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Leadership Training DSWD.pptx
- 1. Awakening Leadership: Transformational Coaching towardsSelfless Government Service
- 2. TRAINING OBJECTIVES Define FacilitativeLeadership; Discuss how Facilitative Leaders can support your work; Appreciate oneself towards selfless service; Exercise: Explore YOUR personal strengths as a Facilitative Leader Reflect: How can I use today’s lessons in my work/volunteer efforts Questions?
- 3. TRAINING AGREEMENTS Be open Showrespect Listen to each other One person speaks at a time Participate Share experiences Keep discussion confidential Give feedback
- 4. What is ALeader? “Leadership at its core, is a very simple process of thinking well or thinking clearly about the situation facing them” »Sean Ruth
- 5. A Leadership Stylerefers to a leader’s way of providing direction, implementing plans, and motivating people. LEADERSHIP STYLE Your style describes HOW you lead. There are many different leadership styles. No one style is correct for all situations.
- 6. Know how touse the correct leadership style for a given situation. Help individuals recognize and maximize their full potential as team members. Energize and engage people by helping them create a meaningful sense of purpose and direction in their work.
- 7.
- 8. Definitions: LEADER: A personwho has commanding influence (power). FACILITATE: To make easy or possible.
- 9. A Facilitative Leader: FacilitativeLeaders: Empower others to work together and achieve common goals through relationships, processes and outcomes. They make it easier for people to: •Think, understand, & communicate their thoughts • Work with others and focus on group goals and outcomes •Speak up when there are challenges •Make and carry out decisions •Allow members to develop their own leadership potential •Achieve high quality results through the group’s abilities
- 10. Leadership Is AboutHaving A Vision
- 11. Leadership Is AboutInspiring Trust
- 12. Leadership Is AboutSeeing Possibilities
- 13. Perspective Rectangles Exercise Howmany rectangles do you see?
- 14. Leadership Is AboutSeeking New Strategies
- 15. Leadership Is AboutQuality Communication
- 16. Key Assumptions Because FacilitativeLeaders manage relationships, processes and outcomes. It is important that you take time to learn about yourself so that you can best support others. For example do you understand your: •Natural Leadership stance •Your innate relationship with Conflict •Your communications strengths and challenges •Your ability to build trust…quickly All of these will be tested as you practice facilitation skills and engage others. Group Awareness Facilitative Leadership
- 17. Facilitative Leaders FOCUSOn: Setting Direction Inspiring Commitment
- 18. Facilitative Leaders Practices: Set Direction Sharean Inspiring Vision Balance Results, Process and Relationships
- 19. Facilitative Leaders Practices: Inspire Commitment Practice Appropriate Maximum Involvement CreatePathways to Action Facilitate Agreement
- 20. Facilitative Leaders Practices: Build Capacity CoachOthers for Success Celebrate Accomplishment
- 21. Setting The Stagefor Great Facilitative Leadership
- 22. 1) Choose tolisten 2) Be an effective listener 3) Don’t interrupt unless necessary 4) Listening requires focus. You are paying attention to the story, how it is told, use of language and voice, body language 5) Summarize to verify mutual understanding, even where there is disagreement 6) Don’t impose your solutions, you can ask if they are interested. IMPROVE LISTENING SKILLS
- 23. **Listening Activity** Facts -A true statement that can be proven with evidence. It can be verified. Feelings – Listen for the emotions you hear Values – What core principles or underlying personal driving forces do you hear behind the feelings Adapted from University of Minnesota Extension. NELD North Central 2014 Chicago Workbook. Created by Jody Horntvedt and Toby Spanier
- 24. Encouraging Dialogue vs. Controllingthe Conversation Encourages CONFLICT Encourages RESOLUTION CONTROL DIALOGUE
- 25. • Ask openended questions that encourage broad thinking and participation • Use close-ended questions for details • Listen actively • Don’t evaluate • Be comfortable with silence • Be observant of body language • Seek to understand, identify information to resolve conflict • Offer genuine support Supporting DIALOGUE
- 26. •Recognize emotions inothers •Have Fundamental “people skills” •Have awareness of others’ needs/wants •Consider others’ feelings as factors in decision making •Attempt to put yourself in someone else’s shoes to feel & understand the person’s perspective PRACTICE EMPATHY
- 27. ACCEPTANCE IS SIMPLYNON-JUDGMENTAL UNDERSTANDING …NOT AGREEMENT, sanction, compliance, sympathy, encouraging, and the like …is simply seeing something the way it is and saying, “That’s the way it is.” PRACTICE ACCEPTANCE
- 28. How do youmeasure as a Facilitative Leader?
- 29. Your Development Plan Sharean Inspiring Vision: Create and communicate an image of the future and get others engaged in its pursuit. Keep the mission out front. Focus on Results, Process, Relationships: Build a structure for performance and satisfaction that balances what gets done, the way it happens, and how people treat each other. The structure should support continued work when you are gone. Seek Maximum Appropriate Involvement: Leverage the talent & interests of others around you by including them appropriately in the decision making process. Work to increase trust and commitment through engagement. Model Actions that Aid Collaboration: Encourage diversity of opinion and honor individual perspectives. Help team members stay focused on the task at hand through modeling. Design Pathways to Action: Guide others in planning how to solve problems and realize opportunities. Help people see alternatives when executing a plan. Bring out the Best in Others: Coach individuals to do their best. Listen as an ally. Support the expression of others’ ideas. Work to overcome obstacles. Celebrate Accomplishment: Seize the moment to authentically celebrate small successes. Acknowledge individuals and teams for their contributions.
