How to Run a Leadership Activity

By Perry Burns

The big buzz in the Learning and Development community is about Leadership development. "If only we could train good leaders," goes the argument, "we could be beat the world"

This belief is so well ingrained that hardly anyone stops to question it. But when you step back for a second, there are a number of huge questions. For example:

1. If leaders need training, who trained Roosevelt, Churchill and Stalin?

2. If leaders can be easily trained, why are there any followers (which begs the question :)

3. What is so great about being a leader anyway?

4. If everyone understands how to lead, doesn't that cause a problem when followers are led badly?

We all know good leaders. We knew them when we were in the playground; and when they conceived a mischief, we followed. We probably tried our first clandestine cigarette at the behest of a leader and pursued our childhood interests at their bidding too. So it is clear that leadership qualities are not only apparent from a young age but are an important part of our development.

So why do we think that we need to train leaders? Well for several reasons. Firstly, although leadership may be an innate talent, like all natural gifts, if it is not channelled correctly, bad habits develop and blossoming potential can go unrealized. Secondly, there is more need for leadership than there are candidates. Playground leaders may go on to military careers or become high flyers in the world of big business, but they are not likely to end up running a small social services unit in an out of the way provincial town.

Finally, leaders need to be part of a team, and for the team to function efficiently, the led need to know the ground rules so that they can serve effectively. So having concluded that leadership training is both necessary and desirable, how can it be organized?

The jumping off point for any training course is, and has to be, formal instruction in the theory and principles of leadership. There are just three ways of doing this.

1. Books. There are literally hundred of texts on leadership. Most of the business schools also provide free podcasts and webinars. The eager student can soak up any number of treatises on various leadership systems and processes but be cautious.

Some of the best writing is outdated and doesn't meet with modern management ideas. Many of the academic pieces are useful but based on case studies at the very peak of leadership experience and thus divorced from practical reality. While books are an essential resource, they are only satisfactory as a reference and as part of more focused study.

2. Courses. There may not be as many courses as there are books but it feels that way. Regardless of your discipline, geography academic background or vocational sector, there will be a leadership course bespoked to your needs and packaged to meet your requirements. Although many of these courses will be tailored to your industry by an experienced practitioner; in the end, the leadership system, process or methodology taught will be as much a matter of personal preference of the trainer as it will be reflective of any best practice. In reality there are hundreds of leadership models.

All will be based on observation and research and will have some applicability, but there is no "right" or "wrong" system. All a course does is highlight one particular approach and provide the basis for consistency amongst those that attend.

3. Practical Experience. The sure fire way of developing leadership skills is to practice. If under the leader's leadership, the outcome is "success" then he or she needs to capture the behaviours that led to that success. And if it was failure, then behaviours need to be modified and tried again. Which is why coaching and mentoring are so effective.

But of course, while practical experience may be very desirable, it can also be expensive and risky. So how can organizations who want to imbue leadership qualities provide the opportunity to practice in a safe environment which allows emerging leaders to make their mistakes and learn from them?

Although I tire of hearing clients say that their business is "different", the truth is that no enterprise is identical to any other. Just as every person is an individual, so every organization reflects the individuals in it in terms of history, culture, systems, processes and resources. There may be common characteristics that may mark out a leader in a company but there is no absolute answer.

Organizations have to develop training regimes that suit their own purpose. Regardless of how this is achieved, the starting point will nearly always be a process, model or philosophy that expresses the culture of "how 'leadership' gets done around here."

Whilst there is no doubt that formal courses have an important role to play in defining a common understanding of, and approach to leadership, in the final analysis, the practical element of developing leadership skills must be an internal process. Although not necessarily universally recognized or accepted, many leadership approaches are based on a six stage model:

1. History: How did we get to where we are?

2. Situation: What's going on right now?

3. Forecast: What will happen if we don't change?

4. Vision: Where do we want to go?

5. Strategy: How do we use our resources to meet our objectives?

6. Implementation: Timetable, actions & responsibilities

This model suggests that in order to be successful, the leader has to ask six basic questions:

A. Where do we want to be?

B. Where are we coming from?

C. Where are we heading if we keep going as now?

D. Where are we now?

E. By when do we want to be there?

F. How will we get there and what do we need?

By following this approach the leader can structure his team, deploy his resources and provide support, guidance and information that will get the team there.

