1. LEADERSHIP TRAINING
SEMINAR FOR COMMUNITY
SERVICE
7 August 2012

2. LEARNING OBJECTIVES
 To be aware of the basics of leadership
 To have broader idea of leadership styles in the
current environment of leadership
 To know more about ownership, co-ownership
and co-creation of the social divide
 To impart knowledge on project management and
resource mobilization

3. “Bright lights cast dark shadows when shone
from only one direction.”

4. OWNERSHIP

6. LEADERSHIP TIMELINE
 An illustrated journal tool of one’s leadership journey
 Stresses the high points and low points of one’s
leadership journey

7. LEADERSHIP ESSENCE VS. STYLE
Leadership essence is the unchanging
core of any person’s value system in the
act of leading (or getting others to achieve
common goals)
Leadership style is the manner in which
people lead (or get others to achieve
common goals)

8. LEADERSHIP STYLES
Leadership Style Modus Operandi Style in A Phrase
Coercive Immediate
Compliance
“Do What I Tell You”
Authoritative Mobilizes People
Towards a Vision
“Come with Me”
Affiliative Creates Harmony and
Builds Emotional
Bonds
“People Come First”
Democratic Forges Consensus
through Participation
“What Do You
Think?”
Pacesetting Sets High Standards
for Performance
“Do as I Do, Now.”
Coaching Develops People for
the Future
“Try this.”

10. WORLD CAFE

11. WORLD CAFE
 A conversational process based on a set of integrated
design principles that reveal a deeper living network
pattern through which we co-evolve our collective
future.
 All participants will be asked to occupy the different
chairs in the venue. It is encouraged to sit with the
people who do not exactly know each other.
 One of the members of each table will be elected as the
table host. The table host is responsible in facilitating
the dialogue in the table, taking down notes of
important points and summarizing the key points to the
next group.

12. WORLD CAFE
 There will be three rounds of 15-minute conversations
that will be conducted per table answering three
different questions per round.
 After each round, every participant except the table
host is required to transfer tables of conversation.

13. WORLD CAFE
1. Focus on what matters.
2. Contribute your thinking.
3. Speak your mind and heart.
4. Listen to understand.
5. Link and connect ideas.
6. Listen together for insights and deeper
questions.
7. Have fun!

14. POINTS TO PONDER
 Your inner core as a leader matters
 Inner core consists of soft and hard knowledge,
skills and attitudes
 Traces personal history and values, leadership
approaches, skills, mental models and biases
 Shaped by one’s personal values, experiences
and expertise within the family, society
education and upbringing
 Includes Relationship Capital

15. LEADERSHIP CAPITAL

16. C.E.N.T.S.
 Contribution (Can I Contribute?)
 Excellence (Can I Excel?)
 Natural Ability (Does it Involve My Natural Ability/ies?)
 Turn-on (Does the Idea of Doing it Turn Me On?)
 Spirit-Leading (Is the Spirit within me leading me to accept
this Opportunity?)

17. SYSTEMS THINKING
 A way of understanding reality that emphasizes the
relationships among a system’s parts, rather than
the parts themselves
 Can help you design smart, enduring solutions to
problems
 Gives a more accurate picture of reality to work with
the system’s natural forces to achieve the desired
results

18. WHAT IS A SYSTEM?
 It is a group of interacting, interrelated and
interdependent components that form a complex
and unified whole.

19. DEFINING CHARACTERISTICS
 Every system has a purpose within a larger system.
 All of a system’s parts must be present for the
system to carry out its purpose optimally.
 A system’s parts must be arranged in a specific way
for the system to carry out its purpose.
 Systems change in response to feedback.
 System maintain their stability by making
adjustments based on feedback.

23. WORKSHOP
 Identify a challenge that the organization is facing
right now.
 Think of the possible reasons why the challenge
continue to exist.

25. WORKSHOP
 How do you see the organization in a year?
 What are your key resolutions as an
organization to be able to reach your goals?

26. CO-OWNERSHIP

28. I-in-me
I-in-it
I-in-you
I-in-now
1
Downloading:
Talking nice
2
Debate:
Talking tough
3
Dialogue:
Reflective inquiry
4
Presencing:
Generative flow
Speaking from what I think
Divergent views: I am my point of view
Adaptive system (say what you think)
Speaking from seeing myself as part of the
whole
From defending to inquiry into viewpoints
Self-reflective system (reflect on your part)
Speaking from what they want to hear
Polite routines, empty phrases
Autistic system (not saying what you think)
Speaking from what is moving through
Stilness, collective creativity, flow
Generative system (identity shift: authentic
self)
Four Fields of Conversation

29. STAKEHOLDER ANALYSIS
 A stakeholder is defined as an individual or group that
makes a difference, or that can affect or be affected by
the achievement of the organization’s objectives.
 Stakeholder Analysis focuses on two key elements. One,
the interest they have in the particular issue, and two,
the quality and types of resources they can mobilize to
affect outcomes regarding the issue.

