JCI Skills Development

Trainer’s Guide

Effective Leadership
Developing 21st Century Leaders
Version 2015-03

JCI Recommended Course

1 Trainers Guide Effective Leadership
 JCI Vision
To be the leading global network of young active citizens.

JCI Mission
To provide development opportunities that empower young people to
create positive change.

About JCI
JCI is a membership-based nonprofit organization of young active citizens ages 18
to 40 in more than 100 countries who are dedicated to creating positive change
in their communities. Each JCI member shares the belief that in order to create
lasting positive change, we must improve ourselves and the world around us.
JCI members take ownership of their communities by identifying problems and
creating targeted solutions to create impact.

© Copyright by JCI: All rights reserved.

This publication is for the exclusive use of the trainers
conducting the JCI Recommended Course and
can only be reproduced for this purpose. All JCI
Recommended Courses must be organized online
and all participants must individually register online to
qualify for the manual and to be certified as graduated
from the course.

This publication or parts of it may not be translated in

any other language without the expressed permission
of the JCI Secretary General.

Published by
JCI (Junior Chamber International), Inc.
15645 Olive Boulevard – Chesterfield, MO 63017, USA
Tel: +1-636-449-3100 – Fax: +1-636-449-3107
Email: training@jci.cc – Website: www.jci.cc.

2 Trainers Guide Effective Leadership

 Course Summary
The JCI Effective Leadership course will define the kind of effective leadership
needed to address the local, national and global problems of society in the
st
21 century. The course intends to provide a foundation on which individuals can
strengthen their capacity and character to motivate others to take action for a
common purpose.

Room setup:
Banquet style (round or square tables)

Criteria to graduate from this course

• T
 his course can only be attended by active JCI members or past members still
contributing to the JCI Local Organization.
• P
 articipants must pass the online knowledge test and complete the trainer
evaluation to graduate.
• The course must be organized online and have all participants registered online.

Criteria to become trainer of this course

• B
 e an active JCI member for at least six months or a past member still
contributing to the Local Organization
• Have graduated from this course, JCI Achieve and JCI Impact

Changes and updates

Check for changes from previous versions at the end of this document.

Number of Participants

The Effective Leadership course is designed for local JCI members and
includes discussions and team activities. It is suggested that the course should
be conducted with a minimum of 6 and a maximum of 30 participants. If more
people are interested, it is suggested that another course be organized. The online
course tools only allow 30 registrations.

3 Trainers Guide Effective Leadership

 Online Registration

All participants must register for the course on JCI’s website to have the course
recorded in their personal database. This happens automatically when the trainer
completes the Course Final Report online. This is how the process works:

1.  T he registration forms will automatically be emailed to the trainer listed on the course
organization form and the course organizer (the person who placed the course
online). The participant will receive a registration confirmation.

2.  t the course, the trainer must ensure that all participants are registered. Onsite
A
registrations are possible if the course organizer sets the registration deadline for the
date of the day of the course. Registrations will close at midnight GMT the day of the
course. If the course organizer sets the closing day before the day of the course, it
can be edited and changed by the same course organizer.

3.  Any registered participant who cannot attend the course should cancel the
registration to allow others to take their place. If a registered participant is not
present at the beginning of the course and did not cancel the registration, the trainer
can cancel the registration on the day of the course, when the Course Report page
is available. Registrations cancelled by the trainer will be recorded in the participant’s
database as “No Show” and can be subject to penalties if repeated.

4. If the trainer cancels a participant (No Show), this means that participants who are
not at the course at the starting time will provide spots for others who are qualified
to register. This is provided that the participant that is cancelled by the trainer is not
present in the facility where the course is being conducted and where others are
waiting for the place in the course.

5.  ach course has a maximum number of participants established in the database. If

E
the limit set for the course is smaller, the course organizer can edit and increase the
maximum number allowed up to the limit established for this course.

6.  The trainer must make all efforts to ensure all participants are registered before the
course starts. Those who are not registered must register before the course or at the
first break. For courses where a previous qualification is required the trainer cannot
accept any participant who is not registered.

