Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW
1. LEAD PROGRAMME GOALS
Leadership for Environment
and Development (LEAD) is a
global network of individuals,
and national and regional
organisations, committed to
sustainable development.
LEAD is an independent,
not-for-profit organization,
established in 1991 by The
Rockefeller Foundation.
LEAD Africa is an important
member of this global
network.
1.
A. Mission and objectives
LEAD’s mission is to inspire leadership and change
for a sustainable world. LEAD carries out its mission
by identifying outstanding people across sectors
and cultures, developing their leadership potential
and understanding of sustainable development, and
mobilising and supporting them as a network to help
achieve sustainable development.
B. Institutional Members –
LEAD Member Programmes,
LEAD International and LEAD
Associations
LEAD’s membership comprises core institutional
members including: LEAD Member Programmes,
LEAD International, and LEAD Associations.
LEAD Member Programmes are affiliated
organizations in: Anglophone West Africa, Brazil,
Canada, China, the Commonwealth of Independent
States, Europe, Francophone Africa, India,
Indonesia, Japan, Mexico, Pakistan, and Southern
and Eastern Africa.
LEAD’s Member Programmes share LEAD’s
mission and objectives. They are well established
in their countries and have expertise in capacity
building, research, networking support,
communications, and providing policy advice.
The LEAD International Secretariat, based
in London, UK, is the coordinating body of the
global LEAD network; it collaborates in running
the International Sessions, and convenes LEAD’s
international Board of Directors among other
activities.
LEAD Associations are made up of LEAD Fellows,
associated partners and Friends of LEAD.
The aim of the LEAD Associations is to provide an
adequate national platform that allows individual
1.2 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW
members to implement the acquired knowledge
and skills as agents of social change. “LEAD
Association” is a generic name which includes all
types of Fellow’s groupings (e.g. Committees in
LEAD Southern and Eastern Africa and the Forum in
LEAD Anglophone West Africa).
For example, in LEAD Francophone Africa, where
the concept started, LEAD Associations exist in a
number of countries including Benin, Burkina Faso,
Cameroon, Chad, Cote d’Ivoire, the Republic of
Congo, Africa Central Republic, DRC, Guinea, Mali,
Niger, Rwanda, Senegal, Togo, Tunisia, and others.
The LEAD Committee of Directors, the body of LEAD
Member Programme Directors which meets regularly
on LEAD governance and programme development
issues, has encouraged Member Programmes to
organise their Fellows into LEAD Associations. These
Associations provide essential support for the roll out
of the LEAD Africa Fellowship.
C. Individual members – LEAD
Associates, Fellows and Honorary
Fellows
Individual members of LEAD include over 2,000+
professionals drawn from business, media,
public sector, universities and non-governmental
organizations in 90+ countries. These professionals
are organised into a worldwide network of Fellows,
coordinated by LEAD’s Member Programme
Offices and through the international secretariat in
London.
Individual membership in LEAD is gained though
a competitive process that currently assesses
applicants’ leadership skills, and their commitment
to sustainable development and social equity. LEAD
provides successful applicants with an innovative
leadership-training Programme that emphasizes the
following:
• Enhancing leadership skills;
• Building knowledge of sustainable development
challenges and exploring possible solutions, from
governance to social entrepreneurship, and more;
• Contributing to personal growth and self-
awareness;
• Developing a set of shared ethics and values;
• Supporting collaboration and peer learning.
Successful graduates of the LEAD training
Programme are called LEAD Fellows. They
communicate continually, meet periodically, embark
on joint projects, publish research, undertake
professional exchanges, take part in international
negotiations and support each other in sustainable
development. Through LEAD, they are members of
an influential network of peers.
Many of the world’s leading organizations have
encouraged their staff to join LEAD. And many
actively seek LEAD Fellows for senior positions.
LEAD Fellows today are mayors, members of
parliaments, heads of corporations, leaders of
non-governmental organizations, ministers,
newspaper editors and TV producers, scientists
and global citizens.
The title of “Honorary Fellow” refers to individuals
that have substantially served LEAD in any number
of ways, for example they have been a long-
standing LEAD staff member, or an important
patron over time for LEAD’s activities. The LEAD
Committee of Directors decides on the nominees.
D. Bridging the divides
The nearly two-decade long experience of LEAD
in capacity development and network creation
provides a good platform through which a number
of critically important “divides” facing humanity will
continue to be effectively addressed and bridged:
Sectoral-knowledge divide: LEAD’s approach has
been to recruit and involve members from all sectors
of society: government, civil society, academia,
business and the media. LEAD has therefore
become, and can continue to be, a platform for a
true multi-sectoral dialogue.
Cultural divide: LEAD’s members come from more
than 90 countries, and a wide spectrum of cultures,
ethnic backgrounds and religions. LEAD’s approach
has always been to encourage this cultural diversity,
honour it and provide a platform through which
understanding and mutual respect may flourish.
LEAD is truly multi-cultural.
North-South divide: LEAD’s strongly non-political
stance has succeeded in bringing together its
participants from the North and the South as equal
partners, respecting and striving to understand each
other.
 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW
Rich-poor divide: The plight of half the population
of our planet must be a part of sustainable
development concerns and LEAD’s actions will give
special attention to poverty alleviation and the quest
for equity. Many of the LEAD Member Programmes
are located in countries with extreme poverty
and will provide a voice for this critically important
concern facing humanity.
Generational divide: While LEAD’s traditional
participants have been mid-career leaders in their
30s, the Programme brings them in close contact
with older and more established leaders. LEAD
has therefore served to bridge the gap between
generations. Promoting the participation of LEAD
Fellows in prestigious forums has also contributed
to this, and the future work of LEAD with various
partners will continue to strengthen this role.
Digital divide: LEAD has, since its creation, used
information technology as a key leadership tool,
ensuring that all members of its network, however
remote, and in the least developed IT countries,
have had access to technology and have been
connected to each other through LEAD online
network and a number of other web-based social
networking fora.
Gender divide: Most organizations aspire to
achieve a gender balance, but have difficulty in
succeeding to do this. LEAD’s Fellows number
over 2000 and for the more than 18 years of its
existence, LEAD has insisted on recruiting both
men and women. Nearly 50% of LEAD’s Fellows
are women who participate fully in all aspects of
LEAD’s work.
Policy and action divide: LEAD’s members are
agents of change. They do not stop at formulating
theoretical policy statements, but, being directly
on the ground in all sectors and all parts of the
world, are in an excellent position to translate
policy statements into ‘on the ground’ action. In
addition, these members do not work alone, but
their energies are multiplied through the support
and strength of the LEAD network – more than
2,000 strong – that has been created and supported
throughout LEAD’s existence.
Institutional divide: LEAD has built up a network
of strong institutions in both the developing and
developed worlds with expertise on the ground in
the form of small, but effective nodes of operations
1.3
and in the LEAD International Secretariat itself. A
relatively small number of people work for these
LEAD offices yet they are capable of mobilizing the
entire LEAD community (Fellows, Boards, staff,
faculties) for the goals of sustainable development.
The institution of LEAD, while small and
unhampered by heavy bureaucracy, has built up a
set of operations and transparent structures staffed
by professionals who have formed strong teams
crossing cultural barriers. The trust built up in the
LEAD network is a major strength which will be key
in LEAD’s third decade.
E. Networking
Members of the LEAD network are constantly
in touch thanks to LEAD’s online presence,
the network’s dedicated and growing global
communications system. This includes the
web-based LEAD Online Community
(http://community.lead.org), an active all cohorts
email list serve, and an on-line searchable LEAD
Fellows data-base that Fellows themselves manage.
The Online Community offers individual pages,
chat functions, events pages and more. These are
supported by the global network of LEAD web sites.
Together, members of the LEAD network and
partners constitute a powerful on-the-ground global
network of organizations and individuals capable
of addressing sustainable development issues at
all levels of society through capacity building and
issue-oriented action projects. LEAD Africa’s 400+
Fellows, and its capacity development activities
contribute to and benefit from this global knowledge
and action base.
1.4 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW

