WELCOME TO LEADERSHIP SKILLS TRAINING. THE STRUCTURE The Morning Introductions and course objective...

WELCOME TO

LEADERSHIP SKILLS TRAINING

THE STRUCTURE

The Morning

Introductions and course objective

Why people volunteer

The Leaders role

Giving Instructions

Group Dynamics

Styles of Leadership

Tool Safety

The Afternoon

Risk Assessment and monitoring

Planning the Day

Motivation and Feedback

Dealing with Problems

Session review

4.30 Finish

OBJECTIVES

Understand the key responsibilities of a leader and how to meet them.

Explain the reasons for tool safety talks and practice their delivery.

Practice techniques and skills, which help volunteers learn and enjoy the practical tasks and goals of the day.

List five factors which leaders must take into account when leading a group of volunteers.

Describe how to work in an inclusive manner. Implement and monitor Risk Assessments, and

record amendments.

WHY PEOPLE VOLUNTEER? To learn New skills & Knowledge Environmental skills To learn about team work and control To run projects Organise work teams To gain confidents and commutation skills To use tools correctly.

Job change/ to get a job Not sure what you wont to do and test it out Way in to the Field Practical experience, knowledge, & skills

Health To get fit Become more healthy Mental health getting out Gives some people a meaning to life.

To do something in the environment Save the planet Save different habitats and interests Work with plants and animals etc.

To get involved with Groups/teams Meet new people Local groups and projects See what is going on in an area

Other To have fun To get covered in mud To pass on own knowledge.

ASPECTS OF A LEADER

Preparedness Trustworthy

Good communicator Positive

Assertive

Diplomatic Inclusive Decisive

Safety Management

Patient Energetic

Negotiation & Conflict resolution

6

QUESTIONS

Which do you think is the most important quality?

Which do you think you could do without?

Can you be all of these things all of the time?

9

Balance

Gro

up

Dyn

amic

s

TUCKMAN THEORY

FormingUncertain of rules/rolesNot part of a groupLow productivity

Gro

up

Dyn

amic

s

TUCKMAN THEORY

FormingUncertain of rules/rolesNot part of a groupLow productivity

StormingConflicts. Bid for powerQuestion others abilityWithdraw

Gro

up

Dyn

amic

s

TUCKMAN THEORY

FormingUncertain of rules/rolesNot part of a groupLow productivity

StormingConflicts. Bid for powerQuestion others abilityWithdraw

NormingAgree systemsSettle downSense of purpose

Gro

up

Dyn

amic

s

TUCKMAN THEORY

FormingUncertain of rules/rolesNot part of a groupLow productivity

StormingConflicts. Bid for powerQuestion others abilityWithdraw

NormingAgree systemsSettle downSense of purpose

PerformingPositive and creativeProductiveIdentity / Satisfaction

Gro

up

Dyn

amic

s

TUCKMAN THEORY

DirectingLeader provides instructions andClose supervision

Gro

up

Dyn

amic

sSITUATIONAL LEADERSHIP

DirectingLeader provides instructions andClose supervision

CoachingLeader explains decisions andSupports progress

Gro

up

Dyn

amic

sSITUATIONAL LEADERSHIP

DirectingLeader provides instructions andClose supervision

CoachingLeader explains decisions andSupports progress

SupportingLeader facilitates and sharesresponsibility

Gro

up

Dyn

amic

sSITUATIONAL LEADERSHIP

DirectingLeader provides instructions andClose supervision

CoachingLeader explains decisions andSupports progress

SupportingLeader facilitates and sharesresponsibility

DelegatingLeader turns over responsibility fordecision-making to group

Gro

up

Dyn

amic

sSITUATIONAL LEADERSHIP

DirectingLeader provides instructions andClose supervisionFormingUncertain of rules/rolesNot part of a groupLow productivity

CoachingLeader explains decisions andSupports progress

SupportingLeader facilitates and sharesresponsibility

DelegatingLeader turns over responsibility fordecision-making to group

Gro

up

Dyn

amic

sSITUATIONAL LEADERSHIP

DirectingLeader provides instructions andClose supervisionFormingUncertain of rules/rolesNot part of a groupLow productivity

CoachingLeader explains decisions andSupports progressStormingConflicts. Bid for powerQuestion others abilityWithdraw

SupportingLeader facilitates and sharesresponsibility

DelegatingLeader turns over responsibility fordecision-making to group

Gro

up

Dyn

amic

sSITUATIONAL LEADERSHIP

DirectingLeader provides instructions andClose supervisionFormingUncertain of rules/rolesNot part of a groupLow productivity

CoachingLeader explains decisions andSupports progressStormingConflicts. Bid for powerQuestion others abilityWithdraw

SupportingLeader facilitates and sharesResponsibilityNormingAgree systemsSettle downSense of purpose

DelegatingLeader turns over responsibility fordecision-making to group

Gro

up

Dyn

amic

sSITUATIONAL LEADERSHIP

DirectingLeader provides instructions andClose supervisionFormingUncertain of rules/rolesNot part of a groupLow productivity

CoachingLeader explains decisions andSupports progressStormingConflicts. Bid for powerQuestion others abilityWithdraw

