Leadership Training Manual

LEADERSHIP
AND
GOVERNANCE
TRAINING
September 11 – 13, 2018 South Sudan

Leadership & Governance Training
Program Flow
Civil Society Leadership and Governance Program

September 11 – 13 South Sudan
Program flow
Session Mon 11 Sep Tue 12 Sep Wed 13 Sep
6. Value Based Leadership 10. Change Management

1. Introductions Overview, and Principles of Good and Emotional
9:00 - 10:30 Governance Intelligence
Expectations Objectives for
Workshop
2. Understanding Leadership
in a Context
10:30 –11:00 TEA BREAK
7. Decision Making in an 11. Strategic Leadership

3. Mind Models and Power of Organization and planning
11:00 – 12:30
Listening
12:30 – 13.30 LUNCH BREAK
13.30 – 15:30 4. System Thinking and 8. Internal /External 12. Action Steps
Organizational Leadership Governance
15:15 – 15:30 TEA BREAK
15.30 – 16.30 5. Understanding Organizations 9. OPEN SPACE 13. Conclusion,

TECHNOLOGY Evaluation and Next
Steps
Page | 2
INTRODUCTION
The inception survey of the CSF project identified general leadership challenges faced by CSOs in South
Sudan. Furthermore, a more specific leadership and internal governance issues are identified through
conducting organization capacity assessment to complement the inception survey findings. It is against
this background that the CSO leadership capacity development initiative has been identified as a priority.
The main area that is identified is that leadership in CSOs is not drawn from a board spectrum and CSO
Outreach Partners are
The Overall Objective of the three days leadership and governance training is:
Participants are able to use the acquired knowledge to develop actions that will make leadership more
effective and sustainable within their organizations.
The participants will also gain from the training the following
(i) Participants gain awareness of their leadership styles and the impact it is having on their
organizations
(ii) Participants have increased knowledge of critical leadership processes and tools for practicing
transparent, inclusive and transformational leadership
(iii) Participants are able to clearly define how their vision for their organization translates into strategic
and operational plans.
(iv) Participants have increased knowledge of key leadership themes -Change, leader emergence and
succession, adaptive/ transformative leadership, visionary leadership; and
(v) Participants have increased understanding of the skills required to advance development and
effectiveness in their organisations.
The training is targeting CSO board members as well senior members of management or the executive.
The assumption is that while board members have a focus on governance and visioning for the
organization, the management focuses on “operationalizing" the strategic direction as envisioned by the
board. They therefore exercise leadership at different levels and are accountable to each other.
Page | 3
Pre-Training Evaluation
LEADERSHIP AND GOVERNANCE TRAINING
Q1. What leadership quality would you like to develop in order to lead an effective
organization?
Q2. What is the role of 'Listening' in building and generating collective leadership
in your organization?
Q3. What kinds of mind models are you aware of? how much are they correlating
with behaviors ?
Q4. What are the values and principles of good governance? Which ones are you
practicing in your organizations?
Page | 4
Q5. How do you explain your organization in Drawing?
Q6. What do you think are the key factors of good decision making?
Q7. When do you say there is strategic leadership in your organization?
Q8. What are the change management steps you practiced in your organization ?
Page | 5
1. EXPECTATIONS & OBJECTIVES
What do you expect from the program?
What do you expect from yourself?
What do you expect from the facilitator?
What do you expect from Participants?
Page | 6
2. UNDERSTANDING LEADERSHIP IN A CONTEXT
What are the deeply sited foundational values for leadership?
What are the leadership structures in your society and what are they associated with?
How do you define leadership?
Page | 7
Is there women / Men style of leadership? Explain.
What is leadership at its best in South Sudan?
Page | 8
Leadership in 21st Century
• VUCA ( Volatility , Uncertainty, Complexity Ambiguity )

• Agile and Adaptive set of thinking from leaders.
• “Neck up” (academic and theoretical) and not enough learning from the “neck down” (intuitive,
practical).
• Blind Spot - deeper dimension of leadership and transformational change
ADAPTIVE LEADERSHIP
Adaptive Leadership was developed by Ron Heifitz and Marty Linsky at the Harvard Kennedy
School in the USA. It acknowledges that senior authority figures cannot always “fix” problems. It
needs everyone in the organization facing that problem to help out. It was applied to society, just
as much as organizations, that government alone could not fix society’s problems
INNER /DEEPER
1. MINDMODEL – FIXED and GROWTH MINDS
2. LISTENING: Quality of attention and intension
Page | 9
3. MIND MODELS AND THE POWER OF LISTENING
Who do you recall a leader whose listening you admire?
How much do you exercise this power in your leadership? What is the principle behind this skill?
Page | 10
LISTENING – THE HABIT of ATTENTION

