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Developing Youth through Curriculum and Coaching with The Student Leadership Challenge

About Lifeskills Enrichment… • Established since 1996

• Trained over 200,000

people in over 150

organizations

• Trained more than 5,500

youths in TLC over the

past 3 years

Lifeskills Enrichment

Developmental Approach

• Developmental

• Holistic

• Progressive

• Spiralling Curriculum

“The activities as they taught us how to

work as a team and the 5 exemplary

practices of effective leader”

~CHIJ Kellock (Pri)~

Public

Leadership

People

Leadership

Peer

Leadership

Personal

Leadership

Developmental Focus

• Fundamental principles of

Leadership

• Everyone is a leader

“I find the part where we learn about

the qualities of a leader is the most

useful, as it teaches me how to be a

better leader”

~Paya Lebar Methodist Girls’ School~

Personal

Leadership

Developmental Focus

• SLPI (Pre Evaluation)

• Team Dynamics

• Confidence in leading

small groups

“The report as it tells me more about my

leadership qualities”

~CHIJ Toa Payoh~

Peer

Leadership

Personal

Leadership

Developmental Focus

• Managing Groups

• Positive and innovative

mindset for problem solving

“The activity for enabling others to act

was so simple yet I feel that I gained

most from it. It really enlightened me in

the respect of trust and co-operation

between my fellow councillors”

~Anglo Chinese School (Independent)~

Peer

Leadership

Personal

Leadership

People

Leadership

Developmental Focus • SLPI (Post Evaluation)

• Influencing and mentoring

skills

• Passing of baton to new

leaders

“I learnt that an encouragement is

stronger than a scolding - a shared

vision that is inspiring helps to motivate

and band us towards the goal better”

~Jurong Secondary School~

Peer

Leadership

Personal

Leadership

Public

Leadership

People

Leadership

Differentiated Training Approaches

General Student Population Student Leaders

Differentiated Training Approaches

Public

Leadership

People

Leadership

Peer

Leadership

Personal

Leadership

General Student Population

Year 1 Fundamentals of Leadership

Year 2 SLPI (Pre Evaluation)

Model the Way

Inspire a Shared Vision

Year 3 Challenge the Process

Enable Others to Act

Year 4 SLPI (Post Evaluation)

Encourage the Heart

Differentiated Training Approaches Student Leaders

Junior Student Leaders Senior Student Leaders

The Leadership

Challenge

Developmental

Focus

Focusing on Internal Commitments

where Leaders are to commit to

themselves

Focusing on External Commitments where

Leaders are to influence others to commit to

Model the Way

– Clarifying Values

(Being certain of what I stand for)

Model the Way

– Set the example by aligning actions with

values

(Being able to model personal and

organizational values)


– Envisioning possible future

(Understanding the Importance of

Vision Casting for self and others)


– Enlisting others into a common vision

(Inspiring others to work together in the shared

aspirations/visions)

Differentiated Training Approaches Student Leaders

Junior Student Leaders Senior Student Leaders

The Leadership

Challenge

Developmental

Focus

Challenge the Process

– Experiment and take risks

(Failing forward, being able to pick

self up after a setback)

Challenge the Process

– Search for opportunities to grow and improve

(Seeking knowledge and innovations from

multiple sources)


– Fostering Collaborations

(Learning to trust others during

collaborations)


– Strengthening Others

(Making a lifestyle to equip and empower

others)

Encourage the Heart

– Celebrating Values and Victories

(Understanding the Importance of

building a unified community)

Encourage the Heart

– Recognizing Contributions

(Being able to see and praise victories and

improvements of teammates)

Examples of TLC Implementation

COACHING WITH THE LEADERSHIP CHALLENGE

Developmental Approach

• Continuous Development

• Effective Methods

• Ownership to the Youths

“The process and tools involved in coaching, be it for teachers or students when used correctly, bring about longer term benefits”

~Teacher, ACS(Barker)~

COACHING WITH TLC

C

O

A

C

H

onnect

utcome Frame

ction Plans

elebrate

one

CONNECT

OUTCOME

FRAME

Commence Outcome Frame

State in the

Positive

Within span of control

SMAR2T

Ecological

Contract

ACTION

PLANS

Planning Tools

Enhancing Personal Mastery

Clarifying Values and

Identity

Creative Idea

Generation

EXPERIENCES

I N C O A C H I N G

Creating

Experiences

CELEBRATE

Conclusion

HONING

Continuous

Development

COACHING PROCESS

Creative Idea

Generation

EXPERIENCES

I N C O A C H I N G

Disney Strategy

Dreamer

Realist

Critic

Role: To come up with any and every

possibility to the coaching topic

They are not restricted to any forms

of limitations

All things are possible for the

dreamer

Restrictions: None

Creative Idea

Generation

EXPERIENCES

I N C O A C H I N G

Disney Strategy

Dreamer

Realist

Critic

Role: To come up with process

and ways to make the

dreams come true

Acts as a middle man

between the dreamer and

the critic

Restrictions: Work closely with the

Dreamer & Critic to make

dreams possible

Creative Idea

Generation

EXPERIENCES

I N C O A C H I N G

Disney Strategy

Dreamer

Realist

Critic

Role: To give worst case

scenarios in order to

refine the process

To give a holistic view

of the situation

Restrictions: Cannot criticize the

Dreamers(Ideas),

only the

Managers(Processes)

Creative Idea

Generation

EXPERIENCES

I N C O A C H I N G

Disney Strategy

Dreamer

Realist

Critic Steps:

In pairs, A is client, and B is coach

Step 1: Invite the A to be in the Dreamers chair

Step 2: B is to read out the topic to the A and invite

him/her to dream with no constraints

Step 3: After the dreamer has completed, invite A to

move to the Manager seat

Step 4: B is to repeat the responses shared by the

Manager and allow time for integration. If A

would like to revisit the dream, move back to

the Dreamer chair

Step 5: When A is done, move to the Critic Chair.

Remember that critic is not allowed to

criticize the dreamer

Step 6: Once the critic is done, move back to the

Manager seat to refine the process to

address the critic’s queries

Step 7: Allow A to move back and forth the 3

chairs as and when required just take

note of the rule that the Critic cannot

criticize the Dreamer, Managers are to

provide solutions only

1 Marine Parade CentralParkway Centre #04-07A Singapore 449408

Tel. (Main): +65 63461455Fax.: +65 63442406

Email: [email protected]

THANK YOU! . . .

mailto:[email protected]



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