7.  If for some reason a participant cannot register for a course that doesn’t require
previous qualification, the trainer can allow the participant to attend the course if the
maximum number is not reached provided that the participant is informed that the
course will not show in the record and no “graduating” will be granted or issued.
In this case, the name(s) of the participant(s) not registered must be added to the
Observations text box on the online Course Final Report. The graduation will not be
recorded electronically and the person will not be graduated from the course.

4 Trainers Guide Effective Leadership

 Certificates

Since the graduation is recorded in the participant’s database, JCI is not giving
certificates as proof of graduation.

The Roll of the Trainer

The trainer is responsible for overseeing the entire course and must ensure that the
modules are delivered according to the Trainers Guide, that the course objectives
are achieved and that participants receive the highest possible level of training. Here
are the main responsibilities of the trainer:

1. Coordinate the program with the course organizer.

Check logistic arrangements and determine what the organizers will provide
and what the trainer must bring.

2. Be responsible for overseeing all logistical factors.

At the course location, check the room and logistics the day before the course or a
few hours before the starting time. This way if anything needs to be changed, you
have plenty of time. When participants arrive, the course room should be ready for
the course to start on time.

3. Ensure everyone is registered.

At the beginning of the course, check if everyone is registered and conduct a roll call
to see if everyone is present. If you have Internet, you can check the list online. If not,
it is wise to save the list in a MS Excel format and have it available for the roll call.

4.  e responsible for respecting the JCI Training standards and

B
the overall objective of the course.
Of course, to do this you must know what the overall objectives of the course are,
but the trainer must also maintain the standards and ensure the course is delivered
in the correct way and achieves the proposed objectives.

5 Trainers Guide Effective Leadership

 The Trainers’ Tools

The trainer(s) should ensure that all materials requested in each module and all
charts or room arrangements are ready before participants arrive. Also ensure
that the Trainers Guide and slides are the latest version (check online for the latest
versions a few days before the course or even on the day of the course) because
important changes may have happened.

1. Trainer’s notes: The instructions for the trainer are explained in detail, including
instructions for activities, the text for your lecture and the audio visual aids to be used.
In order to present a standardized training worldwide, the trainer’s notes should be followed
and all exercises completed as suggested. The trainer can, however, use his or her own
ideas, experience and background to improve the presentation.

a) O
 n the first page of each session, there is a list of the visual aids and equipment
needed for that module, the PowerPoint™ slides, the handouts, references you should
read, the objectives of the module and the main points.

b) A
 fter that, the notes clearly explain the module and indicate which PowerPoint™
slide to use.

• The titles that que each slide appear in [ bold Green letters ].
• The instructions for the trainer appear in light grey letters.
• The text for your lecture appears in black Italics.

2. PowerPoint™ slides: A set of PowerPoint™ slides has been created to enhance

and illustrate your presentation. The subjects for the slides have been carefully selected
to highlight the key points and specific areas that call for reinforcement.

6 Trainers Guide Effective Leadership

 Completing the Final Course Report

Participants who attended the entire course must be recorded as Attended, the
participants who attended only part of the course must be recorded as Registered
and those who did not attend must be recorded as No Show. Only the participants
marked as Attended will be able to access and complete the course evaluation and
knowledge test. If there are major recommendations from the course, record them
in the report and also send them to training@jci.cc.

A. Go to TRAINING and then to MY COURSES.

B. The day after the course, a yellow bar will show that the report is available.
C. Click on the course
name to open the report page.
D. On the REPORT PAGE, click on Trainer Report.
E. When the list of registered attendees shows, mark each one according to this criteria:
a. Mark Attended for those who participated in the entire course.
b. Mark No show for those who did not show up for the course.
c. Mark Registered for those who attended only part of the course.
d. If the course is full, at the beginning mark No show for those who are absent
and Save Status. It will open spots for participants who are present but could
not register.
F. A fter marking participants Attended, No show or Registered, SAVE the status.
You can always make changes on the status and save again.
G. After you made the last changes and Saved Status, you can Close the Report.
H. A
 fter you close the report, no more changes can be made. You have five
days after the day of the course to finish the report.

