Leadership Development for Youth Leaders And the young

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Leadership Development for Youth Leaders: And the young people you work with October, 2014 Associate Professor Paul Aitken PSNRU - Faculty of Philosophy and Sociology

The Human Touch • ‘Historical perspective argues the problems central to effective leadership; motivation, inspiration, sensitivity and communication • have changed little in 3000 years. • focus on the human side is important’ (Clemens and Mayer, 1999) ©Mastering Leadership Agility Ltd. ® All Rights reserved evaluate · facilitate · educate

The meaning of EDUCATE? • ‘Education’ has the Latin root words, ‘educare’ and ‘educere’ • ‘educare' means to ‘rear or to bring up’ and it refers to child rearing, whereas, • ‘educere’ which is derived from two roots ‘e’ and ‘ducere’ means to; ‘draw out from within’ or to ‘lead forth’. ©Mastering Leadership Agility Ltd. ® All Rights reserved evaluate · facilitate · educate

3 pillars (after Kahn) for creating a HEALTHY & PRODUCTIVE LEARNING ENVIRONMENT • SAFETY • MEANINGFULNESS • AVAILABILITY ©Mastering Leadership Agility Ltd. ® All Rights reserved evaluate · facilitate · educate

3 PHASES of LEADERSHIP DEVELOPMENT • Self-leadership • Team membership (reciprocity & followership) • Influencing leadership ©Mastering Leadership Agility Ltd. ® All Rights reserved evaluate · facilitate · educate

3 ways to develop leadership in young people SELF-LEADERSHIP Take responsibility for your own actions: then be given responsibility for something or someone which motivates you to learn more about yourself ©Mastering Leadership Agility Ltd. ® All Rights reserved TEAM MEMBERSHIP evaluate · facilitate · educate

Influencing Leadership? • NO • YES PERSONALITY BASED PERSONAL CONNECTIVITY BASED

“It is not the strongest of the species that survives, nor the most intelligent. It is the one that is most adaptable to change” ©Mastering Leadership Agility Ltd. ® All Rights reserved evaluate · facilitate · educate

12 LEADERSHIP PRACTICES & 12 QUESTIONS for ‘working with and through people’ throughout life’s changes: Mastering Leadership Agility Discover your level of agility in leading personal/team/organisational transitions by answering the following questions. How well do you…. . ? Score yourself: Exceptionally Well (5), Very Well (4), Pretty Well (3), Room for Improvement (2), Requires Focussed Attention (1), giving you an ‘Overall Leadership Agility’ total out of 60. - The 12 Practices 1 Personal Values 2 Sensitivity Sense Make-Give 3 Create Learning 4 Mindful of Impact 5 Emotional Intelligence Tune into all the interests, beliefs and motivational drivers present in important communication and interaction, starting with your own Generate the knowledge and insights which provide potential ways forward and make these understandable for others Constantly learn from others and encourage others learning so you can address problems and leverage opportunities as they arise Engage in open, frank and reflective conversations before arriving at critical decisions Pick up, manage and utilise the negative and positive emotions generated in interaction, including those in yourself 6 Access Capability Draw out and utilise all the capabilities you have around the business and elsewhere when solving problems or generating innovations 7 Cultural Competence Tap into the different backgrounds and ways of working present to enhance your window on a world of possible approaches 8 One to Many Dialogue Communicate deeply with all relevant parties in finding shared understanding and agreeing what happens next 9 ‘Total’ Leadership Role model and stay true to your main purpose, mission and values 10 One to One Dialogue Bring out the best in yourself and others and resolve difficulties through powerful listening, questioning and feedback 11 Performance Challenge Drive and sustain innovation and performance improvement throughout the change transitions’ twists and turns ©Mastering Leadership Agility Ltd. ® All Rights reserved evaluate · facilitate · educate 12 Agility Resilience Learn from the impact of your and others everyday leadership agility practice and remove habits which are no longer fit for purpose

1 Personal Values Sensitivity Tune into all the interests, beliefs and motivational drivers present in important communication and interaction, starting with your own PERSONAL VALUES SIT AT THE HEART OF LEADERSHIP

6 Values for releasing DISCRETIONARY MOTIVATION

Choosing the way you live your work and life

Assessment Using the values descriptors, allocate 100% across the 6 values systems, to represent the personal values you currently hold most and least strongly Self Approval Fulfilment Stay Steady Move Forward World Citizen Communal Concern

