The document discusses 11 leadership skills that Exploring leaders can learn and apply, including understanding group needs, knowing and using group resources, communicating, planning, controlling group performance, evaluating, counseling, sharing leadership, and setting the example. Mastering these skills helps the leader guide the group effectively and develop the skills of group participants.
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Developing Strategic Leaders using Social Corporate ResponsibilityKevin Rodgers
Amazing that many of our clients are looking for a way to develop their leaders without realising the benefits and opportunities that their social corporate responsibility policy can provide. We produced this discussion document for one client and it seemed silly not to share it. Do get in touch if you are interested in our approach.
Leadership is certainly evolving as empathy and mentorship are sought to be important characteristics of a manager in leading innovative and creative teams in today's day and age. Explore how the concepts of Servant Leadership, that originated from Robert Greenleaf's publication "The servant as leader" in 1970, is being adopted by reputable organizations today and challenging the orthodox beliefs of management.
Competency Based Leadership Development 2014 - 15Awais e Siraj
Competency Based Employee Development, Competency Profiling, Development Plan, Developing Competencies, Leadership, Succession Planning, High Performance Teams
Developing Strategic Leaders using Social Corporate ResponsibilityKevin Rodgers
Amazing that many of our clients are looking for a way to develop their leaders without realising the benefits and opportunities that their social corporate responsibility policy can provide. We produced this discussion document for one client and it seemed silly not to share it. Do get in touch if you are interested in our approach.
Leadership is certainly evolving as empathy and mentorship are sought to be important characteristics of a manager in leading innovative and creative teams in today's day and age. Explore how the concepts of Servant Leadership, that originated from Robert Greenleaf's publication "The servant as leader" in 1970, is being adopted by reputable organizations today and challenging the orthodox beliefs of management.
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www.oysterdevelopment.com
The WILD Network's partners with EthicalCoach to deliver 1:1 pro-bono Leadership Coaching.
EthicalCoach is a bridge between world-class coaches and nonprofit organizations. Delivering resources and tools that build leadership capacity within nonprofits, enabling them to increase their impact and serve more people in need. Recognizing that these global challenges affect us all, EthicalCoach reaches around the world to engage coaches and non-profit, social impact and other related organizations.
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Leland Sandler: Leadership and Succession DevelopmentLeland Sandler
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Leadership Team Coaching and Its BenefitsRuth Plater
An introduction to Leadership Team Coaching and its benefits, delivered by Executive Coach, Paul Watkins from Oyster Development to the Ashridge Hult Alumni in March 2017.
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www.oysterdevelopment.com
Patent Office in India publishes patent and design registration information on a weekly basis (on Friday each week). This is public notification, enabling the public to take appropriate action if desired. Data published on August 15th, 2014. Data sourced from Indian Patent Office website by InvnTree IP Service Pvt Ltd, a patent services company based in Bangalore
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10. lecture leadership skills
1. 10.Lecture LEADERSHIPSKILLS
Many yearsof experience inExploringhave shownthatgoodleadershipisaresultof the
careful applicationof 11 skillsthatanypostleaderor officercan learnto use.Withpractice,these
skillscanbecome apart of the adult’sor youthofficer’sleadershipstyleandwill prove helpful in
Exploringandall otherleadershipsituations
UNDERSTANDINGTHE NEEDS AND
CHARACTERISTICSOFTHE POST
Each individual participantof the grouphascertain
needsandcharacteristics.
1. A leadershouldunderstandhisorherownneeds
and characteristics.
2. A leadershouldunderstandthe needsandcharac-
teristicsof eachparticipantof the group.This helps
the leadertodeal witheachpersonas an individual,
to treat thatindividual withrespect,andtohelpthe
persongrow.
3. This understandinghelpsinplanningthe program
and ingettingthingsdone.
4. This understandingcreatestrustandbuildsconfi-
dence amonggroupparticipants.
Throughconversationand informal surveysof postpar-
ticipants,tryto findout:
• Whytheyjoinedyourpost•What theyexpectfromthe post’sprogram
•What theirmajorinterestsare
•What theirplansfor the future are
2. KNOWINGANDUSING THE
RESOURCES OF THE GROUP
Resourcesinclude all those thingsnecessarytodoa
job.Resourcesalsoinclude people,becausepeople
have knowledgeandskills.Knowledge iswhataper-sonlearnsthroughfamiliarityorexperience—what
you
know.Skill isthe abilitytouse whatyouknow.Attitude
includesthe desire todosomething—motivation—and
the belief thatyoucan doit—confidence.
Whenthe leaderusesthe knowledge andskillsof
groupparticipantsto geta job done,the participantsgainexperienceandimprove skills.Theyalso
develop
a positive attitude towardusingaskill.
• Keepthe post’sprogramcapabilityinventoryup-to-
date and use it inplanning.
• Understandthe purpose andresourcesof yourpar-
ticipatingorganization.
• Surveythe participants’parents;include theminyour
program capabilityinventory.
• Findoutyour postparticipants’skills,interests,and
resources.
COMMUNICATING
To improve yourskillsingettinginformation:
• Payattentionandlistencarefully.
