The Scoutmaster and Patrol Leaders' Council plan the troop's annual program at a planning conference. This involves doing homework on priorities, getting patrol input on ideas, holding a conference to develop the plan, and consulting with the troop committee for support. The plan aims to attract families, improve retention, offer varied activities, and be Scout-led.
The Scoutmaster and troop committee play important roles in supporting the success of the Scouts. The committee handles administrative functions to allow Scout leaders to focus on program. District and council provide additional resources like training, activities, and recognition. Annual planning involving patrol input helps create an exciting yearlong program and improve retention.
How to Drive an Effective Decision-Making Process by Microsoft PMProduct School
Main Takeaways:
-Avoid the common decision-making traps
-Understand the critical parameters for decision making
-Making the decision is just the start. Follow up with what’s next
This document discusses how defining and living by core organizational values can improve an organization. It outlines that core values can increase productivity, guide decision-making and boost employee morale. The webinar agenda covers what core values are, their advantages, why they fail, how to define them, how to live them, and includes case studies from companies like Zappos and HootSuite. The webinar advocates selecting a group to define the values, teaching and recognizing the values, and incorporating them into performance management.
The document discusses the role of a leader as a coach and provides guidance on how to effectively coach team members. It outlines universal principles of providing direction, fostering collaboration, and motivating achievement. A coach is responsible for setting high expectations, guiding, supporting, advising, providing feedback, and encouraging team members. The five steps to effective coaching are to compare performance to expectations, meet with the team member, ask for acknowledgement, work toward a solution, and follow up. Coaching benefits include high morale, empowerment, and development.
A leader is one who is committed to taking individuals along towards the fruition of a certain mission and creates an environment in which people can be actively involved. There is no magic in the way in which inspirational leaders operate. However an inspirational leader is considered more effective and efficient than a good leader. So, who is an inspirational leader? What are the qualities that set a good leader apart from an inspirational leader? How can a good leader be transformed into an inspirational leader? Here is presentation that answers all these questions.
The document discusses the differences between leadership and coaching, providing definitions of each from various experts. It also outlines different coaching models and key coaching skills, including listening, questioning, and being an enabler of answers. The document provides guidance on using coaching skills like the GROW model and gives tips on effective listening and reading body language.
The Scoutmaster and troop committee play important roles in supporting the success of the Scouts. The committee handles administrative functions to allow Scout leaders to focus on program. District and council provide additional resources like training, activities, and recognition. Annual planning involving patrol input helps create an exciting yearlong program and improve retention.
How to Drive an Effective Decision-Making Process by Microsoft PMProduct School
Main Takeaways:
-Avoid the common decision-making traps
-Understand the critical parameters for decision making
-Making the decision is just the start. Follow up with what’s next
This document discusses how defining and living by core organizational values can improve an organization. It outlines that core values can increase productivity, guide decision-making and boost employee morale. The webinar agenda covers what core values are, their advantages, why they fail, how to define them, how to live them, and includes case studies from companies like Zappos and HootSuite. The webinar advocates selecting a group to define the values, teaching and recognizing the values, and incorporating them into performance management.
The document discusses the role of a leader as a coach and provides guidance on how to effectively coach team members. It outlines universal principles of providing direction, fostering collaboration, and motivating achievement. A coach is responsible for setting high expectations, guiding, supporting, advising, providing feedback, and encouraging team members. The five steps to effective coaching are to compare performance to expectations, meet with the team member, ask for acknowledgement, work toward a solution, and follow up. Coaching benefits include high morale, empowerment, and development.
A leader is one who is committed to taking individuals along towards the fruition of a certain mission and creates an environment in which people can be actively involved. There is no magic in the way in which inspirational leaders operate. However an inspirational leader is considered more effective and efficient than a good leader. So, who is an inspirational leader? What are the qualities that set a good leader apart from an inspirational leader? How can a good leader be transformed into an inspirational leader? Here is presentation that answers all these questions.
The document discusses the differences between leadership and coaching, providing definitions of each from various experts. It also outlines different coaching models and key coaching skills, including listening, questioning, and being an enabler of answers. The document provides guidance on using coaching skills like the GROW model and gives tips on effective listening and reading body language.
Action Learning is more that just learning by doing, though it is certainly that. This presentation introduces the underlying theory behind Action Learning and suggests ways this approach to learning might be used in a higher education environment.
Everything you need to know about 1 on 1s to prevent turnover and motivate yo...Jason Evanish
This document summarizes a webinar on one-on-one meetings between managers and their direct reports. It discusses why one-on-ones are important for information sharing, engagement, and retention. Experts like Andy Grove and Ben Horowitz emphasize their value. The document then covers best practices for one-on-ones, including making them consistent, building rapport, providing feedback, and discussing goals. Common excuses for not having effective one-on-ones are debunked. The key is to make one-on-ones a priority and stick to some basic guidelines.
Trust, accountability, and efficiency are key secrets to successful teamwork. Teamwork requires building trust among members by overcoming the need for invulnerability. It is important that members are accountable for their roles. Working individually takes a long time, provides no help from others, lacks motivation from a team, has limited skills, and causes too much stress. In comparison, teamwork can leverage diverse skills and ideas from members, provide support, and help motivate individuals to achieve more in less time.
This document provides an agenda and guidance for a training session on effective meeting management. The session will cover recognizing good meeting characteristics, preparing for, structuring and facilitating meetings, and devising an action plan to improve meeting skills. It will discuss defining objectives, writing agendas, facilitating, note-taking, and following up on action items. Meeting exercises are included to discuss objectives, agenda writing, facilitation challenges, and setting norms. The goal is to help participants focus on desired behaviors to make their meetings more productive.
