THE LEADERSHIP TRAINING ACTIVITY BOOK | PDF DOWNLOAD ||
CONTENTS
List of Handouts and Job Aids .............................................................. vii
Foreword ............................................................................................. ix
Preface ............................................................................................... xiii
How to Get the Most Out of This Book.............................................. xvii
About the Authors.............................................................................. xix
Acknowledgments to the Contributors ............................................... xxi
Lay the Groundwork, Energize
Participants, and Then Close............................ 1
1 Get Them Ready!
Pre-Workshop Meeting to Select and Prepare Your
Participants in Advance ................................................................ 3
2 Get the Idea?
Form IDEA Teams ......................................................................... 7
3 Leadership Shield ........................................................................ 11
4 Make It Rhyme with “Leader” .................................................... 17
5 Meet My Leader—An Orange? ................................................... 21
6 Tell a Story and Make Your Point! ................................................ 25
7 Take Time to “Journal” ................................................................ 31
8 The Leadership Puzzle ................................................................. 35
9 The Exhibit Hall........................................................................... 39
10 Walk and Talk.............................................................................. 43
11 The Koosh Ball Review Game....................................................... 47
12 I Learned a Lot! ........................................................................... 51
13 Word Scramble Closure Game..................................................... 55
14 Dear Diary . . . ............................................................................ 59
15 Let’s Meet Soon!
Forming Professional Resource Groups ........................................ 65
16 Saying Goodbye.......................................................................... 71
iii
To Thine Own Self Be True ................................................. 77
17 Organizational Leadership Assessment .......................................................... 79
18 The Leadership Challenge
The Kouzes-Posner Leadership Model............................................................. 93
19 Sort Out Manager-vs.-Leader Competencies ................................................ 101
20 Lead Them on an Adventure! ....................................................................... 107
21 Trust
The Glue of Leadership................................................................................. 111
22 A Metaphor for Personal Change
From Caterpillars to Butterflies ..................................................................... 115
23 Values
The Foundation of Ethics.............................................................................. 123
24 Just Do the Right Thing!
How to Make Ethical Decisions..................................................................... 127
25 I Want Some Power!
Types of Power ............................................................................................ 133
26 You Be the Judge! ........................................................................................ 141
27 Remember This!
A Power Card Affirmation............................................................................. 149
28 Balance Balls and Balance Life....................................................................... 153
29 The Talisman
A Symbol for Balance ................................................................................... 159
30 Grow Like a Garden
A Metaphor.................................................................................................. 163
31 Making Connections
Networking.................................................................................................. 167
Set an Example ........................................................................ 173
32 Flex Your Style ............................................................................................. 175
33 Claim Conflict .............................................................................................. 181
34 Walk in Another’s Shoes
A Diversity Exercise....................................................................................... 187
To Thine Own Self Be True ................................................. 77
17 Organizational Leadership Assessment .......................................................... 79
18 The Leadership Challenge
The Kouzes-Posner Leadership Model............................................................. 93
19 Sort Out Manager-vs.-Leader Competencies ................................................ 101
20 Lead Them on an Adventure! ....................................................................... 107
21 Trust
The Glue of Leadership................................................................................. 111
22 A Metaphor for Personal Change
From Caterpillars to Butterflies ..................................................................... 115
23 Values
The Foundation of Ethics.............................................................................. 123
24 Just Do the Right Thing!
How to Make Ethical Decisions..................................................................... 127
25 I Want Some Power!
Types of Power ............................................................................................ 133
26 You Be the Judge! ........................................................................................ 141
27 Remember This!
A Power Card Affirmation............................................................................. 149
28 Balance Balls and Balance Life....................................................................... 153
29 The Talisman
A Symbol for Balance ................................................................................... 159
30 Grow Like a Garden
A Metaphor.................................................................................................. 163
31 Making Connections
Networking.................................................................................................. 167
Set an Example ........................................................................ 173
32 Flex Your Style ............................................................................................. 175
33 Claim Conflict .............................................................................................. 181
34 Walk in Another’s Shoes
A Diversity Exercise....................................................................................... 187
FOREWORD
There’s a scene in the film adaptation of Muriel Spark’s classic, The
Prime of Miss Jean Brodie, during which Head Mistress McKay calls Miss
Brodie to her office to chastise Miss Brodie for her somewhat unorthodox
teaching methods.1 Head Mistress McKay comments on the precocity of
Miss Brodie’s students. Miss Brodie accepts this as a compliment, not a
criticism and says:
“To me education is a leading out. The word education comes from
the root ‘ex,’ meaning ‘out,’ and ‘duco,’ ‘I lead.’ To me education is sim-
ply a leading out of what is already there.”
