Sample Agenda- Interpersonal Leadership

Take a look at the Interpersonal Leadership Overview.

Sample Agenda: Interpersonal Leadership

Time Needed: 120 minutes
Purpose: For participants to reflect on their communication style and how it is perceived by others
Materials: Paper and pen for taking notes

Session Introduction (10 minutes)

  • Welcome to the session
  • Location of the bathrooms
  • Nearest emergency/fire exit
  • Overview of agenda
  • Goals for the session

Select your opening prompt

Here are some prompts that may be successfully used for those developing interpersonal leadership.

Choose one:

  • Who am I and what do I offer the team?
  • What is communication?
  • What is respect?
  • What is collaboration?
  • What is motivation?
  • What is listening?

Starting the Conversation (17 minutes)

2 minutes for instruction
5 minutes for creating images
10 minutes for sharing

Ask participants to quickly go through their image sets to find pictures that speak to the opening prompt:

  • What is communication? (or alternative selection)

There are no rules about how participants can go about this part of the process. They can select as few or as many photos as they wish, and assemble them any way they wish on the sheet of paper in front of them. Th e only limitation is time; they should finish selecting and arranging their images to both prompts within 5-6 minutes.

Use the next ten minutes to have participants share a brief story of their images. Ask them to listen carefully to each person’s response and notice the similarities and differences between group members. Th e amount of time each participant has to share their stories will vary with the size of the group and your time constraints.

As participants are sharing their stories, ask clarifying questions if they are needed. Although you can do this yourself, it is often better in a leadership development context to explain the types of questions that participants are welcome to ask of each other and encourage them to become active questioners.

Some example clarifying questions include:

  • Can you tell me more?
  • What values are showing here?
  • What is your initial response?

Deepening the Conversation (18 minutes)

Working in pairs, ask participants to begin to discuss what they have heard from each other.

Some deepening questions include:

  • What did I hear that is similar to me?
  • What’s the possible impact?
  • What does this remind me of?

Narrowing the Conversation (15 minutes)

Working in small groups of 3–4, ask participants to talk about the settings and circumstances when each communication approach is most appropriate, and when it may not be the best way to go.

Ask questions like:

  • What are the consequences?
  • How can this definition of communication impact the recipient?

Assessing the Conversation (15 minutes)

Ask each group to share one important aspect or characteristic of communication at work. Write them on a flipchart or whiteboard. Continue to share ideas that have not yet been heard until there are none left.

Ask participants if they believe the list covers everything that is important. Talk about what might be missing, and add anything the group thinks is important.

Some assessing questions include:

  • How can an effective leader communicate effectively at work?
  • What needs to change to make it possible?
  • What implication does this have?

Applying the Conversation (20 minutes)

Ask participants to discuss how they might apply this information going forward.

Make a list of ideas and commitments to be scribed and distributed to the participants. Ask how each participant is going to follow up to make sure their commitment is kept.

Debriefing the Conversation (15 minutes)

The debriefing section is where you help the group pull together everything they have done. It is a critical step and worth every minute invested.

Some example debriefing questions include:

  • What did you notice?
  • Was anything particularly interesting or surprising?
  • What did you learn?

Closing (5 minutes)

At the end of the session, provide guidance to the participants about how to carry the work forward after the session.

Developing Great Leaders is also available in a printed version.