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18.10.2014, admin  
Category: Management Degree Online

While working as interns, we were tasked with the project of collecting different leadership games to be used for a leadership camp of high school students. Leadership in a crisis situation is very different from leadership in a time of normal conditions. The organizational operating models that provide the baseline for a smooth-running enterprise during normal times evaporate during a crisis, throwing the leadership into a morass of uncertainty and chaos.
Speed: Everything may initially happen at warp speed, giving little time for thoughtful consideration or consultation. Do your homework: Each organization has different stress points and leadership expectations. Applying the lessons of The Leadership Challenge to a crisis becomes a matter of common sense.
Model the Way: In my experience as a leader in business and the military, the quickest way to lose your leadership credentials is to not demonstrate balance in a crisis.
The items for the LPI were derived by recording specific one-sentence statements of behavior described in the Personal-Best Leadership Experiences. For Luis, his first introduction to The Leadership Challenge was nothing less than an opportunity to find himself, to see things from a different perspective. To give others an opportunity to see themselves as leaders early on, and to help them understand what it means to be a leader, Luis founded a small, nonprofit entity with a two-fold purpose: award college scholarships to children of migrant farm workers and also teach them leadership skills. Luis believes there are a lot of forces out there working to prevent our youth from becoming better leaders. After workshop participants considered best practices and committed to action plans for themselves as leaders, RALS senior management used the experience as a springboard to work on strategic alignment for the division.
Evans Kerrigan, a Certified Master-n-Training of The Leadership Challenge, is co-founder and managing partner of Integris Performance Advisors, a Platinum Sponsor of The Leadership Challenge Forum 2015. We are continuing to look for ways to more fully integrate The Five Practices and the Leadership Practices Inventory® as we move forward in expanding our frontline nursing leadership programs. Dan Schwab is a Certified Master and a 20+-year veteran working with The Leadership Challenge.
Tom Pearce, a Certified Master of The Leadership Challenge, has been teaching and consulting with clients using The Leadership Challenge for more than 10 years.
Which brings me to The Leadership Challenge Forum, an annual event designed to promote the growth and development of leaders in all aspects of life.
Then there is the continuous pipeline of colleagues engaged in the process of developing the knowledge and expertise to achieve the level of Certified Master of The Leadership Challenge.
Steve Coats, Certified Master of The Leadership Challenge, is managing partner and co-owner of International Leadership Associates, a leadership development education and consulting firm.
Any data, whether from the Leadership Practices Inventory® or another source, is only numbers or words until you can make sense of it.
But in reality, they can become leaders just by setting a good example for their friends and families. And in 2012, Division Director Norm Alberg and Deputy Director Megan Pedersen gathered together other members of the leadership team to begin their quest to dramatically change how they went about providing for the needs of the residents of the region. And on June 16 and 17 at the Hotel Nikko in the heart of the city 20 nonprofit leaders from a diverse range of Bay Area groups came together to create a stimulating dynamic for the program.
For 25 years, Steve has taught, coached, and consulted with executives and all levels of managers around the world in leadership development, team development, personal growth, change, and business strategy.
But based on my teaching experience, all leaders in government and industry would find the tools useful and provide the foundation for responding to and recovering from any crisis. And he found his vision: to bring leadership awareness and opportunities to youth in his community.
He has published and presented nationally on topics such as nursing professional and leadership development, nursing workforce planning, systems thinking, patient safety, clinical outcomes, professional boundaries, and strategic planning. For example, when census peaks and patient care demand exceeds the number of nurses scheduled, asking staff to work overtime or asking part-time staff to pick up extra shifts is a customary strategy. Through case study and breakout sessions, and terrific keynote presentations, it focused on helping all of us better understand how important culture is for sustainable leadership growth, and what it takes to create that kind of positive culture. New technology was deployed in the general sessions to facilitate large scale idea exchange. If you are not going to make it real, they can read a book and not get the leadership crisis experience.
Learning at the Forum was not just a noble-sounding aspiration, it was happening naturally—and intentionally. It is critical for a leader to be aware as the environment becomes dysfunctional or begins to stabilize.