2. LEAD AFRICA GOALS

A. About LEAD Africa
LEAD’s work in Africa began with the inception
of LEAD in 1991, with LEAD Nigeria, now LEAD
Anglo-phone West Africa, among the founding
members of the LEAD global network.
Today the LEAD Network’s 13 regional offices
include three in Africa, each led by dedicated,
multi-lingual staff that design, adapt and deliver high
quality training and capacity development courses
and activities.
The three regional Programmes (LEAD Francophone
Africa, LEAD Anglophone West Africa, and LEAD
Southern and Eastern Africa) established “LEAD
Africa” in 2005, a jointly co-ordinated programme,
to further harmonise their activities and enhance
their capacity to work at a Pan-African level, and
collectively respond to issues that have regional
dimensions, which they had been challenged to do
individually.
Since the creation of LEAD Africa, work has been
carried out on a Pan-African level with the African
Development Bank, African Union, International
Development Research Center (IDRC), to name but
a few. The three Member Programmes are linked
by a Memorandum of Understanding. LEAD Africa
has enabled LEAD to strive towards becoming the
largest network of leaders on the continent.
will allow an even more active connection of the
Fellows graduating from the LEAD Africa Fellowship
Programme.
B. LEAD Africa Goals
In order to fulfil this mission, LEAD Africa is working
towards building leadership capacity for sustainable
development in Africa through a series of targeted
and wide-ranging actions, including:
• Using its mandate as a leading Pan-African civil
society organisation to actively work for positive
change on environment and development issues
in Africa;
• Providing a Pan-African voice for the LEAD
network with a view to influence policy for the
promotion of sustainable development;
• Promoting a balanced picture of Africa, by
using African voices to highlight challenge and
opportunity for positive change; and
• Providing a Pan-African platform to facilitate
interaction and collaboration to the LEAD network
in Africa and in so doing creating an entity that is
wholly African and truly global.

The mission of LEAD Africa is to promote leadership

and change for sustainable development in Africa.