7 Trainers Guide Effective Leadership

 Room Arrangement & Logistics for the Effective Leadership Course

• It is important the participant chairs are comfortable since they will be seated in this course for a
long period of time.
• Trainers must have access to Internet and power for the laptops.
• There must be water available for participants and trainers at all times.
• Number of chairs required: Maximum 30, depending on the number of registrations online.

Here is the required room setup:

Screen

Flip chart, JCI Vision,

paper and Mission, and
markers Values banner
Table for laptop and projector
with power outlets

Tables with
comfortable chairs

[ Entrance / Exit Door must be towards the back of the room ]

8 Trainers Guide Effective Leadership

 120 minutes Effective Leadership

SUMMARY The Effective Leadership course will define the kind

of effective leadership needed to address the local,
national and global problems of society in the 21st
century. The course intends to provide a foundation
on which individuals can strengthen their capacity and
character to motivate others to take action for common
purpose.

OBJECTIVES At the end of this session, participants will be able to:

1. H
 ave an optimistic understanding of effective
leadership that will inspire participants to
be leaders.
2. D
 etermine the key set of skills required for
effective leaders to emerge
3. Identify the skills that will enable them to strengthen
their capacity to motivate others to take action for
common purpose.

MAIN POINTS
1. Introduction
2. What an effective leader should do
3. What an effective leader should say
4. How an effective leader should act

EQUIPMENT LCD projector and screen

Laptop computer
Flip chart and markers

MATERIALS
Effective Leadership PowerPoint™
Effective Leadership Manual

REFERENCES

9 Trainers Guide Effective Leadership

 PREPARATION FOR THE COURSE (Tracking test-30)

Banners: Place the course banner outside classroom door (at least until the course starts)
to indicate where the course will be held and to promote JCI to other users of the facility. This is
optional.

Place the Vision, Mission & Values banner inside classroom beside the screen, on the
opposite side of the flip chart. This is optional.

Starting time:

The Course must start on the scheduled time, but the trainer may start after the
scheduled time if the majority of the participants are not in the room due to constraints, such as
unexpected traffic delays, flight delays, etc.

• If the course must start late, the participants already in the room must be informed and
must agree with the delay. If they don’t agree, the Trainer must start the course.

• If you start late, keep the on time participants who are in the room busy by conducting a
discussion about the course topic, asking questions, etc. This will give the ones who arrived on
time some recognition and maybe some extra knowledge and most importantly, it will give
the ones who arrived late some feeling that they missed something.

[ Welcome ]

Welcome all participants by introducing

yourself and delivering a short welcome
speech to inspire and urge people to
participate, share knowledge and experience
and have an open mind to new ideas
during the discussions.

10 Trainers Guide Effective Leadership

 LOGISTICS
a. Charts: In case charts are used in the course, clarify rules for placing charts on walls.
Ensure that the tape will not cause damage to the paint or the wall. Use a reusable
adhesive (widely called Blu-Tack) or any other sort of non-damaging adhesive tape.

b. All activities inside the training room: All activities and teamwork must be
conducted inside the classroom to avoid distracting other people using the same facilities.

c. Cell phones on silent: Turn off or put cell phones on silent.

d. Emergency exits: In case you are in a large building, for safety reasons you must
indicate the exit doors in case of an emergency. This is not necessary if you are in a small
building where everyone can see exit doors or if this course is a continuation of other
courses or events and everyone is already familiar with the venue.

CERTIFICATION
a. Must be registered online: As in all JCI Official Courses, participants must be
registered online in order to graduate. The graduation from the course will be recorded in
the participants’ personal database in case it is needed in the future. Since all records are
online, JCI does not issue certificates for attending JCI Official Courses. Anyone that does
not register online will not be considered a graduate from the course.

b. Must participate and attend all modules: In order to graduate, members must
attend all modules and participate in activities and discussions.

c. Must complete an evaluation form and pass knowledge test: This will help
evaluate trainers and measure the learning. These forms are online and graduation will be
confirmed when the form is filled and submitted. To pass the knowledge test and graduate,
one must have at least 70 percent (70%) of correct answers. Failing the knowledge test will
require attending the course again to be able to take another test. There are no second
chances to take the test. The evaluation is intended to measure the learning during
the course and questions can include lessons from discussions and learning activities
that are not in the course material. The evaluation and test will be available for 60 days
starting 4 days after the trainer closes the course report.
There will be no deadline extensions.

