GENERATION X LEADERSHIP CONFERENCE 2014 ‘QUANTUM LEAP’ REGISTRATION UNIT

Generation X Leadership Conference is a youth leadership conference designed to raise African leadership that will initiate positive change in the continent and place Africa on the forefront of global influence.

This 2014 edition themed “Quantum Leap” is scheduled to hold in Enugu, Nigeria with an estimate of only 250 participants. Participation in this conference, which promises to be life transforming, is strictly by registration and the registration is free!

To register, simply mail the details below, with your passport photo attached, to gfienugu@gmail.com.

Name:

Date of Birth:                                  

Gender:  [    ]Male   [   ]Female

Address:                                                                                                                                                                                                                                       

Phone Number:                              

Occupation:  

E-mail:

How did you hear about the conference?    [    ]handbill    [   ]blog    [   ]facebook    [   ]Tv    [   ]radio    [   ]friend/relative    [   ]others, please specify:

Would you like to subscribe our online updates and leadership bulletin ‘The Power of Leadership’? It is absolutely free!           [   ]Yes                        [   ]No

You can also pick and submit a hard copy at our contact address: Kemrom Koncept, Akalaka House, 127 Chime Avenue, New Haven, Enugu Nigeria.

For more enquires: call +2348057414860, +2348171804919, +2347066954245

GLIFE FOUNDATION ….making greatness out of mere men

7 QUESTIONS THAT “QUANTUM LEAP” ANSWERS!

Seven is a number of perfection. Since “Quantum Leap” is a perfect conference perfectly designed for the average African youth, here are seven (7) questions that this conference will answer:

1.      Are you passionate about being an agent of change in Africa?

2.      Do you desire to really understand the true meaning and essence of leadership and success?

3.      Do you desire to be a leader with a difference?

4.      Do you desire to grow as a leader in your personal, professional and spiritual life?

5.      Would you like to be one of those leaders who glide effortlessly onward and upward through the system, politics, peoples’ problem, impossible targets and work overload?

6.      Would you like to always say the right thing, do the right thing and know how to handle every situation?

7.      And would you like to do all these without breaking much of a sweat or put in excess effort?

  If your answer to these questions is YES, then you can”t afford to miss out !

GLIFE Foundation International presents GENERATION X LEADERSHIP CONFERENCE 2014.

Theme: QUANTUM LEAP

Date: SATURDAY 1ST NOVEMBER, 2014.

Participation will be strictly by registration. Online registration starts today by 12noon– Thursday 4th September 2014.

