Hart L.B., Waisman C.S. - The leadership training activity book (2005)(en)

288 THE LEADERSHIP TRAINING ACTIVITY BOOK

EQUIPMENT AND SUPPLIES

Pencil and paper for each participant

MATERIALS

None

ROOM SET-UP

Tables and chairs

Comments

Every good leader is able to use creativity to accomplish a goal, whether it be to solve a problem, find a solution, create a product, or energize a group of people. Creativity is a central competency of all leaders. This brief exercise is a fun way to stretch the imagination of the participants. It can be used in a variety of workshop designs.

Trainer’s Notes for Activity 47

STEP-BY-STEP PROCEDURE

Step 1: Introduce the subject of poetry writing by asking participants to volunteer a favorite poem or poet. Discuss why people write or read poetry (ask those who do to share).

Explain that many people find it a good way to express feelings and ideas more creatively. Depending on how much interest there is in the subject, point out some common ways that new poets start. This can include rhyming couplets (e.g. Roses are red; violets are blue) or even descriptions of objects (where the whole focus is on a wonderfully evocative explanation of each sensory aspect of the object). Tell them that today’s focus is on writing a poem to describe an event by using 26 words in alphabetical order, starting with an “a” word.

Again, by way of example:

All bad children definitely exhibit funky gross habits instead . . .

Step 2: The best way to ground this exercise so that you can have a discussion that pulls in everybody is to suggest a topic: Conflict, Power, Facilitating—whatever topic you are focusing on for the day. Then let them begin writing.

Step 3: After about ten or fifteen minutes of private writing, ask for volunteers to read their poems.

Step 4: Debrief. If discussion does not come naturally, ask such questions as:

What words or ideas came most naturally to you?

What was the most fun?

Step 5: Ask participants why they think some leaders use this exercise. Allow a few minutes for discussion.

POST-ACTIVITY REVIEW

Take time shortly after conducting this activity to reflect on how it went, how engaged the participants were, and what questions they raised. Then, make notes that include how much time you actually spent on the activity.

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Consider total immersion in activities at nine separate “stations,” in rotation. Have a second person available to help with the timer, so that participants can move from station to station with approximately equal time at each (10 minutes, with 20 minutes at the collage station). If other trainers are available, it is helpful at some of the stations to have a guide for the participants. Allow time at the end for some reporting back to the group.

The activity spreads out participants, so be sure that there is at least one person at every station. If the group is larger than nine, double-up at some stations. It will be clear which stations can handle this once you read the station descriptions.

This activity has also been used successfully to close leadership development programs.

Trainer’s Notes for Activity 48

STEP-BY-STEP PROCEDURE

Step 1: Introduce the activity by explaining how important it is for individuals to clarify the next steps in their career by creating a personaland strategicdevelopment plan.

Tell everyone that they are about to experience a creative way to reflect on what they have learned in the program, as well as identify areas for future development.

Promise them that they will enjoy this journey, laugh, and celebrate while they learn concrete information about themselves.

Step 2: Give instructions for the activity as follows:

“You will visit nine stations, spending 10 minutes at each (except at the Collage station, where you will spend double-time). The instructions will be available at each station or the facilitator of the station will provide them for you.

Once everyone has visited all nine stations and completed the exercise, we expect you to provide one or two highlights for the rest of us to hear. Happy travels!”

Keep track of time, and signal when it is time for everyone to move to a new station.

Step 3: When everyone has completed the activity, get the group together and give them a few minutes to sort through their notes from all nine stations. Allow time for them to provide one or two highlights for the rest of the group to hear.

294 THE LEADERSHIP TRAINING ACTIVITY BOOK

Then ask for feedback on this activity: How did the variety of activities enhance the experience? Which ones were the best? Worst? Encourage discussion about what they derived from the activity.

Step 4: Congratulate each participant on the efforts they are making to become the very best leaders they can. Try to say something positive about each person’s accomplishment or performance in terms of the leadership competencies you have focused on.

POST-ACTIVITY REVIEW

Take time shortly after conducting this activity to reflect on how it went, how engaged the participants were, and what questions they raised. Then, make notes that include how much time you actually spent on the activity.

JOB AID 48.1

Description of the

Leadership Stations

Station 1: Writing Your Celebration Song

If your leadership plan for the next three to six months is completed, you will want to celebrate. How and when will you celebrate?

Choose a tune you know well, and write some new words so you will have a song that spells out all the ways you plan to reward yourself for your accomplishments.

Station 2: Business Processes

What business processes do you believe you have mastered? Which business processes will you place on your Action Plan? Write these down.

What date will you choose to set for yourself to learn and understand this process? Add this to your ideas from the previous question.

Who will support you in learning these processes? Write the names of the people you want to cheer you on.

Station 3: Famous Character Role Play (of a coach or mentor)

Imagine yourself as a famous character from a book, movie, or TV who could be your favorite coach or mentor.

In their voice, what are the qualities and characteristics that you are looking for in your next coach or mentor?

In character, describe the qualities or characteristics, and be creative! Practice and be prepared to act out your character for us.

Station 4: Core Competencies (Use the competency deck prepared for Activity 19)

Review these cards, and sort them into three piles:

First pile: Which core competencies have you mastered and are using to sell yourself?

Second pile: Which core competencies need the most development?

JOB AID 48.1

DESCRIPTION OF THE LEADERSHIP STATIONS (continued)

Third pile: Which core competencies are well underway, but are not yet mastered?

Prioritize the top 3 competencies you plan to develop or improve next year.

Station 5: Collage of Strategic Goals

Using magazines, cut out pictures to make a collage that represents your long-term strategic goals—those that will require three to five years to accomplish. Make sure you write the goals in your Leadership Development Plan.

Station 6: Metaphor of Your Personal Vision, Mission, and Values

Use a metaphor that represents your vision, mission, and values. (Example: “I am an eagle. I fly high, alone, and unafraid. My instincts are strong, and I. . . .” or “I see a network—a web of connections. I am part of all things. I am a source of portions of this web, and I receive the support from these web connections. I am linked to. . . .”)

Station 7: Marketing Plan: Promote Your Leadership!

What concrete steps do you plan to take immediately (over the next 3–6 months) to enhance your visibility? What are your strategic or long-term steps, beyond one year? Write these out.

Station 8: Poem: How do I position myself as a unique individual?

Write a poem or use prose to articulate how you are special and unique. “A is for action, B is for brain, C is for courage, D is for determination. . . .” or “I am fond of the color red. I always say what needs to be said. . . .”

Station 9: Visualize a “movie moment.”

What are your key measures for career success? Visualize a movie scene in which you accomplish a career goal. If a trainer is available, he/she can write down the key measures from your creative musings, or you can jot down quick notes as you think.

© 2005 AMACOM, A DIVISION OF AMERICAN MANAGEMENT ASSOCIATION. This handout is available in PDF form at www.amacombooks.org/leadershipact.