Jim Kouzes is the Dean’s Executive Fellow of Leadership, Leavey School of Business, Santa Clara University. The first group of eight students to participate in Luis’ leadership club recently graduated from college.
TD magazine published a case study in the September issue examining how The Leadership Challenge® has helped the teams of Valley Children's Healthcare in central California.
With a common language of leadership firmly established for leaders at all levels within the RALS division, Norm and Megan turned their attention to other components required to support the new leadership actions.
As in years past, this Masters Give Back program was provided at no cost to participants in an effort to provide the advantage of The Leadership Challenge to aspiring community leaders who might otherwise not have access to the curriculum. Unfortunately, our poor goldfish’s dilemma also plays out in the world of leadership development. From the first morning when authors Jim Kouzes and Barry Posner took the stage to welcome us, they set the tone for the next two days, reinforcing how the best leaders continue to be lifelong learners and that a culture of leadership has, at its core, a value of learning. Perhaps our individual and collective successes will ultimately be measured by the number of organizations we can touch, and help build the kinds of leadership cultures they need to help their own people develop and excel in similar ways. And we, as leaders, have a responsibility, to help create the conditions necessary for people to build meaning into their lives at work, at home, and in the community.
And he believes that introducing them early to The Leadership Challenge and the essential Practices needed to become an effective leader was extremely helpful in guiding them in that direction.
Seeking to Encourage the Heart, Norm and Megan felt it was important for leaders’ individual development that they not only focus on improving weaknesses but also on leveraging and enhancing what they were already doing well. People go to an outstanding workshop or conference where they become re-inspired, learn new and usable skills, and leave resoundingly committed to becoming more effective in their work. When you look at an impressionist painting from a few inches away, for instance, it’s not much more than colored dots. I have even hit plastic golf balls into the audience to add a little tension and stress to the workshop. From the start, our Director of Organizational Development, Jim Smalley, PhD, has worked in partnership with the hospital and nursing leadership team to create the structures and processes needed to select the right candidates for the frontline leadership positions and to prepare them for their transition into one of the most difficult manager roles in healthcare.
So when you are ready to plan for that crucial conversation (or series of conversations), here are some tips on how you can get the most learning out of the LPI process.
In addition, Brett Cooper, co-founder of Integris Performance Advisors, served as the program’s closing speaker and shared with participants his own nonprofit leadership experience working with the East Bay Stand Down, a program that supports veterans of all ages with medical, dental, spiritual, and emotional needs through a weekend rally. And for that, they turned to The Leadership Challenge and the evidence-based research of the Five Practices of Exemplary Leadership® that served as a framework for creating new expectations for how leaders in the organization should behave. Gordon Meriwether, a retired Navy Captain, is the Founder of The Uriah Group, a crisis leadership consultancy. Inspired and energized by both his personal experience and his work with high school students, Luis didn’t stop there. In addition to identifying opportunities for improvement in their IDPs, leaders were tasked with identifying a specific strength to build upon and share with others.
This year’s participants were treated to a special session with Jim and Barry who joined in for a discussion about goals and challenges leaders in the nonprofit sector face. For organizations to grow leaders capable of running successful businesses today, and moving them forward tomorrow, there must be a culture supporting leadership development.
Kristin Foster and representatives from the David Matthews Center for Civic Life facilitated the first meeting. He decided to extend leadership learning to the Pajaro Valley Youth Soccer Club team he coaches. They can then use this knowledge to assess the extent to which they actually exhibit exemplary leadership behaviors.
There were groups from school systems in Texas and Arkansas in attendance, along with a number of other participants working with students and faculties at various levels within the educational system. Over 45 students met to review the ideas and initiatives they generated and implemented during the first semester, as well as brainstorm future plans. Teaching leadership in crisis without understanding the organization will certainly undermine the effectiveness of the workshop.
Together they envisioned the future and set the stage for nursing leadership and clinical bedside nurses to strengthen the delivery of care to patients and their families. And this year’s conference, developed around the theme of Cultivating a Culture of Leadership, was especially relevant. And developing the skills of leadership at a young age can really help strengthen the interaction among players and, as a result, deepen the respect they have for one another's strengths and areas of opportunities.