- 30. REFLECTION, QUESTIONS and PLANNING •Please share any reflections from today • Are there lingering questions? • In following sessions we will discuss: o Meeting Planning to support excellent facilitation o Facilitation Skills o Are there other items we want to add?
- 31. THANK YOU FORPARTICIPATING!
Editor's Notes
- #5 Leader – A person who has commanding influence (power) Who are some leaders in your life? Work, School, Family, Volunteer efforts.. There are many styles of leadership (click slide)
- #11 Your vision is your picture of your company, project, etc. in the future. It is broad, doesn’t include action items or detailed information. It answers where we want to go. A vision statement is for your team, not your participants. Example of a vision statement: “Within the next five years, the Women’s Center will have helped create a safer, more harmonious community by helping women acquire the education, skills and resources necessary to build self-sufficient prosperous lives.”
- #12 What does a team with trust look like? What are some ways you can see distrust exist within a team? Any examples from BSFWWB work? 5 Elements of Trust: Communication, humility, reliability, competence, integrity (quality of being honest)
- #14 Audience participation time. There’s no wrong answer since the question asks “How many rectangles do YOU see?” vs how many rectangles are there. Encourage members to share their number and how they got to those numbers. We all may see this challenge differently
- #16 I’m wondering if you’ve noticed that these last slides have described what Leadership is but didn’t say that YOU have to be the only one contributing to these components of Leadership or hold these qualities in your group. One of the main goals listed for Facilitative Leaders, is how they create space to “support others in developing their own leadership potential”.
- #19 Give everyone the handout and ask each member to read a section. We will discuss after each section.
- #24 Pair off into partners. Each person has 3 minutes to share a story of their choice with their partner. Once the 3 minutes is up, complete the listening exercise sheet for yourself to help evaluate yourself as a listener. Good communication skills are important at any time in life. Especially after a family transition like divorce or separation. A family transition offers an excellent opportunity to improve your communication skills to create the kind of future you want for yourself and your children. Talk it out Everyone needs ample time to talk about problems and concerns, as well as hopes and dreams. People going through a family transition often need to talk even more than usual in order to absorb and understand what’s happening. Maybe you have underestimated how much you need to talk, even how much you need to repeat the same stories. Allow enough time and talk to more than one friend. This way you avoid “wearing out” a friendship, and you’ll enjoy the benefits of many perspectives, ideas and resources. Resist the urge to use your children as sounding boards or confidantes. Practice listening We all need someone who will listen without judging, giving advice or making suggestions. Practice being that person! When someone else talks, try not to interrupt, respond immediately to someone’s story with one of your own or make heroes or villains out of the people being discussed. By listening carefully you will learn more about the other person. If you’re the one doing the talking, seek out people who will provide this kind of open-minded, “neutral” listening. As you go through a family transition, it can be tempting to look for people who see the other parent as a villain so they can justify your negative feelings about the other parent. This will only keep you stuck in your angry feelings. Conversely, you should avoid confiding in people who champion the other parent. This will make you feel bad about yourself! All this means that the neutral ear of a caring friend is the best to give — and receive. Be a good listener and seek good listeners. Avoid misinterpretation When you hear others talk, you may assume you understand everything they said, as well as their intentions and feelings. But be careful! It’s easy to misinterpret others. Either because you don’t understand the meaning of their words, or because you’re getting the wrong impression from their body language or tone of voice. If you’re not clear about what the other person is trying to communicate, ask for clarification. Others can also misinterpret what you’re trying to communicate because they don’t understand the words you’re saying or you’re sending mixed signals through your body language or tone of voice. It’s your responsibility to think carefully about your choice of words and to be aware of the signals you’re sending. Don’t assume that you always understand what others are saying, or that they always understand you.through body language or tone of voice. Get feedback In order to improve your communication skills, you’ll need good feedback. You need to have the ability to ask a trusted friend, “What did you hear me say?” or “What do I sound like to you?” Then you can develop better communication skills based on their response. You might also want to ask a trusted friend for observations about your marriage so you can learn from the past. If your divorce or separation came as a surprise, constructive feedback can help shed light on what might have gone wrong. Asking for feedback about the past, as well as the present, can also help you better understand your thoughts and emotions. Break away from old habits Divorce or separation often results from years of misunderstanding. Your new life gives you the chance to break away from old communication habits that may have hurt you in the past and develop new ones to help you build a bright future for yourself and your children.
- #25 C = Critique / Complaint O = Offer new / old information N = Negotiate change in other T = Terminate / Take it personally R = Righteous anger / indignation O = Overt (passive) aggression L = Lay blame
- #26 C = Critique / Complaint O = Offer new / old information N = Negotiate change in other T = Terminate / Take it personally R = Righteous anger / indignation O = Overt (passive) aggression L = Lay blame Open questions examples: If we went that direction, what do you think will happen? That’s interesting. What was the thinking behind that? What do you want me to take away from this? Tell me more about that **Use small group activity if you can’t get members to participate in large group**
- #27 There’s a level of acceptance within empathy. You don’t have to agree, condone or encourage negative behaviors…but there is some level of non-judgmental acceptance. For example.
- #30 Table Activity.