leadership for collaboration and community service
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LEADERSHIP TRAINING SEMINAR FOR COMMUNITY SERVICE 7 August 2012
LEARNING OBJECTIVES
To be aware of the basics of leadership To have broader idea of leadership styles in the
current environment of leadership To know more about ownership, co-ownership
and co-creation of the social divide To impart knowledge on project management and
resource mobilization
“Bright lights cast dark shadows when shone from only one direction.”
OWNERSHIP
LEADERSHIP TIMELINE An illustrated journal tool of one’s leadership journey Stresses the high points and low points of one’s
leadership journey
LEADERSHIP ESSENCE VS. STYLE
Leadership essence is the unchanging core of any person’s value system in the act of leading (or getting others to achieve common goals)
Leadership style is the manner in which people lead (or get others to achieve common goals)
LEADERSHIP STYLESLeadership Style Modus Operandi Style in A Phrase
Coercive Immediate Compliance
“Do What I Tell You”
Authoritative Mobilizes People Towards a Vision
“Come with Me”
Affiliative Creates Harmony and Builds Emotional Bonds
“People Come First”
Democratic Forges Consensus through Participation
“What Do You Think?”
Pacesetting Sets High Standards for Performance
“Do as I Do, Now.”
Coaching Develops People for the Future
“Try this.”
WORLD CAFE
WORLD CAFE A conversational process based on a set of integrated
design principles that reveal a deeper living network pattern through which we co-evolve our collective future.
All participants will be asked to occupy the different chairs in the venue. It is encouraged to sit with the people who do not exactly know each other.
One of the members of each table will be elected as the table host. The table host is responsible in facilitating the dialogue in the table, taking down notes of important points and summarizing the key points to the next group.
WORLD CAFE There will be three rounds of 15-minute conversations
that will be conducted per table answering three different questions per round.
After each round, every participant except the table host is required to transfer tables of conversation.
WORLD CAFE
1. Focus on what matters.2. Contribute your thinking.3. Speak your mind and heart.4. Listen to understand.5. Link and connect ideas.6. Listen together for insights and deeper
questions.7. Have fun!
POINTS TO PONDER Your inner core as a leader matters Inner core consists of soft and hard knowledge,
skills and attitudes Traces personal history and values, leadership
approaches, skills, mental models and biases Shaped by one’s personal values, experiences
and expertise within the family, society education and upbringing
Includes Relationship Capital
LEADERSHIP CAPITAL
C.E.N.T.S. Contribution (Can I Contribute?) Excellence (Can I Excel?) Natural Ability (Does it Involve My Natural Ability/ies?) Turn-on (Does the Idea of Doing it Turn Me On?) Spirit-Leading (Is the Spirit within me leading me to accept
this Opportunity?)
SYSTEMS THINKING
A way of understanding reality that emphasizes the relationships among a system’s parts, rather than the parts themselves
Can help you design smart, enduring solutions to problems
Gives a more accurate picture of reality to work with the system’s natural forces to achieve the desired results
WHAT IS A SYSTEM?
It is a group of interacting, interrelated and interdependent components that form a complex and unified whole.
DEFINING CHARACTERISTICS
Every system has a purpose within a larger system. All of a system’s parts must be present for the
system to carry out its purpose optimally. A system’s parts must be arranged in a specific way
for the system to carry out its purpose. Systems change in response to feedback. System maintain their stability by making
adjustments based on feedback.
WORKSHOP
Identify a challenge that the organization is facing right now.
Think of the possible reasons why the challenge continue to exist.
WORKSHOP
How do you see the organization in a year? What are your key resolutions as an
organization to be able to reach your goals?
CO-OWNERSHIP
I-in-me
I-in-it
I-in-you
I-in-now
1Downloading:
Talking nice
2Debate:
Talking tough
3Dialogue:
Reflective inquiry
4Presencing:
Generative flow
Speaking from what I thinkDivergent views: I am my point of viewAdaptive system (say what you think)
Speaking from seeing myself as part of the wholeFrom defending to inquiry into viewpointsSelf-reflective system (reflect on your part)
Speaking from what they want to hearPolite routines, empty phrasesAutistic system (not saying what you think)
Speaking from what is moving throughStilness, collective creativity, flowGenerative system (identity shift: authentic self)
Four Fields of Conversation
STAKEHOLDER ANALYSIS A stakeholder is defined as an individual or group that
makes a difference, or that can affect or be affected by the achievement of the organization’s objectives.