To this head mistress McKay responds rather haughtily, saying, “I had
hoped there might also be a certain amount of putting in.”
Miss Brodie laughs at this notion and replies, “That would not be ed-
ucation, but intrusion.”
Lois Hart and Charlotte Waisman would make Jean Brodie proud. 50
Activities for Developing Leaders is not about “putting in.” It’s about lead-
ing out of what is already in the hearts and minds of learners. That’s as it
should be, for development should never be intrusive. It should never be
about filling someone full of facts or skills. It just won’t work. Education
should always be liberating. It should be about releasing what is already
inside us.
Leadership development is self-development. The quest for leadership
is first an inner quest to discover who you are. That is clearly the premise
of this wonderful collection of developmental activities. They guide learn-
ers on that fascinating journey of self-awareness and self-confidence that
can only come from experiencing something in themselves for them-
selves. Learning to lead is about discovering what you value. About what
inspires you. About what challenges you. About what gives you power and
ix
Portions of this foreword are adapted from The Leadership Challenge by James M. Kouzes
and Barry Z. Posner. San Francisco: Jossey-Bass, 2002. Copyright © 2003 James M. Kouzes
and Barry Z. Posner. All rights reserved.
1 This scene is from the film version of The Prime of Miss Jean Brodie, produced by Robert
Fryer and directed by Robert Neame. Screenplay by Jay Presson Allen. Twentieth Century
Fox Productions, 1968. Adapted from the novel, The Prime of Miss Jean Brodie, by Muriel
Spark (New York: Perennial Classics, 1999).
competence. About what encourages you. When you discover these things about your-
self, you’ll know what it takes to lead those qualities out of others. I assure you that if
you engage others in the experiences in this volume, that’s exactly what will happen.
Sometimes liberation is as uncomfortable as intrusion, but in the end when you
discover it for yourself you know that what’s inside is what you found there and what
belongs there. It’s not something put inside you by someone else; you discover you’ve
had the gifts all along.
But just when you think that it’s the experience that’s the teacher, you quickly
learn that it’s really not what this is all about. Experiential learning is essential to mas-
tery, but there’s another critical lesson awaiting you and your learners.
In the process of my own development as an adult educator, I was extremely for-
tunate to have participated in programs led by some of the most seasoned training
professionals in the business. One of them was Fred Margolis. Fred was a student of
Malcolm Knowles, the father of the theory and method of adult learning known as
andragogy. Fred was a master, and he taught me a lesson in the early 1970’s that has
shaped everything I’ve done as an educator since then.
I was doing some work in Washington, D. C., and after a day of training Fred and
I met at an Italian restaurant for dinner. During our dinner, Fred asked me, “Jim, what’s
the best way to learn something?” Since I’d been extensively involved in experiential
learning, I confidently told Fred the obvious: “The best way to learn something is to
experience it yourself.”
“No,” Fred responded. “The best way to learn something is to teach it to somebody
else!” Boing! That was one of those moments when your brain does a double take, and
you realize that you’ve just heard something extremely profound and a whole new
world is about to unfold.
What I learned that day from Fred—and I continue to learn every day I am with a
group—is that the act of teaching is an act of learning. The deepest kind of learning.
You’ve probably felt the impact of this yourself—whether you’re an expert or a novice.
The moment you’re asked to teach you start to think, study, worry, and prepare. In
the process you become consumed by learning. You know you’re on the line. You’re
going to have to perform live in front of others, and you better know your stuff. You’ve
got to learn at a deeper level.
That lesson—we learn best when we teach someone else—has shaped my style more
profoundly than any other lesson on learning. It inspires me daily to find new ways
for people to teach each other. When participants put themselves out there as role
models or subject matter experts, I know and they know that they’ve got to reach in-
side a lot deeper than if I just ask them to take part in a simulation.
This is the most important benefit of Lois and Charlotte’s contribution. They don’t
just ask people to be learners. They ask participants to be teachers. It’s the teaching
that participants do after the experience that is the most critical part of the process.
That’s when everyone knows they’ve internalized it, made it a part of themselves. And
when you’ve internalized it, you can externalize it; you can teach it to others.
All of this is reinforced by something else that my coauthor Barry Posner and I
found in doing research for the third edition of The Leadership Challenge. What we un-
covered is that the best leaders are the best learners. And what would you say comes
first, the capacity to learn or the capacity to lead? We think that learning comes first.
Learning to lead comes second. So what you are doing by fully engaging others in the
experience of learning—not just the experience of leading—will benefit them in every
other aspect of their lives. That is the magic and the joy of leading out what is already
there!
Jim Kouzes
San Jose, California
April 2003.
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