5,013
edits
Chapter 3: Concepts of Leadership: Difference between revisions
Jump to navigation
Jump to search
m
→Stability
m (→Stability) |
m (→Stability) |
||
| Line 52: | Line 52: | ||
The [[PBEM Volunteer Code of Conduct]] sets an expectation of respect for all PBEM volunteers. Team Leaders can bolster values of respect and trust be defining and adhering to team governance structures. A NET Team Leader should make themselves emotionally available to listen to concerns but also make it clear that it is never acceptable for a team member to hijack team stability by expressing their point of view in a disruptive or offensive manner. | The [[PBEM Volunteer Code of Conduct]] sets an expectation of respect for all PBEM volunteers. Team Leaders can bolster values of respect and trust be defining and adhering to team governance structures. A NET Team Leader should make themselves emotionally available to listen to concerns but also make it clear that it is never acceptable for a team member to hijack team stability by expressing their point of view in a disruptive or offensive manner. | ||
==== Hope ==== | |||
Next comes hope. Rath and Conchie remark that providing hope for the future can challenge leaders because hope may contradict stability. While stability acts as a foundation for the present, hope often suggests change as the team aspires towards a productive future. Therefore, leaders should use a foundation of stability to build hope up and strive to keep a balanced approach to both change and stability.<ref>The hope you create on your team is linked to your team's '''vision''', which this training will cover later. But it's a good idea to think ahead to: what will the team aspire to? What does the team wish to accomplish? A vision that creates hope can make volunteers enthusiastic for the future.</ref> | |||
==== Compassion ==== | |||