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