Stakeholder Analysis focuses on two key elements. One, the interest they have in the particular issue, and two, the quality and types of resources they can mobilize to affect outcomes regarding the issue.
STAKEHOLDER ANALYSIS
ISSUE POSITION ANALYSIS
WORKSHOP
What specific groups or organizations can serve as your partners in fulfilling your organizational goals?
Which aspect of the challenge that you have identified earlier is an area where such stakeholders can help?
CO-CREATION
STRATEGIC PLANNING FRAMEWORK
WHAT IS IDEA FISHING?
A method of generating ideas or solving problems using associative thinking
Associative thinking; making use of the relationships based on intuition
FUNDAMENTAL PARTS OF IDEA FISHING Focus problem: a statement of your dilemma to be
resolved Bait: idea or a term highlighted in your focus problem Probed Words: words related to the bait based on your
intuitive thought and your direct knowledge of the term Catch: the solutions that you have made out of the
probed resolving the problem Ultimate Catch; the chosen solution by the team
PROCESS
FOCUS QUESTION
How can a youth organization based in the UP Diliman respond to environmental problems in the forests of La Mesa?
BAIT SELECTION AND GENERATION
FORMULATION OF CATCHES
WORKSHOP
Think of an innovative strategy or project with the stakeholders you have that can be a response to your identified challenge.
Resource Generation Overview
RAISING RESOURCES
A management process that involves identifying people who share the
same values as the organization, and taking steps to manage that
relationship.
Friends
RESOURCE GENERATION INVOLVES...
Relationship building
Communicating and prospecting
Organizational management and development
Usually restricted, project-based, time-bound, short-to-medium-term funding
GrantsGovernments, foundations, associations, multilateral & bilateral agreements
GiftsUnrestricted, can lead to endowments, medium-to-long term funding
Individuals, groups
Earned Income
Unrestricted, short-to-long-term funding, for-profit operation, needing different management skills
Sale of products, fee for service, interest income
FILLING THE GAP
Source Characteristics Examplesof Funds
What kind of organizations do donors support?
Transparent AccountableLegitimate
FINDING DONORS
Connection
Capability
Concern
Beneficial to the institution as it earns from each year’s annual fee and each credit card purchase.
Samples: Colegio de San Juan de Letran, PMA, Assumption, Ateneo, La Salle GreenHills, UST and Don Bosco
Affinity Cards
Employee Giving
Since 1999, PDI’s employees are encouraged to donate at least one hour of their salary to Children’s Hour
More than PhP 136million in cash and services has been raised for Children’s Hour
Sample: “When Doctors Cry,” initiated by Dr. Philip Cruz PGH-Pediatric Ward.
Strategy that can enhance and extend an organization’s reach, with no geographical restraints.
E-mail Fund Raising
Strategy that uses the Web technology to acquire and cultivate donors.
Sample: Ateneo de Manila University’s 500 @ 150 Campaign
Internet Fund Raising
ALFONSO YUCHENGCODLSU
Donated a 9-storey building to DLSU
Named “Don Enrique T. Yuchengco Hall” in honor of his father
Features include: 4 elevators, 20 classrooms, 6 teleconference rooms and a 3-storey auditorium which can seat 1,100 PAX
Yuchengco has also given to the De La Salle Institute of Advanced Studies at the RCBC Plaza and has invested in the Mapua Institute of Technology
Major Gifts
P
WASHINGTON SYCIP PHP 2,000,000 gift Giving Priorities: Rural
Development and Education Synergeia – an NGO
dedicated to educational reform
Has also donated to AIM
One of the fund raising initiatives of the Asian Institute of Management - Scientific Research Foundation (AIM-SRF)
Total amount needed to be raised: PhP 250,000,000.00 (2005) PhP 490,000,000.00 (2006)
AIM - SRF invested in building relationships with its alumni, students, and bilateral agencies, taking into account the cultural nuances and protocol
Capital Campaign
THE MIND MUSEUM Ajinomoto Ayala Foundation AyalaLand BPI Del Monte Pacific
Unlimited Fort Bonifacio
Development Corporation
Globe Telecom Happee Integrated
Microelectronics Inc. (IMI)
J.P. Morgan and Chase
Manila Water NutriAsia Shell Pilipinas Sony Philippines St. Lukes Medical
Center Swift Foods Tan Yan Kee
Foundation, Inc. The Family of
Mariano K. Tan Timezone Philippines
� Money received for product sales and services rendered
� Sales of organization’s collective expertise
� Net profits from endowments and investments
Earned Income
ADMU’s A ShopUP’s Abueva’s Oblation Statuette
A financial donation given to support a person, organization, project or program.