The document discusses what it takes to be an effective CEO based on quotes and advice from current and past CEOs. It outlines 10 key CEO characteristics such as dedicating time to important matters, accepting change, adapting to challenges, communicating effectively, motivating teams, ensuring vision and clear objectives, working collaboratively, finding resilience, leading by example, and acting with integrity. The document encourages the reader to reinvent themselves, change the world, and become the CEO of their own life by applying these leadership qualities.
The document discusses developing a coaching culture in organizations by distinguishing between coaching, mentoring, and consultancy; identifying the benefits for organizations and individuals; agreeing on criteria for selecting good coaches; and moving organizations towards a coaching culture. It provides information on the differences between coaching and mentoring/consultancy, considerations for selecting internal or external coaches, and developing a checklist to assess an organization's coaching culture.
How to Adopt a Servant Leadership Mindset at Your OrganizationBizLibrary
In most organizations, the leaders are the ones that hold the power. Their leadership style resembles one of a traditional hierarchy, where the leaders sit on a pedestal while making commands, have the control, and demand certain outcomes from their employees. Servant leaders are disrupting this traditional style of leading by putting the employees first, and research is finding that this disruption of the leadership status quo has many benefits.
Join Libby Powers from BizLibrary, as she explains the positive outcomes of leading from last. Adopting a servant leadership mindset will not only improve the leadership skills of the person who leads, but the whole organization will flourish with improvements in common business challenges like employee engagement and retention.
In this webinar, you’ll learn:
The qualities of a servant leader
How to transform command-control leadership into a serve-first mindset
Why companies need more servant leaders
The document discusses how to improve leadership effectiveness by developing complementary skills to strengthen core competencies or strengths. It provides examples of 16 core competencies and complementary skills that research has shown correlate with positive business outcomes when developed together. Leaders are encouraged to solicit feedback to identify which complementary skills to focus on to magnify the impact of their strengths.
Diversity, Inclusiveness and LeadershipElijah Ezendu
This document discusses diversity, inclusiveness, and leadership. It defines diversity as acceptance and respect of differences in attributes like race, gender, age, beliefs, and abilities. Diversity can be social, information, value, or physical ability based. Inclusiveness provides equitable conditions for achieving diversity goals and is necessary if diversity is a corporate imperative. Effective leadership must advocate for inclusiveness to create an environment where all followers can contribute without bias. Well-managed diversity enhances collaboration, creativity, and performance, while poorly managed diversity weakens cohesiveness and reduces effectiveness.
Execution: The discipline of getting things doneabhishek singh
This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of having the right people in the right jobs and focusing on selecting, evaluating, developing people who can get things done rather than just talk about strategy.
2) The seven essential behaviors leaders must demonstrate including knowing their people and business, insisting on realism, setting clear goals, following through, rewarding doers, expanding capabilities, and knowing themselves.
3) Creating a framework for cultural change by defining the desired results, discussing how to achieve them through coaching, and rewarding results or taking other actions if not achieved
This document discusses common traps in decision making including:
- The anchor trap where initial information received biases thoughts. To avoid this, consider multiple perspectives and develop your own opinion before consulting others.
- The status quo trap where biases protect existing decisions due to ego and fear of criticism. Question if the status quo is truly supported and consider all alternatives.
- The sunk cost trap where past investments bias current decisions due to unwillingness to admit mistakes. Seek outside advice from those not involved in prior decisions.
- The confirming evidence trap where people seek evidence supporting existing views. Avoid leading questions and get others to argue against your views.
- Framing traps where problem wording influences choices.
This document discusses teamwork and its importance. It begins with contact information for the organization iBrain developers. It then lists learning objectives about defining teamwork, elaborating its vital role, and identifying ways to improve teamwork. The document goes on to define what a team is and its purpose. It explains that teamwork involves collaborating with others to achieve a common goal. The vital role of teamwork is discussed, including how it fosters creativity, blends complementary strengths, builds trust, and resolves conflicts. Finally, ways to improve teamwork are provided such as thinking of the team first and maintaining transparency.
Respect in the Workplace Training PowerPoint for Respectful Workplaces Education and Awareness available in DVD, Video, Online Web Course, and PowerPoint Sound. We cover ten common problems and issues associated with respect in the workplace and this training covers each topic intensely and without fluff or filler. Every word is this program is chose for a precise purpose. The 33 minutes of respect in the workplace training covers what five hours of movie videos would require. That's because the respect video, respect DVD, respect Flash Movie, respect online web course, and the Respect PowerPoint all contain no fluff, only solid content. You also receive a non-sound format of the course with trainer notes.
1. The document discusses how to become an indispensable leader by developing your strengths rather than focusing on weaknesses. It suggests conducting a 360-degree evaluation to identify your strengths and then choosing one strength to enhance by developing a complementary skill.
2. Tom, a sales executive, did a 360-evaluation and identified his strengths as strategic thinking and motivating others. He worked on improving his communication skills to complement his motivating strength. After 5-6 months, feedback showed his inspiring ability had increased.
3. Management guru Peter Drucker believed leaders should focus on developing real strengths rather than trying to be good at many things. The document advocates taking a clear path to enhancing strengths over fixing weaknesses to become an
Target groups are the grounds of people we are aiming our training at – the people we want to train.
Always begin your training planning by identifying who you are going to train
To emphasize this point consider the following situations;
Imagine you are asked to conduct a training session on the “conducting a hazard analysis” for the groups given below?