NOTE: We are currently investigating the viability of Leadership Challenge materials geared specifically for crisis situations and crisis-response professions.

Routinely, the girls work on leadership skills through experiential activities (see samples here). Megan Pedersen is Deputy Director of the King County Records and Licensing Services (RALS) Division where she leads by example and strives for operational excellence by engaging employees.
Following the onsite program, phone coaching was offered to any participant who was not able to stay for the one-on-one discussions directly following the workshop. If you're in the business of educating emerging leaders, we're here with the evidence-based resources to help you build the foundation for transformative leadership education.
As one of his strategic priorities, he also embedded in this ambitious goal the Lean concepts of visible leadership, respect for people, and support of continuous improvement. Every year our Pavilion for Women performs 7,000 deliveries, over 25,000 surgeries, and provides emergency care to more than 113,000 patients.
Most of us who have devoted our lives to leadership development find great joy in experiencing, first-hand, the growth of people.
Students participated in leadership-development and team-building activities in order to improve their peer-influence and lead their peers to take more ownership of their lives, school, and community.
We created a research protocol that we called the Personal-Best Leadership Experience questionnaire. Because genuine appreciation and personal recognition are critical to leadership success, managers continue to be encouraged to thank a nursing team member at least three times when delegating a specific task or function: when they accept the task, when they're doing the task, and after the task is completed. In fact, the entire Forum was structured to create a massive learning environment, with people from around the world sharing lessons learned and offering proven practices and novel ideas with total unselfishness. When we conduct research, we critically investigate or experiment with the aim of discovering new facts, revising existing theories, or making practical applications of new ideas. Tom Pearce, Certified Master of The Leadership Challenge, has worked with leaders and teams around the world helping them move from where they are now to where they want to be. We feel privileged to have had the opportunity to be a part of the program this year and to develop such a rich experience for these aspiring leaders.
With economic turmoil shattering lives, we can only expect these crises to grow and pose an ever-increasing challenge for leaders.
Since 1989, he has made leadership and leadership development an everyday priority, building and sustaining a culture driven by leadership maxims that are all fully consistent with The Leadership Challenge and that define the importance and contribution of leadership to achieving both personal and organizational outcomes. What did surprise him was learning how important and essential these behaviors were for leaders. They were all seeking new ideas, tools, and techniques for creating cultures that invite and encourage students to begin the process of leadership development while still in school. For example, text prepared messages to your audience during the workshop; use relevant, practical organization applications that the audience can identify with, have a roving reporter stress the audience with uncomfortable questions and inquisitions.
Led by our Chief Nursing Officer (CNO), each of these sessions embodied the Practice of Inspiring a Shared Vision as leaders and staff from across the system came together to begin forging a vision and formulating plans of action with shared goals, key drivers, and interventions.
The girls on his team, now 13 years old, have been getting leadership lessons for three years and Luis has seen a real impact.
Students were also involved in a number of collaborative decision-making groups throughout the workshop, which resulted in multiple ideas for building on the programs in place at MHS, as well as initiating new efforts for continuous improvement.
Although the general rules for leading in a crisis are different, they are not outside the parameters of The Five Practices of Exemplary Leadership®. Texas Children’s leadership development program had many facets but the primary goal was to restructure frontline bedside nursing management. Recently Luis also was instrumental in getting a grant for the soccer club to bring leadership development opportunities to more teams.
An operative that has been controlling an evacuation for 12 hours straight may need time out to regroup. During the initial launch phase of the program, frontline managers participated in Language of Leadership sessions, held over a four-week period as part of the preparation for our annual team member satisfaction and engagement survey. And even though one leadership style does not fit all, when it comes to dealing with a crisis situation, we are fortunate to have a guide like The Leadership Challenge to serve as the foundation of organizational crisis response and recovery. Ridge, RN, MBA, PhD is Director of Nursing Innovation and Outcomes for Texas Children’s Hospital. I joined the team only recently, as we began rolling out the frontline leadership model across the system, and it was immediately apparent that The Five Practices of Exemplary Leadership® model had been integrated into a number of key components.

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