Course material available online after graduating: The course manual will be available
on the JCI website for all graduated participants.

11 Trainers Guide Effective Leadership

 1. INTRODUCTION
Imagine the greatest movements of all time, the greatest moments that demonstrate
the world’s humanity – demonstrations to bring the Berlin Wall down, protests
at Tiananmen Square, the million people who came and stood in solidarity for
fundamental human rights. All of these moments happened because of leaders –
individuals with the courage, character and passion to stand for what is right and
empower others to exercise their power to create positive change.

Leaders are the ones who can inspire us to take action, make decisions and are the
ones that require us to step outside of our comfort zones.

[ My inspiration ]

While showing this slide, ask each person in the class to think
about one person that inspired them to do something that they
would never have imagined they would do.

Allow participants to think about this person, but they do not need
to share who the person is. These are personal stories, so those
who do not wish to share, should not be forced.

W
 hat did this person do to inspire you? It could have
been an action, words, examples, etc.

Trainer should go first to provide an example and to set the tone

for the story. Suggest that participants to write down their answer
for their own reference.

[ Great Leader ]

Now, conduct a short discussion about the text on the slide.

No need to form teams, just allow participants to talk among
themselves. Also write the answers on the flip chart.

Again, write simple words to summarize and prompt participants

to write down their answer.

Name someone you consider a great leader.

This is not only someone you know, think about someone you
have heard about, from history or from recent times. Choose
someone who media says is or was a great leader.

12 Trainers Guide Effective Leadership

 Show the question at the end of the slide and ask for answers.

What is the reason for your choice?

This is your opinion. Your beliefs, your thoughts and your

perceptions are what lead you to believe this person is a
great leader.

The common qualities of great leaders

[ Team Activity ]

Purpose: The purpose of this team activity is to have

participants analyze, discuss and compare the qualities of a
person who has been a leader in their life and a person who
has been a great leader to the public. Do these two leaders
have anything in common? What are their differences?

Instructions: Divide the group in teams of about three people

and ask them to:

• Analyze the qualities or actions of the list of leaders

on the flip chart and the leader in your life and discuss
what the person who inspired you and the person
you consider a great leader have in common.

Discussion after the activity: Ask the participants what they

discussed and then comment and conduct a short discussion.

A
 fter analyzing the qualities of great leaders and the
persons who inspired you, we normally find that great
leaders have great charisma and vision. However, we
also find that the leaders close to us normally are ones
who may not have great charisma or vision, but they
know how to talk to us, listen to us and understand us.
This is what makes us like and follow them when asked.

[ Course Objectives ]

And this is exactly what we want you to learn in this course:

How to have influence in small groups of young people who
can help us to make changes in our communities. At the
end of this course, participants will be able to:

• H
 ave an optimistic understanding of effective
leadership that will inspire participants to be leaders

13 Trainers Guide Effective Leadership

 • D
 etermine the key set of skills required for effective
leaders to emerge

 • Identify
 the qualities that will enable them to build
their capacity to motivate others to take action for a
common purpose

With that said, the first thing we want to identify what

leadership is exactly.

Please think about the actions, words, qualities and

characteristics of leaders who inspired you and the ones
who encouraged you to do things you would not normally
do.

[ In your opinion... ]

In your opinion, what do you think leadership

really is?

 ive participants time to think about or even discuss with

G
others next to them.

After a few minutes ask each one to tell the group what they
think leadership is and allow discussion amongst participants.

Note to the trainer: While showing the title of the slide, ask for
some definitions of leadership.

There is no right or wrong definition of leadership. There are

many definitions depending on the person or culture. Here
is one definition that we will use in this course:

[ Leadership ]

Leadership is a set of skills, processes, behaviors

and capabilities that a person needs to motivate and
direct others.

Ask a few people to comment on the definition presented to

them on the slide.

 hen we talk about leadership skills, what do we

W
mean exactly?

