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Post by kylem56 on Feb 14, 2019 20:20:26 GMT -6
All Urban Meyer jokes aside, has anyone ever taught a class on Leadership as an actual elective course in high school? We have been offered the option of teaching an semester long elective course of our choosing that meets certain parameters and meets state standards. If anyone has, I would love to hear more about your experience and see any material you would be willing to share.
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turk
Freshmen Member
Posts: 22
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Post by turk on Feb 15, 2019 10:58:18 GMT -6
I currently teach a semester long Leadership course for PE elective credit. I use the books "Be an Eleven" from BFS and "The Student Leadership Challenge" for the basic framework of the course. Essentially the first half of the course focuses on character curriculum and then the second half focuses on specific leadership skills. It is constantly evolving, but has been effective for students.
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Post by kylem56 on Feb 15, 2019 20:12:53 GMT -6
I currently teach a semester long Leadership course for PE elective credit. I use the books "Be an Eleven" from BFS and "The Student Leadership Challenge" for the basic framework of the course. Essentially the first half of the course focuses on character curriculum and then the second half focuses on specific leadership skills. It is constantly evolving, but has been effective for students. Coach I am assuming this was for high school? Do you have a syllabus or other material you would be willing to share? Did you have a particular grade level for the course or was it open to anyone as an elective?
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Post by coachwoodall on Feb 16, 2019 10:44:21 GMT -6
this is the description of a course offered at my school:
Leadership Byrnes is an academic course offering that is an assimilation of many of the smartest and most ambitious students in our student body. Leadership Byrnes members are chosen by an application process which includes a teacher recommendation component, a GPA requirement of 3.0, and a completely clean discipline record for their entire tenure here at Byrnes. This group is responsible for our Relay For Life team, promoting school spirit for all athletic events, managing and running the Rebel Cafe and doing anything that is needed for the improvement of the Byrnes community.
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Post by kylem56 on Feb 17, 2019 12:13:50 GMT -6
You do not need additional books and videos if you are doing things correctly inside your program. All that stuff you are going to find in those books can be produced and found inside your football team. And then some of you are trying to serve two masters. And it doesn't work. It will not work. thanks for the insight but this would be an actual class for credit, not necessarily football program related
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Post by mkuempel on Feb 19, 2019 15:04:01 GMT -6
Character Development and Leadership by Joseph Hoedel, it is a developed curriculum that meets standards in a number of different academic areas, provides materials and online content as well as movies that help get the point across. I taught the course for a couple years and after changing districts use the curriculum as best I can now without it being a specific class. The best part was the conversations that came from the discussions in class. I learned a great deal about my students that helped me a great deal as a teacher and as a parent, the best course I've ever taught, I believe you can get the base curriculum for $1500, well worth the money in my opinion.
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turk
Freshmen Member
Posts: 22
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Post by turk on Feb 20, 2019 12:07:46 GMT -6
Here is an outline/Syllabus of the class I teach. It is a high school, PE Elective course. Hope this helps?
The Leadership Principles course is designed for students to study and apply the foundational skills of leadership and excellence. Topics to be studied include: attitude, mindset (growth), self-image, self-talk, character, integrity, purpose/goals, work/mastery, commitment, handling adversity and success, gratitude, responsibility, and service. Through the use of discussion, journaling, and projects, students will utilize the skills taught in the course in their daily lives as they work towards excellence and leadership, in and out of the classroom. Wisconsin Physical Education Standards: F.12.2 Act independently of peer pressure F.12.3 Defuse potential conflicts by communicating with other participants F.12.5 Take appropriate leadership or supportive roles in activities F.12.7 Set personal goals for activity and work toward their achievement
Wisconsin Health Education Standards 4:4:B1 Demonstrate refusal, negotiation, and collaboration skills to enhance health and avoid or reduce health risks. 4:4:B2 Demonstrate strategies to prevent interpersonal conflicts 5:4:A1 Identify situations in which using a thoughtful decision-making process would be health-enhancing. 5:4:A2 Justify when individual or collaborative decision making is appropriate. 5:4:B1 Demonstrate effective decision-making processes related to various complex and relevant health-related situations. These may include but are not limited to: decisions about personal behaviors, decisions related to social behaviors, and use of the healthcare system. 5:4:B2 Generate alternatives for health-related issues or problems. 6:4:A3 Identify strategies that might be utilized to overcome barriers or setbacks. 8:4:B3 Demonstrate conviction in encouraging others to make positive health choices.