In 2010, through a new partnership with LEAD

International and the Shell Foundation, the
curriculum has been renewed to include the
topics that feature highly on Africa’s agenda,
such as Governance, Social Entrepreneurship, as
well as a strong focus on each leader’s personal
development. The partnership is open to other
investors, and has the ambition to substantially
scale up the impact of LEAD Africa. The advent
of the widespread adaptation of social media
 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW
3. LEAD AFRICA LEARNING
PROCESS
A. Introduction
The LEAD Africa Cohort training begins in the
first quarter of each year in the three Programmes
across Africa. Overall, the Programme includes
approximately 18 face-to-face days of training and
a number of distance learning activities organized
over a 12 month period. New entrants – known
as LEAD Associates – remain in full employment
during their training. When their training is complete,
they become part of the Pan-African and worldwide
network of LEAD Fellows.
LEAD Africa’s approach encourages learners to
search for joint solutions by working with colleagues
from different countries and diverse professions.
A cohort of LEAD Africa Associates might include
an economist from Nigeria, a journalist from South
Africa, an environmental activist from Zimbabwe,
a lawyer from Malawi, a banker from Senegal and
a business executive from Tanzania – all bringing
their collective experience and expertise to bear on
issues and challenges in sustainable development
and leadership in Africa.
As is critical of the Pan-African cohort, the national
groups of Associates are also cross-sectoral, and
most importantly belong to the same Association
at the national level, where they can follow national
policy developments (e.g. Millennium Development
Goals – MDGs etc). As everywhere else in the world
the national level is the most appropriate level for
action (e.g. Multi-lateral agreements on environment
and development, etc). LEAD Associations, being
cross sectoral, are able to contribute to these and
support sustainable development.
1.5
B. Learning by doing: LEAD Africa’s
unique approach to learning
LEAD Africa’s Member Programme studies have
shown that there are four cornerstones to effective
learning:
1) Learning by knowledge acquisition;
2) Learning by exchange and networking;
3) Learning by practice (doing);
4) Learning by mentorship.
Each of these is given importance within the
curriculum in order to achieve the best results.
Mentorship, for example, which consists of having
mentors come into the formal programme to inspire
the Associates and be role models, is critical for the
training and Associates individual learning journeys
and features as a formal part of this programme.
LEAD Africa’s capacity development process is
based on the principle that the learner can most
effectively direct his/her own learning journey. As
such, learners participate actively to derive maximum
benefit from it. LEAD Africa places emphasis not
only on the development of skills and knowledge, but
also on how both can be used to bring about positive
change. The Programme focuses on personal inquiry
and discovery, knowledge exchange, and practical
skills, rather than academic information.
The methods used in LEAD Africa’s Programme
include:
• Individual diagnostics, questionnaires, and
reflective practice;
• Interactive presentations and panel discussions;
• Case studies;
• Experiential learning;
• Simulations and role-play;
• Distance-learning;
• Individual and group projects.
1.6 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW
LEAD Africa’s training has a strong experiential
learning component. For example, LEAD Africa
Associates participate in field visits, where
they witness real-life challenges in sustainable
development and interact with the different
stakeholders involved. During the field visits, they
learn from and with local decision-makers and their
peers about the issues and options available.
Distance learning – including online modules and
events – is also an important part LEAD Africa’s
Programme. Preliminary and interim session work
includes access to on-demand learning modules,
as well as social learning and interactivity facilitated
through LEAD Africa’s online platform.
C. Programmatic overview
The following describes the stages of the LEAD
Africa Fellowship Programme.
Recruitment Stage
Recruitment takes place annually, starting in the last
quarter of every year. It is conducted concurrently
in all LEAD Africa Programmes, with a deadline for
completion that is shared. LEAD Africa supports this
process through a web-based electronic application
that is submitted by the applicant and sent on to
the relevant Programme. This is combined with
more classical methods: recruitment via networks,
physical applications, etc., all benefiting from
regional advertising. As the programme develops it
is planned to have this process online only, in order
to minimise administration.
Recruitment is an intensive and careful process to
select the best candidates from often hundreds of
applicants. This staged process allows selection
committees, which are made up of staff, Fellows
and external Board and committee members in the
Programmes, as well as a recruitment specialist
(in the case of Senegal a psychologist), to evaluate
applications against LEAD’s key criteria: early- to
mid-career age group (25 to 40), emerging leader
with demonstrated leadership ability or potential,
working knowledge of English1, and interface with
issues of sustainability.
The profile of a successful candidate is an emerging
leader who has risen within his/her position, knows
how to articulate complex subjects, can turn vision
into action, and is interested in being a member of,
Note: For LEAD Francophone Africa, working knowledge of both French and English is required.
1
and supporting, a group of like-minded individuals
who are committed to making an impact at the
national and international level for sustainable
development.
Upon recruitment, LEAD Associates are already
emerging experts within their own field, communities
and countries. The LEAD Africa Programme provides
them with the opportunity to interact substantively
with other sectors, other communities, and at the
Pan-African and international level, and empowers
them to act on issues that are increasingly global and
inter-sectoral in nature.
Within each Cohort, LEAD Africa strives for sector
and gender balance if possible. LEAD Africa
normally recruits from the following sectors:
academia, business, government, media, civil
society organizations, and non-governmental
organizations. At the application stage, all employers
provide their agreement to support their candidate
throughout the training period, and to allow them to
fully participate in events and travel.
Pre-Training Stage
Upon recruitment, all Associates are given
information on the whole LEAD Africa Programme,
its training stage and Fellows network, the latter
of which is a lifelong commitment. In particular,
they are given details about the complete training
phase, including the merit-based, international-level
training. They receive detailed information on their
training events, support, web site and facilities, and
a schedule of on-line virtual interaction in which they
are expected to participate during their Associate
programme phase.
New Associates are also given information on
their LEAD Personal Development Plan (PDP)
and the LEAD Associate Project (LAP) activity,
and are expected to be ready with ideas, and to
have completed pre-work, by the first meeting in
their National Programme groups. At this stage,
LEAD Africa Associates prepare their first steps
toward a Personal Development Plan including an
assessment of their Leadership Competencies. At
this time they also consider ideas for their LEAD
Associate Project. They then start to gather input
from peers, employers, coaches, and partner
organizations. More information on the PDP and
LAP is given later in this overview and in Chapters 2
and 3.
 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW
Training Stage: Developing a shared
information base, vocabulary and ethic
Training provided is delivered in a sequence of two
National training sessions, Pan-Africa training, and
merit-based International-level training. This training
sequence is structured to help Associates to:
a) Understand the concepts related to sustainable
development, their evolution and challenges
attached to them;
b) Explore and develop themselves as leaders in
their own context;
c) Develop a common vocabulary and ethic vis-à-vis
sustainability and leadership using both thematic
and skill-based training;
d) Promote networking at the national, Pan-African
and international level through a number of
tools: group reflection and problem-solving
work, structured self-directed and moderated
interaction, and networking activities such as
Networking Fairs; and,
e) Develop a strong identity as a group. This latter
point cannot be underestimated, as it is this
component that will sustain the network over
time and continue to engage people as they
move through their careers.
Training Stage: Tailoring the Programme
through application
During their LEAD Africa training, Associates are
able to build upon their learning immediately and
focus on the application of their learning and net-
working skills, with the support of their peers and