14 Trainers Guide Effective Leadership

 Leadership skills are the tools, behaviors and capabilities
that a person needs in order to be successful at motivating
and directing others.

Yet, true leadership skills involve something more; the ability

to help people grow in their own abilities.

It can be said that the most successful leaders are those

that drive others to achieve their own success.

[ Effective leadership ]

• Effective leadership is the ability to help people grow

in their own abilities.

• Successful leaders are those who drive others to

achieve their own success.

[ Share Your Story ]

Now show the next slide and ask everyone to think about
Stephen Covey’s question:

 o you remember someone that communicated your

D
worth and potential so clearly that it profoundly
influenced your life?

Note to the trainer: Make sure that the participants

understand this sentence. They must tell stories of people who
had the ability to discover the good and potential in others, not
only led them to do things. Allow discussions.

This question is asking you to think about a person, a friend,

a family member, a co-worker, anyone who at any time
spoke to you and made you understand and realize your
capabilities. This is not only someone who encouraged you
do things you would not normally do. This is a person who
also deeply changed the way you face challenges or who
influenced your life in a positive way.

This activity can be done in teams or pairs.

After all discussions, brainstorm with your group some

practical and real qualities of someone a young person
would follow and accept as a leader.

15 Trainers Guide Effective Leadership

 [ Envision a Great Leader ]

Envision a great leader. What qualities do they have?

What would they do to encourage action by others in their
community? What would they say to really convince you
that they are a leader and that you should follow them? List
at least three in each column.

Comments: After the discussions and presentations of the

results, make the following comments:

Can you identify with any of the aspects that make a

great leader?

No one is born a great leader, but we all have the potential

to become effective leaders. If we are able to identify with
any of the characteristics of those who inspire us toward a
common purpose, you too can learn those skills, develop
that character and gain new experiences that challenge
you to lead.

[ Becoming a Leader ]

Now let’s take the chart we prepared during this exercise

and identify the characteristics and qualities of leaders you
would follow and which qualities you feel you still may need
to develop.

Ask participants to answer the three questions on the slide:

• Is there a difference between what I recognize in a

leader and what I have to be a leader?

• What am I still missing?

• Can I develop or learn it?

Write the answers on a flip chart for later discussion.

Participants should write down and share at least one answer.

16 Trainers Guide Effective Leadership

 2. THE QUALITIES OF AN EFFECTIVE LEADER
Now, that we have found the many qualities and characteristics for the kinds of effective
leaders we need for the next generation, let’s look deeper into a few of them, probably
the most important ones.

[ The Effective Leader ]

Effective leaders collaboratively create a vision and establish

a climate for people to reach their highest achievement.

Listen – Effective leaders listen to their peers without judgment.

They must build trust and empower their potential followers. Great
leaders are intuitive leaders who listen to understand and identify
body language and facial expressions.

Evaluate – Leaders evaluate themselves, their team and progress

toward their shared vision. They also evaluate opportunities and
risks when making decisions.

Assist – Effective leaders are eager to assist others and accepting

of their assistance. Great leaders seek council and advice to learn
from the knowledge and experiences of others while they freely
offer their expertise to those who seek it.

Discuss – Leaders discuss their vision for the future. They

foster constructive discussion with their team on how to achieve
their shared vision. They are powerful facilitators that ensure
understanding of common goals.

Empathize – Effective leaders must be empathetic toward their

followers in order to be successful and effective leaders. Effective
leaders do not simply give orders to their followers, they must
communicate and connect with them in order to help them
achieve their full capacity.

Respond – Leaders must respond to situations with intent and

purpose. While it is necessary to have good listening skills, they
must also respond to challenges they face accordingly. Leaders
must also know how to respond effectively to questions and
concerns that their followers may have.

17 Trainers Guide Effective Leadership

 [ Vision ]

It is the visionary leaders who are agents of positive change.

Effective leaders can see into the future, they have a clear and
exciting idea of where they are going and what they are trying
to accomplish.

This quality separates the leaders from the managers.

A leader with vision is able to transform the future of an

organization or company, by creating specific, achievable goals,
initiating action and enlisting the participation of others.