Execution - The Discipline of getting things doneSathish Kumar P
The document summarizes key points from the book "Execution" about how to successfully execute business strategies. It discusses that execution requires integrating people, strategy, and operations. Execution is not tactical but a discipline that companies must master. Leaders play a central role in conceiving and executing strategy. The three core processes of execution are the people process, strategy process, and operational process, which must all be critically linked with a focus on people. Putting an execution environment in place is difficult but losing it is easy.
1) The document discusses strategies for using social media for Rotaract clubs, including determining the audience, developing a content strategy, and selecting appropriate platforms.
2) It recommends starting with a SWOT analysis and setting goals, then focusing content on the club calendar, projects, and themes like Rotary and UN initiatives.
3) The presenter advocates sharing 80% existing content and creating 20% original posts, and designating one member per month to manage each platform as part of a long-term social media plan.
Boy Scouts of America Adult Leader Training (Indoor) for Scoutmasters. JOHN GREEN was the originator of this file, I added some elements and made it more generic for a wider audience. All hail JOHN GREEN!
Here are some additional suggestions for getting patrol input:
- Have patrols brainstorm program ideas independently before sharing with the PLC.
- Assign patrols different months to plan activities for.
- Have patrols present program plans competitively for a "best plan" award.
- Conduct a patrol leaders' meeting where each patrol shares their plan.
The key is empowering patrols to have ownership over the plan through meaningful participation.
Action Learning is more that just learning by doing, though it is certainly that. This presentation introduces the underlying theory behind Action Learning and suggests ways this approach to learning might be used in a higher education environment.
Everything you need to know about 1 on 1s to prevent turnover and motivate yo...Jason Evanish
This document summarizes a webinar on one-on-one meetings between managers and their direct reports. It discusses why one-on-ones are important for information sharing, engagement, and retention. Experts like Andy Grove and Ben Horowitz emphasize their value. The document then covers best practices for one-on-ones, including making them consistent, building rapport, providing feedback, and discussing goals. Common excuses for not having effective one-on-ones are debunked. The key is to make one-on-ones a priority and stick to some basic guidelines.
Trust, accountability, and efficiency are key secrets to successful teamwork. Teamwork requires building trust among members by overcoming the need for invulnerability. It is important that members are accountable for their roles. Working individually takes a long time, provides no help from others, lacks motivation from a team, has limited skills, and causes too much stress. In comparison, teamwork can leverage diverse skills and ideas from members, provide support, and help motivate individuals to achieve more in less time.
This document provides an agenda and guidance for a training session on effective meeting management. The session will cover recognizing good meeting characteristics, preparing for, structuring and facilitating meetings, and devising an action plan to improve meeting skills. It will discuss defining objectives, writing agendas, facilitating, note-taking, and following up on action items. Meeting exercises are included to discuss objectives, agenda writing, facilitation challenges, and setting norms. The goal is to help participants focus on desired behaviors to make their meetings more productive.
The document discusses what it takes to be an effective CEO based on quotes and advice from current and past CEOs. It outlines 10 key CEO characteristics such as dedicating time to important matters, accepting change, adapting to challenges, communicating effectively, motivating teams, ensuring vision and clear objectives, working collaboratively, finding resilience, leading by example, and acting with integrity. The document encourages the reader to reinvent themselves, change the world, and become the CEO of their own life by applying these leadership qualities.
The document discusses developing a coaching culture in organizations by distinguishing between coaching, mentoring, and consultancy; identifying the benefits for organizations and individuals; agreeing on criteria for selecting good coaches; and moving organizations towards a coaching culture. It provides information on the differences between coaching and mentoring/consultancy, considerations for selecting internal or external coaches, and developing a checklist to assess an organization's coaching culture.
How to Adopt a Servant Leadership Mindset at Your OrganizationBizLibrary
In most organizations, the leaders are the ones that hold the power. Their leadership style resembles one of a traditional hierarchy, where the leaders sit on a pedestal while making commands, have the control, and demand certain outcomes from their employees. Servant leaders are disrupting this traditional style of leading by putting the employees first, and research is finding that this disruption of the leadership status quo has many benefits.
Join Libby Powers from BizLibrary, as she explains the positive outcomes of leading from last. Adopting a servant leadership mindset will not only improve the leadership skills of the person who leads, but the whole organization will flourish with improvements in common business challenges like employee engagement and retention.
In this webinar, you’ll learn:
The qualities of a servant leader
How to transform command-control leadership into a serve-first mindset
Why companies need more servant leaders
The document discusses how to improve leadership effectiveness by developing complementary skills to strengthen core competencies or strengths. It provides examples of 16 core competencies and complementary skills that research has shown correlate with positive business outcomes when developed together. Leaders are encouraged to solicit feedback to identify which complementary skills to focus on to magnify the impact of their strengths.
Diversity, Inclusiveness and LeadershipElijah Ezendu
This document discusses diversity, inclusiveness, and leadership. It defines diversity as acceptance and respect of differences in attributes like race, gender, age, beliefs, and abilities. Diversity can be social, information, value, or physical ability based. Inclusiveness provides equitable conditions for achieving diversity goals and is necessary if diversity is a corporate imperative. Effective leadership must advocate for inclusiveness to create an environment where all followers can contribute without bias. Well-managed diversity enhances collaboration, creativity, and performance, while poorly managed diversity weakens cohesiveness and reduces effectiveness.
Execution: The discipline of getting things doneabhishek singh
This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of having the right people in the right jobs and focusing on selecting, evaluating, developing people who can get things done rather than just talk about strategy.
