2013 270TH NROTCU-CORPS OF SPONSORS LEADERSHIP
AND TEAM BUILDING SEMINAR WITH A THEME
“COS: TOWARDS STRONG AND EFFECTIVE LEADERSHIP”
START. GO. STOP.
RYAN ANDREW F. DELA LUNA
9 FEBRUARY 2013
Villa Edita, Buck Estate, Alfonso, Cavite
organizations and others for your shortfalls
You are the bull.
• Building the team
– In order for a leader to achieve his or her vision, a
team should be in her side.
– To be part of A Team, YOU should have:
• Same Goals
• Same Visions
• Open Minded
• Putting plans into action – Follow through.
Experience shows up to 90 percent of strategic plans
never achieve execution.
ACTIVITY: Interpersonal Team Norms
Divide into small groups Each group should have a Team Interaction Chart . The groups
are directed to do four tasks:
A. Make a list of key interpersonal skills that teams must practice in order to be successful
(one example is listed on the Chart).
B. From the skills listed in column one on the Chart, the group should write three core team
interaction norms (one example is given on the Chart).
C. Have the group brainstorm to identify things that individuals can do to practice or
reinforce each norm.
D. Have a spokesperson share the
small group's interpersonal norms with
the full group. From the norms
presented, the full group can compile a
master list of team interpersonal norms.
This list should be printed and
subsequently given to all team
members. The team may even want to
have a poster made of the norms to be
placed in the team meeting room.
Team Interaction Chart
Key Interpersonal Skills
Example: “Think before you speak.”
“Listen to learn”
Some things to work on
“Be aware on NOT interrupting as others
always involve changing
common factor. Your
ability to lead yourself is
ability. Situations come
and go but you are
• Leading change. Leaders don’t just do things,
they change things.
• Maintaining focus on the future.
VI. Leaders you Admire
Objective (s): To seek leadership characteristics through personal experience
Activity Description: Divide the group into small groups. Ask participants to share a story
about the best or most influential leader that they have encountered. After each story, identify
leadership characteristics by asking the question: “What was it that made this person such an
effective leader?” Then as a group, identify the traits that all the leaders seemed to share. All
groups then write the shared traits on a white board.
You can use this traits list as a springboard to
explore more about what makes a good
Options: You can ask the groups to share
stories about the worst leaders they have
You will get some dandy
Added thoughts or considerations: I like to
insert an activity like this into a workshop
when participants are starting to run a little low
on energy. A good story swap frequently
revives energy. Be sure not to drag this
activity out too long.
participants to include details in their
Leading yourself to build
leadership challenge that
produces the most fruit.
Success depends on your
develop, and retain top
Humility during success.
Confidence during setbacks.
Stepping back so others can step up.
Admitting mistakes. One contributor suggests
that self-awareness and honesty are essential to
saying, “I was wrong.”
Listening with the goal of learning.
Encouraging constructive dissent.
Learning from criticism.
Asking for feedback.
X. Battling Negativity
Activity Description: Ask participants to give examples of the damaging effects of negativity
in the workplace. As a group, discuss the dozen negative “types” listed below. Then have
participants brainstorm ways that leaders can handle each type. The goal is to end up with a
list of helpful leadership strategies for dealing with negativity.
The Resisters--They rail against anything different
The Wobbly —They are constantly shifting moods and expect others to adjust to them
The Gossipers--They spread rumors and tell inappropriate personal tidbits
The Blamers—They are constantly blaming others.
The Victims—They believe people are out to get them
The Adhesives--They can’t let go, even things that happened years ago
The Pessimists--They always expect the worst case scenario
The Boilers—They will blow over the slightest provocation
The Complainers—They feel everything is wrong or will soon go wrong
10. The Choosers—They are constantly pitting one group against another
11. The Detached-- They feel most everything is dumb or beneath them
12. The Self-Absorbed--They are constantly grabbing credit or attention
Options: If you have the time, participants can develop their own list of negative types.
Added thoughts or considerations: Ask participants to give actual examples where they
have used some of the strategies the group identifies. The conversation will probably move to
the question, "What to do with the individual who doesn't respond to the strategies?"