Although the model itself is fairly simple, fitting it into a course is slightly more problematic. The content is simple, straightforward and easily understood. With a senior group, a competent trainer can usually get through the theory comfortably in a morning. The issue is with the practical sessions. Most courses have ten to fifteen delegates although six or seven is not uncommon.

To practice leadership skills effectively, the team needs to consist of at least four members. Thus with every delegate getting a chance to lead and assuming that several teams can practice in parallel, this is a full day especially when allowing for quality feedback and consolidation. To provide the practical experience, I use tools such as Super Tanker, Westrek, Viking Attack! and Terra Nova. These are self contained packs which contain everything needed to run a session. For additional "spice" the activities can be run competitively between groups with a prize for the winning team. This puts additional pressure on the leader and can be a useful device for creating tension within the teams.

The following structure is very tight, but by limiting the practice sessions to 45 minutes with 15 minutes for feedback, you could get 16 delegates through the program in a (very full) day. Ideally of course you would spread the course over two days and allow much more time for the exercises and feedback. This would also allow more time for consolidation and action planning after the delegates return to the workplace.

Time(mins) – Topic

10 -Introduction and domestics

35 -Objectives of the course, delegates experiences

15 - Overview of Leadership (Group / Breakout Discussion on characteristics and qualities of outstanding national, political religious leaders etc)

15 -Leadership Plenum

15 -Introduction to the Leadership Model

15 –Coffee

105 -Leadership Model Continued (Breakout sessions & handouts on Asking questions, Vision, Strategy, Objective setting, Providing feedback)

60 -Lunch (Leaders issued with the brief for the exercise they are to run in the afternoon)

30 -Summary: What does leadership mean (Breakouts & Group session )

45 -Super Tanker Exercise (3 or 4 groups in parallel)

15 -Super Tanker feedback to leaders (Followers give feedback)

45 -West Trek exercise(3 or 4 groups in parallel)

15 -West Trek feedback to leaders(Followers give feedback)

45 -Murphy exercise(3 or 4 groups in parallel)

15 -Murphy feedback to leaders(Followers give feedback)

45 -Terra Nova exercise(3 or 4 groups in parallel)

15 -Terra Nova feedback to leaders(Followers give feedback)

45 -Action plans and evaluation

An alternative structure would to be to break the sessions into logical components and then run them in a series of 2 - 3 hour development classes over a three or four week period. For a really successful session it is important that the leadership lessons learned are aligned with the needs of the organization and that the delegates leave the course with a clear action plan for improving their own performance.

The importance of the feedback sessions cannot be overstressed. A non disclosure covenant should be obtained from all participants, and the followers must feedback to the leader how they felt during the exercise. This can be a brutal lesson but it is vital if the delegates are to get full value from the session.

In summary, every enterprise needs leaders at all levels throughout the organization. With some careful planning, a clear learning outcome and the right tools, almost anyone can structure a highly successful program that will have dramatic and long lasting results.

Perry Burns is a consultant who specializes in using tools & exercises to improve performance.

A former director at Ernst & Young he now provides soft skills training, resources and strategic advice.

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Copyright 2008: Sales 101 Ltd All rights reserved.

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What Is A Good Leader?

By Len Roe

There are leaders and then there are leaders. In our place of work, in our group memberships and even at our churches and functions we have a leader. Sometimes more than one. If we are lucky, we might even have a good one.

Every one of us are leader material. We all have the ability to assume the position of leadership. We do it every day. We lead our children in the direction we feel is right. We lead our family and in most cases, do a fine job of it. Some of us lead in those church or organization.

The point is, we all have the ability. It is up to us to develop our leadership skills. If we don't let the position go to our heads we can master our skill and become extraordinary leaders.

What is it that makes one leader exceptional and does nothing for another? Sergeants and Lieutenants in the military are promoted into leadership positions but it doesn't mean that they are true leaders. One man or woman may be chosen to head a committee, but again, that doesn't mean that they are true leaders. Some people are placed it the leadership position simply because they know the product or situation.

I have had leaders who barked out an order or command and expected an immediate and absolute response. This type of leader uses fear and intimidation as their weapon. They intimidate you with the fear of losing your job or position and the fear of being demoted or given the dirty job if you don't do as you are told. This is not leadership, it is only a command position.