Course Outline (Lessons vary in their length) Lesson 1- Introduction/Icebreakers Build Your Own House- Character and Values, Be an 11 Lesson 2- Take Charge/What is an Eleven? Lesson 3- Getting Started/ Vision Board Lesson 4- Values Inventory Lesson 5- Decision Making Lesson 6- Power Axioms/Work Ethic Plan Lesson 7- Goal Setting Lesson 8- Focus/Attitude Lesson 9- Be an 11 Student Lesson 10- Be an 11 Communicator Lesson 11- Be an 11 Socially Lesson 12- Health/Nutrition Lesson 13- Putting the Be an 11 Program together Lesson 14- Be an 11 story Leadership, The Student Leadership Challenge Lesson 15- What is Leadership? Lesson 16- Famous Leaders Lesson 17- Transformational Leadership Model the way Lesson 18- Clarify Values Lesson 19- Set The Example Inspire A Shared Vision Lesson 20- Envision The Future Lesson 21- Enlist Others Challenge The Process Lesson 22- Search For Opportunities Lesson 23- Experiment and Take Risks Enable Others To Act Lesson 24- Foster Collaboration Lesson 25- Strengthen Others Encourage The Heart Lesson 26- Recognize Contributions Lesson 27- Celebrate the Values and the Victories Lesson 28- Putting it all together, Your Leadership Journey
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Post by coachdlo on Feb 23, 2019 14:28:19 GMT -6
I teach a year long "Leadership Class" --> Zero parameters put on it. Elective I had to recruit kids to.. 11 signed up and 4 joined at semester. Luckily, for me, all athletes boys and girls.
I started out teaching them lessons on leadership qualities, characteristics, styles etc. I would read and try to transfer lessons learned to them and it wasn't going well. At Semester I picked my two favorite books
- Culture Code: Daniel Coyle - Outliers: Malcom Gladwell
I copy each chapter and give them a chapter at a time, we read in class (no homework) for 20 minutes a day and hi-light, underline, write questions, thoughts, ideas etc. and we spend the next 25 minutes in a round table open and honest discussion format. "Book Club Style".. They have TAKEN OFF WITH THIS. Absolutely blows my mind the ideas, questions and discussion they are facilitating. I've gained so much perspective through the eyes of teenagers and they are open to gain perspective through the eyes of a coach.
It is imperative (to me at least) that there is extreme vulnerability for both them and myself.. The trust and the leadership tools that they are picking up on and utilizing in the locker room, practices, hallways, on the weekends with their friends has been so awesome to see. One of the best decisions we have made at our school to help create student leaders!
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klaby
Junior Member
Posts: 389
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Post by klaby on Feb 25, 2019 10:11:19 GMT -6
JJDIDTIEBUCKLE...it has worked for the Marine Corps for 200 years, don't over think leadership, 14 leadership traits and 11 leadership principals has made the Marine Corps the most disciplined and feared fighting force in the world. The reason is small unit leadership taught and reinforced. You can adapt these to anything, and be successful.
Justice Justice is the practice of being fair and consistent. A just person gives consideration to each side of a situation and bases rewards or punishments on merit. As good leaders, we have to hold people accountable. We have to show that if you do good, you get good things. If you do bad, you will be held accountable.
Judgment Often, leaders must assess situations quickly and without significant time to reflect. The Marine Corps refers to the “70 Percent Solution,” meaning an imperfect solution that can be acted upon quickly, rather than waiting for the perfect judgment – which may never come. This guideline doesn’t advise acting in extreme haste; rather, it advises avoiding “analysis Paralysis.” It argues that with 70 percent of the possible knowledge, having completed 70 percent of the analysis, and with a confidence rate of about 70 percent, the time is right to make an informed judgment.
Dependability Amidst the stress and chaos of combat, there often is no telling how people will react. A hero one day may be a catatonic wreck the next. Some would say that’s perfectly understandable. Marines say that’s totally unacceptable. Marines demand dependability in all situations – on and off the battlefield. Leaders have consistency in crisis and do not over commit. They do what they say they’ll do when they say they’ll do it.
Initiative Find a way to take the initiative; don’t do it for the recognition or for the glory, do it to help accomplish the mission. Think outside the box, try new things, and consider new solutions to existing problems. Improvise, Adapt, Overcome!
Decisiveness Research indicates that most people make decisions intuitively rather than analytically more than 90 percent of the time. The Handbook for Marine NCOs has the following advice for modern Marines: “Make sound and timely decisions. TO make a sound decision, you should know your mission, what you are capable of doing to accomplish it, what means you have to accomplish it, and what possible impediments or obstacles exist (in combat, these would be enemy capabilities) that might stand in the way. Timeliness is also important as soundness. In many military situations, a timely, though inferior, decision is better than a long-delayed theoretically correct, decision.
