Principles of Leadership
Learn about the myths of leadership and the differences between a controlling leader and a leader
who enables their team members. If managers simply direct, then leaders must develop and
empower. This course will help you understand how you lead and manage, and equip you with the
tactics you need to identify the effects of your actions.
The Five Leadership Practices
The difference between an organization that simply survives and one that thrives is leadership.
Leaders must not only have a vision, but they must possess the ability to translate that vision into
reality. In this course, you will discover the five best practices of leadership: possessing a driving
passion to realize a vision, cultivating relationships built on trust, unleashing the motivation of
members, acting as a social architect, and relating to all people from a foundation of positive
Five Leadership Roles
Everyone expects their leaders to have some technical competence and to be good managers. They
also demand that leaders take on the role of trailblazer to imagine the future, coach to develop people,
and architect to build systems that support the chapter. As a leader, what has been your role, and how
can you become the leader that your chapter needs? Learn how you can best support and lead your
chapter into the future.
Leadership is Empowering and Contagious (to be renamed “Empowering Leadership”)
The long-term success of any chapter is based on leadership. We’ll show you how to become a
leader who empowers your volunteers. You’ll learn three ways to motivate volunteer members, six
contracts of delegation that will allow them to support the chapter’s purpose, and you’ll even have
the chance to practice an empowering conversation.
Social Styles: The Four Behavioral Quadrants (two one-hour sessions)
Part 1: Who exactly are the members of your chapter? Why do our chapters have some strong areas
(like performance) and some weak ones (like membership recruitment)? Learn about the four social
styles, your personal style, the quadrants of behaviors, how to identify your chapter’s strengths, and
how to communicate with your members.
Part 2: How do you communicate in your chapter? Understand communication and learning
preferences and how each social style deals with stress. Identify the different social styles on your
leadership and music teams, and your quartets.
Creating a Team Charter
An introduction to the Team Charter process, this course will help a team that is experiencing new
member growth to describe the why, what, and how of the team, as well as future growth ideals and
team relationships. When completed, the Team Charter is endorsed by all team members.
Face-to-Face Communication (two one-hour sessions)
Part 1: Learn how to understand two-way communication, including physical, mental and emotional
"noise," and body language. What are you really conveying as a speaker, listener, and/or singer?
What are your responsibilities when you communicate? What are the best questions to ask?
Part 2: Why are we perceived differently than we intend? How do people's perception and
viewpoints differ? What different modes of communication affect how we are perceived?
Understand the skill of listening and improve active listening skills.
Feedback: The Breakfast of Champions
As performers and volunteers, we thrive on feedback that is well-delivered. How do others know
when your expectations have been met — or not? Understand the power of feedback. Use
motivational and corrective feedback to build confidence and competence in others. Learn the “fit,
focus and timing” of good feedback, and how to recognize the achievers in your group. Plan your
Leading an Effective Team
Every team is different. In this course, learn how to apply leadership skills more effectively across
team experiences. Understand the difference between traditional vs. high-performance teams, and
plan how your team can become the latter. Understand the coordination and specialization of team
types, the stages of team growth, and what makes for the best (and worst) team experiences.
Are your meetings effective and efficient? Analyze your meeting process, then learn and practice the
seven characteristics of effective meetings, including establishing meeting norms, working from an
agenda, designating roles, using discussion skills, and more. Practice and plan your next meeting.
Chapter Member Audit
It takes many members using their skills and talents to support a chapter and chorus. It also takes
willingness — the desire, courage and confidence — to use those skills in a chapter setting.
Understand the impact and definitions of willingness and ability in a chapter. Understand the four
categories created by willingness and ability, and how to lead each category. Use a member capability
audit to assess the skills and willingness of members for any task or role. Conduct a sample audit
and make an action plan.
Setting and Achieving Goals
Why do goals fail? Learn the principles of goal setting. Learn the SMART goal-setting process that
supports your strategy and objectives. Understand the benefits, obstacles, and actions; measure your
success using the right metric. This process works for individuals, quartets, teams, committees and
chapters. Write a goal for your chapter.
Converting Strategy to Goals
There are many areas a chapter could choose to use as a strategy for change. Using a Gap Analysis,
identify which options and priorities have the most impact for short- and long-term goals. Then, use
the goal process to create the details of implementation.
Moments of Truth: A Customer Service Approach
Each chapter interaction is a “moment of truth” — the point where an individual chooses to engage
or disengage from what is offered. This applies to singers, potential members, guests, audience
members, community partners, arts groups and music educators. Identify situations and the multiple
moments of truth that are created. Create situations that delight and astound.
Presenting Recommendations: The IOR process
Got ideas? How do you handle the “idea guy”? Many suggested initiatives are reactive and
short-term; many suggestions are ignored; both responses can disengage members. Use the IOR
process: I dentify the real issue, seek O ptions with realistic evaluation criteria, and make
R ecommendations that will be understood and acted upon.
Volunteer groups need to make decisions to move forward. Learn the barriers to group
decision-making and five ways groups typically make decisions. Learn consensus decision-making,
and practice using a group-decision-making model.
Coaching Others for Knowledge and Skills
Learn and practice five steps of coaching to transfer knowledge and skills to new team members.
These steps can be used by anyone, including directors! Practice your coaching skills, and develop a
coaching plan for team members that focuses on performance and behavior change.
Influencing Team Culture — One Person at a Time!
How do you deal with poor attitude, low buy-in and low performance in your chapter? Influence
poor behavior and performance with professionalism. What are your chapter values, expectations
and “non-negotiables”? Reset expectations and build trust in a two-way conversation.
Conflict Resolution (two one-hour sessions)
Part 1, Prevention: Unresolved conflict can cause the breakdown of both organizations and
relationships. Where is the line between simple differences of opinion and unhealthy conflict?
Understand the five conflict management styles and the right style to use in different conflict
Part 2, Resolution: Learn your favored conflict style, and identify other styles that are more
effective. Learn the steps of conflict resolution. Engage in a conflict resolution conversation.
Become a “Change-Able” Leader
Change is inevitable in every organization and can come from any direction. Understand the "roller
coaster" of change, and whether change is being done by us or to us . Learn about the challenges of
organizational change as well as the predictable process that starts with change and ends with
acceptance. Learn how to guide people through periods of change and become a "change-able"
Success with Succession Planning
A leader’s responsibility is to ensure there are capable people to take their place. Who takes your
place to support the long-term goals of your organization? Identify the "shopping list" of
competencies and strengths you'll need in the future. Evaluate candidates using 10 factors to
determine their qualification level. Start building a next-candidate list.