SupportingLeader failitates and sharesResponsibilityNormingAgree systemsSettle downSense of purpose

DelegatingLeader turns over responsibility fordecision-making to groupPerformingPositive and creativeProductiveIdentity / Satisfaction

Gro

up

Dyn

amic

sSITUATIONAL LEADERSHIP

RISK ASSESSMENT GUIDE

GATHER INFORMATION

Identify jobs and activities for assessment and risk assessments from other legislation

i.e. manual handling

IDENTIFY ALL HAZARDS

Associated with - Activities

- Materials/Substances

- Equipment

- Workplaces

- People

- Procedures

IDENTIFY PERSONS AT RISK

Such as : employees, public, clients, contractors

ID CONSEQUENCES/EXISTING CONTROLS

Controls protect against risk to people/property

RISK ASSESSMENT MATRIX Probability of injury

Severity of harm

1 2 3 4 5

Very

UnlikelyUnlikely Likely

Very

Likely

Almost

Certain

1 Slight Discomfort

(First Aid Not

Required)

2 Minor Injury

(First Aid Required)

3 Significant Injury

(3 Day Absence)

4 Major Injury

(Hospitalisation)

5 Very Serious Injury

(Death/Loss of a

Limb)

RISK ASSESSMENT MATRIX Probability of injury

Severity of harm

1 2 3 4 5

Very

UnlikelyUnlikely Likely

Very

Likely

Almost

Certain

1 Slight Discomfort

(First Aid Not

Required)

1 2 3 4 5

2 Minor Injury

(First Aid Required)2 4 6 8 10

3 Significant Injury

(3 Day Absence)3 6 9 12 15

4 Major Injury

(Hospitalisation)4 8 12 16 20

5 Very Serious Injury

(Death/Loss of a

Limb)

5 10 15 20 25

RISK ASSESSMENT MATRIX Probability of injury

Severity of harm

1 2 3 4 5

Very

UnlikelyUnlikely Likely

Very

Likely

Almost

Certain

1 Slight Discomfort

(First Aid Not

Required)

1 2 3 4 5

2 Minor Injury

(First Aid Required)2 4 6 8 10

3 Significant Injury

(3 Day Absence)3 6 9 12 15

4 Major Injury

(Hospitalisation)4 8 12 16 20

5 Very Serious Injury

(Death/Loss of a

Limb)

5 10 15 20 25

RISK ASSESSMENT MATRIX Probability of injury

Severity of harm

1 2 3 4 5

Very

UnlikelyUnlikely Likely

Very

Likely

Almost

Certain

1 Slight Discomfort

(First Aid Not

Required)

1 2 3 4 5

2 Minor Injury

(First Aid Required)2 4 6 8 10

3 Significant Injury

(3 Day Absence)3 6 9 12 15

4 Major Injury

(Hospitalisation)4 8 12 16 20

5 Very Serious Injury

(Death/Loss of a

Limb)

5 10 15 20 25

RISK ASSESSMENT MATRIX Probability of injury

Severity of harm

1 2 3 4 5

Very

UnlikelyUnlikely Likely

Very

Likely

Almost

Certain

1 Slight Discomfort

(First Aid Not

Required)

1 2 3 4 5

2 Minor Injury

(First Aid Required)2 4 6 8 10

3 Significant Injury

(3 Day Absence)3 6 9 12 15

4 Major Injury

(Hospitalisation)4 8 12 16 20

5 Very Serious Injury

(Death/Loss of a

Limb)

5 10 15 20 25

ASSESSING RISK

GRADE RISKS

By risk rating: probability +severity = risk rating

I.D. POSSIBLE/REVISED CONTROLS

Using control measures

RECORD SIGNIFICANT FINDINGS

use assessment form and give to employees

MONITOR & REVIEW

Monitor: inspections, audits, accident reports, etc

Review: when old assessment invalid, significant change, high risk, through employee appraisals.

TOOLS TALK PROMPT LIST Name of the tool

How to use the tool

How not to use the tool

How to carry the tool

How to store the tool

How to check the tool is in good working condition

Personal Protective Equipment (PPE) required

MASLOW’S HIERARCHY OF NEEDS

SELF REALISATION

SELF-ESTEEM NEEDS

Approval, Recognition

SOCIAL NEEDS Acceptance, Affection, Friendship

SAFETY NEEDS Security, Psychological safety

PHYSIOLOGICAL NEEDS Food, Drink, Sleep

FEEDBACK

Useful feedback should:

Be given with care

Be given with attention

Be given when asked for or expected

Be specific

Be non judgmental

Be well timed

Create room for action

Be about the behaviour not the person

Be clearly understood on both sides

FEEDBACK

Don't…

Tell people “you know how they feel”

Use feedback to hurt people

Save up a list

Be petty

Talk to everyone about it first

JUST GIVE NEGATIVE FEEDBACK

FEEDBACK

Give feedback when …

It is asked for or expected

As soon as possible after the event

Anytime it is to challenge unwelcome behaviour

It is to let someone know you approve of their actions

It is to let someone know you disagree with them.