Special Opportunity in Central Florida

Develop your student leaders, refresh your program, and reduce your stress with a Group Dynamic leadership workshop, offered at a very reduced price for one week only.

Since 1998, schools in Iowa and surrounding states have turned to Group Dynamic leadership workshops to build their programs by developing their student leaders and staffs. Alan Feirer, a former band director, now works with over a thousand students in dozens of schools every year, in the upper Midwest. Annually, Alan provides sessions at music educator conferences, directs honor bands, and clinics performing groups.

Group Dynamic is new to Florida, and for one week only, is offering an introductory price. Regularly, a workshop would cost $1,500, but you can bring in a full-blown six-hour on-site workshop for only $693. Durable workbooks with your program logo, leave-behind materials and posters, and travel are all included in that fee.

The catch? The workshop must be scheduled for February 15, 17, or 18, in Central Florida. Other dates and locations are possible, but not at the $693 fee.

To learn more, please spend a few minutes at http://groupdynamic.net/youth-services/ .

Then, call Alan at 515-468-1969 for a free consultation. If your budget doesn’t allow a workshop, but you’re interested, call anyway; Alan can offer ideas on how to make it happen.

These dates won’t stay available for long; call today.

Alan Feirer



Detailed outline of a typical workshop:

Alan Feirer has worked with hundreds of youth groups on servant leadership skill-building, communication abilities that lead to greater cooperation, strategic planning and priority-setting. Any of his workshops can be tied to state standards, strategic initiatives or professional development goals.

With each workshop, participants receive an interactive session with a seasoned, professional trainer, entertaining anecdotes based on the dynamics of the group, and a customized handout to reinforce the concepts learned. Group Dynamic Leadership Workshops are customized for you.

What can you expect from a day-long leadership workshop?

  • With content that is research-based and proven in the real world, delivery will be fast-paced and high-energy and combines story, discussion, and activity.
  • The eight component leadership model moves leadership theory into actionable content.
    • Service (including maturity-in-the-moment concepts and ways to overcome self-serving behaviors)
    • This will take up the first hour to two-and-a-half hours.
    • We start with a relevant puzzle, and an engaging story.
    • Then we focus on maturity and focusing on others.
    • This segment includes listing actual selfish behaviors in the group. (This list of behaviors will be used later when we practice communication.)
    • Also during this segment, we use activity to explore the ways new members are treated – are they welcomed, or hazed?
    • Participants set individual goals to end a selfish behavior.
    • Vision (including methods and activities for strategic planning, organizational analysis, and self-analysis)
    • This segment lasts an hour or two, and usually includes the working meal.
    • We use a simple activity to help members see how they might contribute to any problems in the group.
    • Participants set a specific goal to be less a part of the problem, and more a part of the solution. This includes a lesson in how to write effective goals.
    • In groups, members work through a group SWOT – strengths, weaknesses, opportunities, and threats. This may also be a springboard to efforts later in the workshop to model a better approach, or to develop action plans for the group’s improvement.
    • This segment is sometimes used to develop vision or values.
    • Integrity (including an approach that assumes that “best work” and high performance is an ethical obligation)
    • This segment lasts 15-45 minutes.
    • We use a quasi-competitive, high energy activity to help members see how they have a bias toward self-service, rather than team service, even in the midst of a day of talking about the group.
    • This segment is often used to address trouble issues specific to the group, especially if they involve low performance or drama issues.
    • This segment is sometimes used to develop or refine a job description.
    • Communication (including words to use, words to avoid, ways to be candid without being abrasive, systems for giving feedback, networking skills; this element receives the most time in the training)
    • This segment lasts 30-90 minutes.
    • We might do DiSC personality assessments during this time, if desired.
    • We discuss and practice ways to build relationships AND give critical and positive feedback to the peers they are leading.
    • This segment is very interactive, and recalls the “selfish behaviors” list from the first segment, as we work to come up with ways to address them.
    • They set one or two goals for their improved communication.
    • Modeling (including personal analysis and goal-setting)
    • This segment lasts 5-15 minutes.
    • We use a simple activity to help members see how group members are more likely to do what they SEE rather than what they are TOLD.
    • Participants set a specific goal to be a more powerful role model in some way. This often draws from the SWOT activity.
    • Self- and Organizational Improvement (including evaluation techniques, goal-setting and accountability plan)
    • This segment lasts 15-90 minutes.
    • Here, we also may return to SWOT for action planning.
    • Participants prepare for accountability by prioritizing their goals, meeting with an accountability partner, and committing to reporting their plans to a leader.
    • If you’ve opted for the accountability email service, we do that now.
    • Positivity and Passion (people need to see you be optimistic and that you care)
    • This segment concludes the session, and lasts 10-20 minutes.
    • We use an activity to help members see all the elements of the day come together.
    • We close with an inspiring story.

Two notions woven throughout:

  • No one can lead unless they are acting at a higher level of maturity and selflessness than those they lead.
  • The fundamental role of the leader is to “meet needs.” This applies to the organization and to the individual. The content of the curriculum answers the question “how do I put this into action.”