Hi,
I made some notes on Woodbadge training. I took the outline from the web, then
filled in with some memories of what we learned and how we applied it.
Sorry I can not be at the meeting tomorrow, but hopefully this will help with
the discussion.
Wood Badge has five Central Themes:
1) Living the Values -
Values, mission, and vision:
List the values you wish to follow, the mission of the group and the vision
of how you wish to get there, and the criteria that lets you know you have
succeeded. You can modify these over time, but they give you something to aim
for.
Aims and methods:
So you then determine what specific things you wish to do, and the methods
you will use to accomplish them.
2) Bringing the Vision to Life -
Listening to learn:
A good leader must first be a good listener.
Communicating:
Secondly, let everyone know what is going on. Communicate, communicate,
communicate.
Giving and receiving feedback:
You should give feedback gently and reasonably, but receive it the same
way. You need a strong ego. My (maddog's) method of doing this is to say
"I am doing the best I can, if you want any more than that, that is YOUR
problem."
Valuing people and leveraging diversity -
Coaching and mentoring:
One of the strongest parts of scouting. You should not be doing the work,
the scouts should be doing the work. You are there to point the way, guide,
make suggestions. Most people want to help, they just do not know what to do,
or take on too much at one time. Your job is to organize, and (hopefully)
just "organize the organizers".
3) Models for Success
Team development model:
Scouts stress teams. A Troop is made up of four to eight patrols, each patrol
made up of six to eight boys. Each patrol has a Patrol Leader and an
assistant patrol leader. The troop has a Sr. Patrol leader and an Asst. Sr.
Patrol Leader as well (typically) a quatermaster (responsible for the equipment)
and a treasurer. These positions are all scouts, elected by the scouts.
While the senior patrol leaders plan troop trips and troop activities, the
patrol leaders are encouraged to plan smaller trips (bike trips, overnight
camping, etc.) for their patrols.
At each level it is stressed that the level below are the ones that are supposed
to be doing the work. You can not lead and do work at the same time. It is
better to spend your time leading than doing all the work.
But to do this you have to make the work assignments in such a way that the
workers can succeed, and then you (or a designee) simply has to check to make
sure the work is being done.
Situational Leadership:
You have different leadership styles according to the different people you
are leading.
* Directing Leaders define the roles and tasks of the 'follower', and
supervise them closely. Decisions are made by the leader and announced,
so communication is largely one-way.
* Coaching Leaders still define roles and tasks, but seeks ideas and
suggestions from the follower. Decisions remain the leader's
prerogative, but communication is much more two-way.
* Supporting Leaders pass day-to-day decisions, such as task
allocation and processes, to the follower. The leader facilitates and
takes part in decisions, but control is with the follower.
* Delegating Leaders are still involved in decisions and problem-solving,
but control is with the follower. The follower decides when and how the
leader will be involved.
Please see:
http://www.chimaeraconsulting.com/sitleader.htm
4) Tools of the Trade
Project planning and problem solving:
Good planning software helps. Problem solving techniques are also good, but
usually not needed as much with adults, who have had more experience solving
problems.
Managing conflict:
Again, not quite as necessary with adults.
Assessing team performance:
Important after having an event and before planning the next one. Who fell
down on the job, and why? Will this happen again, or can you plan around it?
Managing change:
What happens if something goes astray? How do you find out that it is going
south? How do you monitor progress, or lack of it? How do you shift
responsibilities gently?
Celebrating team success:
After the work, the "attaboys".
5) Leading to Make a Difference -
Leaving a legacy:
We all want to do this. Few accomplish it.
--
Jon "maddog" Hall
Executive Director Linux International(R)
email: [EMAIL PROTECTED] 80 Amherst St.
Voice: +1.603.672.4557 Amherst, N.H. 03031-3032 U.S.A.
WWW: http://www.li.org
Board Member: Uniforum Association, USENIX Association
(R)Linux is a registered trademark of Linus Torvalds in several countries.
(R)Linux International is a registered trademark in the USA used pursuant
to a license from Linux Mark Institute, authorized licensor of Linus
Torvalds, owner of the Linux trademark on a worldwide basis
(R)UNIX is a registered trademark of The Open Group in the USA and other
countries.
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