employers. They do this through their work on the
Personal Development Plan (PDP). Much of this
work is done individually, with support from a small
peer group which will continue throughout the
Programme.
LEAD Associate Projects (LAPs) are another rich
opportunity for application and practice of newly
acquired knowledge and skills. LAPs are developed
in small groups of 5 people, called Leadership
Groups. Many of these LAP projects extend through
to the Fellows stage of the LEAD programme,
particularly in the context of the LEAD Associations.
LEAD Associates use the project management
process to practice, reflect and grow with the
help of a coach throughout the Programme. More
information on this is provided in Chapter 3.
1.7
In the context of the Leadership Group, reflection,
learning and application will support each Associate
through his/her programme journey.
A further component of the Programme is a Pan-
African Session, where Associates from the three
African Programmes meet to learn about Pan-
African sustainability and leadership, with a theme
focus and skill set that is most relevant to the learner
in a cross-cultural context.
LEAD Africa training is both cumulative and cyclical,
in that it presents themes, questions and skills and
which return to learners repeatedly for consideration
and practice within the training period. This is
particularly true for the leadership skill-building
component of the Programme.
Deliberate change in learning methodology
throughout the Programme also provides for
an increasingly greater emphasis on Associate-
contribution, presentation, self-facilitation and peer
learning.
D. Description of key learning
events
This section provides a high-level description of key
events in the Training Stage and includes information
on their objectives, choreography and participant
group. It is followed by a more detailed curriculum
overview, and then detailed agendas for the three
key events in their dedicated chapters of this
Manual.
National Training Sessions
Each Associate attends two, 6-day National Training
Sessions organized by their Member Programme.
Training at this level focuses learners on their
own context, exploring key core environment and
development issues to the political, economic and
social realities of their National Member Programme
situation. LEAD Offices use primarily local trainers
to execute this training. Coordination with the Pan-
African and international training activities creates
a seamless Programme in terms of timing of core
topics and leadership skills, and preparation and
follow-up for Pan-African and international events.
Personal Development Plans and LEAD Associate
Projects are facilitated at this level. Working in small
groups, Associates also benefit from a coaching
1.8 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW
and mentoring component, involving LEAD Fellow
Coaches, and mentors from content and process
experts from outside the LEAD Programme.
In terms of orientation, the First National Session
provides a foundation and baseline of information
and knowledge on sustainable development and
leadership challenges and opportunities within
the African context. The Second National Session
weighs heavily on application, communication and
practice of tools and knowledge.
Pan-African Training Session
Each Associate attends the Pan-African Session
where the three LEAD-Africa Member Programmes
participate. This six-day session is held after the
two National Sessions, and is organized by one of
the participating Member Programmes on a salient
regional issue shared by the three Programmes.
These sessions have a strong team building
component afforded by group size and shared
regional interests.
The Pan-African Session for this Cohort will be held
in Dakar, Senegal, on the topic of “Ecohealth: An
Ecosystem Approach”. More information is given in
Chapter 7: Pan-African Session.
Structurally, the Pan-African Session shares many of
the same components as an International Session,
such as a local case study and site visit, interaction
with local stakeholders, an analysis and reporting
stage. At the Pan-African Session, the Leadership
Teams present their project results at a Networking
Fair.
Another important feature of the Pan-African
Session is the Fellows Awards. The award system
helps stimulate the network, keep it connected, and
leverage the experience of Fellows giving them an
important role in the continuing LEAD programme
after graduation.
The Pan-African Session also includes a Leadership
Panel of African leaders from different sectors
focused on their own career and personal leadership
paths, and due to the interactive nature provides a
unique mentoring opportunity for Associates.
International Session
One full-Cohort International Session is scheduled
for each Cohort training. It includes Associates from
many of LEAD’s ten other Member Programmes
around the world. Selection of LEAD Africa
Associates attending is based on merit. Held in a
LEAD Member Programme country and organized
in coordination with LEAD International, this 6-day
event provides an international training experience
on a and timely topic and in-situ experience based
on local issues that illustrate a global sustainability
theme. In 2010, the International Session will be
held in Port Elisabeth, South Africa and will focus
on, “Population, Climate Change and Development.”
The International Session aims to equip participants
with the skills and knowledge needed to begin
to address the local-global issues surrounding
sustainable development, and further explore the
challenges that accompany them.
Its main objectives are:
• To provide leaders from across the world, through
active learning, knowledge on key subject matters
affecting sustainable development, through the
use of a case study linked to population, climate
change, and development.
• To provide an opportunity to learn in cross-cultural
and cross-sectoral environments, thus facilitating
the understanding of issue interdependency and
the need for concerted and coordinated action
by government, civil society, business and other
stakeholders;
• To build and strengthen a network that links
individuals and institutions, and that supports the
sharing of experiences.
By the end of the International Session participants
will have: a) Increased knowledge and awareness
of sustainable development and climate change
challenges and opportunities; b) Enhanced
communication skills that inspire and engage people;
c) Increased self awareness and confidence to adapt
to different contexts, cultures, and challenges; and
d) Increased ability to think differently while working
with others to generate innovative solutions.
International Sessions have a set of featured
activities:
• Preparatory Online community interaction based
on the Session theme and held just prior to the
International Session;
• In-depth concentration on a sustainable
development theme, supported by keynote
speakers as well as local and international
resource persons;
 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW
• Site visits that illustrate the session theme;
• Multi-cultural Working Groups of Associates
for small-group discussion and analysis of the
Session’s theme and the specific site visit
selected;
• Skill-building modules designed to help better
analyse and illustrate the theme.
• Updates on the LEAD Programme, LEAD online
resources and the Fellows Activities.
E. Description of key learning tools
and supporting processes
Personal Development Plan (PDP)
The purpose of the integration of a Personal
Development Plan (PDP) process into the LEAD
learning design is to: a) acknowledge the existing
leadership competence; and (b) provide an approach
where Associates are enabled to take responsibility
for their learning and structure it according to their
specific needs.
By means of syndicate work (in a group
democratically managed by its members), learning
can now be taken beyond the formal course work
into a lifelong learning process.
As introduced previously, throughout the training
phase, Associates will work on a Personal
Development Plan (PDP), which they will begin
to create for themselves prior to the first National
Training Session. This individualised plan follows the
learners throughout their Associate training through
a series of light diagnostic exercises, reflection and
conversation. The goal is to be deliberate and pro-
active about learning, putting the learner in control
and in the centre of his/her learning process.
At the first National Training Session Associates
will organize into 5 person Leadership Groups – it’s
with these four other learners that the PDP work is
supported and embedded. Frequent PDP-focused
meetings during events and virtual contact between
sessions are used for communication and work.
The PDP process follows a few specific steps:
1) Do a self-assessment using the competence
framework; 2) Find people who know you well
and are willing to support your learning a.k.a.
personal development. You may find these people
1.9
in your family or work environment or other LEAD
Associates; 3) Request that these people also
provide an assessment of your competence; 4)
Identify your learning priorities; 5) Work on learning
resources, which may be a specific application area
(i.e. experimentation/practice), as well as learning
material, such as readings, books, videos, etc.