2) The seven essential behaviors leaders must demonstrate including knowing their people and business, insisting on realism, setting clear goals, following through, rewarding doers, expanding capabilities, and knowing themselves.
3) Creating a framework for cultural change by defining the desired results, discussing how to achieve them through coaching, and rewarding results or taking other actions if not achieved
This document discusses common traps in decision making including:
- The anchor trap where initial information received biases thoughts. To avoid this, consider multiple perspectives and develop your own opinion before consulting others.
- The status quo trap where biases protect existing decisions due to ego and fear of criticism. Question if the status quo is truly supported and consider all alternatives.
- The sunk cost trap where past investments bias current decisions due to unwillingness to admit mistakes. Seek outside advice from those not involved in prior decisions.
- The confirming evidence trap where people seek evidence supporting existing views. Avoid leading questions and get others to argue against your views.
- Framing traps where problem wording influences choices.
This document discusses teamwork and its importance. It begins with contact information for the organization iBrain developers. It then lists learning objectives about defining teamwork, elaborating its vital role, and identifying ways to improve teamwork. The document goes on to define what a team is and its purpose. It explains that teamwork involves collaborating with others to achieve a common goal. The vital role of teamwork is discussed, including how it fosters creativity, blends complementary strengths, builds trust, and resolves conflicts. Finally, ways to improve teamwork are provided such as thinking of the team first and maintaining transparency.
Respect in the Workplace Training PowerPoint for Respectful Workplaces Education and Awareness available in DVD, Video, Online Web Course, and PowerPoint Sound. We cover ten common problems and issues associated with respect in the workplace and this training covers each topic intensely and without fluff or filler. Every word is this program is chose for a precise purpose. The 33 minutes of respect in the workplace training covers what five hours of movie videos would require. That's because the respect video, respect DVD, respect Flash Movie, respect online web course, and the Respect PowerPoint all contain no fluff, only solid content. You also receive a non-sound format of the course with trainer notes.
1. The document discusses how to become an indispensable leader by developing your strengths rather than focusing on weaknesses. It suggests conducting a 360-degree evaluation to identify your strengths and then choosing one strength to enhance by developing a complementary skill.
2. Tom, a sales executive, did a 360-evaluation and identified his strengths as strategic thinking and motivating others. He worked on improving his communication skills to complement his motivating strength. After 5-6 months, feedback showed his inspiring ability had increased.
3. Management guru Peter Drucker believed leaders should focus on developing real strengths rather than trying to be good at many things. The document advocates taking a clear path to enhancing strengths over fixing weaknesses to become an
Target groups are the grounds of people we are aiming our training at – the people we want to train.
Always begin your training planning by identifying who you are going to train
To emphasize this point consider the following situations;
Imagine you are asked to conduct a training session on the “conducting a hazard analysis” for the groups given below?
Execution - The Discipline of getting things doneSathish Kumar P
The document summarizes key points from the book "Execution" about how to successfully execute business strategies. It discusses that execution requires integrating people, strategy, and operations. Execution is not tactical but a discipline that companies must master. Leaders play a central role in conceiving and executing strategy. The three core processes of execution are the people process, strategy process, and operational process, which must all be critically linked with a focus on people. Putting an execution environment in place is difficult but losing it is easy.
1) The document discusses strategies for using social media for Rotaract clubs, including determining the audience, developing a content strategy, and selecting appropriate platforms.
2) It recommends starting with a SWOT analysis and setting goals, then focusing content on the club calendar, projects, and themes like Rotary and UN initiatives.
3) The presenter advocates sharing 80% existing content and creating 20% original posts, and designating one member per month to manage each platform as part of a long-term social media plan.
Boy Scouts of America Adult Leader Training (Indoor) for Scoutmasters. JOHN GREEN was the originator of this file, I added some elements and made it more generic for a wider audience. All hail JOHN GREEN!
Here are some additional suggestions for getting patrol input:
- Have patrols brainstorm program ideas independently before sharing with the PLC.
- Assign patrols different months to plan activities for.
- Have patrols present program plans competitively for a "best plan" award.
- Conduct a patrol leaders' meeting where each patrol shares their plan.
The key is empowering patrols to have ownership over the plan through meaningful participation.
This document provides an overview of the Scoutmaster position and the Boy Scouting program. It discusses the aims and methods of Scouting, including character development, citizenship training, and physical fitness. It emphasizes the importance of following BSA's program guidelines and using the patrol method, with older Scouts taking leadership roles. An effective Scoutmaster acts as a role model, coach, and guide for the Scouts and helps youth leaders plan engaging troop activities and meetings.
Scoutmaster Position-Specific Training - Flipbook VersionJohn Green
The document discusses the roles and responsibilities of Scoutmasters in leading Boy Scout troops. It covers topics like Scoutmaster training, the patrol method, troop meetings, advancement, and resources available to Scoutmasters. Effective Scoutmasters understand the aims and methods of Scouting and focus on developing youth leadership by giving Scouts opportunities to plan activities and lead their patrols and troops.
This document provides an overview of a leadership training course for boy scouts. The course covers three modules: troop organization and roles, core leadership skills of communication, planning, and teaching, and leadership and teamwork. It describes the various youth and adult leadership positions in a boy scout troop and their responsibilities. It also covers tools for effective communication, planning, teaching skills using the EDGE method, stages of team development, inclusion, leadership ethics, and creating a vision. The goal is to help boy scouts develop their leadership abilities to successfully lead activities and advancements within their troop.