While managers are great to get the job done, visionary leaders
tap into the emotions of their members, uniting them with
likeminded people and giving them confidence to achieve their
dreams.

For example: Martin Luther King did not tell people what to do,
he told them how the world would be in the future he envisioned
and how he believed it could be accomplished.

[ Courage ]

This means that you are willing to take risks to achieve your goals,
with no assurance of success.

It takes courage to see projects and goals through to the end

despite the obstacles and challenges you may face.

Because there is no certainty in life, every commitment you make

and every action you take, involves a risk of some kind.

For example: How many times have you seen a member in your
organization standing up for what was right, even when a vast
majority was going in a different direction.

It takes courage to stand alone for one’s beliefs and goals,

not succumb to pressure and keep working until you reach
your goals.

18 Trainers Guide Effective Leadership

 [ Integrity ]

This is the complete honesty in everything you do, both with

your followers and with the community.

The core of integrity is truthfulness.

Being honest with your followers will allow them to trust you
enough to step outside their comfort zone to take action.

Integrity requires that you always tell the truth to all people
in every situation.

Truthfulness is the foundation for trust, which is necessary

for the success of any organization or leader.

[ Humility ]

Effective leaders are those who are strong and decisive but
also humble.

Humility doesn’t mean that you are weak or unsure of

yourself.

It means that you have the self-confidence and self-

awareness to recognize the value of others without feeling
threatened.

It means that you are willing to admit that you could be

wrong; you recognize that you may not have all the answers
and it means that you give credit where credit is due.

If we cannot recognize our own weaknesses, how can we

improve upon them?

[ Know How to Communicate ]

Finally, the effective leader must know how

to communicate.

This is essential to accomplish all qualities of an effective

leader. Communication means speaking well and also
listening to people when they have concerns, ideas or
suggestions.

19 Trainers Guide Effective Leadership

 Any good qualities an effective leader may have would not
have any effect on followers or the community if the leader
cannot communicate well.

You must be able to communicate your vision, your

thoughts, your passion, your messages and the purpose of
your work.

3. THE PERSONALITY OF AN EFFECTIVE LEADER

To become an effective leader you also need to develop your personality to gain
the respect of people while ensuring you respect others.

[ Personality ]

• Learn to be strong but not rude.

It is an extra step you must take to become a powerful,

capable leader with a wide range of reach. Some people
mistake rudeness for strength, but these two are not
comparable. Strength is forming resilience and not
taking no for an answer, whereas rudeness is showing
disrespect.

• Learn to be kind but not weak.

We must not mistake kindness for weakness. Kindness

isn’t weak. Kindness is a certain type of strength. We
must be kind enough to tell somebody the truth. We
must be kind enough and considerate enough to lay it
on the line. We must be kind enough to tell it like it is
and not give false pretenses.

• Learn to be bold but not a bully.

It takes boldness to win the day. To build your influence,

you have to walk in front of your group. You have to
be willing to take initiative, tackle the first problem and
discover the first sign of trouble. You must demonstrate
to others you are willing to do what you ask of them.

20 Trainers Guide Effective Leadership

 • Be proud but not arrogant.

Pride is a driving factor to be successful as a leader and in

life. People do not want to follow a leader who isn’t proud
of their accomplishments and of their organization. On the
other hand, followers do not want to follow a person who is
arrogant about their achievements. An effective leader must
learn to be humble.

Gain the respect of people around you

One of the biggest mistakes people make when they’re trying to impress
someone is that they assume people only pay attention to the important or
“big” things they do. The reality is that the little things are what matter most.

It’s the little things we do or don’t do every day that shape

us into who we are.

The little things determine how we respond when big things

come into our lives.

The kind of image you present to the world is determined by

your actions, comments, attitude, behavior and appearance.

These things can be noticed within the first few seconds of

meeting someone.

• How do you let people know who you really are?

•H ow do you impress everyone around you without big
gestures or a
lot of time?

[ Five Steps ]

These five things might be simple, but they have a big

impact and lasting effects.

People will remember the little things you do and that can
make the difference you’re looking for.

• Listen
 to others
W
 hen someone is talking to you, listen to what they are
saying. Don’t be thinking of a response while they are
still talking.