There will be specific time set aside at the outset of
the LEAD training for you to consolidate this work
amongst your cohort of LEAD Africa Associates.
This process continues throughout the structured
learning modules and hopefully you will take this
process beyond the formal coursework.
LEAD Associate Projects (LAPs)
Throughout the learning phase, Associates are
required to undertake and complete a group-study
project that helps them to apply and tailor their
learning to an area of personal and professional
interest. LEAD Associate Projects are executed
with the support and input of the LEAD Member
Programme offices, LEAD Associations, other
Associates and Fellows, and often their employers.
The final step of the project work includes reporting
to peers and sharing results and lessons learned
through the group LAP process in the Networking
Fair at the Pan-African Event, and, for those
attending, the International Session Networking Fair,
which will feature the best LEAD Associate Projects.
Coaching and Mentoring
This is a structured component of the LEAD Africa
programme. Coaching is provided throughout
the programme through the Leadership Teams,
by carefully selected Fellows who also receive
additional training in coaching. They are there to
support the work of the Leadership Teams and
their members through the first stages of National
training. Mentors are invited through the Leadership
Panels, and one mentor is officially chosen for each
Cohort who serve as a patron, and a role model for
that group.
Networking Fairs
Networking Fairs are punctual events held at the Pan-
African Session and the International Session. They
provide an opportunity for Associates to display the
products of their LEAD Associate Project, including
reports, posters, documentation, photographs,
etc. to help demonstrate their work visually to their
1.10 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW
peers. These events provide the backdrop for lively,
rich discussions among Associates about their
work and interests and allow them to quickly find
commonalities amongst one another. They are also
open to invited external guests, thus increasing
Associates’ exposure to other organizations and
individuals with similar interests.
Leadership Panels
Panel discussions with major regional and
international figures are a key feature of the
Pan-African and International Sessions. World
experts involved in sustainable development from
governments, media, business, NGOs and academia
are invited to engage in dialogue with LEAD
Associates, and help to mentor them.
Past panellists have included Cheikh Modibo
Diarra, NASA Astrophysicist; Zohra Ben Lakhdar,
Professor of Physics and UNESCO Award Laureate
2005; Maurice Strong, Undersecretary General of
the UN; José Maria Figueres, Former Managing
Director of the World Economic Forum and former
President of Costa Rica; Peter Jennings, the veteran
anchor of ABC News in the United States; and Sir
Shridath Ramphal, former Secretary-General of the
Commonwealth.
These events allow LEAD Africa Associates to
engage in dialogue with renowned experts to
explore diverse paths to positions of leadership and
to gain exposure to the challenges of reconciling
competing interests. These interactive discussions
provide a unique mentoring opportunity for both the
leaders and Associates.
F. Evaluation of LEAD Programme
impact
The objective of the Associate phase of the LEAD
Africa Programme is to help people to strengthen
and better apply their leadership skills and
sustainable development knowledge, and to use
the network that they acquire within the context of
the Programme. LEAD Africa undertakes formative
evaluation to understand the accomplishments and
effects of the LEAD Africa Programme.
Formative evaluation
LEAD Africa regularly gathers information necessary
for continuous improvement. These inputs are used
to review the curriculum content and for monitoring
the processes used for delivering the training. This
information shapes the curriculum of the training
sessions to best meet the needs of Associates
and to uphold the mission of LEAD Africa. While
this type of evaluation occurs at all levels of LEAD
training, national, Pan-Africa and international, the
following comments on formative evaluation will
concentrate on practices at the LEAD Africa Level.
The mechanisms for collecting information and
feedback for formative evaluation include:
• Planning meetings, and documentation exchange
with selected Associates and Fellows in the host
country prior to training (National, Pan-African and
International) events to shape the content and
case studies;
• Mid-session and post-session feedback collection
activities using a range of visual and reflective
methods, both formal and informal.
• Exit questionnaires for training events, the results
of which are used for further improvement;
• Regular meetings of all LEAD Africa Programme
staff to discuss and receive feedback on training
and curriculum development.
This type of feedback is important for incremental
change in the effectiveness of training events within
the Programme. Formative evaluation will continue
and be strengthened as more opportunities are
developed to bring together staff, Associates and
Fellows for joint work and review in other aspects of
the LEAD Africa Programme (e.g. training-of-trainers
events).
G. Content matters: What the
LEAD Africa Curriculum Provides
LEAD Africa’s Programme aims to build on the
existing skills and abilities of its participants. That
is why new applicants need to show evidence of
their work with sustainable development issues and
existing leadership ability. Capacity development
focuses on four related themes:
• Developing a common understanding of the
principles of environmentally sustainable and
socially equitable development;
• Building knowledge of key sustainable
development challenges and potential solutions;
 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW
• Enhancing leadership skills;
• Supporting effective communication,
collaboration and peer learning.
H. The training team
LEAD Africa’s trainers and faculty are top-level
experts and practitioners from around Africa who
aim to provide a Programme tailored to participants
from each of LEAD Africa’s Member countries and
regions. The focus is always on current thinking
on emerging topics relevant to leadership and
sustainable development. LEAD Africa trainers
include:
• Government, business and community leaders;
• Experts in environment and development;
• Practitioners of skills-based training;
• Activists, writers and journalists.
The overall programme is coordinated and
conducted jointly by the LEAD Africa secretariat in
Senegal and the dedicated training staff in the LEAD
Africa Member Programme Offices.
I. Invest in the future: Benefits
At the end of the LEAD Africa Training Programme,
Associates can expect to gain:
1. Strengthened knowledge and understanding of
key sustainable development challenges and their
potential solutions at both global and local levels;
2. Individual learning, personal growth and increased
self-awareness through programme emphasis on
leadership and leadership coaching;
3. Enhanced skills including:
– Leadership for managing change
– Business principles
– Social entrepreneurship
– Social Media
– Negotiation and problem solving
– Ethical Decision-making
– Cross-cultural communication and awareness
– Stakeholder engagement
– Building high performance teams and networking
1.11
– Systems thinking for transformational change
– Making effective presentations and public
speaking
– Advocacy and policy dialogue
4. Meaningful interaction with professionals from
different sectors and countries;
5. Membership in an international network of
2,000+ leaders committed to sustainability in
over 90 countries;
6. First-hand experience of putting the principles of
sustainable development into practice at all levels
gained through group project work, Pan-African
case studies and field visits;
7. Access to LEAD web resources and the LEAD
Online Community, a state of the art information
and communications system that offers
personalized web pages, literature archives,
and web-based community chat rooms, and
electronic access to the worldwide network of
LEAD Fellows and Associates;
8. Support from LEAD Africa’s dedicated team of
training professionals;
9. Certificate acknowledging successful completion
of the training Programme.
J. What they are saying about
LEAD’s training
Over the years LEAD has collected a number of
quotes about its African and global Programme:
“You can tell when there’s a cadre of LEAD people
in an organization. It changes that organization.
It gives it new life, new energy and frankly new
relevance. Nothing is more needed than the kind of
leaders, which LEAD produces.” Maurice Strong,
Undersecretary General, United Nations.
“I realised that we live in a global village, we are all
the same, and experience the same problems. We
are never alone, and there are passionate people
across the globe doing what they believe in...” Ilse
Aucamp, Environmental Consultant specialising in
Social Impact Assessment, South Africa
“LEAD introduced me into the network of the right
people needed to affect positive change locally
and internationally. It had given me the platform,
the skills and the confidence needed as a young
1.12 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW

