NC DHHS Module1: Roles and Expectations Workshop Lesson Plan
Introduction
Content
Introduction, Module Overview and Objectives - Pages 2-3
Time
5 min.
Provide a quick overview of the modules that are part of the leadership series
(slide 2). Advance to Slide 3 and say that the foundation of being an effective
leader is to understand the roles and expectations of leadership.
Reference the objectives on Page 3 of the participant handbook.
Notes
Materials:
Participant handbooks
Evaluation forms
Flip chart
Laptop/thumb drive/projector
Tabletop toys and candies
Name tags
Registration list
NOTE- Would be great to have a manager introduce.
Information about the Leadership Training Series
Share the plan for upcoming modules in the training series, including: fundamental
definitions of leadership and management, behaviors consistent with effective
leadership and management, and the specific types of skills that contribute toward
effective management. The purpose of this module and this entire training series
is to help you manage and lead in a more effective way.
5 min.
Rather than reading the objectives,
ask participants to review them
quickly and choose one or two
objectives they are hoping to take
away from the module. Ask for
volunteers to share their goals.
Section 1: What Does it Mean to Be a Manager?
Content
What Does it Mean to Be a Manager or Supervisor? – Page 4
Time
20 min.
Notes
Ask a participant to read and interpret the quote, “It is better to
lead from behind and put others in front, especially when you
celebrate victory when nice things occur. You take the front line
when there is danger. Then people will appreciate your
leadership.” Nelson Mandela
What Does it Mean To Be a Manager Or Supervisor? – Page
5
Talk about the importance of making the shift to a management
10/15/14
1
Content
role, particularly if you have come up through the ranks.
Time
Notes
Reference the common mistakes that people often make when
“climbing up the ladder.”
Self Reflection Exercise: How Has Your Role Changed Since
Becoming a Supervisor? – Page 6
Be vulnerable and share a story about mistakes
you made as a new manager or supervisor.
Managers and supervisors who never fully change their identities
and behaviors from those of an employee to those of a leader
often face problems as they adjust to their new responsibilities.
Ask participants to record the challenges and
advice the group discusses in the space provided
on Page 7.
Point out that managers and supervisors who never fully change
their identities and behaviors from those of an employee to those
of a leader often face problems as they adjust to their new
responsibilities.
Share a story from your own experience as a new manager or
supervisor, and then ask participants to fill out the Self Reflection
exercise on Page 6.
Facilitator(s) will share a story illustrating the points.
Large Group Discussion: Challenges for New Supervisors
and Managers – Page 7
Lead the participants in a short discussion about the challenges
and the advice they would give to a new supervisor or manager
(or themselves!) about how to develop more fully into the role.
Facilitator will flip chart.
Section 2: What it Means to be a Leader
Content
Introduction - Page 8
Have a participant read the quote by Vince Lombardi. Ask
participants what they think Lombardi meant, and what the quote
Time
20 min.
Notes
 Leadership in the 21st Century
 Emphasize difference between “doing” and
2
Content
means to them. Do they agree that group strength depends on
leadership? The point of this quote is to emphasize the
importance of strong leadership in an organization.
Time
Notes
“managing”- not super-workers
Share resources to learn more about NC FAST
management tools.
Leadership in the 21st Century - Page 9
Point out some of the differences between 20th and 21st century
leadership and ask the participants to share what these trends
say about how managers need to be leading within their
agency/organization.
What is Your Role as a Leader in Your Agency/Organization?
– Pages 10 - 11
 What is Your Role as a Leader?
Point out the things that it takes to be a great leader and
manager (the bolded phrases on page 10). As the participants to
compare the Management and Leadership columns in the chart.
Ask the group to talk about how they balance these roles and if
they spend more time doing one over the other.
Large Group Discussion - Page 11
What does it look like in your agency/organization when you’re
managing vs. doing? (They can refer back to the chart of page 10
when discussing this question.)
3
Section 3: Your Identity as a Leader
Content
Introduction – Page 13
Time
10 min.
Notes
Ask a participant to read the Peter Drucker quote on Page 13,
“It’s increasingly important to put yourself in positions where you
can make the greatest contribution—where there’s the best fit
between your passion and what the situation requires.” Discuss
what this means for leaders in this organization.
Your Leadership Style – Page 14
Point out that becoming aware of your leadership style makes it
easier to adjust that style to increase your effectiveness across a
range of situations.
Style Flex: The main point in this section is that managers and
supervisors need to be able to flex your style to create success,
so it is useful to be familiar with each of the approaches
described on Page 14 to know what works in various situations.
Servant Leadership - Page 15
 Servant Leadership
 Style Flex
Define Servant Leadership: includes a comprehensive view of
people and a sense of community spirit. It is carried out through a
participatory management style that encourages, supports and
enables their staff to unfold their full potential and abilities.
Large Group Discussion: What stands out for you? Have
you heard of these concepts before?
Leadership that Gets Results – The Six Styles of Leadership
– Page 16
 The Six Styles of Leadership
Describe the six leadership styles and when they work best.
Emphasize that successful leaders use all six styles.

Coercive: Do what I tell you

Authoritative: Come with me
4

Content
Affiliative: People come first

Democratic: What do you think?

Pacesetting: Do as I do now

Coaching: Try this
What Kind of Manager or Supervisor Are You? - Self
Reflection and Self Assessment– Pages 17-18
Time
Notes
15 min.
Provide the participants with the instructions for completing the
Self Reflection on Page 17.
15 min.
Small Group Discussion – Page 18
Ask a few participants to share which areas they would like to
develop, and to identify additional resources they might need to
meet their development goals.
Introduce possible topics for the next leadership training series
and ask for feedback.
Large Group Reflection – A handful of people share what they
identified as their biggest development need.
5