30. STAKEHOLDER ANALYSIS

31. ISSUE POSITION ANALYSIS

33. WORKSHOP
 What specific groups or organizations can
serve as your partners in fulfilling your
organizational goals?
 Which aspect of the challenge that you have
identified earlier is an area where such
stakeholders can help?

34. CO-CREATION

36. STRATEGIC PLANNING FRAMEWORK

37. WHAT IS IDEA FISHING?
 A method of generating ideas or solving problems
using associative thinking
 Associative thinking; making use of the
relationships based on intuition

38. FUNDAMENTAL PARTS OF IDEA
FISHING
 Focus problem: a statement of your dilemma to be
resolved
 Bait: idea or a term highlighted in your focus problem
 Probed Words: words related to the bait based on your
intuitive thought and your direct knowledge of the term
 Catch: the solutions that you have made out of the
probed resolving the problem
 Ultimate Catch; the chosen solution by the team

39. PROCESS

42. FOCUS QUESTION
 How can a youth organization based in the UP
Diliman respond to environmental problems in
the forests of La Mesa?

43. BAIT SELECTION AND GENERATION

44. FORMULATION OF CATCHES

45. WORKSHOP
 Think of an innovative strategy or project with the
stakeholders you have that can be a response to
your identified challenge.

46. Resource Generation
Overview

47. RAISING RESOURCES
A management process that involves
identifying people who share the
same values as the organization, and
taking steps to manage that
relationship.
Friends

48. RESOURCE GENERATION INVOLVES...
Relationship
building
Communicating
and
prospecting
Organizational
management
and
development

49. Usually restricted, project-based,
time-bound, short-to-medium-
term funding
Grants
Governments, foundations,
associations, multilateral &
bilateral agreements
Gifts
Unrestricted, can lead to
endowments, medium-to-long term
funding
Individuals, groups
Earned
Income
Unrestricted, short-to-long-term
funding, for-profit operation,
needing different management
skills
Sale of products,
fee for service,
interest income
FILLING THE
GAP
Source Characteristics Examples
of Funds

50. What kind of organizations
do donors support?
Transparent AccountableLegitimate

51. FINDING DONORS
Connection
Capability
Concern

52. Beneficial to the institution as it earns from each year’s annual fee and
each credit card purchase.
Samples: Colegio de San Juan de Letran, PMA, Assumption,
Ateneo, La Salle GreenHills, UST and Don Bosco
Affinity Cards

53. Employee Giving
 Since 1999, PDI’s employees are
encouraged to donate at least one
hour of their salary to Children’s
Hour
 More than PhP 136million in cash
and services has been raised for
Children’s Hour

54. Sample: “When Doctors
Cry,” initiated by Dr. Philip
Cruz PGH-Pediatric Ward.
Strategy that can enhance
and extend an organization’s
reach, with no geographical
restraints.
E-mail Fund Raising

55. Strategy that uses the Web technology to acquire and cultivate
donors.
Sample: Ateneo de Manila
University’s 500 @ 150
Campaign
Internet Fund Raising

56. ALFONSO
YUCHENGCO
DLSU
 Donated a 9-storey building to
DLSU
 Named “Don Enrique T.
Yuchengco Hall” in honor of his
father
 Features include: 4 elevators, 20
classrooms, 6 teleconference rooms
and a 3-storey auditorium which
can seat 1,100 PAX
 Yuchengco has also given to the
De La Salle Institute of Advanced
Studies at the RCBC Plaza and
has invested in the Mapua
Institute of Technology
Major Gifts

57. P
WASHINGTON SYCIP
 PHP 2,000,000 gift
 Giving Priorities: Rural
Development and Education
 Synergeia – an NGO
dedicated to educational
reform
 Has also donated to AIM

58. One of the fund raising initiatives of the Asian
Institute of Management - Scientific Research
Foundation (AIM-SRF)
Total amount needed to be raised:
PhP 250,000,000.00 (2005)
PhP 490,000,000.00 (2006)
AIM - SRF invested in building relationships with
its alumni, students, and bilateral agencies,
taking into account the cultural nuances and
protocol
Capital Campaign