2 Sense Make-Give Generate the knowledge and insights which provide potential ways forward and make these understandable for others PREDICTING CHANGE: RENEWAL - THOUGHTFULNESS: KNOWLEDGE CREATION: MIND

• Question 2 for Sense Make-Give How do you discover what’s happening in the world? How do you describe to other people what you see happening? How do you describe the world you want to see? ©Mastering Leadership Agility Ltd. ® All Rights reserved evaluate · facilitate · educate

3 Create Learning Constantly learn from others and encourage others learning so you can address problems and leverage opportunities as they arise PREDICTING CHANGE: RENEWAL - THOUGHTFULNESS: KNOWLEDGE CREATION: MIND

4 Mindful of Impact Engage in open, frank and reflective conversations before arriving at critical decisions PREDICTING CHANGE: RENEWAL - THOUGHTFULNESS: KNOWLEDGE CREATION: MIND

• Question 4 for Mindful of Impact How often do you think before you act; reflecting first on the potential impact of your decisions? ©Mastering Leadership Agility Ltd. ® All Rights reserved evaluate · facilitate · educate

5 Emotional Intelligence Pick up, manage and utilise the negative and positive emotions generated in interaction, including those in yourself PREDICTING CHANGE: RENEWAL - THOUGHTFULNESS: KNOWLEDGE CREATION: MIND

6 Access Capability Draw out and utilise all the capabilities you have around the business and elsewhere when solving problems or generating innovations IMPLEMENTING CHANGE: SURVIVAL - COMMUNICATION: KNOWLEDGE SHARING: VOICE

• Question 6 for Access Capability How well do you know who has what skills/experience to contribute, amongst the people you work or learn with? ©Mastering Leadership Agility Ltd. ® All Rights reserved evaluate · facilitate · educate

7 Cultural Competence Tap into the different backgrounds and ways of working present to enhance your window on a world of possible approaches IMPLEMENTING CHANGE: SURVIVAL - COMMUNICATION: KNOWLEDGE SHARING: VOICE

• Question 7 for Cultural Competence How well do you involve people who are different from you in finding solutions to problems? ©Mastering Leadership Agility Ltd. ® All Rights reserved evaluate · facilitate · educate

8 One to Many Dialogue Communicate deeply with all relevant parties in finding shared understanding and agreeing what happens next IMPLEMENTING CHANGE: SURVIVAL - COMMUNICATION: KNOWLEDGE SHARING: VOICE

Role model and stay true to your main purpose, mission and values 9 Total Leadership EMBEDDING CHANGE: THRIVING - RELATIONSHIPS: KNOWLEDGE APPLICATION: ACTION

• Question 9 for Total Leadership What do you role model in your daily life; setting an example for others to follow? ©Mastering Leadership Agility Ltd. ® All Rights reserved evaluate · facilitate · educate

10 One to One Dialogue Bring out the best in yourself and others and resolve difficulties through powerful listening, questioning and feedback EMBEDDING CHANGE: THRIVING - RELATIONSHIPS: KNOWLEDGE APPLICATION: ACTION

• Question 10 for One to One Dialogue How effective is your dialogue with individuals who you need to influence? ©Mastering Leadership Agility Ltd. ® All Rights reserved evaluate · facilitate · educate

11 Performance Challenge Drive and sustain innovation and performance improvement throughout the change transitions’ twists and turns EMBEDDING CHANGE: THRIVING - RELATIONSHIPS: KNOWLEDGE APPLICATION: ACTION

• Question 11 for Performance Challenge How do you maintain the focus and energy to improve the combined efforts of the people you work or learn with? ©Mastering Leadership Agility Ltd. ® All Rights reserved evaluate · facilitate · educate

12 Agility Resilience Learn from the impact of your and others everyday leadership agility practice and remove habits which are no longer fit for purpose Practising the practices leads to embedded agility PUT IT ALL TOGETHER FOR OVERALL LEADERSHP AGILITY

• Question 12 for Agility Resilience How do you find ways to re-invent yourself and your group, when what you did in the past no longer works for the future? ©Mastering Leadership Agility Ltd. ® All Rights reserved evaluate · facilitate · educate