• Make notesand sketches.
• Askquestionsandrepeatyourunderstandingof
3. whatwas said.
To improve yourskillsingivinginformation:
• Be sure othersare listeningbefore youspeak.
• Speakslowlyandclearly.
• Draw diagrams,if needed.Askthose receivinginfor-
mationto take notes.
• Have the listenersrepeat theirunderstandingof what
was said.Encourage questions.
PLANNING
Planningisanimportantpart of everythingwe do
inExploring.The followingisasimple processfor
planning:
• Considerthe taskandobjectives.Whatdoyouwant
to accomplish? Considerthe resources—equipment,knowledge,
skills,andattitudes.
Considerthe alternatives.Brainstorm.
Reach a decision,evaluatingeachoption.
Write the plandownand reviewitwiththe post.
Execute the plan.
Evaluate the plan.
CONTROLLINGGROUP PERFORMANCE
A leaderinfluencesthe performance of the groupand
individualparticipantsthroughhisorheractions.Why
4. iscontrol needed?
A groupneedscontrol as an engine needsathrottle—
to keepitfromrunningitself intothe ground.A group
workstogetherbestwheneverybodyisheadedinthe
same direction.If aplan isto be properlycarriedout,
someone mustleadthe effort.Control isafunctionthat
the group assignstothe leadertogetthe job done.
Control happensasa resultof recognizingthe differ-ence betweenwhere the groupisandwhere the
group
isgoing.The leaderisresponsiblefordevelopinga
planto helpthe groupget to itsgoal.
Settingthe example isthe mosteffective wayof con-trollingthe group.Whenworkingwithpost
participants,
do the following:
• Continuallyobservethe group.Knowwhatishap-peningandthe attitude of the group.
• Make your instructionsclearandpertinent.
• Pitchinand helpwhennecessary.
• Quicklydeal withdisruption.Guide the posttoward
self-discipline
EVALUATING
Evaluatinghelpsmeasure the performance of agroup
ingettinga jobdone and workingtogether.Itsuggests
waysin whichthe groupcan improve itsperformance.
There are twobasiccategoriesof evaluationquestions.
Afteranyeventor activity,askthese questions:
Gettingthe jobdone—
5. • Was the jobdone?
• Was the jobdone right?
• Was the jobdone on time?
gainexperience andimprove skills.Theyalsodevelop
a positive attitude towardusingaskill.
• Keepthe post’sprogram capabilityinventoryup-to-
date and use it inplanning.
• Understandthe purpose andresourcesof yourpar-
ticipatingorganization.
• Surveythe participants’parents;include theminyour
program capabilityinventory.
• Findoutyour postparticipants’ skills,interests,and
resources.
COMMUNICATING
To improve yourskillsingettinginformation:
• Payattentionandlistencarefully.
• Make notesand sketches.
• Askquestionsandrepeatyourunderstandingof
whatwas said.
To improve yourskillsin givinginformation:
• Be sure othersare listeningbefore youspeak.
• Speakslowlyandclearly.
• Draw diagrams,if needed.Askthose receivinginfor-mationtotake notes.
• Have the listenersrepeattheirunderstandingof what
6. was said.Encourage questions. PLANNING
Planningisanimportantpart of everythingwe do
inExploring.The followingisasimple processfor
planning:
• Considerthe taskandobjectives.Whatdoyouwant
to accomplish?
COUNSELING
Counselingisimportant
• To helppeople solve problems
• To encourage orreassure
• To helpanExplorerreachhisor her potential
Counselingcanbe effective whenapersonis
• Undecided—he orshe can’tmake a decision
• Confused—heorshe doesn’thave enoughinforma-
tionor has too muchinformation
• Lockedin—he orshe doesn’tknowanyalternatives
EVALUATING
Evaluatinghelpsmeasure the performance of agroup
ingettinga jobdone and workingtogether.Itsuggests
waysin whichthe groupcan improve itsperformance.
There are twobasiccategoriesof evaluationquestions.
Afteranyeventor activity,askthese questions:
Gettingthe jobdone—
• Was the jobdone?
• Was the jobdone right?
7. • Was the jobdone on time? SHARINGLEADERSHIP
While there are variouswaystoexercise leadership,
the goal of Exploringleadershipisexemplifiedina
quote fromthe ancientChinese philosopher,Lao-Tzu:
“But of a goodleader. . . Whenthe workis done,his
aimfulfilled,theywillsay,‘We didthisourselves.’”
The Exploringleaderwantstogive postparticipants
the skillshe orshe possesses,nottouse those skillsin
waysthat keepthe postweakor dependent.He orshe
offersleadershipopportunitiestopostparticipantsand
teachesthemthe skillstheyneed.
SETTING THE EXAMPLE
Settingthe example isprobablythe mostimportant
leadershipskill.Itisthe mosteffective waytoshow
othersthe properway to conductthemselves,andis
evenmore effective thanverbal communication.With-outthisskill,all the otherskillswill be useless.
One
wayto thinkabout settingthe example istoimagine
yourself aspart of a group and thinkabouthow you
wouldlike yourleadertoact.