59. THE MIND MUSEUM
 Ajinomoto
 Ayala Foundation
 AyalaLand
 BPI
 Del Monte Pacific
Unlimited
 Fort Bonifacio
Development
Corporation
 Globe Telecom
 Happee
 Integrated
Microelectronics Inc.
(IMI)
 J.P. Morgan and
Chase
 Manila Water
 NutriAsia
 Shell Pilipinas
 Sony Philippines
 St. Lukes Medical
Center
 Swift Foods
 Tan Yan Kee
Foundation, Inc.
 The Family of
Mariano K. Tan
 Timezone Philippines

60. Money received for product sales and
services rendered
Sales of organization’s collective
expertise
Net profits from endowments and
investments
Earned Income
ADMU’s A Shop
UP’s Abueva’s
Oblation Statuette

61.  A financial donation given to
support a person, organization,
project or program.
 Usually given by funding/donor
agencies and foundations
Grants

63. THE ORGANIZATION

64. THE CONTEST

65. THE BENEFICIARY
 Started with an interview with Barangay
Captain Isabelita Gravides last April, 2009
 Problems with the community at that time: heat
sickness awareness and livelihood

66. THE BENEFICIARY
 Projects that were made out of the needs identified by
the head of the community: Heat Sickness Expo and
Ronda Palengke
 Heat Sickness Expo is an event that brings your health
awareness campaign events into your local community.
 Ronda Palengke is a livelihood project that aims to
address the needs of the community by forming
community leaders that would facilitate change through
the means of livelihood.

67. SELECTION OF PROJECT
 Since only one project is being asked for by the
contest per organization, it has been decided that
the one that will be submitted will be the Ronda
Palengke Project.

68. WHY RONDA PALENGKE?
 Long-term effect in the community
 Opportunity to do what has never been done before
 Integration of leadership development and social
entrepreneurship
 Engagement of community members
 Realization of the real needs of the community

69. THE IDEA
 Form the community leaders into a livelihood
cooperative through personal development, idea
development and strategic planning trainings
 Know the personal and community visions of the group
to form a business model tailor fit for the community
 Involve other people in developing the community as a
community of cooperation
 Link the community to outside stakeholders
 Provide alternative means of engaging in livelihood in
the community

70. THE CONTEST PHASE
 RockEd interviewed about the feasibility of the project.
 How will the organization use the money for the
project?
 RockEd called almost twice a week to grill the project
with questions pertaining to its different aspects.

71. THE GOOD NEWS
 After almost two months of phone and personal
interviews, the Ronda Palengke project was announced
as one of the five national winners of the Colgate Fresh-
U Project.

72. THE COMMUNITY SELECTION
 Since Barangay UP Campus is a rather vast community
(consisting of 16 Pooks), it has been decided outright
that only one of the smaller communities will be
chosen.
 Based on the present data, the top two communities
considered in terms of the total number of families are
as follows: Pook Daang Tubo and Pook Libis
 Since Pook Daang Tubo has split communities within the
vicinity, due to coordination reasons, Pook Libis became
the final recipient community.

73. THE FIRST INTERVIEWS
 Ramil Estrella, the Pook leader, was interviewed about
the livelihood situation of the community.
 The community already had existing projects that had
enabled them to collaborate such as the making athletic
nets, selling cooked and processed food, making rags,
and selling various merchandise.

74. THE CONTINUOUS IMMERSIONS
 Upon knowing the incumbent
officers of the community
leadership group, the Ronda
team had decided to conduct
interviews of the different
households to assess the
livelihood training climate of
the community.

75. THE CONTINUOUS IMMERSIONS
 After 3 batches of
interviewees, it has
been discovered that
people have already
engaged in various
livelihood trainings, but
majority weren’t
sustained because of
the lack of an efficient
following-up method.

76. THE START-UP
 In the middle of immersing the group in the community,
the grant was receive 1.5 months after the official
media declaration.
 Given this, the trainings have been started.

77. THE TRAINING TOPICS
 Personal Visioning
 Community Visioning
 Idea Development
 Project Management
 Strategic Planning
 Sales and Marketing
 Enterprise Planning

78. TRAINING PICTURES

79. TRAINING PICTURES

80. RONDA PALENGKE PARTNERS

82. REFERENCES
 Ventures for Fund-Raising Presentation, 2011
 Otto Scharmer, Theory U Toolbook, 2008
 Leading From Being, Anthony Pangilinan
 Asian Institute of Management

83. THANK
YOU.
kevindelac@gmail.com