Commonwealth Corps Member Training: REMARKABLE SERVICE LEADERSHIP

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1 Commonwealth Corps Member Training: REMARKABLE SERVICE LEADERSHIP Trainer: Shoshanna Cogan, M.S. Counseling, International Training & Consulting October 27/28,

Commonwealth Corps Member Training: Remarkable Service Leadership Trainer: Shoshanna Cogan Whether you re serving in a nonprofit organization or heading a large company, remarkable leaders possess

2 Commonwealth Corps Member Training: Remarkable Service Leadership Trainer: Shoshanna Cogan Whether you re serving in a nonprofit organization or heading a large company, remarkable leaders possess many skills. The following three key leadership attributes will be explored in this Commonwealth Corps Member Training: 1. Leadership Self-Knowledge including strengths, defaults, and challenges when working with supervisors, in teams, and in the community; 2. Balancing for Success both as an individual and while involved in group projects and activities; 3. Strategic Vision including clear vision, purpose, and goals, as well as how to manage stress while creating a wholehearted life. Please come prepared to: Stay for the entire workshop. Experience greater self-awareness as a Corps Member and a Leader. Leave with a draft Roadmap for Success in your service year and beyond! Shoshanna Cogan is an international consultant with more than 25 years of experience serving over 24,000 participants worldwide. Shoshanna s clients include the United States government, Puerto Rico, and New Zealand governments, Bali Institute for Global Renewal in Indonesia, The United Nations University for Peace in Costa Rica, The Corporation for National and Community Service, Victoria Falls University in Zambia, U.S. Army Corps of Engineers, National Service Leadership Institute, New Zealand and Australian Wellness Centers, as well as many other national and international organizations. Besides her passion for training, coaching, and facilitation, Shoshanna spent 6 years studying and traveling on 6 continents, including the Middle East, Africa, South Pacific, Indonesia, Europe, Korea, Mexico, Central and South America, and the Caribbean. She holds a B.A. in Psychology and a Master of Science Degree in Counseling Psychology. Shoshanna is a member of the American Society for Training & Development, as well as a Certified Conflict Mediator, and a Certified Emergency Responder. In her spare time, Shoshanna studies Spanish, travels the globe with her husband, and enjoys scuba diving with sharks. 2

Remarkable Service Leadership: Training Agenda Shoshanna Cogan, M.S. Counseling 1. Welcome and Introductions 2. OARRs: 3.

Strategic Visioning and Action Planning Outcomes: Clarify vision/purpose Identify action steps Explore forces that hinder and help

Tool (VAST) Graphic Roadmap Stress Management Assessments for Wholehearted Living 5.

3 Remarkable Service Leadership: Training Agenda Shoshanna Cogan, M.S. Counseling 1. Welcome and Introductions 2. OARRs: 3. Leadership & You- Activities: A Leader Who Made a Difference Balancing for Success: Outcomes, Process, Relationships 4. Strategic Visioning and Action Planning Outcomes: Clarify vision/purpose Identify action steps Explore forces that hinder and help movement Assess and identify barriers and strengths to living a wholehearted life Activities Include: 16 Squares Visioning Action Steps Tool (VAST) Graphic Roadmap Stress Management Assessments for Wholehearted Living 5. Next Steps, Supplemental Resources, Closing, & Evaluations I SLEPT AND DREAMED THAT LIFE WAS JOY. I AWOKE AND SAW THAT LIFE WAS SERVICE. I ACTED, AND BEHOLD, SERVICE WAS JOY. Rabindranath Tagore 3

4 EXPECTATIONS Developing group expectations allows a group to share with each other and with the training staff the reasons why they chose to come together. Not only does it enhance the overall involvement for participants, but it also helps those leading sessions know and understand the needs of the participants. My Expectations for this Training: The Group s Expectations for this Training: 4

5 AGREEMENTS Participants must also create a set of rules or working agreements in order to achieve the expectations of the group. Agreements are comments made by the group that will enable them to work together. The group develops their own set of working standards by brainstorming and coming to agreement. Agreements that I would like to propose: Our Group s Agreements: 5

6 Reflect on a Leader who made a difference in your life. Who was it? What were some of their most noteworthy leadership qualities? Why is this important to you/what did you learn from this person? 6

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8 STRATEGIC VISIONING AND ACTION PLANNING A vision without a task is but a dream. A task without a vision is drudgery. A vision and a task is the hope of the world. Circa 1730, seen on a church in Sussex, England 8

9 STRATEGIC VISIONING AND ACTION PLANNING If you can imagine it, you can achieve it. If you can dream it, you can become it. William Author Ward OVERVIEW Visions are by nature imaginative and high level. To become realized, they must be grounded in specific initiatives and strategies. This session focuses on personal/professional visioning, including a guide to clarify mission, vision elements, supports and challenges, and underlying values that will guide the movement forward. The visioning activities are designed to allow reflection, dialogue and vision mapping using the following leadership tools: 16 Squares and Visioning Action Steps Tool (VAST). Strategic Visioning and Action Planning Outcomes: Clarify vision/purpose Identify action steps Explore forces that hinder and help movement Vision derives from a word literally meaning, see. What better word than vision to describe the capacity to be forward-looking and foresighted? Vision suggests a future orientation. A vision is an image, a picture of what could be. Visual metaphors are very common when we re talking about the strategic intent of an organization. Vision connotes a standard of excellence, an ideal. It implies a choice of values. Vision also has the quality of uniqueness. It hints at what makes something special. The Leadership Challenge - James M. Kouzes and Barry Z. Posner 9

