Overview

This fun exercise reminds participants of the dangers associated with a leader’s decision to make overreaching, self-aggrandizing, or unkind statements.

Purpose

To highlight the damage that can be caused (to one’s image as well as to the organization itself) through overly strong assertions.

Materials

Transparency 47.1, “Answers”

Handout 47.1, “Declarations”

Optional: Two truth-detector awards, such as copies of mysteries or true crime stories

Group Size

Any number of individuals can participate.

Room Arrangement

A U-shaped formation works well for this exercise.

Procedure

1.Begin with a brief discussion of the importance of having a focus, a purpose, a goal—not only for a given team meeting but also for the long-term project of which a particular team meeting is just one part.

2.Tell participants you are going to distribute a list of statements (Handout 47.1, “Declarations”) made—or not made—by famous people, many of whom served in a leadership capacity. Although we have no way of knowing whether or not they were with their teams when the statements were made, we do know that declarative statements like these can either be a source of inspiration . . . or ridicule. They can bespeak our dependence on one another as team members or they can be so embarrassing they virtually isolate us from others.

To be avoided are insulting comments and loose-cannon statements, with opinions so radical they cause the speaker to be regarded as a spokesperson for no one else but him- or herself. Not only can loose-cannon statements mislead followers, they can, on occasion, be unethical in their attempts to make it seem as if the speaker’s opinion is a widely held belief.

3.Distribute Handout 47.1, “Declarations.”

4.Ask participants to pair off and work with the person next to them. Tell them their job is to determine if the statements on the handout were truly made by the person listed beside the statement. Point out that with one possible exception, each of these individuals were in positions of power.

5.Show Transparency 47.1, “Answers,” containing the following correct answers to the handout questions.

1—Yes, 2—Yes, 3—No, 4—Yes, 5—Yes, 6—Yes, 7—Yes, 8—Yes, 9—No, 10—No.

Consider awarding a truth-detector prize to the first pair to get eight or more answers correct.

6.Conclude by asking new pairs to decide if the handout statements showed power wisely used—if only the power of attracting the press. Then, have them create a single sentence that a team leader could use to make a strong assertion about the team’s purpose at the very first team meeting. The sentence should reflect strength and leadership, power, and determination—but not at the expense of team harmony. Call on each pair to share their statement and comment on the seeming use or abuse of power suggested by each.

Variation

Obtain a copy of a speech delivered by a well-known individual—the organization’s CEO, for example, or the President of the United States. Analyze it for phrases that suggest power but not an unethical abuse of power. Apply the analysis to any programs dealing with Leadership, Communications, or Persuasion.

Discussion

Think about the last meeting you attended. Did the meeting leader make an overarching statement that alluded to purpose or outcome and that also helped develop the sense of dependence on one another necessary for achieving that outcome?

Can you think of some famous historical statements (such as Franklin Delano Roosevelt’s “The only thing we have to fear is fear itself”) that speak of a need for a collective commitment in order to survive and succeed?

What statements (organizational or national) have you known to backfire—statements such as Alexander Haig’s infamous “I’m in charge here!” asserted immediately after the shooting of President Reagan?

How would you describe the statements that inspire groups? (For example, most of them are short statements.)

Quotation

“One can never consent to creep when one feels an impulse to soar.”

—Helen Keller

Points of Interest

Any number of leaders (Albert Einstein, Oliver Wendell Holmes, Winston Churchill, Jack Welch) have addressed the power to be found in simplicity. That power is seen in this ethical “quick test” devised by Texas Instruments. It can be used for both actions and verbal expressions that will impact others in one way or another.

1.If you know it’s wrong, don’t do it.

2.If you’re not sure, ask.

3.Keep asking until you are satisfied with the answer.

TRANSPARENCY 47.1

HANDOUT 47.1