• DOWNLOADING
• ACTIVE LISTENING
• EMPATHIC
• GENERATIVE
Page | 11
4. SYSTEM THINKING & ORGANIZATIONAL

LEADERSHIP
Share a story where a certain problem requires your system thinking?
Where do you see system thinking is highly required with regards to organization and why?
Examples of organization who maximize system thinking and show results.
Page | 12
SYSTEM THINKING
• "A system is a collection of parts which interact
with each other to function as a whole.
(Kauffman, 1980, p.1)
• We are looking at the patterns in the
organization of how the pieces work together.
• General systems theory looks at the way in
which all kinds of different systems are
organized to discover the patterns in their
organization
• Living systems which are subject to growth, change and development,
• Systems are open and continually interacting with the outside environment..
• Recognition of the complexities and interdependencies of living systems
• The system itself has properties not contained in the individual parts
• Dynamic interaction and change over time rather than simply an examination of static structures.
Negative and Positive Feedback Loops
• Negates changes in the system. (Negative feedback loops
work to maintain the status quo in a system; they are
stabilizing forces which make a system resistant to change.)
• A positive feedback loop has an amplifying or self-reinforcing
effect. In social systems "self-fulfilling prophecies" and
"bandwagon effects" are examples of the runaway results of
positive feedback loops.
• Positive feedback loops make a system unstable (open to
change).
• Some feedback loops are readily apparent, but when a system behaves inexplicably, it’s usually
because of some hidden feedback loop .
Tight and Loose Systems
• Systems which are tightly coupled are often both powerful and potentially dangerous because
there isn’t enough time for intervention to stop explosive situations.
• A loosely coupled system, tolerates some flexibility in the timing, nature or intensity of
responses
Page | 13
5. UNDERSTANDING ORGANIZATIONS
What are the most important question we ask when we try to understand the organization?
What are the personal and team assignment we need to perform to deliver optimally?
How we do create and sustain organizational Understanding with the organizational Staffs?
Page | 14
6. VALUE BASED LEADERSHIP & PRINCIPLES OF

GOOD GOVERNANCE
What are your Personal Values and how your personal values inform your Life Experience?
Which Values do you give high importance in leadership? And why?
What values does your current Organization demand and what can you do about it?
Page | 15
PRINCIPLES OF GOOD GOVERNANCE
Accountability
‘Accountability ” shall mean the processes through which an organization makes a commitment to
respond to and balance the needs of stakeholders (beneficiaries, the public, the government, donors and
staff) in its decision making processes and activities, and delivers against the commitment’
Who are we accountable for:
• To the people we serve

• The cause we are established for
• The constituency of our organizations
• The public in general)
• ‘’ Accountability before beneficiaries, donors and public bodies having connection, who are
responsible for services in the area, and such bodies as the basic rules of the organization
may specify;’’SVA 5(c)
We report …
• The Board
• The general assembly which includes the founders and the members
• The government
• The donor or private sector of volunteers who support the organization in different manners
• Internal and external policies
Page | 16
What it does
• Promoting adherence to generally accepted ethical standards and operational norms;

• Protecting the credibility and integrity of CSOs.
• Improving the quality of services CSOs through adoption of high standards of conduct and
to devise efficient decision-making processes;
• Improving the performance of charities and societies d learning from proven best practices;
Code of conduct
• Self-regulatory initiatives in building public;
• To reflect and transmit the values and norms of the sector and the organization with its
constituency, partners including the government
• To standardize our interventions and practices within the civil society sector
• Recalling that self regulation promotes high standards of practice within the charity and
society sector and creating a framework of accountability
Advantages of Code of conduct

• Ensure public confidence on the integrity of signatory organizations and
• strengthening the quality and effectiveness of their programs;
• Strengthening’ internal governance structures and therefore make them more democrat,
transparent and accountable to their constituencies.
Charter
• This is like a constitution; it is an agreement /an understanding of the members who
established the CSO.
• Understood and signed by members/ founders
• Legitimized its establishment & the reason for establishment
• Governing bodies of the organization.
• The division of power, roles and responsibilities for each unit.
Major Elements of a Charter

