you can't keep. Be fair to all. A good leader shows no favorites. Don't allow friendships to keep you from being fair to all members of your troop or patrol. Be a good communicator. You don't need a commanding voice to be a good leader, but you must be willing to step out front with an effective "Let's go." A good leader knows how to get and give information so that everyone understands what's happening. Be flexible. Not everything goes as planned. Be prepared to shift to "Plan B" when "Plan A" doesn't work. Think about "Plan C." Be organized. The time you spend planning will be repaid many times over. Delegate. Some leaders assume that the task will not get done unless they do it themselves. Most people like to be challenged with a task. Empower your team members to do things they have never tried.

23. Leadership Traits (cont’d) Set an example. The most important thing you can do is lead by example. Whatever you do, your troop members are likely to do the same. A cheerful attitude can keep everyone's spirits up. Be consistent. Nothing is more confusing than a leader who acts one way one moment and another way a short time later. If your troop knows what to expect from you, they will more likely respond positively to your leadership. Give praise. The best way to get credit is to give it away. Often a "nice job" is all the praise necessary to make a Scout feel he is contributing to the efforts of the troop. Ask for help. Don't be embarrassed to ask for help. You have many resources at your disposal. When confronted with a situation you don't know how to handle, ask someone with more experience for some advice and direction.

24. Vision Vision is critical for success in any role or project. The group and individual must first know what success looks like before it can be achieved. Discuss a Troop (group) Vision Statement. Think about an Individual Vision Statement for each scout leadership role you wish to hold. Then, create Troop/Individual goals to help reach the vision of success.

25. Servant Leadership What do you think the phrase "servant leadership" means? Why do you think Scouting encourages us to be servant leaders? How can you be an effective servant leader in your role? Is servant leadership focused on the team, the individuals, or both/all? What do you think other members of the team think of a good servant leader? How can a Scout serve as a servant leader? What are some examples?

26. Module II – Tools of the Trade Communications - Being an effective listener and an effective communicator are valuable tools for any leader. Planning - Proper planning makes the difference in almost all Scouting activities. Teaching - The EDGE method can be used any time a leader is helping others learn.

27. Communications Greek philosopher Aristotle broke communications down into three (3) parts: • Sender • Message • Receiver This is still a valid model today in all forms of communications: • Verbal • Written • Music • File • Etc. Receiving (Listening) – Understand the value of being a good listener. It is fundamental to being a good leader.

28. Planning Second only to communicating, good planning is an essential skill for effective leadership. Events don’t “just happen”, but must be carefully planned. • What are some recent events that were not planned well and what were the results? • Freeze-O-Ree • Thanksgiving Dinner Boxes for the Dulles Food Bank • What are some recent events that were well planned and what were the results? • Webelos-O-Ree • September’s hike-to-the-waterfall campout Better planning leads to more fun and greater success Planning Scenario (Appendix A at the end of this presentation)

29. Teaching EDGE The four-step EDGE process is a simple method for teaching any skill: 1. Explain — The trainer explains how something is done. 2. Demonstrate — After the trainer explains, the trainer demonstrates while explaining again. This gives the learner a clear understanding of what success looks like. 3. Guide — The learner tries the skill while the trainer guides him through it. The trainer gives instant feedback as the learner practices the skill. 4. Enable — The learner works independently under the watchful eye of the trainer. The trainer helps remove any obstacles to success, thus enabling the learner to succeed.

30. Module III – Leadership & Teamwork Teams and Team Characteristics Stages of Team Development Servant Leadership

31. Teams and Team Characteristics • Temporary vs Permanent Teams • Common Purpose • Goal must be clear • Personal goals linked to team goals • Interdependence – all members must be successful in individual roles • Roles, Structure, and Process • People know their roles and boundaries • Decisions are agreed upon and supported – Feedback is timely and useful • Communications channels are open • Leadership and Competence • Members have necessary skills to accomplish their tasks • Team has the leadership and support it needs to succeed • Team Climate is respectful, trusting, and collaborative • Performance Standards are high and continuously monitored and improved

32. Stages of Team Development Forming – Starting Out (Enthusiasm High; Skills Low) Storming – Becoming Discouraged (Enthusiasm & Skills Low) Norming – Making Progress (Enthusiasm & Skills Increasing) Performing – Finding Success (Enthusiasm & Skills High)

33. Servant Leaders Need to Listen and know when the time for discussion is over. Achieve Consensus and know when to preserve things that are good without foundering in a constant storm of question and reinvention. Set/Maintain Standards and know when to reject what does not maintain those standards or the team vision. Serve Their Customers and know how to make a difference with the team.

34. Appendix A – Planning Project On a Saturday, six weeks from now, the troop will conduct a service project at a local city park. Tasks: • Install 50 feet of split-rail fence around a tree • Remove old plants and undergrowth from a nearby area ( approximately 500 square feet) • Lay down week block in the cleared area • Spread 6 cubic feet of mulch in cleared area and under fenced-in tree • Plant 15-20 small plants and shrubs in a small garden in a 3rd area Of note: • All 3 work areas are within line of sight and earshot • The city will provide: • Wood and hardware for fence • Plants for garden • Weed block fabric • Mulch • Trash receptacles for removed materials • Troop participants must provide any equipment needed to perform the work • Plan to start and finish the work on that one Saturday

35. Appendix A (cont’d) Man-power: • 22 scouts • 6 trained adult leaders • 4 unregistered parents Planning: • Plan what equipment you need for the project and how you will get it • Plan how to use and manage the man-power on the day of the project