Youth Leadership Workshop

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

  • Content that is research-based and proven in the real world.
  • Delivery is fast-paced and high-energy, and combines story, discussion, and activity.
  • The Eight Component Leadership Model moves leadership theory into actionable content.

The Eight Component Leadership Model

  • 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 are 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?”

Call today to discuss how a youth leadership workshop can help your group.

Alan Feirer Group DynamicAlan Feirer

515.468.1969

alan@groupdynamic.net