Costeambldng 2013

START. GO. STOP.

RYAN ANDREW F. DELA LUNA

9 FEBRUARY 2013

Villa Edita, Buck Estate, Alfonso, Cavite

2013 270TH NROTCU-CORPS OF SPONSORS LEADERSHIP

AND TEAM BUILDING SEMINAR WITH A THEME

“COS: TOWARDS STRONG AND EFFECTIVE LEADERSHIP”

START

The challenges of leadership

are inside leaders. Stop blaming

organizations and others for your shortfalls

and failures.

Take the bull by the horns.

You are the bull.

* http://leadershipfreak.wordpress.com

The Beginning

• 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.


Key Interpersonal Skills Norms Some things to work on

Example: “Think before you speak.” “Listen to learn” “Be aware on NOT interrupting as others

speak.”

1.

2.

3.

4.

Team Interaction Chart


ACTIVITY PRESENTATION

GO

Leadership challengesalways involve changingsituations. You,however, are thecommon factor. Yourability to lead yourself isyour greatestability. Situations come

and go but you are

always there.


Keep Moving

• 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

leader.

Options: You can ask the groups to share

stories about the worst leaders they have

encountered. You will get some dandy

stories.

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. Encourage the

participants to include details in their

leadership examples.


STOP

Leading yourself to buildthe team is theleadership challenge thatproduces the most fruit.Success depends on yourability to attract,develop, and retain toptalent.

Listen

• 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.

Negativity Types

1. The Resisters--They rail against anything different

2. The Wobbly —They are constantly shifting moods and expect others to adjust to them

3. The Gossipers--They spread rumors and tell inappropriate personal tidbits

4. The Blamers—They are constantly blaming others.

5. The Victims—They believe people are out to get them

6. The Adhesives--They can’t let go, even things that happened years ago

7. The Pessimists--They always expect the worst case scenario

8. The Boilers—They will blow over the slightest provocation

9. 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?"

Are you a team of ONE?

Costeambldng 2013

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