• Establishment and termination split of the organization
• objectives
• Structure of the organization
• Duties and responsibilities of the different organization
Internal and external policies

• External policies are those which define our relationship with the outside world
• EP defines our legitimacy and facilitates transparency
Page | 17
• IP defines and helps regulate the organization’s day to day activities

• Program activities and financial transactions and operation of organization
• External
• Charter defines the objectives and purpose of the organizations describes the governance
system
• MoU with partners and member organizations
• Internal
Internal
• Policies or statements Specific to the area of engagement
• Administrative policy
• Financial policy
• Gender policy
• Policy on Disability
• Sexual harassment policy
• Others;-
• Volunteers’ policy
• Child policy
How to develop policies

• Based on the legal system, regulation and practices of the country where it established
• Based on the vision , mission and objectives founders envisioned in its establishment
• taking into consideration the peculiar situation the organization is found in
• Looking at best practices and experiences of other countries where there is room for new
ideas
Page | 18
7. DECISION MAKING IN AN ORGANIZATION
The power and benefits of Decision making in Organization.
From personal experience share how decision making has helped in organization from your personal and other
leaders’ experience
What needs to be considered to make informed and impactful decisions?
Page | 19
8. Internal /External Governance

1.
2. Where do you think you can consider to optimize the internal governance in your organization
and why?
Where do you see the external environment encouraging/discouraging good governance for civil
society organizations?
What will change with good governance in the civil society sector in South Sudan?
Page | 20
9. OPEN SPACE TECHNOLOGY
What do we do when faced with Change Management?
What are the challenges during this and how do we deal with this to achieve our desired result?
Page | 21
10. Change Management and Emotional Intelligence
What does it require to Managing Organizational Change?
How do we manage individuals during organizational change? How do emotions play out in the change process?
Page | 22
1. The kubler – Ross Change Curve
2. The change curve - The Emotions
Page | 23
3. The change curve - Stages
4. Managing change - the journey
Page | 24
5. Managing change - Attitude
6. Managing change - Behaviors
Page | 25
7. The Change Reaction
8. The Change Reaction
Page | 26
9. Managing Change
Page | 27
9.1 Managing Change - Denial

• Encourage voicing of reaction
• Explain & give time
• Watch out for ‘explosive reaction’
• Give time & Space
• State the Facts
• Provide Evidence
9.2 Managing Change - Resistance
• Listen/Empathize
• Acknowledge feelings & Fears
• Encourage Support
• Use rituals & Habits
• Restate Objectives
• Focus on Small Steps
9.3 Managing Change - Exploration
• Concentrate on Priorities
• Provide Training, Coaching, Team Events
• Set Short Term goals in line with PDP
• Conduct Planning, Brainstorming & Communication Events
• Explore Feelings
• Focus on Success
9.4 Managing Change - Commitment
• Set Long Term Goals
• Concentrate on Team Bldg
• Acknowledge/recognize those who embrace change
• Address people at different stages
• Empower & Involve early adopters
• Business as Usual ———
Page | 28
9.5 Managing Change - Personal

• Awareness of the need for Change
• Desire to Participate & support Change
• Knowledge on how to Change
• Ability to implement required skills & Behaviours
• Reinforcement to sustain Change
ADKAR change model - Prosci (jeff Hiatt)
9.6 Managing Change - key Personal Assets

• High ‘Ambiguity Threshold’ - tolerance of uncertainty
• Constructive ‘internal monologue’
• Good ‘energy reservoir’ - physical, emotional, mental, relational
9.7 Managing Change - Soft Skills

• reflect on core value/mission in life
• Be persistent
• Be Flexible & Creative
• Think of/Outside/without the BOX
• Accept Uncertainty & be Optimistic
• Stay Fit & Healthy
• Keep the BIG picture in perspective
9.8 Managing Change - institutional

• Deal with the human element
• Start from Top - cascade downwards
• Articulate clearly & Create ownership
• Continuous, clear communication
• Assess & address existing culture
• Expect the unexpected
• the individual is as important as the institution
Page | 29
Emotional Intelligence
1. BASIC EMOTIONS
In the 20th century, Paul Ekman identified six basic emotions (anger, disgust, fear, happiness,
sadness, and surprise) and Robert Plutchik eight, which he grouped into four pairs of polar
opposites (joy-sadness, anger-fear, trust-distrust, surprise-anticipation).
2. WHY EMOTIONS?
▪ Emotions contains data
▪ How we feel influence how we think/behave/Act
▪ They can be understood
▪ Intelligence reflected by emotional vocabulary
3. Emotional World at Odd with The Work/Professional World
▪ It is important to control emotions at work.
▪ Decisions need to be made on logical and rational grounds.
▪ People should try put their personal feelings aside.
▪ Overly emotional people don’t fit in well in the workplace.
▪ Expressing feelings should be limited.
Page | 30
▪ Emotional awareness is less important than logical thinking.