21 Trainers Guide Effective Leadership

 •C
 ompliment people
Look for the good in people around you and take the
time to let them know you noticed. Compliment
people on their positive attitude, their work ethic and
on their daily achievements. Find the good in people
no matter how big or small.

• Be positive and focus on the good

 T
 his can be hard when times are tough, but it’s
possible. Try to look for the solution instead of focusing
on the problem.

Stay positive.

• Help others and care about people

H
 elp when and where you can. In most cases, chances
to serve aren’t always at the most opportune times, but
sacrificing your time to help someone in need says a lot
about you.

D
 on’t build up a wall to “protect” your feelings. Let
yourself feel, let yourself care for people.

• Own up to your mistakes

W
 hen you make a mistake, admit it, do what you can to
fix it and then move on.

Individual Activity Case 1

[ Case 1 ]

Purpose: The purpose of this case is to make participants

take a leadership role. They are provided a problem to solve
and must take action to keep the team united.

Instructions: Show the slide and ask each participant to think

and express what he/she would do in this case:

 ome up with strategies, actions and advices to each

C
of the groups, to ensure they will work together. You
cannot afford to lose any member from either group.

Discussion after the activity: Conduct a short discussion

after the reports.

22 Trainers Guide Effective Leadership

 Team Activity Case 2
[ Case 2 ]

Purpose: The purpose of this case is to make participants

take a leadership role. They are provided a problem to solve as
a team and determine how to take action to keep the
team united.

Instructions: Show the slide and ask the participants to work

in teams of 3 to 4 to discuss and work on a presentation of
how they will build trust, clarify purpose, align priorities and
unleash talent.

What would you do to bring out those qualities and

ensure the members have opportunities to test their
leadership abilities?

Discussion after the activity: Conduct a short discussion

after the reports. After discussions and reports, show the
rhetorical question.

Is there a formula to become an effective leader?

There must be hundreds of formulas, each one suited for

the different leaders needed in society, in business and
in government.

So far in this course, we have discussed what effective

leaders should say and the qualities they should have, now
we will discuss what effective leaders should do.

23 Trainers Guide Effective Leadership

 [ Four Imperatives ]

To become an effective leader in JCI, there are four

imperatives of leadership we need to apply:

1. Build trust
2. Clarify purpose
3. Align priorities
4. Unleash talent

• [ Build Trust ]

The first step to help others grow in their abilities is for

them to trust you.

You build relationships of trust through both your character

and competence and you also extend trust to others.

You show others that you believe in their capacity to live

up to certain expectations, to deliver on promises and to
achieve clarity on key goals.

You don’t inspire trust by micromanaging and second-

guessing every action people make.

• [ Clarify Purpose ]

The second is to clarify purpose. Great leaders involve their

people in the communication process to ensure the goals
are achieved.

If people are involved in the process, they psychologically

own it and you create a situation where people agree about
what is really important—mission, vision, values and goals.

What is your primary focus right now? If you can’t write it on

the back of your business card, then it’s a sure bet that your
leadership is suffering from a lack of clarity. Take the time
necessary to get your focus back on what’s important.

24 Trainers Guide Effective Leadership

 Furthermore, would you describe your thinking as expansive
or contractive? Of course, you always should be willing to
do whatever it takes to get the job done, but never try to
take on what others can do as well as you. In short, make
sure that your focus is on leading rather than doing.

• [ Align Priorities ]

The third is to align priorities. This means that you don’t

allow there to be conflict between what you say is important
and what you measure.

When your priorities are aligned, there are no

misconceptions on what you say you are measuring and
what you are actually measuring. If a leader says their
followers are the most important assets in achieving
a mission, but they are actually measuring them as an
expense or a cost, this leader needs to better align their
priorities. Otherwise, they will lose many of their followers
due to lack of trust.

It is more important that the team is working toward a

clearly defined purpose and not whether you are
succeeding or failing.

• [ Unleash Talent ]

The fourth is the product of the other three imperatives:

unleash talent. When you inspire trust and share a common
purpose with aligned priorities, you empower people; their
talent is unleashed so that their capacity, their intelligence,
their creativity and their resourcefulness are utilized.

