Student Leadership By: Rhys Andrews. Why a Focus on Student Leadership? Tomorrows leaders will be...
-
Upload
vivian-freeman -
Category
Documents
-
view
212 -
download
0
Transcript of Student Leadership By: Rhys Andrews. Why a Focus on Student Leadership? Tomorrows leaders will be...
Student Leadership
By: Rhys Andrews
Why a Focus on Student Leadership?
• Tomorrows leaders will be you
• We can help prepare you for leadership challenges
• We develop shared learning about leadership
Critical Elements of Student Leadership Development
• Partnerships between staff and students
• Provide you with decision making power and responsibility for consequences
• Provide a broader context for learning and service
• Recognize your experiences, knowledge and skills
A Long Definition of Leadership
By: Kouze and Pozner (1995)
10 Things to Think About• Search out challenging
opportunities• Experiment, take risks, and learn• Envision an uplifting future• Enlist others in a common vision• Foster collaboration• Strengthen people by giving power
away• Set an example; develop shared
values• Achieve small wins; consistent
progress• Recognize individual contributions• Celebrate team accomplishments
Leaders are at their best when they:
“challenge the process, inspire a shared vision, enable others to act, model the way, and encourage the heart”
An Outline for Student Leadership1. Leadership from Within
2. Leadership with Others
3. Leadership in the Community
4. Leadership for the FutureLeadership through Service
Leadership from Within
Develop Skills, Knowledge and Attitudes in:
• Classical and contemporary leadership
• Personal awareness• Communication skills• A personal definition of
leadership
Leadership With Others
Develop knowledge, skills and attitudes in:
• Authentic leadership• Balancing “being” and
“doing”• Working successfully in
teams• Conflict resolution
Leadership in the Community
Develop knowledge, skills and attitudes in:
• Community values• A personal definition of
community leadership• A community leader skill
set• Appreciative inquiry
Leadership for the Future
Develop knowledge, skills and attitudes in:
• Local, regional and global issues
• Personal interests and values around issues
• Collaborating and building consensus
Self Awareness
• We have perceptions• We make sense of our
perceptions• We see what we believe and
what we want to believe• We make up negative
stories more often• We attribute error to others• We project (what we see
outside of us is what is inside of us)
• We have mental models
How to Defeat Perceptions and Sense Making?
4 skills to defeat these two norms of human behavior:
• Self awareness – know mental maps, etc.• Descriptiveness – know own experience and how
to describe it to others (be discerning)• Curiosity – ask questions and listen• Appreciation – be positive and appreciate others
Window on the world
What does your window on the world look like?
• your assumptions• your beliefs• your attitudes• your values
Ladder of Inference
Open Talking and Listeningwe need to do both
• Talking openly – willing to expose to others what is inside us
• Listening openly – willing to expose ourselves to something new from others
• Doing both opens new realities
Open Talking
• Tell a personal experience about leadership to a friend.
• Listen intently to the story and paraphrase.
• When somebody speaks personally, passionately, and from the heart, the conversation deepens.
• Speak up and speak in the here and now – think, feel, sense, want, and do.
Open Listening
• Remember the root of not listening is knowing if I already “know” the truth, why do I need to listen?
• How do you feel when you are listened to?
• What do you learn when you listen to others?
• Your experience is not what happens to you, but what you do internally with what happens to you. You create your experience. Ron Short
• The quality of life depends on what happens in the space between stimulus and responseanonymous
Authentic Leadership
Behavior Practices
Skills Self
Framing Character
Alignment
Do
ing
Bein
g
Moving from Inauthentic to Authentic
• What feels right • Sharing my truth in the moment• Self fulfilling – we are authentic to authentic
people• Be true to your values• My barriers do not have to be there
The best time to plant a tree is 20 years ago. The second best time is now.
Chinese proverb
Trust
• Trust as belief in someone versus obligation
• The goal – an equal partnership
• Why is trust important to you?
• How do you know when someone trusts you?
• If I believe you are capable we are in this together
• If I expect you to take some action it requires dependency
Why Team?
• Team supports a set of values ( listening, community, feedback, dialogue)
• Shared responsibility• Process and results• Support• Open communication
• Collaboration• Team is recognized• Try out ideas• Conform to team
standards• Preparation for future• Better problem
solving
Avoid Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Inattention to Results
Disablers of Teamwork Triangle
Appropriate Assertiveness
• Using “I” statements to be clear
• State your case without arousing the defenses of the other person