Usually given by funding/donor agencies and foundations
Grants
THE ORGANIZATION
THE CONTEST
THE BENEFICIARY
Started with an interview with Barangay Captain Isabelita Gravides last April, 2009
Problems with the community at that time: heat sickness awareness and livelihood
THE BENEFICIARY
Projects that were made out of the needs identified by the head of the community: Heat Sickness Expo and Ronda Palengke
Heat Sickness Expo is an event that brings your health awareness campaign events into your local community.
Ronda Palengke is a livelihood project that aims to address the needs of the community by forming community leaders that would facilitate change through the means of livelihood.
SELECTION OF PROJECT
Since only one project is being asked for by the contest per organization, it has been decided that the one that will be submitted will be the Ronda Palengke Project.
WHY RONDA PALENGKE?
Long-term effect in the community Opportunity to do what has never been done before Integration of leadership development and social
entrepreneurship Engagement of community members Realization of the real needs of the community
THE IDEA
Form the community leaders into a livelihood cooperative through personal development, idea development and strategic planning trainings
Know the personal and community visions of the group to form a business model tailor fit for the community
Involve other people in developing the community as a community of cooperation
Link the community to outside stakeholders Provide alternative means of engaging in livelihood in
the community
THE CONTEST PHASE
RockEd interviewed about the feasibility of the project. How will the organization use the money for the
project? RockEd called almost twice a week to grill the project
with questions pertaining to its different aspects.
THE GOOD NEWS
After almost two months of phone and personal interviews, the Ronda Palengke project was announced as one of the five national winners of the Colgate Fresh-U Project.
THE COMMUNITY SELECTION
Since Barangay UP Campus is a rather vast community (consisting of 16 Pooks), it has been decided outright that only one of the smaller communities will be chosen.
Based on the present data, the top two communities considered in terms of the total number of families are as follows: Pook Daang Tubo and Pook Libis
Since Pook Daang Tubo has split communities within the vicinity, due to coordination reasons, Pook Libis became the final recipient community.
THE FIRST INTERVIEWS
Ramil Estrella, the Pook leader, was interviewed about the livelihood situation of the community.
The community already had existing projects that had enabled them to collaborate such as the making athletic nets, selling cooked and processed food, making rags, and selling various merchandise.
THE CONTINUOUS IMMERSIONS
Upon knowing the incumbent officers of the community leadership group, the Ronda team had decided to conduct interviews of the different households to assess the livelihood training climate of the community.
THE CONTINUOUS IMMERSIONS After 3 batches of
interviewees, it has been discovered that people have already engaged in various livelihood trainings, but majority weren’t sustained because of the lack of an efficient following-up method.
THE START-UP
In the middle of immersing the group in the community, the grant was receive 1.5 months after the official media declaration.
Given this, the trainings have been started.
THE TRAINING TOPICS
Personal Visioning Community Visioning Idea Development Project Management Strategic Planning Sales and Marketing Enterprise Planning
TRAINING PICTURES
TRAINING PICTURES
RONDA PALENGKE PARTNERS
REFERENCES
Ventures for Fund-Raising Presentation, 2011 Otto Scharmer, Theory U Toolbook, 2008 Leading From Being, Anthony Pangilinan Asian Institute of Management
THANK YOU.
kevindelac@gmail.com
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