Sample Agenda- Organizational Leadership

Take a look at the Organizational Leadership Overview.

Sample Agenda: Organizational Leadership

Time Needed: 120 minutes
Purpose: For participants to begin surfacing their core values
Materials: Paper and pen for taking notes

Session Introduction (10 minutes)

  • Welcome to the session
  • Location of the bathroom
  • 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 organizational leadership.

Choose one:

  • Where are we going as an organization?
  • What do we look like today? What do we want to look like in (x) years?
  • What is innovation?
  • What is important to me?
  • How can I contribute to the organizational vision?
  • What is the vision for our organization?
  • What is rewarding?

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 important to me? (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 computer screen in front of them. The only limitation is time; they should finish selecting and arranging their images to both prompts within 5-6 minutes.

Next, 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 suggested 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 how core values represent themselves in the workplace. How do they affect a leader’s approach? Behavior? Ideas?

Ask questions like:

  • What are the consequences?
  • How can these values align with the work of the team?

Assessing the Conversation (15 minutes)

Ask each group to share one significant value that surfaced in the discussion. 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 live these values 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:

  • Did anything stand out for you?
  • Did you notice anything surprising about what you heard?
  • Do you have any new insights?
  • Did you notice anything you could easily do to better communicate your values to the team?

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.