If no – what do you think the most challenging thing would be?
One of the most successful talks I have given was to about 50 young aspiring leaders to be at a certain conference I was recommended. Prior to the talk, I had found out that engaging the previous groups in the discussion had been a challenge for the previous speakers. There was the need to involve the stroke survivors who had communication problems. This posed a challenge as a survey conducted indicates 80% of these patients had hearing problems or had poor concentration.
I started by highlighting my own goal at the end of the discussion which was to ensure maximum participation as well as discuss the qualities of a good leader. I then asked the group some of the challenges they thought leaders face while carrying out their roles. Several said poor communication systems as well as lack of skills (Lord, R. G.; De Vader, C. L.; Alliger, G. M. 1986).
I explained that a good leader is one who diligently performs the tasks of a leader, keeps the group together, is fair, confident, and foresighted and is emotionally stable. On the other hand a good leader should maintain an open friendship with the group and should be able to solve interpersonal conflicts. If they wanted to join the ranks of the best of the best they had to possess this qualities at all times (Zaccaro, S. J. 1983).
I concluded by saying that a good leader should be able to carry out his/her roles under any given circumstances as one of his/her roles is to help the group attain goals and accomplish tasks. Amongst the questions raised I warned against a leader being a dictator and encouraged unity. I was highly recommended for a next time. Tips about the success of a discussion would be to ensure you are transparent, confident and ensure audience participation.
Zaccaro, S. J. (1983). "An estimate of variance due to traits in leadership". Journal of Applied Psychology 68 (4): 678–685.Lord, R. G.; De Vader, C. L.; Alliger, G. M. (1986). "A meta-analysis of the relation between personality traits and leader perceptions: An application of validity generalization procedures". Journal of Applied Psychology 71 (3): 402–410.