Report a member of LifeSkills21.org
For a group leader to join LifeSkills21.org that group leader will have proven they can deliver the LifeSkills21.org job specification.
All LifeSkills21.org group leaders have paid for support in delivering the LifeSkills job specification.
All our members will ask everyone in the group they are leading to hold them to account for delivering LifeSkills21.org job specification.
All our members will ask everyone in the group they lead to report any concerns over their leaders performance to LifeSkills21.org
LifeSkills21.org job description
To create groups full of people who use the lack of any fixed ways of getting things done to accept themselves, accept others, and accept the circumstances the group is in. Group members use this acceptance to adapt their own choices to improve the balance between meeting their needs and meeting the needs of others...to be the best version of themselves in a group that is being the best version of itself. To kindly cooperate without fixed ways.
To help group members develop fluid life skills that are far more suited to figuring out where and with whom they belong in today's stormy, global, mobile, interconnected and multicultural reality... than more rigid life skills often used to maintain membership to groups seeking to always correctly follow a fixed path. And these are life skills that are increasingly being demanded by good employers and professional sports teams.
Measures of performance
Team members trust their (leader / coach) to help all team members to think for themselves as they make their own conscious choices to find ways to cooperate without fixed ways of doing things. Team members trust their (leader / coach) to only step in and stop a (team member / team) only if the (leader / coach) feels a (team member / team) is about to put themselves in a very unsafe situation, spend money they don't have, or fix the way the team does things. Once stopped the (leader / coach) helps a (team member / team) to see what they have missed and then steps back to let the (team member / team) adjust their conscious choices to improve the balance between their needs and the needs of others
How a leader / coach will use their 21st century life skills to deliver the outcome
When leading teams the leader / coach will be able to…
- Speak with authenticity and without fear of contradiction as confidence is not drawn from being "right" or the best... but from time spent developing an ability to make their own conscious choices.
- Hold space in a way that team members in that space know it is for them... Completely. No judgments made. No need to be anything but you, right there & then. No fixing. No hurry. No hiding what was uncomfortable. But also: players joy, their happiness, their learning, is not overtaken by someone else’s experience.
- Help team members make their own transparent and conscious choices by talking through their choices, with room to make mistakes, as team members consciously choose to sometimes follow others, something lead others and sometimes go their own way. Sometimes choose to accept a risk or reject a risk. Sometimes push through a barrier. Sometimes go round a barrier. Sometimes use a barrier as a nudge to go in a different direction.
The leader / coach will be able to exchange respect with their team members by practicing the following 6 habits. 6 habits that stop leaders / coaches from fixing the way team members do what they do.
Habits 1 to 3 help leaders / coaches to listen to their team members as their team enjoys cooperating as they share a journey into the unknown without fixed ways of doing things.
- Habit 1: Leader / coach will try to only tell team members what to do... only if the team member has asked the Leader / coach to tell them what to do. (Leader / coach will try to avoid assuming team members will always want to know what the Leader / coach thinks)
- Habit 2: Leader / coach will try to recognise when team members say stop, and stop. (Leader / coach try to avoid finding ways to increase the pressure to make team members do as the leader / coach says).
- Habit 3: When things are not going the leader / coaches way, the leader / coach will try to ask themselves, what have they missed? (Leader / coach will try to avoid thinking they need to keep going ignoring what others say.)
Habits 3 to 6 help Leader / coach to be kind to others and themselves as the team enjoy cooperating as they share a journey into the unknown without fixed ways of doing things.
- Habit 4: Leader / coach try to make choices to minimise the spread of badwill to team members, others not in the team, and themselves. (Leader / coach try to avoid giving more badwill back)
- Habit 5: When things go wrong, Leader / coach try to make choices to nudge themselves to a better place where they feel less of a victim. (Leader / coach try to avoid blaming team members, others not in the team, and themselves)
- Habit 6: Leader / coach try to make choices to give goodwill to others and themselves. (Leader / coach try to avoid always thinking, the greater good is always more important than the individual needs of team members, others not in the team, and themselves)
Our handbook contains lots of examples of these habits in action.