▪ At work, people should emphasize logic over feeling.
4. PRINCIPLES OF EMOTIONS
▪ Emotions are information
▪ WE cannot INGNORE Emotions
▪ WE can NOT hide them
▪ Follow Logical Patterns
▪ Emotional Universe exists, But so DO specifics
5. BASIC EMOTIONS UNPACKED
▪ Fear Act now to avoid negative consequences.
▪ Anger Fight against wrong and injustice.
▪ Sadness Ask others for their help and support.
▪ Disgust Show that you cannot accept
▪ Interest Excite others to explore and learn.
▪ Surprise Turn people’s attention to unexpected and important.
▪ Acceptance I like you; you’re one of us.
▪ Joy Let’s reproduce (that event).
6. EQ ABILITY
▪ KNOWING – READ PEOPLE/YOURSELF
▪ NAMING
▪ EXPRESSING
▪ MANAGING
7. INDENTIFY EMOTIONS
▪ Get complete and Listen,
▪ Ask questions,
▪ Emotions needs to be an accurate data
▪ Ensure you understand how your team feels.
8. USE EMOTIONS
▪ Have feelings
▪ Determine how these feelings Emotions guide your thinking and influence your thinking and
that of the team.
▪ Understand Evaluate
▪ Examine the causes of these Emotions emotional scenarios and feel what may happen next.
Page | 31
9. MANAGE
▪ Include the rational and logical
▪ Take emotional data you just gathered
▪ Emotions underlying root information available with the cause
▪ Action to solve and to make an optimal decision
10. EMOTIONAL INTELLIGENCE GRID
Page | 32
11. Strategic Leadership and planning
What are the areas to focus on strategic planning?
Identify area of an organization where SP is needed
How does this approach positively influence the performance of an organizations?
Page | 33
12. ACTION STEPS
Action Area: Champion (Individual team member accountable for this

action area)
Objective(s) (similar to “strategy” from strategic planning doc)
Indicators of success
Key Resources Required
Who Expected Role
Page | 34
Post-Training Evaluation
LEADERSHIP AND GOVERNANCE TRAINING
Q1. What leadership quality would you like to develop in order to lead an effective
organization?
Q2. What is the role of 'Listening' in building and generating collective leadership
in your organization?
Q3. What kinds of mind models are you aware of? how much are they correlating
with behaviors ?
Q4. What are the values and principles of good governance? Which ones are you
practicing in your organizations?
Page | 35
Q5. How do you explain your organization in Drawing?
Q6. What do you think are the key factors of good decision making?
Q7. When do you say there is strategic leadership in your organization?
Q8. What are the change management steps you practiced in your organization ?
Page | 36
LISTENING ASSESSMENT TOOL
Important: There are no right or wrong answers. This poll is not graded. The purpose is purely to learn
more about ourselves. Please answer the questions as honestly as possible.
Use the table above to assess your current situation by answer the following questions:
1. In which level of listening do you spend most of your time?
Level 1: downloading: reconfirming what you already know
Level 2: factual: noticing something new
Level 3: seeing through the eyes of another
Level 4: being an instrument for something new to be born