leader for advancement.” Adaobi Nkeokelonye,

Communications Officer, Christian Council of Nigeria
(CAN)

“It was the first time in my life that I saw together

teachers, students, civil servants, journalists,
business men and so on. A professional melting pot
full of humility. For me, that’s the best way to show
that everyone has something to do to build a world
of justice and equity.” Aristide Komze, Journalist,
Planète Jeunes, Cameroon

“The most important impact LEAD training had on

me is getting me to think differently and creatively...”
Wenceslas Gatarabirwa, Partnerships Officer, The
Tropical Biology Association

Referring to Cohort 9 LEAD Francophone Africa

during an official ceremony, the former Prime
Minister of Quebec, Pierre Marc Johnson, said
“These are the leaders that will replace us
tomorrow’’.
 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW 1.13

4. TRAINING TIMETABLE AND

SESSION OVERVIEWS

Dates2 Duration Activity Title Location and Participants

1 March 2010 2 days Pre-Programme At home work by individual
Preparation Associates. PDP work.
2 March – May 2010 6 days First National Training for LEAD Africa
Group A: 3 Training Session Associates in their national
29 March – 3 April groups.

Group B:
16 – 22 May 2010
3 April 2010 2 days Virtual Learning LEAD Africa Associates
Modules and Next individual and team work.
Session Preparation
4 June – July 2010 6 days Second National Training for LEAD Africa
Group A: Training Session Associates in their national
7 – 12 June 2010 groups.

Group B:
28 June – 4 July 2010
5 July – August
6 27 Sept –
2 October 2010
2 days Virtual Learning LEAD Africa Associates
Modules and Next individual and Leadership
Session Preparation Team work.
6 days Pan-African Session Associates from three African
Fellows Join LEAD Programmes
Network of Alumni Venue: Dakar, Senegal

Fellows Engagement
7 November 2010 2 days Fellows Engagement LEAD Africa Associates
Preparation for individual and Team work
International Those Associates attending
Session the International Session
8 31 October–6 November 6 days International LEAD Associates worldwide
2010 Session Venue: Port Elisabeth, South
Africa

Training event dates are indicative, and events may be run at slightly different times in different countries. The
2

total number of training days is approximately 26, with 18 face-to-face days amongst these. With the International
Session, the time allocation becomes 32 days, with 24 face-to-face training days.

Note: These dates refer to LEAD AWA and LEAD FA which are a formal part of a pilot programme supported by the
3

Shell Foundation. LEAD SEA has a slightly different structure with one Group, and 3 National Sessions: 15-23 April
(Bloemfontein, South Africa), 17-22 May (Dar-es-Salaam, Tanzania), and 6-12 September (Lilongwe, Malawi). LEAD
SEA Associates will participate in the Pan-African and International Sessions.
1.14 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW

