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Global Leadership Network UK & Ireland

GLN UK & Ireland

Lessons For Young Leaders: Making Young Peoples’ Dreams Come True (2) – Richard Davies

Since 1972 I have had a wide range of leadership roles, in Industry, In marriage & Home, in Church and in leading OWN IT, a small charity based in Newcastle upon Tyne.

I thought I’d share a few stories and principles that I have come to use as a result of the journey I have been on. This present list is of great value to us in OWN IT because leadership involves working with and leading a team.

Second Story

KE Was a good attendee at school but because of his undetected dyslexia he ended up in the bottom 20{%} of his year group. With asking him the ‘OWN IT’ question he blurted out “I know what I want to be, I want to be the rowing coach of Great Britain. His Father, a sergeant in the army was not happy chap. “no son of mine is going into rowing, he should be aiming for the army like his father” After some firm and frank discussion the father backed down. We discovered KM had a natural rowing talent and was a member of the local rowing club, a lady at the rowing club had connections with Durham University Rowing Club; Wade Hall-Crags a former Olympian. We met, agreements and arrangements were made and KM is still doing very well. Which is amazing considering the only way into the rowing club at Durham University was as an under Graduate, this was not going to happen as KE only managed one year as a GNVQ sixth form student. Wade hall Crags was encourage to ‘pick up the gauntlet’ by changing the rules in order to keep this young man. February 2008 KM returned from the youth Olympics in Australia as a gold medallist and is an apprentice rowing coach for Great Britain, training in London.

Leadership principles to share with young leaders:

I have discovered that once a group expands to about 15+ the dynamics change, and the group can usually be split three ways.

Group 1 make up about 20{%} of the people. These will be supportive, understanding and implementing the vision, they have plenty of initiative for the benefit of the team, when change is required you can count on them and their support, even when the leader is wrong, they are confident enough to know the leader will see his mistake and be humble and courageous enough to admit his mistake.

Group 2 consist of 50{%} of the team and they are usually easily lead. They will commit but only when asked. They have initiative but wait to be asked before they use it.

Group 3 consist of the remaining 30{%}, they often crumble and complain about everything they are asked to, when they are involved in a team task, they usually find fault. When change of direction is required they normally fight it tooth and nail.

The leader’s challenge when important changes are about to be made is to work efficiently with these three groups.

Step 1: give group 3 a task to do which makes them feel important, while this feeds their ego, short term, it gives the leader the opportunity to get to group 2 next and more importantly before group 3 does. Failure at this point means you can have 80{%} of your people against you before you have an opportunity of making positive changes.

Step 2: meet up with this convincing them of their importance and how valuable they are to you, the organisation or church and that you can’t manage with out their help and input.

Step 3: Adding group 2 to group 1 now means 70{%} of your people are on your side and Group 1 will assist you in convincing Group 2 that what is taking place is for their benefit.

More to follow…

Every Blessing
Richard
Email: richard@ownit-limited.org

Related Resources

Arrow Leadership Programme (CPAS)
Defining Moments – Creating a Leadership Development Programme
Defining Moments – Leadership Development: A Working Model
Developing Courageous Leaders
Growing Leaders (CPAS)
Prevailing Church Online Conference
The Global Leadership Summit
Youth Ministry Online Conference

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