Hidden field to read configuration JSON from.
Page | 37
2. In which level of conversing does your organization spend most of its time?
Level 1: downloading, polite routines: saying what they want to hear
Level 2: debate: speaking my view, “I am my point of view”
Level 3: dialogue: speaking from seeing myself as part of the whole, “I have a point of view” (shift in
terms of new perspective)
Level 4: collective creativity: speaking from what is moving through (shift in terms of better connecting
to one’s emerging, “authentic” Self)
3. Around which structures does your organization most often organize?
Level 1: centralized: you cannot decide but headquarters does
Level 2: divisionalized: decision making happens in divisions
Level 3: networked: decision making happens by interacting with all key stakeholders (and their self
interest)
Level 4: eco-system: decision making is shaped by co-sensing and co-creating at the level of the whole
eco-system (awareness of the whole)
4. Around which mechanism do actors in your system coordinate and connect?
Level 1: hierarchy: central planning (government)
Level 2: competition: markets
Level 3: stakeholder negotiations: organized interest groups
Level 4: eco-system: awareness based collective action (co-sensing, co-creating)
Page | 38
Desired
Answer the same questions, except this time indicate what the future needs to look like. Given your
current aspirations and challenges:
1. Which level of listening do you need to operate from, given your current opportunities and
challenges?
Level 1: downloading: reconfirming what you already know
Level 2: factual: noticing something new
Level 3: seeing through the eyes of another
Level 4: being an instrument for something new to be born
2. Which level of conversation does your organization need to operate from, given your current
opportunities and challenges?
Level 1: downloading, polite routines: saying what they want to hear
Level 2: debate: speaking my view, “I am my point of view”
Level 3: dialogue: speaking from seeing myself as part of the whole, “I have a point of view” (shift in
terms of new perspective)
Level 4: collective creativity: speaking from what is moving through (shift in terms of better connecting
to ones emerging, “authentic” Self)
3. Around which structure does your organization need to organize, given your current
opportunities and challenges?
Level 1: centralized: you cannot decide but headquarters does
Level 2: divisionalized: decision making happens in divisions
Page | 39
Level 3: networked: decision making happens by interacting with all key stakeholders (and their self
interest)
Level 4: eco-system: decision making is shaped by co-sensing and co-creating at the level of the whole
eco-system (awareness of the whole)
4. Around which mechanism do actors in your system need to coordinate and connect, given
current opportunities and challenges?
Level 1: hierarchy: central planning (government)
Level 2: competition: markets
Level 3: stakeholder negotiations: organized interest groups
Level 4: eco-system: awareness based collective action (co-sensing, co-create
Page | 40

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LEADERSHIP

September 11 – 13, 2018 South Sudan

Civil Society Leadership and Governance Program

Session Mon 11 Sep Tue 12 Sep Wed 13 Sep

6. Value Based Leadership 10. Change Management

7. Decision Making in an 11. Strategic Leadership

15.30 – 16.30 5. Understanding Organizations 9. OPEN SPACE 13. Conclusion,

Q5. How do you explain your organization in Drawing?

Q7. When do you say there is strategic leadership in your organization?

1. EXPECTATIONS & OBJECTIVES

What do you expect from the program?

What do you expect from yourself?

What do you expect from the facilitator?

What do you expect from Participants?

2. UNDERSTANDING LEADERSHIP IN A CONTEXT

What are the deeply sited foundational values for leadership?

How do you define leadership?

Is there women / Men style of leadership? Explain.

What is leadership at its best in South Sudan?

Leadership in 21st Century

• VUCA ( Volatility , Uncertainty, Complexity Ambiguity )

3. MIND MODELS AND THE POWER OF LISTENING

Who do you recall a leader whose listening you admire?

LISTENING – THE HABIT of ATTENTION

4. SYSTEM THINKING & ORGANIZATIONAL

Share a story where a certain problem requires your system thinking?

Examples of organization who maximize system thinking and show results.

6. VALUE BASED LEADERSHIP & PRINCIPLES OF

Which Values do you give high importance in leadership? And why?

PRINCIPLES OF GOOD GOVERNANCE

Who are we accountable for:

• To the people we serve

• Promoting adherence to generally accepted ethical standards and operational norms;

Advantages of Code of conduct

Major Elements of a Charter

Internal and external policies

• IP defines and helps regulate the organization’s day to day activities

How to develop policies

7. DECISION MAKING IN AN ORGANIZATION

The power and benefits of Decision making in Organization.

What needs to be considered to make informed and impactful decisions?

8. Internal /External Governance

9. OPEN SPACE TECHNOLOGY

What do we do when faced with Change Management?

10. Change Management and Emotional Intelligence

What does it require to Managing Organizational Change?

1. The kubler – Ross Change Curve

2. The change curve - The Emotions

3. The change curve - Stages

4. Managing change - the journey

5. Managing change - Attitude

6. Managing change - Behaviors

7. The Change Reaction

8. The Change Reaction

9.1 Managing Change - Denial

9.5 Managing Change - Personal

9.6 Managing Change - key Personal Assets

9.7 Managing Change - Soft Skills

9.8 Managing Change - institutional

▪ Emotional awareness is less important than logical thinking.

10. EMOTIONAL INTELLIGENCE GRID

11. Strategic Leadership and planning

What are the areas to focus on strategic planning?

Identify area of an organization where SP is needed