Gilbert Leadership Program Individual Leadership Development Curriculum Package

Transcription

1 Gilbert Leadership Program Individual Leadership Development Curriculum Package 1

2 Introduction The book, The 21 Indispensable Qualities of a Leader by John C. Maxwell has been chosen to serve as the basis for the Gilbert Leadership component focusing on development of individual Leadership competencies, as defined by the program model Gilbert Leadership Program Model Harris/Rev 1 Program Mission: Increase citizen participation in the community by creating awareness of leadership opportunities and developing individual leadership skills. Inputs Gilbert Leadership Program - Three Transformation Components Results to Participants Needs and challenges in the community, (political, economic, quality of life, etc) Enthusiasm and commitment from Gilbert Leadership Class members Community Project Issue Day Content and Tours Curriculum to Develop Individual Leadership Qualities Enhanced understanding of self and community needs. Network of colleagues with a commitment to Gilbert community leadership and participation New engagement with one or more leadership roles, or improved performance in existing leadership efforts Program Fundamentals: Dialogue, shared experiences, inclusive approach, ethical and 4 purposeful engagement with community entities and respect for participants time. 2

3 Expectations: Various sections of the book will be examined and discussed at each issue day, with pre-assigned aspects to consider prior to the issue day. The objective is to encourage class participants to do some self-reflection, and activate and empower their individual leadership capabilities. Each class member will be expected to facilitate at least one Individual Leadership discussion during the course of the program. Chapters have been assigned Questions have been supplied to correspond to each chapter to assist you in the discussion with your classmates, and can be used as a departure point. Feel free to do some research, bring in personal or industry examples, etc. to illustrate the leadership concept described in each chapter in the Maxwell book. We envision that ~30 45 mins will be spent on this component at each issue day. Leadership Curriculum will be presented at each issue day. Expectation is that all class members will review the assigned chapters ahead of the issue day, in order to fully participate. We want to encourage dynamic, relevant discussion and sharing of ideas among the class participants. No electronics can be used. Issue Day facilitators (Leadership Board Members) will also be familiar w/ the content of the chapters. If a class member has questions when preparing for their assignment, they can contact the Board Issue Day facilitator for help If a class member knows in advance s/he will miss the Issue Day of his/her assignment, s/he is responsible for trading with another student. The topics will remain the same. Any student that misses their assigned day due an unforeseen emergency will make it up on Synthesis Day. The Class will evaluate the curriculum component and the facilitation on the Issue Day survey. 3

4 The 21 Indispensable Qualities of a Leader Chapter 1 Character 1. What is character and why it is an important quality of a leader? 2. According to Maxwell, there are four things every person must know about character. What are these four things? Do you agree? 3. According to Maxwell, how can you improve your character? Chapter 2 Charisma 1. What is charisma and why is it an important quality of a leader? 2. What pointers does Maxwell suggest a person personify to be the type of person who attracts others? 3. What are some of roadblocks to charisma? 4. What can you do to improve your charisma? Chapter 3 -- Commitment 1. What is commitment and why is it an important quality of a leader? 2. Maxwell makes three observations regarding the true nature of commitment. What are these observations? 3. According to Maxwell, when it comes to commitment there are only four types of people. What are the four types? Which type will be the most successful leader? 4. What can be done to improve commitment? 4

5 Chapter 4 Communication 1. Maxwell describes Ronald Reagan as a great communicator. Who are other examples of great communicators? 2. Why is effective communication an important quality of a leader? 3. What four basic truths did Maxwell identify for a person to follow in order to be an effective communicator? Chapter 5 Competence 1. Why is competency an important quality of a leader? 2. In order to cultivate competence, what should you do? 3. What can you do to improve your competence? Chapter 6 Courage 1. What is courage? Does becoming a leader give you courage or does courage help you to become a leader? According to Maxwell, what four truths about courage should you recognize as you approach tough decisions that challenge you? 4. What can you do to improve your courage? 5

6 Chapter 7 Discernment 1. What is discernment and why is it important for a leader to be discerning? 2. According to Maxwell, there are some important things to do to help a discerning leader maximize effectiveness. What are these four important things? 3. What can you do to improve your discernment? Chapter 8 Focus 1. Why do you think John C. Maxwell suggests that leaders focus on their strengths? 2. Maxwell provides recommended guidelines to focus time and energy. Do these seem reasonable to you? Is it possible for you to organize your life/work in accordance with these guidelines? What might prevent you from doing so? 3. Do you feel that you have identified your own strengths? Chapter 9 Generosity 1. Provide some examples of Leaders you know or have read about that have demonstrated the generosity that Maxwell describes in this chapter. 2. Does generosity strike you as a compelling aspect for a leader to possess? Why or why not? 6

7 Chapter 10 Initiative 1. The starting point of all achievement is desire If you are going to be an effective leader; you ve got to know what you want. If you accept this premise, as a Leader, how do you identify what you want? Do you have a systemic process, or go more freeform? 2. How would you rate your own tolerance for risk? Do you think that risk taking is a key component for initiative? Do you agree that effective leaders need to be risk-takers? Chapter 11 - Listening 1. Would you agree with the statement that John C. Maxwell makes that the overwhelming majority of communications problems come from poor listening? Why or why not? 2. Do you think that most people in leadership positions take enough time to get to know their followers as individuals? 3. When interacting with someone, how much of the discussion is verbal vs. non-verbal? Chapter 12 - Passion 1. Can you think of people/leaders in the community that demonstrate the passion that John C. Maxwell describes in this chapter? 2. Why is passion so important to being a successful leader? 7

8 Chapter 13 - Positive Attitude 1. How has a leader demonstrating a positive attitude affected you as an individual, or a team on which you were a participant? Conversely, have you ever experienced a leader with a negative attitude? 2. Your attitude is a choice. Agree or disagree with this statement? 3. John C. Maxwell mentions food as a way to maintain or re-obtain a positive attitude. Beyond what Maxwell suggests, what food would you recommend to yourself and others to accomplish this? Chapter 14 - Problem Solving 1. Given some of the controversy surrounding Wal-Mart stores locating in Gilbert, did that color your perception of this Chapter? Did Sam Walton ring true as an example of an effective problem-solver? 2. Looking for trouble is something we are told to avoid. Yet Maxwell says this is exactly what leaders should do to be effective problem solvers. What is the benefit of seeking out problems? Chapter 15 - Relationships 1. How will improving your relationships help you as a community leader? 2. Discuss a situation where focusing on people instead of outcomes (would have) or (did) improve a leaders success? 8

9 Chapter 16 - Responsibility 1. Describe a situation where a leaders taking personal responsibility was responsible for success. 2. Describe a leader whom you believe is successful because they take responsibility for their actions. Chapter 17 - Security 1. How will being secure in yourself as a leader help you in future community leadership positions? 2. Why is being secure as a leader so important to others? Chapter 18 - Self Discipline 1. How will listing your priorities help you to develop as a leader? 2. Why do you think developing a discipline of not making excuses will help your development as a leader? Chapter 19 - Servanthood 1. How would the Laws of Empowerment impact your success as a community leader? 2. Describe a leader whom you believe exhibits servitude? 9

10 Chapter 20 - Teachability 1. The chapter discusses 3 behaviors to continuous personal improvement. Which behavior would best help your continuous growth? 2. As a community leader how can you best practice the characteristics of teachability? Chapter 21 - Vision 1. What is your vision for improving our community and how are you going to act on your vision? 2. Describe a leader whose vision and their ability to act on their vision lead to their success. 10