Scouting Varsity Venture Leader Specific Trainingctwiss1
The document provides an overview of position-specific training for scouting committees. It discusses the roles and responsibilities of scouting committees in supporting Boy Scout troops, Varsity teams, and Venturing crews. It emphasizes the importance of having a full and functioning committee that meets regularly, follows an agenda, and provides support to unit leaders to ensure the intended program is delivered.
Discussion of the advantages of a boy-led troop vs. an adult-led troop. Drawbacks to too much adult involvement. Tips for transitioning from an adult-led troop to a boy-led troop.
The document provides an overview of the benefits of scouting for parents and youth. It discusses the character, values, community, and family building aspects of scouting. It also covers the financial investment required, opportunities for youth development and parental involvement, and adult leadership roles. The goal is to educate parents on how scouting can positively impact their children's development and provide ways for parents to participate.
10 2010--lds scouting for the primary organization pppMike Deal
The Primary President is responsible for overseeing the Scouting programs for Primary-age boys, including Cub Scouts and Scouting for 11-year-old boys. The document provides information on running successful Cub Scout packs and Scouting programs for 11-year-olds, emphasizing the importance of training leaders and implementing the Patrol Method to ensure the programs are boy-led. It also outlines some differences between LDS Scouting programs and traditional Scouting.
This presentation discusses the benefits of establishing a Venturing crew for older Boy Scouts in a troop. It argues that Venturing better meets the needs of teenage scouts through a more adventurous program focused on leadership development. By establishing partnerships between troops and crews, scouts can remain engaged in Scouting through their teenage years. Without adequate programming for older scouts, many will lose interest and leave the program. The presentation provides an overview of how Venturing differs from Boy Scouts and addresses the different needs of teenage scouts. It encourages troops to view Scouting as a single program from ages 7 to 21 to help retain members as they mature.
This document outlines various appointed youth leadership positions in a Boy Scout troop, including their responsibilities. It describes positions like Troop Guide, Junior Assistant Scoutmaster, Instructor, Chaplain Aide, Bugler, Librarian, Historian, Den Chief, Order of the Arrow Representative, and Outdoor Ethics Guide. Each position teaches skills, sets a good example, and helps to mentor and lead other Scouts in the troop.
This document provides an overview of a Scoutmaster position-specific training. It discusses the aims and methods of scouting, including character development, citizenship training, and physical fitness. It emphasizes the importance of the patrol method and different types of patrols. The roles of the Scoutmaster are also summarized, which include being a good role model, understanding the scouting program, and ensuring Scout safety. The training aims to provide Scoutmasters with the tools needed to run an effective Boy Scout program.
Workshop 1: How to create a Successful Agribusiness Company at The Caribbean-Pacific Agri-Food Forum 2015 (CPAF2015) taking place 2-6 November in Barbados with support from the Intra-ACP Agricultural Policy programme, organized in partnership with the Barbados Agricultural Society (BAS) and the Inter-American Institute for Cooperation on Agriculture (IICA). http://www.cta.int/en/news/caribbean-pacific-agri-food-forum.html
Slides developed for Boy Scout Training but not official slides from the BSA. The Fundamentals of Training course is the first phase of the three-part train-the-trainer continuum (T3, or T-Cubed) in the Boy Scouts of America. The course’s purpose is to introduce teaching techniques and skills to new Scout trainers as well as help those Scouters, regardless of their experience, present effective training. It will also help those who may have trained for other organizations learn the BSA’s training techniques and will help “freshen up” the skills of current BSA trainers. The course is intended for both youth and adult trainers.
This document provides information and guidance for establishing a Venturing crew associated with a Boy Scout troop. It discusses the benefits of Venturing for older scouts, including additional activities and opportunities to earn awards. The presentation outlines steps for gaining troop committee approval, determining scout interest, and forming an exploration committee to define the crew's focus, activities, and plan. Resources are provided to support the new Venturing crew.
The Charter Organization Representative (COR) training course provides an overview of the COR's role and responsibilities. The COR serves as the liaison between the chartered organization, Scouting unit, district, and council. The COR's main responsibilities include recruiting leadership, ensuring compliance with BSA and organization policies, and representing the organization. Personal lessons shared emphasize the importance of ongoing training, recognizing volunteers, and defining the COR role within their unique organization.
The document provides an overview of position-specific training for scouting committees. It discusses the roles and responsibilities of scouting committees in supporting Boy Scout, Varsity Scout, and Venturing crews. It emphasizes the importance of having a full functioning committee with members fulfilling specific roles like committee chair, secretary, outdoor activities coordinator, and advancement chair. The document also outlines signs of strong and struggling units, resources for committees, and tips for developing an effective monthly committee meeting agenda.
Similar to Scoutmaster Position Specific Training (20)
Piedmont Council Shooting Sports Committee Meeting October 20, 2021John Green
The Piedmont Council, BSA Shooting Sports Committee meeting covered identifying instructors and volunteers, improving communication through establishing a calendar of dates, a Facebook page, and Google Drive, taking inventory, and setting an itinerary for upcoming NRA courses and events like archery and rifle merit badge days through 2022 to work towards goals of increasing instructors, unit campouts, shooting opportunities, and competition.
For prayers, reflections, and worship services in Scouting we take our guidance from the Declaration of Religious Principle provided by the Boy Scouts of America.
This document provides guidance on managing conflict from a leadership perspective. It begins with an opening exercise to demonstrate that people cannot be forced to do something they do not want to do. It then discusses the importance of self-awareness and awareness of others in conflict situations. Key questions are presented to understand interests and find cooperative resolutions, including asking what people want, what they are doing to achieve it, if their actions are working, and if they want help finding other options. Effective communication and both cooperative and directive approaches to setting limits and resolving issues are explored. The document emphasizes establishing trust and caring for others to enable cooperative conflict management.
