AYCC

Leadership Workshop
Objectives - - - - Introduction 5 mins Introduce the outline of the workshop and the objectives. Identifying Leadership Qualities 10 mins Get individuals to reflect on the most a mazing leader theyve ever met and the qualities that make them so. Go around the circle and collect qualities that the group identifies are important for leadership. Personal Leadership Qualities 20 mins In the middle of the circle, lay down a range of leadership q ualities on p ieces of paper (see Appendix 1 for examples). Get p eople a couple of minutes to p ick up one leadership quality they have and are proud of. Go around the circle and get people to talk briefly about the quality they have and why they chose it. Put a ll the cards back in the middle. The s econd time, get people to p ick up one leadership quality they have and one that they would like to improve. Emphasise that just b ecause you identify you are lacking a leadership quality, it d oesnt mean that you will want to improve it. This time get p eople to just say the leadership qualities without going into detail of why they chose it. Bear, Eagle, Deer and Buffalo Leadership Styles 20 mins Set up the room with four compass points, with one leadership style a t each end. Explain the four leadership styles and where they come from. Individuals will probably identify with more than one and that is great, we need a ll types in a leadership team. Get individuals to place themselves on the compass, where they s ee themselves fitting b est. Go to the corner that you resonate best with. Discuss the following: - - - - What are the strengths of this group? What are our weaknesses? Which leadership s tyle do we have trouble working with the most? What should other groups know when working with us? Recognise that there are a broad range of leadership q ualities Individuals identify leadership qualities that they have and areas to improve Understand a range of leadership qualities are n eeded Understand how to work with other leadership s tyles effectively

Get each group to share. When doing so, list some of the theoretical s trengths and weaknesses of the leadership style, when taken to the extreme. These are outlined in Appendix 2 and Ellen has more of these. Keep the vibe positive and get p eople to really think a bout what it means for them. More Leadership Styles 5 mins Conclude the s ession with a brief d iscussion of other leadership or p ersonality type models, that can h elp you identify your p ersonal qualities and how to interact with others. F or example: - Wellstones Ethical, Process, Task, Strategy and Visionary Leaders ( Appendix 3) - Myer-Briggs Personality Test - Task vs Process/People Leader (in AYCC we tend to have leaders that are focussed on the task (outcome) and process (people). Probably b ecause we are trying to build a movement that is effective). - 360 Degree Feedback tests

Appendix 1 Leadership Qualities Enthusiastic Realistic Careful Risk-taking Cautious Thoughtful Headstrong Caring Slow Quick Dramatic Energetic Quiet Calm Steady Reliable Stable Compassionate Directive Facilitative Strong communicator Empathetic Organised Engaged Focussed Committed Passionate Honest Consistent Detail-oriented Trusting Trustworthy Positive Optimistic Closed Friendly Loud Confident Courageous Bold Connected Direct Loving Happy Thoughtful Critical Questioning Driven Decisive Motivated Visionary Inspiring Level-headed Ethical Strategic

Appendix 2 Bear, Buffalo, Eagle, Deer

Team types is a s traightforward tool for participants to learn about themselves through identifying themselves within four d ifferent categories. These four types each represent d ifferent aspects of how p eople may operate in group s ettings. The basic four categories have emerged out of many d ifferent cultures. Models like it show up in many indigenous traditions (Celtic Wheel of Being, Native American Medicine Wheel, etc.), modern science's analysis of the human brain, and team theory. For sake of maximum cultural a ccessibility, we call it "Team Types" though we want to recognise its many roots. The four d ifferent types are d esignated b y the four d irections (and in most indigenous traditions have some associated items or animals; b elow includes the Lakota Medicine Wheel's and the Celtic Wheel of Being's objects/animals): East (Eagle, visionary/explorer, yellow, spring, creative, inventive, has fire of inspiration) Sees the big p icture Very idea-oriented, focus on future thought Insight into mission and purpose Likes to experiment, explore Can lose focus on tasks and not follow through May b ecome easily overwhelmed, lose track of time Tends to be highly enthusiastic early on, then burn out

South (deer, producer, green, summer, hearthfire, fertility, b ringing together) Allows others to feel important in d etermining direction of what's happening Value-driven regarding all aspects of p ersonal/professional life Uses relationships to accomplish tasks Innocence and trust in others based on vulnerability a nd openness Supportive, nurturing, feeling-based Has trouble saying "no" to requests Internalises difficulty and assumes b lame Prone to d isappointment when relationship is s een as secondary to task Difficulty confronting, d ealing with anger West (bear, judge, brown, autumn, learning, judgement, information) Weighs all s ides of issues Uses data analysis and logic Seen as practical and thorough in task s ituations Introspective, s elf-analytical Can b ecome stubborn and entrenched in p osition Can b e indecisive, collect unnecessary data, mired in d etails May appear cold, withdrawn

North (buffalo, white, winter, warrior, open to s truggle, d ecisive) Assertive, a ctive, d ecisive Likes to be in control of relationship and steer course of events Quick to act, expresses s ense of urgency for others to act now Enjoys challenge of d ifficult situations and people Can get d efensive quickly, argue, try to out-expert you Can lose patience, pushes for d ecision b efore it's time May get autocratic, want things their way, ride roughshod over p eople

Appendix 3 Wellstone Leadership Styles

Most leaders exhibit d ifferent leadership styles depending on the situation, but most also have a few styles that they are most comfortable with and default to. V irtually no leader is accomplished in every leadership s tyle. This means that we n eed to develop a ledaership team, rather than find the one, true, a ll-encompassing leader. Effective leaders are a ware of the skills they possess, recognise those they need to d evelop, and build strong teams of people with diverse s kills working towards shared goals. VISIONARY Leader - this p erson is inspirational, visionary and can motivate others to join the cause. This p erson often flies above the gritty work of getting tasks accomplished and uses the power of their p ersonality or oratory to move people to take a ction. This is the person who b ecomes the public face and voice of a campaign or organisation, who can connect a larger community to our cause, even if they themselves are not always involved in the organisation d etails or policies. TASK Leader - This is the p erson who creates effective plans, h olds people a ccountable, and manages d etails. This is the p erson who "does the damn thing" and gets the task accomplished, on time. This p erson sweats d etails and is concerned with making sure each task has someoen assigned and that there is clear accountability. This leader often jumps up to the flip chart and starts making "to-do" lists, or who remembers to write the agenda for the meeting and bring the sign-up sheets for volunteer requests. STRATEGIC leader - This is the p erson who s ees the b ig picture and knows how to get "from here to there" b y working backwards from the goal. They can see what alliances n eed to b e built and are thinking three s teps down the way about what needs to b e in place. Often this is the person who gets up during a meeting and starts drawing timelines on the board or comes up with the strategy for winning the campaign. PROCESS leader - This p erson builds community, resolves conflict, and a llows people to participate and b e h eard. This is the "vibe checker" and the p erson where "the journey is as important as the d estination". This is the ledaer that makes sure everyone is interacting, brings cookies to the meeting to build community, who notices who isn't talking, and makes sure everyone feels comfortable. ETHICAL leader - This p erson is concerned that things are done honestly, authentically and with integrity. This person reminds us of our mission and why we are doing the work inthe first p lace. This is the person who asks whether it is consistent and ethical to make life extremely difficult for the secretary of the corporate CEO b y s itting down and chanting in the office when the CEO is the target and the secretary is only front p erson.