LEAD Africa Cohort Training Curriculum Outline

Event name Content of the activity

Event 1: Activities include:
Pre-Programme
Introduction to LEAD and the LEAD Africa Associate Learning Process: Online
Preparation
introductory video/PPT slideshow and Reading Assignment: Associate Manual
Duration: Chapter 1: Associate Learning Process Overview (including LEAD and LEAD Africa
up to 2 days Vision and Mission, Learning Process, Session Overviews) and Chapter 5: First
(over the period) National Session (including agenda, contents and preparation). LEAD Africa WebEx
On-line discussion opened for questions prior to first event.
Dates:
March 2010 Personal Development Plan Introduction and First Steps: Introduction to the
Personal Development Plan (PDP), PDP set up and individual diagnostic work using
competency framework through questionnaire (strengths and areas to strengthen
further), definition of individual commitment to development and learning (areas
including: responsibility, reaction to adversity, social ability, circumspection, capacity
to innovate, interpersonal communication abilities). Gathering of peer feedback on
competency self-assessment and plan. Q&A session online prior to course. Reading
Assignment: Chapter 2: Your Personal Development Plan.
LEAD Associate Project Ideas Generation: Individual brainstorm of initial ideas for
a LEAD Associate Project. Reading Assignment: Chapter 3: LEAD Associate Projects
(LAPs).
Preparation for First National Session: Creation of PDP biography to share with
Leadership Team, logistics information for upcoming session.

Event 2: Session includes:

First National
Welcome to the Programme: The Story of LEAD and Introduction to the LEAD
Training
Africa Associate Learning Journey: Introductory video and presentation of LEAD
Session
and LEAD Africa (Its history, mission, goals and achievements); Introduction to
Duration: 6 days the LEAD Africa Associate Learning Journey (Methodology, narrative overview,
activities and events, time commitment, and Associate Workbook).
Dates: March –
May 2010 Personal Development Work: Personal Development Plan Process: Reminder of
Personal Development Plan (PDP) work, set up Leadership Teams (selection, PDP
Group A:
biography exchange, personality characteristics exercise exchange, PDP support
29 March –
plan) for work throughout programme;
3 April 2010
Team Development Work: Leadership Teams and Coaching: Introduction to
Group B:
LAPs, Leadership Teams work on LAPs, Introduction to Coaches and coaching
16-22 May 2010
process throughout programme around LAP work.
Thematic Exploration: An overview of the key sustainable development
challenges and emerging issues in Africa: What is sustainable development?
How does sustainable development manifest itself in our country/region and
cultural context; How does support and interest in it differ among sectors
and economic levels; How is it seen in the North/South context; How has
the intergovernmental process (including the Johannesburg World Summit
on Sustainable Development and the upcoming Rio +20) helped shape global
discussion/consensus on the issues? Thematic Panels will dig into regionally
important issues.
 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW 1.15

Event name Content of the activity

Thematic Exploration: Leadership from the Africa Perspective – An
exploration of the principles and practices of leadership: Case examples of
Africa Leadership and brainstorming of the qualities/attributes of an effective and
positive leader in our countries are followed by the introduction of a typology of
Leadership and discussion of how critical leadership is for Africa. An individual
assessment tool identifies personal leadership styles and goals for development
during the LEAD Programme – linking to PDP work.
Thematic Exploration: Governance Systems – Local, National, Regional and
International: Exploring what is governance, its key components and limitations,
as well as what is good governance and what this means in the African context.
(SOAS)
Leadership Skills Modules: Four Leadership Skills Modules include: Social
Entrepreneurship (OPTIMA), Business Principles (Shell), Social Media
Introduction (Introduction to Web 2.0 technologies, how to use social media most
effectively, and social media available to LEAD Africa Associates), and Building
High Performance Teams (Principles of team development, trust building and
communication, and application to Leadership Teams work.)
Online Social Media Extra Tutorial (evening session for those interested)
Optional Coaching Module (evening session for Coaches, optional for Associates)

Event 3: Activities include:

Virtual Learning Personal and Team Development Work: PDP Work: support from Leadership
Sessions and Team members for continued work through email and online exchange.
Next Session
Personal and Team Development Work: LEAD Associate Project: Associates in
Preparation
their Leadership Teams will have identified a relevant project to work together to
Duration: implement. Input from Coaches and Leadership Team members through email and
up to 2 days online exchange continues project work in the interim.
Dates: April 2010 Virtual Learning: Virtual Pan-African Conference: An online learning module will
be selected by each Associate based on individual PDP needs.
Preparation for Second National Session: Associates identify their national re-
source management strategies, and multi-lateral agreements their countries have
entered that relate to natural resource management at the national level. Read and
come to the session prepared to discuss these.

Event 4: Session includes:

Second National Personal and Team Development Work: PDP Updates: Leadership Teams meet
Training Session for progress exchange and to set learning goals for session based on competencies
framework needs.
Duration: 6 days
Personal and Team Development Work: LEAD Associate Project: Leadership
Dates: June –
Teams continue their project work and plan for exhibition of results in the Networking
July 2010
Fair in the Pan-African Session. Leadership Teams also benefit from coaching and
Group A: teamwork skills building, as applied to their own project work process.
7 – 12 June 2010
Thematic Exploration: National Responses to National Resource Management
Group B: and Development Associates will come prepared to discuss their own national
28 June – 4 July policies towards natural resources management, and explore the breadth of
2010
1.16 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW

Event name Content of the activity

national responses to NRM and development, including land, water, forest, energy
– and how these systems interconnect and how policy can best respond to a
complexity of environment and development needs.
Thematic Exploration: International Strategies on Sustainable Development
– Climate Change: Exploration of the various multi-lateral agreements on
environment and development, their impact and future – particularly in the climate
change arena.
Thematic Exploration: Field Visit A full day visit to the field will bring together the
thematic aspects of the session as well as provide the opportunity for Associates to
exchange with policy makers, resources managers, and resources users (household
and economic) to best understand the competing needs and options for sustainable
development in this context.
Leadership Skills Modules: Two Leadership Skills Modules are offered including
Systems Thinking for Transformational Change (Introduction to systems
thinking, identifying leverage points, and applications to Associates’ goals), and
Public Speaking and Presentation Skills (How to have impact and get feedback
on your performance – applied to Associate presentations on site visit learning.)

