Welcome to Leadership Skills Training

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Welcome toLeadership Skills Training
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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

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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.

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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

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• 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.

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Aspects of a Leader

• Preparedness Trustworthy
• Good communicator Positive
• Assertive
• Diplomatic Inclusive Decisive
• Safety Management
• Patient
• Energetic
• Negotiation Conflict resolution

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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?

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Balance
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Tuckman Theory


Group Dynamics
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Tuckman Theory
Forming Uncertain of rules/roles Not part of a group Low productivity

Group Dynamics
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Tuckman Theory
Forming Uncertain of rules/roles Not part of a group Low productivity Storming Conflicts. Bid for power Question others ability Withdraw

Group Dynamics
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Tuckman Theory
Forming Uncertain of rules/roles Not part of a group Low productivity Storming Conflicts. Bid for power Question others ability Withdraw
Norming Agree systems Settle down Sense of purpose
Group Dynamics
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Tuckman Theory
Forming Uncertain of rules/roles Not part of a group Low productivity Storming Conflicts. Bid for power Question others ability Withdraw
Norming Agree systems Settle down Sense of purpose Performing Positive and creative Productive Identity / Satisfaction
Group Dynamics
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Situational Leadership
Directing Leader provides instructions and Close supervision

Group Dynamics
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Situational Leadership
Directing Leader provides instructions and Close supervision Coaching Leader explains decisions and Supports progress

Group Dynamics
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Situational Leadership
Directing Leader provides instructions and Close supervision Coaching Leader explains decisions and Supports progress
Supporting Leader facilitates and shares responsibility
Group Dynamics
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Situational Leadership
Directing Leader provides instructions and Close supervision Coaching Leader explains decisions and Supports progress
Supporting Leader facilitates and shares responsibility Delegating Leader turns over responsibility for decision-making to group
Group Dynamics
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Situational Leadership
Directing Leader provides instructions and Close supervision Forming Uncertain of rules/roles Not part of a group Low productivity Coaching Leader explains decisions and Supports progress
Supporting Leader facilitates and shares responsibility Delegating Leader turns over responsibility for decision-making to group
Group Dynamics
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Situational Leadership
Directing Leader provides instructions and Close supervision Forming Uncertain of rules/roles Not part of a group Low productivity Coaching Leader explains decisions and Supports progress Storming Conflicts. Bid for power Question others ability Withdraw
Supporting Leader facilitates and shares responsibility Delegating Leader turns over responsibility for decision-making to group
Group Dynamics
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Situational Leadership
Directing Leader provides instructions and Close supervision Forming Uncertain of rules/roles Not part of a group Low productivity Coaching Leader explains decisions and Supports progress Storming Conflicts. Bid for power Question others ability Withdraw
Supporting Leader facilitates and shares Responsibility Norming Agree systems Settle down Sense of purpose Delegating Leader turns over responsibility for decision-making to group
Group Dynamics
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Situational Leadership
Directing Leader provides instructions and Close supervision Forming Uncertain of rules/roles Not part of a group Low productivity Coaching Leader explains decisions and Supports progress Storming Conflicts. Bid for power Question others ability Withdraw
Supporting Leader failitates and shares Responsibility Norming Agree systems Settle down Sense of purpose Delegating Leader turns over responsibility for decision-making to group Performing Positive and creative Productive Identity / Satisfaction
Group Dynamics
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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

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Risk Assessment Matrix
Probability of injury Severity of harm Probability of injury Severity of harm 1 2 3 4 5
Probability of injury Severity of harm Probability of injury Severity of harm Very Unlikely Unlikely 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)
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Risk Assessment Matrix
Probability of injury Severity of harm Probability of injury Severity of harm 1 2 3 4 5
Probability of injury Severity of harm Probability of injury Severity of harm Very Unlikely Unlikely 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
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Risk Assessment Matrix
Probability of injury Severity of harm Probability of injury Severity of harm 1 2 3 4 5
Probability of injury Severity of harm Probability of injury Severity of harm Very Unlikely Unlikely 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
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Risk Assessment Matrix
Probability of injury Severity of harm Probability of injury Severity of harm 1 2 3 4 5
Probability of injury Severity of harm Probability of injury Severity of harm Very Unlikely Unlikely 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
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Risk Assessment Matrix
Probability of injury Severity of harm Probability of injury Severity of harm 1 2 3 4 5
Probability of injury Severity of harm Probability of injury Severity of harm Very Unlikely Unlikely 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
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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.

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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

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Maslows hierarchy of needs

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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

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Feedback

• Don't
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• 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

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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.