2009 NOAC Session L400 Youth Working With Youth (All Youth)
Session Length: 75 Minutes
Learning objectives:
§ Understand how to manage Chapter youth Arrowmen properly.
§ Understand the necessary skills to motivate those youth around you to complete tasks and meet deadlines.
§ Understand the use of effective training.
Required Materials:
§ Flipcharts with Easel, Felt-Tipped Markers, Masking Tap
§ Projection Screen or smooth light-colored non-reflective surface
§ PowerPoint Presentation File
§ Computer with PowerPoint Software
§ LCD Projector and Projection Screen
or
§ Overhead Transparency Slides with Presentation
§ Overhead Projector and Projection Screen
Trainer preparation
Type of Trainer:
This session is best taught by an adult or older youth with years of experience in the Order of the Arrow in leadership positions in the Chapter or higher level and is reputed to possess good leadership skills.
Physical Arrangements:
The room should be set-up with tables and chairs in a horse-shoe or semi-circle design. At the open end, the trainer should place the LCD project or overhead projector and projection and projection screen. Flipchart and easel will also be near the front off to the side but clearly visible by all participants.
Trainer Checklist prior to session:
§ Study this syllabus.
§ Select visual display method (i.e., PowerPoint or Overhead Transparency Slides) and prepare accordingly.
§ Prepare 6 flipcharts, each with one of the 6 Phases of Problem-Solving as the title at the top.
§ Prepare name tag(s) for trainer(s).
Trainer Tip: Ensure all Audio Visual equipment you will be using is operational before participants begin arriving in the classroom. This includes the Computer and LCD Projector (for PowerPoint) or Overhead Projector (for Transparency) presentation. In either case have the “Title” slide displayed when participants start entering the room. Also have personal information displayed on the flip chart or on the chalk board. Set the mood that this is a well planned and organized training session with useful information and knowledge to share.
Advance PP Slide #1 “Youth Working With Youth (All Youth)”
Session narrative
Introduction: 5-7 Minutes
Advance PP Slide #2 “The Challenge”
Trainer Tip: The session trainers should introduce themselves and the topic. Each should provide information on his Order of the Arrow experience, what lodge and city he is from and any other relevant items of interest. Although this session narrative is written in the first person, trainers should not read directly from the syllabus (work from notes if necessary) and work to develop their own style of delivery while maintaining the integrity of the content.
With a show of hands, who here has served as an OA elected or appointed officer at the Unit, Chapter or Lodge level? This includes serving as a Vice-Chief for a functional area…a special event, activity or committee chairman …and Troop or Team OA Representative.
Whether or not your have recognized the fact, the reality is that you have served in a leadership position with specific duties, responsibilities and expectations from those you work with and serve. Even if you haven’t held an official position, you still fulfill a role of representing the Order of the Arrow to others in all that you do and say. You are a living-breathing billboard, on constant display and measured for what you contribute to Scouting and the OA.
By your demonstrated eagerness and drive to serve, thoughtful demeanor and physical example you have the power to significantly inspire and influence the motivation, attitude and actions of others. You are a person of honor and integrity…someone to be listened to…someone to be looked up to and followed. Don’t ever dismiss the capability and power you as an individual possess to do good things.
The Lodge and Chapter are led by the Chief, his Vice-Chiefs, Committee Chairmen and other youth officers. It’s not the Adviser or any of the other adults. The youth are in charge and have sole responsibility for carrying out the National objectives and program at the Lodge level and the Lodge objectives and program at the Chapter Level. No small feat.
Whenever you assume any office in the Order of the Arrow, as it is in your home unit, you are also given a certain management authority over others, whether real or inherent, that should be equal to the position’s responsibility. Responsibility means committing to accomplishing things, completing tasks, and achieving goals and last but certainly not least…meeting deadlines. Meeting deadlines is an enabler that ensures that others who must build upon your work will have the foundation and time available to succeed.
To achieve these in most cases you simply cannot do it alone. To do this you must motivate others to get involved, feel that they are doing something worthwhile and recognize their contribution. Power alone to manage others is nothing without the leadership that inspires and empowers others to accomplish things that alone would not be possible. You must also accept that you must use resources which are available or obtainable. Wishing for the mysterious miracle to happen is not an effective use of your time and energies.
Therefore, the challenge to all Chapter youth leaders is to understand and practice the qualities, skills and processes that will effectively motivate your youth Arrowmen to work toward goals and deadlines for the collective benefit of all.
Inspirational Portion: 5-7 Minutes
Advance PP Slide #3 “Opening Thought”
I’d like to read you this quote from Peter F. Drucker, teacher, writer and adviser widely considered to be the father of “modern management” and business leadership for the common good:
“Leadership is not magnetic personality — that can just as well be a glib tongue. It is not “making friends and influencing people” — that is flattery. Leadership is lifting a person’s vision to higher sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.”
Consider what Mr. Drucker is saying. Leadership is not a superficial thing, where you are popular because you make others laugh and feel good. It is something deeper and more beneficial to others. It is inspiring them to be better people, to realize their greater potential and to reach a higher standard in performance than they would even thought of otherwise.
The leadership style employed can be highly variable based upon the situation. As leaders we are entrusted with the responsibility to make the most of what we are given to everyone’s benefit. No complaining, no “poor, poor pitiful me” attitude, no wasting energy wishing for something you don’t have, no looking for excuses for simply not succeeding. Simply stated, you need to adapt your style to meet the group needs and circumstances under which you must operate.
As a young Navy Lieutenant I was overheard by a Master Chief Petty Officer complaining about something I was responsible for but was simply not working. The salty old Master Chief took me by the side and thoughtfully told me “Frankly, Sir, if things were perfect we wouldn’t need you.” This no-excuse stewardship approach to give of ourselves for the betterment of others and success of the group can be summed up in another term…“Servant Leadership”.