Event 5: Activities include:

Virtual Learning Personal and Team Development Work: PDP Work continues with support from
Sessions and the Leadership Teams for this work through email and on-line exchange.
Pan-African
Personal and Team Development Work: LEAD Associate Project: Leadership
Session
Teams refine their final products and prepare for exchange at the Pan-African
Preparation
Session Networking Fair.
Duration: 6 days
Virtual Learning: Virtual Pan-African Conference: Online learning module
Dates: October selected by Associate based on PDP learning priorities.
2010
Preparation for Pan-African Session: Associates prepare for Pan-African
Networking Fair.

Event 6: Title: Ecohealth – An Ecosystem approach – Helping research “Find Health”:

Moving from research evidence to policy
Pan-African
Session Session includes:
Duration: 6 days Personal and Team Development Work: Reporting and Feedback on the PDP
process, and LAP projects (in groups and in Pan-African Networking Fair).
Dates: 27
September – Special Events: LEAD Fellows Awards, Leadership Panel, Pan-African
2 October 2010 Networking Fair
Thematic Exploration: Ecohealth – An Ecosystem approach – Helping research
“Find Health” Moving from research evidence to policy. This includes sub-themes
of institutionalisation of ecohealth and linking ecohealth with policy practice.
Parallel Panels will focus on juggling development, health and ecosystems; and the
research-policy link.
Leadership Skills Modules: Two Leadership Skills Modules are offered including
Advocacy and Policy Dialogue, Ethical decision-making and Voting.
 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW 1.17

Event name Content of the activity

Event 7: Activities include:
Fellows Personal and Team Development Work: PDP Work completes this stage with an
Engagement assessment of progress – reflection using the original competency assessment as
and International a baseline.
Session
Personal and Team Development Work: LEAD Associate Project: Finalise
Preparation
written or other products for exchange and posting on LEAD websites.
Duration: 3 days
Preparation for International Session: For those attending (merit-based),
Dates: Associates prepare for International Session event in general and the Networking
November 2010 Fair in particular.

Event 8: Title: Leadership and Climate Change: Population, Climate Change and
Development
International
Session Session includes:
Duration: 6 days Overall goal: To explore the theme of population, climate change and
development, and with this nexus the challenges to and opportunities for
Date: 31 October
implementing the principles of sustainable development from the local to the global
– 6 November
level.
2010
A set of site visits will explore different aspects of the theme: 1) Human
Port Elisabeth,
settlements in fragile ecosystems; 2) biodiversity and conservation; 3) industrial
South Africa
development; 4) food security: agriculture and fisheries; 5) culture, heritage and
indigenous knowledge systems; 6) transport.
Self-selected skills modules will be featured including: 1) Getting your message
across (communication); 2) Ethical Decision-making; 3) Stakeholder Dialogue; and
4) Systems Thinking.
Special Events:
IS Footprint: This International Session (IS) will not be seen as a single event, but
one with a number of Sub-events before and after the session. These include public
awareness sessions related to the theme and also to stimulate the formulation of
strategic climate change plans in the location of the event.
Networking Fair: This event will feature the most successful LEAD Associate
Projects, Associate’s work and interests.
A high-level Leadership Panel will explore personal paths to leadership and the
future challenges for leaders working towards sustainable development.
A preparatory online activity will be held prior to the session to introduce
Associates to one another and to begin the conversations virtually on the session
themes.
1.18 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW

5. LEAD POLICIES RELATED TO

TRAINING SESSIONS

General Attendance Accompanying Persons

Upon successful recruitment into the LEAD
Programme, a final Acceptance Form must include
a signed agreement of the Associate that he/she
will attend all LEAD sessions. If Associates are not
able to fulfil their obligations including training fees
they are removed from the Programme. Exceptions
to this can only be considered in cases of ‘force
majeure’. The decision to disqualify and remove
an Associate shall be taken by the appropriate
governing body of each Member Program, in
consultation with the Executive Director of LEAD
International.
Attendance: National Training Sessions
Non-attendance at an entire National Session can
be made up by attending a similar session designed
for another Cohort. Graduation therefore will be with
the later Cohort.
In order to maintain the value of the interactive
process, which is so important for LEAD, in no case
will accompanying persons (spouses, partners,
children or other family members) be accepted to
attend LEAD-sponsored activities, specifically:
• National Training Sessions for Associates.
• Pan African Sessions
• International Sessions
• Organized activities involving more than one
LEAD Fellow (unless specifically designed for
external participants).
Travel
The LEAD travel policy stipulates that all travel to
and from LEAD events is economy class, however
Associates are free to upgrade at their own cost.

If a National Session is so construed that missing Waivers

some days of it can be made up later, Associates
We ask that all Associates complete the waivers
may be allowed to participate partially, provided that
in Annex in this Manual and return them to their
they make up the missing days in other ways, as
Member Programme Director at the First National
decided by the Member Programme Director.
Session.
Attendance: Pan-African Sessions Accommodation
All Associates are expected to attend the entire
Associate accommodation at all training events is in
session, from the first to the last day. If this is not
shared accommodation. This helps with the group
possible, and the reason is deemed to be one of
development process. However, if Associates would
“force majeure”, the Member Programme Director
require single accommodation and it is available,
will decide on allowing the Associate to attend
they are responsible to cover the cost difference.
another Session. Graduation will therefore be with
LEAD does strongly encourage Associates to
the later Cohort. The Member Programme Directors
benefit from the time together both in session time
and the Member Programme governing bodies
and outside.
must decide if a case of non-attendance is due to
“force majeure”, and if so, what measures to take.

Attendance: International Sessions

Participation at International Sessions is merit-
based. Attendance at all training days are required
from all Associates for these events.
 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW 1.19

Notes
1.20 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW

Notes
 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW 1.21

Notes
1.22 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW

Notes
 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW 1.23

Notes
1.24 Chapter ONE ASSOCIATE LEARNING PROCESS OVERVIEW

Notes