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United StatesPower Squadrons
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• Leadership DevelopmentProgram

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Program

• Leadership
• Presents workable tools for a practical approach
  to leadership
  
• Communications
• Identify skills that a leader can develop to
  communicate effectively
  
• Motivation
• How a leader can affect motivation directly

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Officer Member Relationship

• Officer
• Commander
• Bridge Officers
• Committee Chairmen

• Member
• Bridge Officers
• Committee Chairmen
• Members

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Management vs. Leadership

• Management is the process of organizing methods,
  materials, manpower and other resources to
  achieve organizational goals.
  
• Leadership is a process of influencing an
  organizational group in its efforts to set and
  achieve goals.

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Attributes of a Leader

• Shows the way
• Is humble in the use of the position
• Is knowledgeable of the job
• Can delegate decision making, while retaining
  responsibility
  
• Motivates through recognition and praise
• Insures subordinates succeed
• Is a good communicator and listener

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Three Principles

• A.H. Maslows Three Principles
• People are needing animals
• A satisfied need does not motivate or cause
  behavior. Only an unsatisfied need can provide
  motivation.
  
• Needs can be thought of as arranged in a
  hierarchy of importance.

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Hierarchy of Needs

• 
  Self
  
• Actualization
• 
  Esteem
  
• Social
  Secondary Needs
  
• Safety
  Primary Needs
  
• Physiological

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Five Categories

• Physiological.We want to be alive and stay
  alive
  
• Security..We want to feel safe
• Social..We need to belong to groups and
  to have friends
  
• Self-Esteem...We need to feel worthy,
  unique and respected
  
• Self-Actualization..We need work that attracts
  and challenges us

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Volunteer Needs

• Self-Esteem
• We need to feel worthy,unique and respected
• Self-Actualization
• We need work that attractsand challenges us

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Leadership Defined

• People with vision
• Inspire us
• They become role models
• We want to be like them

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Bases of Social Power

• Reward Power
• Coercive Power
• Referent Power
• Expert Power
• Legitimate Power

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Power Defined

• Legitimate Power
• Respect that goes with the office
• Expert Power
• Skill, knowledge, expertise
• Coercive Power
• Penalty for not performing
• Reward Power
• Recognition and praise give personal satisfaction
  
  
• Referent Power
• The power to be a role model

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UnderstandingWhat Must Be Done

• Leaders must understand what needs to be done
  within the organization
  
• Know the job requirements
• Identify members showing potential for
  leadership
  
• Be decisive
• Motivate

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Directing

• Provide detailed instructions
• Give members specific goals and objectives
• Check in frequently with members to keep them on
  track
  
• Enforce rules and regulations
• Demonstrate the steps involved in doing the job

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Coaching

• Represent bridge position in a convincing manner
• Try to motivate with incentives and recognition
• Sell members on their own ability to do the job
• Praise members for good work
• Provide members with a lot of feedback on how
  they are doing

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Facilitating

• Involve members in making the decisions that
  affect their work
  
• Make members feel free to ask questions and
  discuss important concerns
  
• Hold frequent team meetings
• Help members locate and suggest their own
  development activities
  
• Listen to members problems and concerns without
  criticizing or judging

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Delegating

• Delegate broad responsibilities to members and
  expect them to handle the details
  
• Expect members to find and correct their own
  errors
  
• Provide members with feedback on results
• Allow risk taking and innovation in members

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Group Characteristics

• Ability
• Experience
• Motivation

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Independence Level

• 40 30 20 10 0
• Delegating Facilitating Coaching
  Directing

HighIndependence
Moderate toHighIndependence
Moderate toLowIndependence
LowIndependence
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Distribution Curve

• High Developing High Developing
• Low Structuring High Structuring
• Facilitating
  Coaching
  
• Delegating
  Directing
  
• Low Developing Low Developing
• Low Structuring High Structuring

40 30 20
10 0
HighIndependence
Moderate toHighIndependence
Moderate toLowIndependence
LowIndependence
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Four Listeners

• Non-Listener
• Does not hear at all
• Marginal Listener
• Hears words but not meaning
• Evaluative Listener
• Makes no effort to understand
• Active Listener
• Places himself in speakers shoes

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Barriers to Active Effective Listening

• Motivation Attitude
• Lack of concentration and attention
• Negative attitudes toward listening
• Experience and background
• Poor Listening Setting
• Location and Timing
• Emotions
• Daydreaming and fantasizing
• Delivery
• Overcome difficult styles
• Lack of listening skills

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Rules for Active Listening

• Decide to become interested
• Avoid over reaction
• Resist distractions
• Try to interpret the speaker
• Listen with an open mind

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More Listening Rules

• Focus on the main idea
• Capitalize on thinking speed
• Give feedback
• Summarize
• Apply what you hear

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Reasons We Ask Questions

• To gain information
• To uncover motives and gain insight
• To give information
• To obtain member participation
• To check understanding and interest

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More Reasons We Ask Questions

• To start another thinking
• To reach agreement
• To bring attention back to a subject
• To give positive strokes and build trust by
  seeking anothers opinion
  
• To give psychological reciprocity, i.e. pay
  attention to me and Ill pay attention to you

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Basic Question Types

• Closed Questions
• Require narrow answers to specific questions
• Typically yes, no or some other brief answer
• Open Question
• Used to draw out a wide range of responses
• Used to enhance and stimulate member participation

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Improve Your Facilitation

• Think of yourself as a reporter
• Ask questions, but cushion them first
• Use feedback questions that respond to feelings
• Clarify and check out your assumptions
• Take a personal interest in the members

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Improve the Teams Communication Skills

• Insist that members refrain from interrupting one
  another
  
• Eliminate as many outside distractions as you
  can
  
• Ask members to avoid making lengthy speeches
• Insure significant information is recorded and
  displayed for all to see
  
• Ask members to give feedback to each other

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Helping the Team

• Help members distinguish between fact, inference
  and opinion
  
• Encourage members to ask questions
• Summarize the main points of a meeting or have
  volunteers to do it
  
• Review what has been covered in a previous session

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Motivation

• A leader can excite people by
• Establish a vision, mission or goal
• Communicating it in a way that fires up the
  followers
  
• Making those same followers feel part of
  something important, uplifting and satisfying

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Key to Motivation

• The key to motivation lies in identifying the
  needs our members are trying to satisfy. . .
  
• Then tying their level of effort and performance
  to a reward that meets that need

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Make Others Feel Important

• When the leader The member felt
• Listened...Valued
• DelegatedChallenged
• Set high standards.Committed to
  excellence
  
• Left me alone..Trusted me to
  do my job
  
• Gave me feedback-positive negativeDevelop
  ed
  
• Instructed/taught me..Coached

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Leadership Results

• Dont try to play every instrument in the
  orchestraknow what the big picture looks like
  and discover each member who has a key piece and
  let them put it in place
• People will support what they help to create

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Finally

• Remember effective leadership is an art
  developed through perpetual effort!