Tact Tact is the ability to communicate in the language that best allows a listener to understand the message or meaning that’s being communicated and to be motivated to act upon it. Given that background, the tactful leader chooses the language or behavior that will help the people in his audience to motivate themselves. Tact is the ability to say something or make a point in such a way that not only is the other person not offended; they are totally receptive. Being tactful comes with training and maturity but it’s also determined by making the right decisions – the right decisions about what to say, when to say it, how to say it, and who to say it to.
Integrity Integrity in a leader is reflected by honesty as well as a desire to inspire and a devotion of values that the leader constantly tried to communicate to those he or she leads. The leader with integrity can rarely if ever relax a commitment to what he or she believes is the behavior that best reflects those closely held values. When followers see leaders acting with integrity, they are more likely to want to emulate that quality. Integrity is the cornerstone of leadership. There’s only one thing that no one can take away from you. They can take your life, they can take your savings, they can take your property, they can take everything you’ve got… but the one thing no one can take from you is you integrity, your honor. You have to voluntarily give that up. You’re the owner of your integrity. And some people sell it awfully cheap.
Endurance The enduring leader defaults to responsibility. If something must be done, then it must be done, even if the best resources or relevant training aren’t available. During the battle of Guadalcanal, Marine John Basilone exemplified endurance when he manned his machine gun non-stop for three days and nights without sleep, rest, or food stalling the efforts of an entire enemy regiment. At the end of the battle, only three Marines from Basilone’s machinegun crew were still standing. Basilone endured with a pair of burned hands. Basilone’s asbestos gloves had been lost in the chaos and he used his bare hands to handle the hot guns.
Bearing A Marine with bearing is driven toward a goal with purpose, jumping at opportunities with self-improvement that increase his ability to reach that goal. Bearing is about channeling that drive to other people. Leaders with bearing know where they stand, and they understand the environment in which they work. They set an example for others to follow in both attitude and behavior.
Unselfishness Unselfish leaders make decisions that benefit as many as possible, without worrying too much about themselves. They look out for the welfare of their teams beyond simple job descriptions, legal concerns, and even their own personal comfort. And they do this most particularly in difficult situations.
Courage Courage is never an easy commodity to find, whether it’s disciplining a subordinate, standing up to superiors, or facing swarms of charging enemies. Courage is situational; it lives in the moments when it is required by people who believe in themselves and in priorities beyond personal comfort and the risks of pain or failure. Courage is doing what’s right, adhering to a higher standard of personal conduct; to lead by example and to make tough decisions under stress and pressure. It is the inner strength that enables a Marine to take that extra step.
Knowledge The business of knowing what to do and how to do it lifts the leader above the crowd. Knowledge goes beyond the facts of the job; it is also knowledge of your team: who they are and what motivates them. It is knowledge of the culture in which you work, so that you understand what your superior’s goals and missions are. And is also is self-knowledge: unflinchingly knowing your own strengths and weaknesses, and having a desire to excel. Sharing knowledge with subordinates can feel to some leaders as though they are giving up control, and they may be loathe to do so. In reality, though, leaders are not effective because they are the knowledge holders. Rather, the best leaders are the ones who make knowledge available to their teams and understand how best to deploy that knowledge in the best possible manner.
Loyalty A leader expresses loyalty to his subordinates by supporting their needs and ensuring their welfare in a number of ways. Subordinates express loyalty to that sort of caring leadership by positively and efficiently carrying out the leader’s orders and instructions. Loyalty is the most common expression of aspects of all Marine Corps leadership traits and characteristics. Those who get it express it through dedication and professional performance of duty. The most loyal Marine or employee is not necessarily the one who has held the job longest. Some are simply marking time, with little or no interest in making valuable contributions to the organization.
Enthusiasm When we’re enthusiastic about something, we’re willing to sacrifice for it. People who are enthusiastic about a cause will sacrifice time and money for it. People who are enthusiastic about their jobs will make personal sacrifices to spend time at work and educate themselves to do a better job. Men and women who are enthusiastic about being Marines understand that sacrifice might come at a very high price. Even when the requirements are difficult, enthusiastic leaders set aside any negative aspects of the mission and focus on the positive energy they can bring to the table. It’s not easy. It takes more than a little self-discipline. But it works, and a show of enthusiasm often leads to truly inspirational behavior.
1.Know yourself and seek self-improvement. 2.Be technically and tactically proficient. 3.Develop a sense of responsibility among your subordinates. 4.Make sound and timely decisions. 5.Set an example. 6.Know your people and look out for their welfare. 7.Keep your people informed. 8.Seek responsibility and take responsibility for your actions. 9.Ensure assigned tasks are understood, supervised, and accomplished. 10.Train your people as a team. 11.Employ your team in accordance with its capabilities.
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