How to Run a Leadership Activity

The big rumor in Learning and Community Development is about development of leadership. “If only we could be good leaders,” goes the argument, “that could beat the world”

This belief is so entrenched that almost no one stops to it. But when you step back for a second, a large number of questions. For example:

1. If leaders need training, Roosevelt, Churchill and Stalin?
2. If the leaders can be trained easily, is there any reason why fans (which begs the question:)
3. What is so great about being a leader anyway?
4. If everyone understands how to drive, does not cause a problem when followers were wrong?

We all know that good leaders. We knew when we were in the playground, and when it sees a prank, we followed. Probably our first attempt of illegal cigarettes at the behest of a leader of our children and with an interest in their offerings too. Therefore, it is clear that leadership qualities are not only evident from a young age, but are an important part of our development.

So why do we think we have to train leaders? For several reasons. First, although the leadership may be an innate talent, like all natural gifts, if not channeled properly, bad habits and develop flowering potential may be unrealized. Secondly, there is more that there is need for leadership candidates. The leaders of games can go to the military or high-flyers in the world of big business, but is not likely to end up running a small unit of social services in a manner outside the provincial town.

Finally, leaders must be part of a team, and for the team to function efficiently, leading to the need to know the basic rules so that they can serve effectively. Therefore, having concluded that leadership training is both necessary and desirable, how is it organized?

The jumping point for any training course is, and must be, formal instruction in the theory and principles of leadership. There are only three ways to do this.

1. Books. There are literally hundreds of texts on leadership. Most business schools also offer free podcasts and webinars. Students eager to absorb any number of treaties on various systems and processes of leadership, but be cautious.

Some of the best writing is outdated and does not comply with modern ideas of management. Many academic units are useful, but on the basis of case studies at the peak of the experience of leadership and thus separated from reality. While books are an essential resource, are satisfactory only as a reference and as part of the study focused more.

2. Courses. It may not have as many courses as there are books, but it feels that way. Regardless of their discipline, geography academic or industry professional, will lead a course bespoke to their needs and packaged to meet your needs. Although many of these courses are tailored to their industry by an experienced professional in the end, the leadership of the system, process or methodology is taught as much a matter of personal preference of the coach, since it is a reflection of best practices. In fact there are hundreds of models of leadership.

All are based on observation and research and will have some applicability, but there is no “right” or “evil” system. A course is not to emphasize a particular approach and provide a basis for coherence among those attending.

3. Practical experience. The sure fire way to develop leadership skills is practice. If, under the direction of the leader, the result is “success”, then he or she needs to capture the behavior that led to that success. And if it fails, then the behavior must be modified and tried again. With coaching and mentoring are so effective.

But, of course, the experience can be very convenient, it can also be costly and risky. So how can organizations that want to instill leadership qualities provide an opportunity to practice in a safe environment that allows emerging leaders to make mistakes and learn from them?

Although I was tired of hearing that customers of its business is “different”, the truth is that no company is identical to any other. Just as each person is an individual, so each organization reflected in the individual in terms of history, culture, systems, processes and resources. May have common features that can make a line in a leader, but there are no absolute answers.

Organizations need to develop training schemes to suit their own purposes. Regardless of how this is achieved, the point is almost always a process, the model or the philosophy that expresses the culture of “how to” leadership “is here.”

Although there is no doubt that the courses have a formal role to play in defining a common understanding and approach to leadership, in the final analysis, the element of practical development of leadership skills should be an internal process. Although not necessarily recognized or universally accepted, many approaches to leadership are based on a model of six stages:

1. History: How did we get where we are?
2. Location: What happens now?
3. Forecast: What happens if we do not change?
4. Vision: Where do we go?
5. Strategy: How can we use our resources to achieve our goals?
6. Application: Calendar, actions and responsibilities

This model suggests that to succeed, the leader has to ask six basic questions:

A. Where do we want?
B. Where we come from?
C. Where are we going if we continue as now?
D. Where are we now?
E. If we want to be there?
F. How do we get there and what you need?

Following this approach, the leadership structure of your team can deploy its resources and provide support, guidance and information to get the team there.

Although the model itself is quite simple, its assembly in a course is a bit more problematic. The content is simple, clear and easily understandable. With a high level, a coach usually can be obtained from the theory in an easy morning. The issue is with the practice sessions. Most courses have between ten and fifteen delegates from six or seven, although it is not uncommon.

To practice effective leadership, the team should consist of at least four members. So, with all delegates the opportunity to get the lead and the assumption that multiple computers can play in parallel, this is a day especially when the quality that permits feedback and consolidation. To provide practical experience, using tools such as Super Tanker, Westrek, Viking Attack! and Terra Nova. These are separate packages that contain everything needed to run a session. For more “flavor” of the activities you can perform a competition between the groups with a prize for the winning team. This puts additional pressure on the leader and can be a useful device to create tension in the equipment.

The following structure is very tight, but by limiting the practice sessions of 45 minutes with 15 minutes for comments, you can get 16 delegates in the program through a (very full) day. Ideally, of course, extending over two days and allow more time for exercises and feedback. This would also allow more time for consolidation and planning for action after the delegates return to the workplace.

Time (min) – Track
10-Introduction and domestic
35-Objectives of the course, delegates will experience
15 – Overview of Leadership (Panel / Breakout Discussion on the characteristics and qualities of the most prominent artists, politicians, religious leaders, etc)
15-House Leadership
15-Introduction to Leadership Model
15-Café
105-Continued Leadership Model (sessions and pamphlets on the questions, vision, strategy, objectives, provide feedback)
Lunch-60 (issued with the leaders for the exercise will run short in the afternoon)
30-Summary: What is leadership (and ruptures Group session)
Super Tanker 45-year (3 or 4 groups in parallel)
15-Super Tanker comments to the leaders (Followers give feedback)
45-year Trek West (3 or 4 groups in parallel)
15 West Trek feedback leaders (Followers give feedback)
Murphy 45-year (3 or 4 groups in parallel)
15 Murphy-feedback to the leaders (Followers give feedback)
Terra Nova 45-year (3 or 4 groups in parallel)
15-Terra Nova back to the leaders (Followers give feedback)
45-The action plans and evaluation

An alternative could be to structure the sessions to break into the software and run a series of 2-3 hours of classes for three or four weeks. For a successful session is important that the leadership of the lessons are aligned with organizational needs and that delegates leave the course with a clear action plan to improve its own performance.

The importance of the meetings can not be overstated. A non-disclosure agreement must be obtained from all participants and supporters to comment on how the leader they felt during the exercise. This can be a brutal lesson, but it is vital that delegates will get the full value of the session.

In short, every company needs leaders at all levels throughout the organization. With a little careful planning, clear learning outcomes and the right tools, virtually anyone can build a very successful program that will have dramatic and lasting results.