How to Build a Team: Using Vision, Commitment & Trust

The moment you start doing anything at all with another person, you've established a team. Begin a conversation, pick up the phone, brainstorm an idea and you're in teamwork.
Start with Your Ability to Relate
Every possibility, from landing the contract to the romantic evening hinges on your ability to relate. But neither profit nor pleasure is the primary motivation for teamwork. Productive teamwork moves you toward challenge, through change, with more confidence. Working well on any team generates energy and enthusiasm for life.
Some are More Skilled than Others
This ability is learned. You do not need complex interaction formulas. You don't have to be easy-going, well-educated, hard-nosed, or even especially intelligent to build a team. You don't have to be anything other than yourself. You can be effective with people using common sense and a few fundamental principles.
1. Vision
Vision means being able to excite the team with large, desired outcomes.
Large outcomes mean devising goals that attract missionaries. The first step in vision is to project such a goal. This goal must be bigger than a pay check. It must contain challenge, appeal to personal pride, and provide an opportunity to make a difference and know it. Then the goal can become a powerful vision.
Next, team leaders position the goal by picturing success. Initial questions might be, "What will it look like when we get there?", "What will success be like, feel like?" "How will others know?" When a large, missionary-friendly goal has been pictured and clearly communicated, the vision is complete.
2. Commitment
Commitment can be a dangerous concept because of its attendant assumptions. Some may assume, for example, that commitment means long hours, while to others it may mean productivity. When expectations are defined, success rates soar. When leaders assume that everyone "should" be committed, as a matter of course, we overlook the difficulties many have with certain commitments.
If people cannot initially commit, it doesn't mean they don't care. More often, it means they do care, and they are caught up in a process of doubt. This process precedes every meaningful commitment. Effective leaders catalyze this process, so that the critical mass of people can pass through this stage efficiently on their way to genuine commitment and innovative strategies.
This pre-commitment process is the same for team leaders and members. When we ponder a new commitment, we climb up to a kind of mental diving board. Commitments contain unknowns, and some warn of possible failure. It is common for people to neither jump nor climb back down the "ladder," but rather to stay stuck at the end of the board, immobilized in pros, cons, obstacles, and worries. In this state of mind, the obstacles begin to rule, obscuring the vision, blunting motivation.
When leaders do not understand the commitment process they tend to seek accountability without providing support. Without a means to process doubts and fears, people often feel pressured to commit, but can't. One option, often unconscious, is to pretend to commit, to say "yes" and mean "maybe" at best. The pretended commitment is a form of wholly unnecessary corporate madness.
The solution to this set of problems is two fold: establish an atmosphere of trust, and within that atmosphere encourage inclusion.
3. Trust
Trust is the antidote to the fears and risks attendant to meaningful commitment. Trust means confidence in team leadership and vision. When trust prevails, team members are more willing to go through a difficult process, supported through ups, downs, risk and potential loss.
Trust is most efficiently established when leadership commits to vision first, and everyone knows those commitments are genuine. The process for leaders to commit is the same as for everyone else: assess pre-commitment doubts, questions, unknowns and fears. This involves three simple steps:
• List the unknowns.
• Assess worst case scenarios and their survivability.
• Research the unknowns.
The list of unknowns reveals some answers and further questions. Some of these questions lend themselves to research (others' experience, a small pilot plan), and some have no apparent answers from our pre-commitment position. These latter comprise the bottom line or irreducible risk. We learn the outcome only after commitment. Every major commitment contains some irreducible risk, some lingering unknowns. We therefore make every major commitment in at least partial ignorance.
Leadership now understands the potential loss and gain involved in the new vision. At this point, leadership can commit itself, and prepare to include other team members. That preparation must include a plan for leadership to share visibly both risk and reward with the other team members who will be coming on board.
With leadership's commitment to a clear vision, and a genuine plan to share risks and rewards, the atmosphere for trust is in place. We are now ready to include others in our team effort.
4. Inclusion
Inclusion means getting others to commit to the team effort, helping others through their "diving board doubts" to genuine commitment. Since leaders now understand this process first hand, we need only communicate with the potential team members to complete inclusion.
The best setting to obtain buy-in and build trust is in small groups that facilitate thorough give and take. The basic tasks are to communicate the vision, make sure it is understood, communicate leadership's commitment (including sharing risk and reward, and how), and elicit and address peoples' doubts.
Leaders will need three communication skills to achieve inclusion. These are the non-assumptive question, good listening, and directed response.
1. Non-assumptive questions ("What do you think?", "Can you tell me what is happening with this report?") invite real answers because they are inclusive, not intrusive. Questions containing assumptions ("Why are you skeptical?", "Why is this report so incomplete?") invite defensiveness. When converting an atmosphere of change and possibly skepticism to trust, added defensiveness is counter-productive.
2. Listening means separating the process of taking in information from the process of judging it. Kept separate, both processes are valuable. Mixed, especially when the receiver is a designated leader, the sender is invited to stop communicating or to change the message midstream.
3. Directed response. Effective team leaders demonstrate responsiveness. Since leaders have already processed their own pre-commitment doubts, many questions can be answered on the spot. Some require research and a time line for response. And some, which relate to the bottom line, irreducible risk, require a truthful "I don't know. I'm in the same soup as you."
5. Help Exchange
The final step in creating the team is to establish a corroborative, balanced strategy for reaching the committed vision. This plan will consist of all of the tasks and help exchange necessary to realize the overall vision. Your teammates themselves are in the best position to supply this information. Since by this time you have laid the groundwork for trust, and established good buy-in, your teammates are likely to be enthusiastically cooperative.
At this point, the leadership role is to catalyze consensus, not to issue orders. Consensus means that team members agree to, whether they necessarily agree with, a particular approach. Consensus occurs easily when most feel their ideas were heard and considered, whether or not the team ultimately chooses those ideas. Obtaining consensus again requires use of leadership communication skills: non-assumptive questions, good listening, and directed response.
Effective teams often produce lively discussions of divergent viewpoints before reaching consensus. Diverse views can mean unresolved argument, or they can mean increased team intelligence and ultimate consensus. The difference is a well built team.

Tick...Tock... by Beth

Five hundred twenty-five thousand six hundred minutes

Five hundred twenty-five thousand moments so dear

Five hundred twenty-five thousand six hundred minutes

How do you measure, measure a year? 

These are lines from a famous song from RENT, a musical I love. Such an admission will probably alienate half of the folks that read this blog, but it’s true nonetheless.  Though the story is admittedly a bit dark, I think it is a beautiful portrayal of community, love and acceptance.

The song goes on to list the many ways we might measure our time…

In daylights – in sunsets

In midnights – in cups of coffee

In inches – in miles

In laughter – in strife

Five hundred twenty-five thousand six hundred minutes

Five hundred twenty-five thousand journeys to plan

Five hundred twenty-five thousand six hundred minutes

How do you measure the life of a woman or a man?

in truth that she learned

or in times that he cried

in bridges he burned

or the way that she died

At the end of our lives, how will we decide or will others decide, how well we did on our journey? After the questions and wondering, the songwriter concludes that maybe there is a better measure of our lives. 

How about love?

Of course as a Christian, I am sold out to the idea that this is definitively the way we should evaluate our lives. Remember that when Jesus was questioned about what the greatest thing is, he said, “Love God and love others”.

In RENT. a small group of artists clung to each other like their life depended on it…because it did. They offered each other grace, and unconditional acceptance. They loved without judgment because they recognized what many of us in the church have yet to realize – we need each other desperately.

July is almost gone and I am guessing many of us have already abandoned our New Year’s resolutions. So why not make a new one? Why not resolve to love more and better in this 2nd half of 2012?

Why not set a real goal, an eternal goal to measure our time in LOVE. What would it mean id if love became the rubric by which we really measured our lives?