Communication presentation prepared for Wood Badge Course S5-420-17. Designed to be printed and used as a flip book for patrol presentation as Troop Guide.
Listening To Learn presentation prepared for Wood Badge Course S5-420-17. Designed to be printed and used as a flip book for patrol presentation as Troop Guide.
The Ins and Outs of Social Media For Scouting UnitsJohn Green
Learn how to use social media sites safely and successfully to build a stronger Troop. While Social Media can be an effective means of communicating the positive benefits of Scouting, when mishandled, it can reflect poorly the Boy Scouts of America. This session will go over the BSA Social Media Guidelines and help you determine if your social media use is in alignment with the standards and goals of Scouting.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
The chapter Lifelines of National Economy in Class 10 Geography focuses on the various modes of transportation and communication that play a vital role in the economic development of a country. These lifelines are crucial for the movement of goods, services, and people, thereby connecting different regions and promoting economic activities.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
5. Opening Ceremony
Scout Oath
On my honor I will do my best
To do my duty to God and my country
and to obey the Scout Law;
To help other people at all times;
To keep myself physically strong,
mentally awake, and morally straight.
Scout Law
A Scout is trustworthy, loyal, helpful, friendly, courteous, kind,
obedient, cheerful, thrifty, brave, clean, and reverent.
5
6. Opening Ceremony
The Outdoor Code
As an American, I will do my best to
Be clean in my outdoor manners,
Be careful with fire,
Be considerate in the outdoors
And be conservation minded.
6
9. “. . .it’s a game
with a purpose!”
Robert Baden-Powell
9
10. The Mission of the Boy Scouts of
America
The mission of the Boy Scouts of
America is to prepare young people
to make ethical and moral choices
over their lifetimes by instilling in
them the values of the Scout Oath
and Law.
10
12. Aims and Methods of Scouting
Character Development
Leadership Development
Citizenship Training
Physical and Mental Fitness
12
13. Aims and Methods of Scouting
What qualities will our Scouts exhibit in the future that they will
gain from their current Scouting experience?
Self-motivation
High Expectations
Focus
Interest in the Outdoors
Technical Skills
Leadership Ability
Citizenship
13
14. Methods of Scouts BSA
14
Character
Development
Citizenship Training
Fitness
15. Methods of Scouts BSA
15
Character Development:
• Ideals
• Adult association
• Personal growth
• Leadership development
• Uniform
Citizenship Training:
• Ideals
• Patrols
• Outdoors
• Personal growth
• Leadership development
Fitness:
• Ideals
• Personal growth
• Outdoors
• Advancement
Leadership Development:
• Ideals
• Personal growth
• Character development
• Uniform
17. How Programs Stray
17
• Low expectations for youth leaders
• Treating Scouts like Cubs
• Not following age-appropriate guidelines
• Favoritism
• Multiple standards
• Troop Rules contrary to BSA
• Inappropriate Fundraising
• Not conducting the program according to
BSA guidelines
18. Aims and Methods - Summary
18
Scouts BSA is a program that serves youth
from 10 through 17 years old.
Scoutmasters must stay true to the aims of
Scouting and help youth leaders in troops
plan and lead exciting, fun, and safe
activities using the methods of the Scouting
program.
19. Role of the Scoutmaster
19
What are the Qualities of a Scoutmaster?
20. Qualities of a Scoutmaster
20
• Works well with youth
• Cares about Scouts and ensures their safety
• Teaches Scouts how to do things for themselves
• Understands the Scouting program
• Sets a positive example
• Is comfortable in the outdoors
• Develops the other adult leaders
• Communicates well with adults and Scouts
22. Be, Know, Do
22
A Scoutmaster must BE ...
• A good role model for the leadership skills expected of the Scouts
• A coach and a guide as the Scouts grow through Scouting
• An example for the aims of Scouting
—Exemplary character
—Model citizen
—Physically fit, mentally awake, and morally straight
• Approachable
• Respectful
• Trusted
23. Be, Know, Do
23
A Scoutmaster must KNOW ...
• That Scouts BSA works best when the youth are the leaders
• That the patrol method is the best way to run a troop
• The basic skills that are expected from the Scouts
• How to use the Guide to Safe Scouting
• The tools and resources available from the district and council
—Unit commissioners
—Training opportunities for youth and adults
—Roundtables and supplemental training opportunities
—High-adventure opportunities to keep older youth enthusiastic
24. Be, Know, Do
24
A Scoutmaster must DO ...
• Everything he can to help the Scouts become confident leaders
• Appropriate modeling so Scouts apply the aims of Scouting
in their daily lives
• Needed training to develop assistant Scoutmasters
• Their own recurring and supplemental training to improve
• The work needed to partner with the troop committee
• Everything necessary to communicate effectively with Scouts,
parents, and other leaders in the troop
• Everything needed to uphold the standards of the BSA
and the chartered organization
25. Role of the Scoutmaster -
Summary
Scoutmasters have important roles to play to ensure a
successful Scouting experience for the Scouts and for
the chartered organization.
The best Scoutmasters give the Scouts opportunities
to learn, practice, and demonstrate good leadership in
Scout-led troops.
25
27. Patrol Method
What Is A Patrol?
Kinds of Patrols
Patrol Leadership
Why Have Patrol Meetings?
27
28. Patrol Method
What Is a Patrol?