Some of our leaders are actually afraid of us. They fear that we will outshine them. They fear that we will do the job well and be recognized for accuracy and our ability. They fear that if we do good their roll as leader may be in danger of replacement. Possibly by those they were supposed to lead.

These leaders will do everything they can for you as long as you don't exceed the limits they set for you. They will put you down, belittle you and try hard to keep you in your place.

They have the fear that if you do good they may not be needed and that is a hard thing for them to accept. These are the people who will discourage you from doing what you may feel is good for the benefit of the group or company. As long as you follow orders and don't try anything new or that they didn't think of first they will be there for you in every way. This may be a leader that can get things done, but it is NOT a TRUE leader.

If this leader were as good as he or she thinks there would be no need for fear. The fear that someone you have been teaching will do better than you have done only says that you feel inferior in the roll of group leader. If you lead your people well and one of them begins to sparkle it reflects on your own performance. In short, make those you lead sparkle and shine. You will appear as more of a star than you ever could by holding them back.

There is also the type of leader who just happened to be at the right place at the right time. This leader doesn't really care about the job or position. He just happened to be handy when the need was there. He usually doesn't have much backbone and will waver in his orders, not knowing which decision is the right decision. I have known many of this type.

This one will tell you one thing and before you can get it done he has changed his mind and wants it done another way. He will also show favoritism among his employees. Allowing some to get away with murder and others will be reprimanded for almost nothing. He will also belittle his employees in front of customers and think nothing of cutting the company down and discussing company problems and confidential matters with a total stranger.

If you are on the good side of this leader, and if he likes you, you have it made, but if his superior says something about your work or performance it is rare that he will stand up for you. I know one such leader that will even allow one of his employees, and a good buddy, to consume alcoholic beverages while on duty. All he asks of the employee is that he be discrete. That leader is only in it for the ride, not the long haul.

What then, is a good leaders qualities?

A good leader is one who cares for you as both a person and an employee and also cares for the company he is representing. A good leader can get the job done and have happy employees in the process. He will exude an attitude that will inspire the group and build enthusiasm. He will encourage everyone under his command. If he has a complaint or problem with an employee this will be taken care of behind closed doors, not on the sales floor or in front of customers or even fellow employees.

When I was in the Army I had officers who barked out orders through intimidation. Their orders were carried out, but without enthusiasm or respect. However, there was one lowly little corporal who was a natural leader. He would never demand anything. He would never ask anyone to do anything he wouldn't do himself and everyone knew it. By simply asking "when you get a moment would you" or "when you finish that would you" he gained the respect due any officer. This simple little corporal received more respect and got more accomplished through consideration of his fellow man than any officer.

This leader would always listen to suggestions and comments and take them into consideration. He would always encourage and never demean. If there were a problem it would be discussed in private. Never in front of other people. If there were suggestions for improvement or another way of accomplishing a task, he was interested in what you had to say. If he didn't think it would work, he would give you the reason he felt the way he did. As a true leader he was open to being lead, even by those he was leading.

His attitude inspired me and I attempted to copy his style. On many occasions I have found myself in a leadership position and used the principals he taught me.

Through this type of leadership I have successfully managed several situations including my current endeavor of network marketing.

In my current position I have several leaders with which I work each day. Most of them are good leaders and are open to suggestions. Most of the suggestions have already been tried and were proven ineffective, but they were still open and would explain why something was or was not a good idea.

We should always edify our leaders and our leaders should edify us. If we edify each other this leads to belief and belief is the key to all success. I will repeat, we should edify our leaders, but our leaders should also edify us.

I can recall one time that this did not happen and it caused some slight problems. There was a person I wanted to get involved in a business of mine. I had talked to this person and he was ready to become involved, however, I wanted one of my leaders to also speak with him and get to know him. After all, he would be working with us both.

My leader was on a business trip into Northern California and stopped by to visit with this particular person and discuss business procedures. During the course of conversation my leader made some derogatory comments against me. My future partner became highly agitated and asked the man to please leave his home and not to come back. Needless to say, he did not become my partner. The sad part about this is that my future partner was also my own son.

A good leader will always edify you as much as you edify him. He, or she, will encourage you to do well and to try new things. He will also be there to back you up or help you up, whichever the case may be.

If you are a true leader your people will know it without you flaunting your position. They will know it by your actions and attention to details and also by your willingness to help them top succeed. Even if they are getting better than you had thought they could. That is a sign that you have become an exceptional leader.

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