10 Go far enough on the inner journey, go past ego toward true self and you end up not lost in narcissism but returning to the world, bearing more gracefully the responsibilities that come with being human Vision is rooted in a deep purpose that expresses your reason for existence, not simply an idea or statement; it s a force in your heart. Your vision needs to be consistent with the values you live by day-to-day. Let Your Life Speak - Parker Palmer GETTING STARTED This first part of this session will focus on an in-depth look at each participant s values and the driving needs underlying their vision process. Here are some questions that can be used as catalysts in clarifying one s values and vision: How would I like to change the world for my organization and myself? If I could invent the future, what future would I invent for my organization and myself? What mission in life absolutely obsesses me? What s my dream about my work? What s the distinctive role or skill of my organization? What s my burning passion? What work do I find absorbing, involving, and enthralling? What will happen in ten years if I remain absorbed and enthralled in that work? What does my ideal team, organization, family, life, look like? What s my personal agenda? What do I want to prove? The Leadership Challenge James M. Kouzes and Barry Z. Posner 10

11 LIFE PURPOSE 11

12 16Squares Values clarification is a great first step to clarifying personal vision. It forces us to peel away the layers of what we think guides us, and get to our true driving needs. In addition to being an excellent individual tool, this can be used organizationally, in preparation for a shared visioning process. Fold an 8.5x11 piece of paper in half, lengthwise. Continue folding in this manner 3 additional times. Unfold the paper, and you now have 16 squares. In each of the squares on one side of the paper, quickly jot down 1 ACTIVITY per square. It might be something you want to do or accomplish in your organization. It might be a contribution you want to make in your community or to the larger service field. It might be something you often hear yourself saying, I ll do some day! Declare it, now, on this paper. Some examples might be: Learn & Practice 3 New Leadership Skills Clean out desk/closet Gain Fluency in a Second Language Identify 3 Key Next Steps to Increase Balance Between Personal and Professional Life Complete E-Grant Connect times monthly with others to Network, Share Best Practices, etc. Ensure Services are Accessible & Culturally Relevant Incorporate on-going Selfreflection Research College Graduate Degrees 12

13 16Squares After completing one side, move to the other side and jot down one word per square that describes the BENEFIT you would receive from accomplishing this activity. Each of us might derive a different benefit from the same activity, so be sure to reflect on what the benefit to you would be. Learning Organization Education Balance Sustainability Connection; Share Resources Inclusion; Community Reflection; Service Learning; New opportunities Now, reflect on your choices of words... What themes do you see? Circle the top 5 words that you have chosen to use frequently. Any surprises? Confirmations? There are many ways to interpret the data. These words indicate your underlying driving needs, which you either consciously, or unconsciously meet. Your task is to assess whether it would be more useful and helpful for you to be intentional about meeting the need, or if you are satisfied with how you are going about it currently. In addition, you may discover that no activity in which you engage, in your work, community, or home life is attending to these needs. Why is that? What adjustments can be made? What additions could be a part of the puzzle that would help you consciously and healthfully meet these needs? Organizations have driving needs that are either unmet or met. Re-do this exercise and see how your organization fares. Service is the rent we pay for being. --Marion Edelman 13

14 Four needs of All of Us: To Live. To Love. To Learn. To Leave a Legacy. --Stephen Covey 14

15 ACTION PLAN I intend to take the following actions over the next month to enhance my Remarkable Leadership skills. Signed: Date: Witness: 15

SMART GOALS S IS THIS ACTION SPECIFIC? IS IT SO WELL DEFINED THAT YOU CAN TELL IF YOU HAVE ACCOMPLISHED IT? M IS THIS ACTION MEASURABLE? CAN YOU EVALUATE THE OUTCOME OF THIS ACTION IN SOME WAY?

16 SMART GOALS S IS THIS ACTION SPECIFIC? IS IT SO WELL DEFINED THAT YOU CAN TELL IF YOU HAVE ACCOMPLISHED IT? M IS THIS ACTION MEASURABLE? CAN YOU EVALUATE THE OUTCOME OF THIS ACTION IN SOME WAY? WILL YOU BE ABLE TO REPORT A MEASURABLE OUTCOME OF THIS ACTION? A IS THIS ACTION ATTAINABLE AND UNDER YOUR ACTIVE CONTROL? R IS THIS ACTION REALISTIC? GIVEN THE TIME, FOCUS, RESOURCES, AND ENERGY YOU HAVE, IS IT REALISTIC TO EXPECT THAT YOU WILL GET THIS ACTION COMPLETED? T IS THIS ACTION TIME SPECIFIC? DEADLINES CAN BE TERRIFIC MOTIVATORS. 16

17 Until one is committed there is hesitancy, the chance to draw back, always ineffectiveness, concerning all acts of initiative and creation. There is one elementary truth the ignorance of which kills countless ideas and splendid plans: The moment one definitely commits oneself, providence moves too. All sorts of things occur to help one that would never otherwise have occurred. A whole stream of events issue from the decision, raising in one s favor all manner of unforeseen incidents and meetings and material assistance which no person could have dreamed would come their way. Whatever you can do or dream you can, begin it. Boldness has genius, power, and magic in it. Begin it now! ---Goethe 17

CREATING OUR BEST SELVES THROUGH STRENGTHS AND WELLBEING

CREATING OUR BEST SELVES THROUGH STRENGTHS AND WELLBEING A Strengths Essentials workshop to help employees Discover, Develop and Apply their Strengths NAME TENT Name you want to be called 5 Signature Themes