Session 1: Grow the People… Grow the Organization
This principle says how by growing the people in your organization (or in TALONS’ case, committee) the whole program grows as well. The book talks about two laws, The Law of Explosive Growth and The Law of the Chain. By leading followers, we add growth to the organization. However, by developing and leading leaders, you multiply growth. A team’s strength is impacted by the weakest link, so by developing and leading others to success, the “weakest link” of your group won’t make as big of a negative impact.
I chose this principle as it’s very reminiscent of TALONS; everyone starts as a “weak link”. For many of us, this program is our first main introduction to leadership. Because of this, the new batch of students may be “weak” at the beginning as they had little or no prior training beforehand. When the Grade 10s, who have had at least a year of training under their belt, teach their knowledge onto the Grade 9s, it will develop them into leaders and help multiply the growth of the whole program. The program will not be able to function without its people’s growth, and the students won’t be able to function without the program’s growth.
Since I already have experience in the program, I will teach any advice / prior experiences / knowledge onto the Grade 9s. Giving them these pieces of information will help them get a better understanding of leadership, to which they can grow and develop into effective future leaders. Not only will this help grow them as people but will also help the program flourish due to the added growth.
Session 2: Levels of Influence
This principle talks about how leaders have the ability to influence everyone; however in order to do so, they must train, develop, and hone their skills. Influencing others is an extremely important aspect of leadership. We don’t just want to teach people, we also want to influence their thinking for the future. Like the book says, “a leader doesn’t just see the person; he or she sees all the people that person influences”.
There are 5 levels of influence:
- They influence everyone (highest)
- They influence those over them
- They influence those beside them
- They influence those under them
- They influence no one (lowest)
Everyone starts at the very bottom, influencing no one. But after years, maybe even decades, of training, we’ll be able to reach Level 1: influencing everyone.
For many years, I thought that leadership was just an act of leading and influencing those under you. But soon after that, I found that I had started to influence those around and beside me. However, after learning of these 5 levels, I want to be able to influence those above me. I chose this principle as it helped me develop a new goal in life: to be able to train my skills to the point I can have an impact on those above me.
In order to reach my goal (and to apply this principle to TALONS), I want to continue learning more about leadership and improving my skills by leading others. By participating in leadership activities like the ones done throughout TALONS, I will be able to train myself and possibly learn to influence those above me. In addition to this, I will also learn to take more risks in my leadership as I’ll start taking initiative with tasks that I may not have done in the past, furthering my overall learning and level of influence.
Session 3: People do what people see
This principle talks about how people are more keen with following the leader’s example. 89% of our learning is from visual stimulation, so having someone do an example in front of you instead of them just explaining the task will help you remember and learn better. For example, let’s say you want to teach someone how to send an email. Though it may take less time to simply explain the concept to them, physically acting it out will help them remember and retain the information for the long run.
I chose this concept as it’s already something I knew and wanted to do more of, even before learning more detail about it in the book. I would frequently end up falling into the trap of choosing the “easier way” (i.e. explaining rather than showing) when it comes to teaching groupmates. This is a concept that I’ve known for a while now, however, I seem to keep forgetting to do it.
Like I said, I want to be able to implement this concept more into my leadership. I will attempt to do this by inviting my peers over to my laptop (as most of the leadership work we do is done online) more to teach them face-to-face about what needs to be done. Not only will this help them remember and learn, but it’ll also help me reflect on what needs to be done and how the task was done, an incredibly useful skill in the TALONS program.
Session 4: Two Questions for the Apprentice and Mentor
This specific principle talks about how there’s two questions an apprentice and mentor must ask themselves:
- Are they compatible with each other?
- Is there mutual respect in their relationship?
If you said no to even just one question, then you’re leadership relationship goes down the drain. Answering yes to both questions is an essential part of turning producers (leaders who keep followers as followers / produce followers) into reproducers (leaders who turn followers into new leaders). The compatibility question talks about whether or not both parties are like-minded or in tune with one another. Failure in compatibility will result in the people involved becoming frustrated in one another as they may not see each other eye-to-eye. Mutual respect, on the other hand, talks about whether or not both parties have a good relationship with one another. A lack of mutual respect can lead to a tiresome, irritating mess where completing tasks ends up being moved to the back of your mind as you’re instead focused with getting away from the other person as quickly as possible.
I chose this principle as there have been many times where I was in a leadership relationship that didn’t say yes to both questions. In those situations, it was hard to function. I would need frequent breaks just to be able to tolerate working with the other party. Of course, I still had to make do with what I had, however, those were days where I just wanted to finish the tasks as quickly as possible, not caring about the final product. I became frustrated and miserable during those times, so I used my past experience to connect with this principle.
In order to avoid this in future trips, I want to get to know the person beforehand. This idea taught me the importance of learning the other person’s interests and personality before getting into a group with them, as blindly partnering with someone who isn’t compatible will hurt more in the long run.