• Basic unit of a troop
• 6-8 Scouts
• Has a youth leader
• Has a name
• Has a flag
• Has a yell
• Camps together
• Competes as a team
• Leads ceremonies
• Are semi permanent
28
Kinds of Patrols
• New-Scout patrol
• Traditional patrol
• Older-Scout patrol
• National Honor
Patrol (award)
29. Patrol Method
Patrol Leadership
• Patrol leader
• Assistant patrol
leader
• Troop guide (as
coach)
• Patrol advisor (as
advisor)
29
Why Have Patrol
Meetings?
• Plan patrol activities
• Collect the dues
• Prepare for outings
• Clean and repair gear
• Play games
• Work on skills
• Rehearse ceremonies
30. Patrol Method - Reflection
Q: What elements of the patrol method should you be able to
observe in your patrols?
A: Team effort, leadership, competition, camaraderie, developing
friendships
Teach Scouts to incorporate the games and skill-development
activities from Troop Program Resources into their troop meeting
plans, and encourage Scouts to devise their own ways of making
troop meetings fun, exciting, and active.
30
32. New Scout Patrol
• Just joined the troop at the same time
• New to Scouting
• Were probably a Webelos den or group of friends
• Patrol leaders serve shorter terms
• Has an older Scout to assist them (troop guide)
• Has an assistant Scoutmaster to coach them
32
33. Traditional Patrol
• Friends with similar interests and abilities
• Chose to be in the patrol together
• Range of ages
(no more than three years between oldest
and youngest)
33
34. Older Scout Patrol
• Experienced Scouts
• 14 years or older
• Participate in higher adventures
(see age- appropriate guidelines)
• Serve as youth leaders
• Keeps older Scouts engaged and contributing
34
35. Balancing the Patrols’ Needs
Discuss your Patrol’s assigned outing theme.
Design programs for each patrol type to fit your theme:
New Scout Patrol
Traditional Patrol
Older Scout Patrol
35
36. Guidelines for ALL Patrols
• Scoutmaster and the participants’ parents give
permission.
• The activity doesn’t conflict with the troop calendar.
• Guide to Safe Scouting policies are followed.
(Especially the need for two-deep adult leadership).
36
37. Patrol Method - Summary
• The patrol is the primary element in a successful troop.
• The patrol leaders and youth troop leaders make up the Patrol
Leaders’ Council (PLC) and lead the troop.
• Your advancement sheets reinforce the importance of the
patrol method and the understanding that the patrol is a
requirement for Second Class. We will continue to use the
patrol method throughout the course.
37
39. The Troop Meeting
Why have Troop Meetings?
• Motivate Scouts
• Strengthen Patrols
• Promote Patrol Spirit
• Encourage practice of Scouting skills
• Allow Scouts to exercise leadership
39
40. Troop Meeting Plan
Download Troop Program Features for FREE at:
tinyurl.com/troop-program
Or available at Scout Shops for $14.99 for each Volume, 1, 2,
and 3
40
42. Troop Meeting Plan
Scoutmaster’s Role in Troop Meetings
• Offer the senior patrol leader support and guidance.
• Share a Scoutmaster’s Minute at the close of the meeting.
• Meet with the patrol leaders’ council to assess the meeting and
review plans for the next troop meeting.
42
43. Advancement
Guide to Advancement 2019
scouting.org/resources/guide-to-advancement/
Also available from Scout Shops for $11.99
43
44. Advancement
Four Steps of Advancement
1. A Scout learns.
2. A Scout is tested.
3. A Scout is reviewed.
4. A Scout is recognized.
44
45. Advancement
Program Resources Available to Scoutmasters
• National Outdoor Achievement Awards
• Aquatics awards: Mile Swim, Scuba BSA, Kayaking BSA
• Introduction to Leadership Skills for Troops
• Religious awards programs
• Leave No Trace
• Conservation awards: Hornaday, World Conservation Award
• Shooting sports programs
• National Youth Leadership Training (NYLT)
45
46. Advancement
How does leadership training fit into advancement?
• Leadership is necessary for Star, Life, and Eagle
• Shows Scout spirit (teaching newer Scouts the basic skills)
• Develops character and citizenship
• Improves the patrol’s experience (achieve more as a group)
46
48. Advancement
How to Guide Scouts through Ranks
• Skill sessions during Scout meetings
• Campout planning
• Merit badge work and activities
• Patrol meetings
• Merit Badge University
• Outings
• Summer Camp
• High-adventure camps
• National and International Jamborees
48
49. Advancement
Unit Advancement Coordinator
Troop Committee is responsible for keeping the advancement records.
The Advancement Coordinator keeps the troop’s advancement records
and maintains the merit badge counselor list.
They also arrange timely boards of review, and obtain the necessary
badges and certificates for Courts of Honor.
He or she also will work with youth leadership to track advancement and
to help the troop Librarian maintain a library of advancement literature.
49
50. Scoutmaster Conferences
• The Scoutmaster conference is intended to be a
rewarding opportunity for both the Scoutmaster and
the Scout to grow in Scouting.
• It is not a test — there is nothing in BSA policy
requiring a Scout to “pass” the conference in order
to proceed to a board of review.
• It is a way for the Scoutmaster to gauge the health of
the troop and ensure each Scout is succeeding.
50
51. Scoutmaster Conferences
• The Guide to Advancement notes that while the Scoutmaster
conference is often held “after the other requirements for a
rank are met, it is not required that it be the last step before the
board of review.”
• Some Scoutmasters hold more than one conference along the
way, and any one of them may count toward the requirement.
• The ultimate purpose of the Scoutmaster conference is to
reinforce the method of positive adult association.
51
52. Advancement Summary
• Advancement is a large part of the Scouting program.