The best way to gain the unwavering loyalty of people is to

show them from the start that they will be allowed to make
the most of themselves.

Success should be put up to the pride of the individual.

The individual should be made to understand that their
development depends upon themselves and the quality of
their work.

25 Trainers Guide Effective Leadership

 To unleash talent and creativity in people, too many instructions are
often fatal. Don’t be too specific; this type of attitude turns a person
into a machine. When giving a member a certain duty, it is never
best to say, “do exactly this,” or “don’t do that.” The proper course
is to say: “Go and look into this matter to the best of your ability.”

[ Who Can Be a Leader? ]

Show the slide titled “Who Can Be a Leader” and ask participants
who are the leaders they know in their organizations or companies.

Most leaders we know have positions of leadership in the

organization or in the company where we work.

However, a leader must not always have a title, a position or a

badge. Yes, these people have a responsibility to lead, but a
leader is more than that.

A leader can be everyone. It can be you.

A leader can be the member who is always conscientious about

cleaning up after themselves and others instead of leaving it on
the ground, or it can be the officer who treats each member like
they’re the most important person in the organization.

They can be the new members who set an example for the rest
of the group by always being on time, doing their best work and
always keeping a positive attitude.

Or they can be the person who takes the initiative to help when a
member is experiencing problems.

A leader is one with a set of skills and behaviors that inspire

others to grow in their abilities. If you take the time to look around
you, you’ll see that leaders can come in all different forms.

Leaders can be found anywhere and in all walks of life. It is

important to keep an open mind about where one can find a
leader because they do not always have a title or leadership
position. Being open-minded gives us the possibility to be open
to the fact that anyone in your organization could have hidden
leadership abilities that are just waiting to be coached to the
surface.

Finally, in order to be a successful leader, it is critical for all leaders

to have exceptionally strong interpersonal skills.

26 Trainers Guide Effective Leadership

 [ Call to Action ]

Note to the trainer: While showing the slide, ask participants

to think for a while about what we discussed in the course and
choose one thing they will start doing right now to improve
their leadership skills.

Ask for a couple volunteers to stand up and tell the group

what is one thing he or she will start doing now to improve
their skills.

As we learned in this course, leadership does not come with

a position. A position of leadership may give you respect
and obedience, but this is not leadership. Many great
leaders weren’t given a position to lead. People follow their
leadership because of their abilities and behavior.

CONCLUSION
[ Conclusion ]

Most people want to do a good job – as long as someone

appreciates their efforts and encourages them. That’s
where good leaders put their greatest effort – to show
people that their work is valuable and appreciated.

Leadership requires faith that your members will always

try to do their best. And if some of them don’t seem to be
trying hard enough, the smartest thing to do is investigate –
find the reasons why – and then try to overcome whatever it
is that’s preventing them from doing the best they can.

Thank everyone for attending this course and encourage

them to be an active part of the Local Organization to ensure
the Mission, to provide development opportunities that
empower young people is accomplished.

27 Trainers Guide Effective Leadership

 Important: Any person not registered will not be graduated. The graduation only
occurs when the trainer passes the participant from the online final course report
and the person fills out the evaluation form and passes the knowledge test.

Listing names in the comments box in the report will not graduate that person.

JCI Vision
To be the leading global network of young active citizens.

JCI Mission
To provide development opportunities that empower young people to
create positive change.

About JCI
JCI is a membership-based nonprofit organization of young active citizens ages 18
to 40 in more than 100 countries who are dedicated to creating positive change
in their communities. Each JCI member shares the belief that in order to create
lasting positive change, we must improve ourselves and the world around us.
JCI members take ownership of their communities by identifying problems and
creating targeted solutions to create impact.

Any questions or suggestions, please contact JCI at:

© JCI (Junior Chamber International)

15645 Olive Boulevard, Chesterfield, MO 63017, USA
Tel: +1-636-449-3100 • Fax: +1-636-449-3107
Email: training@jci.cc • www.jci.cc.

From Version 2015-02 to Version 2015-03

28 Trainers Guide Effective Leadership