Clues to the Riddle: 54-60 Minutes
As a youth leader, one must be able to work well with the youth around you. In this session, you will learn how to manage Arrowmen of the same age properly. Additionally, you will learn the necessary skills to motivate those youth around you to complete tasks and meet deadlines.
Central to this concept is the notion of continuous renewal, ever ongoing development and re-visioning. Nothing is static but is a moving target requiring constant awareness of “Where are we now and where are we going?” Rather than looking in the rear view mirror, we focus on the future and explore new ideas, seek new opportunities and create new designs that enrich and empower us so that we can make Scouting and the OA an ever more dynamic program in our lives and in the lives of others.
Let’s now look at what are the building blocks or competencies that will assist you in this journey to the very best we can. These support the ideals of Scouting and for the never-ending process of learning and becoming ever more competent and effective leaders, followers, and stewards in our families, Scout units, schools, churches, home communities, and society.
Advance PP Slide #4 “Getting and Giving Information”
A. The First Competency — Getting and Giving Information
“Getting and Giving Information” is probably the #1 competency required of leaders. If you cannot communicate effectively, then no other leadership skill will compensate for this deficiency. First and foremost, you must be able to exchange information effectively and accurately.
As a dramatic demonstration of the power of communication and the positive impact one individual can have on the outcome of a significant effort, we have a video clip of John Adams’ speech before the Continental Congress concerning Freedom and the Declaration of Independence.
Roll Video Paul Giamatti in John Adams: “God Save The American States” Time: 4:15
When giving information, use all five senses whenever possible. In addition,
§ Speak clearly.
§ Use language that everyone understands.
§ Vary your tone and pace.
§ Move from the general to the specific.
§ Use visuals— charts, maps. and diagrams.
§ Eyeball the listener.
Encourage two-way flow—ask questions and get them asking questions of you:
§ Don't pass judgment or mock the question or the questioner.
§ Always be respectful.
§ Don’t roll your eyes, display displeasure or condescend.
§ Be thoughtful in every answer.
When getting or receiving information, you may be watching for a variety of clues to gather meaning: not only verbal or written information, but nonverbal behavior as well. If you are not careful, facts will be forgotten or distorted. This is because both the individual sending and the person receiving the information may unintentionally obscure the message.
There are two ways you can ensure that the information you receive will not be forgotten or distorted:
§ Take notes. Always write down key information received.
§ Repeat back what you think you heard the person say.
Advance PP Slide #5 “Understanding Group Needs & Resources”
B. Understanding Group Needs & Resources
Group Needs & Characteristics: It is essential that we first understand ourselves and our own needs and characteristics. Only then can we know and understand other people. This understanding hopefully comes naturally as we mature, with greater awareness and experience in dealing with different people and situations. By directly exploring and encouraging discovery of these personality traits, we can accelerate the maturing of a leader.
Knowledge of individual needs and characteristics is important for every member of a group. As any group forms, an informal assessment of members' characteristics and needs always takes place. This competency brings the process out of the closet and uses it to everyone's advantage. Members volunteer their own needs and characteristics in an open, trusting environment via specific learning activities and exercises. Everyone is accepted and their individual differences are valued, for the differences contribute to an environment calculated to encourage growth.
Group Resources: Knowing and using Group Resources is usually introduced as the group is forming, as it is a means to the end of creating group morale and spirit. The new Scout patrol, after being given a name, is typically asked more than once if they have a yell, song, and flag. When asked about materials for a flag, the Troop Guide responds, "Gee, where do you think you could find the resources for a patrol flag within the troop?" If the camper is stumped, the Guide might add a hint: "Ever heard of a Quartermaster?"
Resources are, for our purposes, inexhaustible. We as leaders work primarily through others; we assume that everyone's limits can be expanded, and that no one ever reaches their fullest potential. Resources are also, by our general definition, all inclusive. They include the tangible and intangible--the sun, trees, people, time, a pocket knife – everything is a resource.
On a practical level, there are two types of resources that a leader needs to pay attention to, human and physical resources. The human spirit's capacity for achievement and innovation is enormous. Yet few if any schools teach what it takes to be successful.
The greatest limit on the ability to think in new ways, to draw on resources within ourselves, is often our own thinking. So it becomes true that getting out of our own way is the greatest challenge we face in our entire lives. We grow up, and when it comes to our thinking, our understanding of success principles, we are often a collection of bad habits well-learned. We limit our access to our internal resources, the ideas, talents, competencies, skills, knowledge and attitudes that can contribute to success. Our comfort zone.
This is not only true for individuals, but is a characteristic behavior of institutions and organizations as well. Fortunately, this deficiency is an increasing concern of many leaders and some work is being done to correct this problem.
If a group is to be optimally successful, the resources of all members must be fully utilized. Suppose a factory team gathers to solve a quality control problem – a formed sheet of metal rattles in its place on an assembled product. Does the piece have to be redesigned from scratch? New holes machined? Extra mounting screws added? (What is the most cost-effective solution?)
The best solution may require everyone, including the designer, the machinist, the assembler and the manager, to become involved. Anyone left out – their knowledge, their resources – could make a huge difference in the quality of the decision and people's commitment to it. Different people have a variety of resources to contribute.
What happens when a group of people meet for the first time? An informal process of "getting to know you" always takes place. Standard rituals of introduction take place: "Where do you live? What school do/did you attend? What do you do? Where were you born? Where did you grow up?" People do a lot of quick assessment: "How much can I trust this fellow?" "Does he do things by the book?" "Is this someone I'd like to spend more time with?"