• A Scout troop can have great Scouting without great
advancement, but a troop with an active outdoor program will
naturally have a strong advancement program.
• Statistics show that a strong advancement program leads to
increased satisfaction and retention of Scouts.
52
54. The Support Team
What is a unit committee?
• Minimum of 3 members, no maximum
• One serves as Committee Chair
• Composed of Chartered Organization members
and/or Scout parents
54
55. Role of the Unit Committee
55
• Recruits and trains quality adult leadership
• Provides adequate meeting facilities
• Advises Scoutmaster on Scouting and chartered organization policies
• Supports youth and adult leaders in carrying out the program
• Responsible for administrative tasks
• Responsible for finances, funding, and budgeting
• Obtains, maintains, and cares for unit property
56. Role of the Unit Committee
56
• Serves on boards of review
• Facilitates a camping and outdoor program
• Provides a safe meeting place for the troop
• Supports unit leaders with problems that affect the unit or program
• Provides for special-needs youth as necessary
• Helps with Friends of Scouting campaign
• Assists with youth behavioral problems
• Welcomes new parents
58. Troop Committee Positions
A large committee:
• Chartered organization representative
• Committee chair
• Secretary
• Treasurer and fundraising
• Advancement coordinator
• Equipment coordinator
• Membership
• Activities and outdoor program
• Training (youth and adult)
58
59. District and Council Support
4 Functions of Councils & Districts:
1. Membership and Relationships
2. Finance
3. Quality Program
4. Unit Service
59
60. District and Council Support
Examples of District & Council Support:
• District roundtables: units gather for program ideas,
supplemental training, fellowship, and information
• District camporees: Troop camping & competitions
• Youth & adult training: NYLT, University of Scouting,
Wood Badge
• Summer camp: Highlight of the Scouting year
• Order of the Arrow: Provides leadership training and
promotes and supports summer camp, camporees,
and council activities
• Recognition: Awards, Eagle dinner, District banquet
60
61. Unit Commissioner
Role of Unit Commissioner:
• Friend of the troop: serves as an advocate to the
district for the troop
• Representative: represents the ideals, principles, and
policies of the BSA
• Teacher: provides best practices, helps solve
challenges, and reinforces training programs
• Counselor: external observer and empathetic coach
who identifies opportunities including training,
activities, leadership skills, health and safety, and more
• Manager: Charter renewal process
61
62. Unit Commissioner
Challenges of Unit Commissioner:
• Poor youth retention
• No youth recruiting
• Stagnant or no program
• Poor quality or no troop meetings
• Uninvolved parents
• Shortage of active adults
• Untrained youth and adult leadership
• Chartered organization’s dissatisfaction with the troop
62
63. The Support Team - Summary
• The troop committee is important to the success of a unit’s program.
• It handles support functions in order for the unit leadership to focus
on the Scouts.
• The relationship between the Scoutmaster and the troop committee
should be one of friendship and trust.
• When difficulties arise, the Scoutmaster should be able to turn to the
committee at any time for assistance, support, and encouragement.
• The Troop Committee Challenge is an online training program that all
committee members should take. (Required for JTE).
63
64. Annual Planning
An Annual Program Plan will:
• Attract more families
• Improve Retention
• Improve variety of activities
• Be Scout led
64
65. Annual Planning
Two forms of planning:
• Annual long-range planning
• Monthly short-term planning
65
66. The Five Steps of Annual Troop
Program Planning
1. Do your homework.
2. Get patrol input.
3. Hold a planning conference.
4. Consult with the troop committee.
5. Announce the plan.
66
68. Do Your Homework
Priorities for the Year
• Summer Camp
• Monthly Outdoor Activity
• Community Service
• Fundraising Activity
• Courts of Honor
• High Adventure
(may require more than a year advance planning)
68
69. Get Patrol Input
Here is one scenario:
• SPL shares an outline of the annual program plan,
with options, with the PLC.
• Each patrol leader presents the plan to his patrol for discussion.
• Patrol members can discuss, make changes, or add ideas.
• SPL presents monthly themes to troop for discussion and vote.
• PLC enacts plan based on input from patrols.
69
70. Hold a Troop Program Planning
Conference
• The troop program planning conference is at the
heart of determining a troop’s activities for the
coming six months or year.
• Members of the PLC, the Scoutmaster, and the
assistant Scoutmasters should attend.
70
71. Consult With the Troop Committee
• SPL and Scoutmaster present the proposed troop program to the
troop committee and ask for their support.
• If the committee believes the plan should be revised, the SPL will
return to the PLC for revision.
• Upon acceptance, the committee provides necessary support.
• The committee has the right of refusal if it feels the program plan is
unsafe or unwise for the troop.
• Scoutmaster delegates parts of the plan to assistant Scoutmasters
to provide the necessary adult guidance and accountability.
71
72. Announce the Troop’s Annual Plan
Distribute copies of the final plan to:
• troop members
• the parent or guardian of each Scout
• members of the troop committee
• representatives of the chartered organization
72
73. Annual Planning
Publicize through a variety of outlets:
• Troop website
• Handouts
• Social Media
• Post in scout meeting place
• Email
• Newsletter
73
74. Annual Planning - Summary
An annual plan makes the Scoutmaster's
job easier by involving the troop in the
planning process.
It helps distribute responsibilities to troop
leadership and adult volunteers.
74
75. Thank You For Attending Today
Scouts BSA Troop Leader Guidebook, Vols. 1 and 2,
$12.99 each
Amazon has Kindle editions for $9.99 each
Continue your training:
my.scouting.org
Slides available:
tinyurl.com/scoutmaster-specific
75