RYLA - Nea Makri, Athens (13-15/6/2014)

TEAM BUILDING SEMINAR
Nea Makri, Athens

13-15 June 2014
2470 DISTRICT D.R.I.
Kosmas Choutouriadis
Governor 2470 D.R.I
Dimitris Kollias
R.C. Athina-Zappeion
Ryla Chairman 2013-14
Trainers:
Markos Mandes, Panagiotis Katrougalos,
Sofa Vassilopoulou, Dimitris Kollias
Name:
HOSTED BY:
Rotary Club Amaroussion,
Konstantinos Derviniotis
president 2013-14

Rotary Club Kifssia-Politeia,
Lina Vantziou-Doukidi
president 2013-14
2 | Team Building Seminar
Leadership-Teamwork Workshop
Friday June 13th
Arrival of the participants
17.00-18.00 Arrival - Registration - Cofee
Kosmas Houtouriadis, Governor 2470 R.I.
Dimitris Kollias President RYLA Commitee
18.00 Introduction. Goals RYLA. Presentation of rotary video (RVM)
19.15 Self Presentation
20.00 Introduction to Management. Team Exercise, Discussion
21.30 Dinner to a traditional greek tavern
Saturday June 14th
09.30-13.30 Introduction to Experiential Training
Experiential Activities
Trust, Teamwork, Communication, Learning, Planning
14.00 Lunch
15.00 Visit to Sounion, Archaeoligical sites/ or visit to Acropolis and Plaka
21.00 Dinner
Sunday June 15th
09.30-11.30 Experiential Activities:
Innovation, Sharing Ideas, Building on Others' ideas
11.30-11.50 Break
11.50-13.45 The Ethical Dimension of Leadership. Case Study:
"The Four WayTest"
The Leader's Profle. Learning Points
13.45-14.00 Evaluation - Certifcates - Salutation
14.00-14.30 Lunch
Nea Makri, Athens, 13-15 June 2014 | 3
Dear R.Y.L.A. participants
O
ne of the goals of Rotary is to help young people de-
velop their leadership abilities and self-confdence to
the fullest. To accomplish that goal, Rotary clubs around the
world prepare thousands of young leaders through RYLA
programs each year.
What our RYLA ofer to you ?
From Friday morning through Sunday afternoon, RYLA par-
ticipants
Gain exposure to issues and exchange ideas with
thoughtful people through presentations and group
activities.
Discuss creative approaches for resolving family, social
and professional conficts.
Participate in outdoor and indoor team challenges and
fun, recreational activities.
Expand personal development by learning more about
problem solving, communication, being leaders and fol-
lowers, trusting, risk taking and supporting others.
Explore behavioral strengths and how to interact with
others.
Learn how to engage others in service projects in your
community.
Get to know Rotary and Rotaract decision-makers and
fnd out more about other Rotary programs for young
people.
Enjoy your participation!!!
Kosmas Choutouriadis, D.G. 2013-14
2470 District Rotary International
Dear Participants,
I
n Rotary we believe that Youth is our future and that the fate
of our world lies in the hands of our Youth. Consequently,
we always support and invest in many ways in Youth. In the
last years an impetus was gained towards this area of work
as a result of which we supported heartily our Rotaract Club
members and our Youth in general.
RYLA stands in the climax of our eforts towards investing in
Youth. A program that will provide our Youth with the frame-
work and the tools to steer in their leadership quest to create a
bold new world. The RYLA program will provide you a com-
pass and the knowledge to use it in the best possible way so
that you, as our Youth, can lead us efectively and proudly into
a better world.
The purpose of this event is to develop our leadership skills
and be prepared for future challenges in our lives. In order
to achieve great things we must learn to work as a team, help
each other avoid working individually, this is the spirit of RYLA.
These two days are going to be hard working days and you
will have many challenges and problems to face. You are
expected to give your best, to work hard and to overcome all
the tasks.
RYLA is not only hard work but we are going to have much
fun, enjoy games and a lot of entertainment.
Enjoy RYLA
Dimitris Kollias,
R.C. Athina-Zappeion,
Ryla Chairman 2470D 2013-14
The family of Rotary extends beyond individual Rotar-
ians and Rotary clubs to include other service-minded
people who help with the organizations work. Groups
such as Rotaract, Interact, and Rotary Community
Corps serve side by side with sponsor clubs, using
their diverse skills to improve the quality of life in
their communities..
Below are some of the latest statistics
available, as of 30 April 2011. (*as of 4
April 2011)
Rotary
Members: 1,222,293
Clubs: 34,118
Districts: 530
The Object of Rotary
The Object of Rotary is to encourage and foster the ideal of service as a basis of worthy enter-
prise and, in particular, to encourage and foster:
FIRST. The development of acquaintance as an opportunity for service;
SECOND. High ethical standards in business and professions; the recognition of the worthi-
ness of all useful occupations; and the dignifying of each Rotarians occupation as an oppor-
tunity to serve society;
THIRD. The application of the ideal of service in each Rotarians personal,
business, and community life;
FOURTH. The advancement of international understanding, goodwill, and peace through a
world fellowship of business and professional persons united in the ideal of service.
Mission
The mission of Rotary International is to provide service to others, promote integrity, and ad-
vance world understanding, goodwill, and peace through its fellowship of business, professional,
and community leaders. See the RI Strategic Plan.
Diversity and Rotary
Rotary International recognizes the value of diversity within individual clubs. Rotary encour-
ages clubs to assess those in their communities who are eligible for membership, under existing
membership guidelines, and to endeavor to include the appropriate range of individuals in their
clubs. A club that refects its community with regard to professional and business classifcation,
gender, age, religion, and ethnicity is a club with the key to its future.
Avenues of Service
For years, Rotarys commitment to Service Above Self has been channeled through the Avenues
of Service, which form the foundation of club activity.
Club Service focuses on strengthening fellowship and ensuring the efective functioning of
the club. Learn about efective club service in Membership and Training.
Vocational Service encourages Rotarians to serve others through their vocations and to
practice high ethical standards. Observed each October, Vocational Service Month spotlights
Rotary club projects related to this avenue, ofering opportunity for clubs and districts to use
their professional skills in service projects.
Community Service covers the projects and activities the club undertakes to improve life in
its community.
International Service encompasses actions taken to expand Rotarys humanitarian reach
around the globe and to promote world understanding and peace. Rotarians can support In-
ternational Service by sponsoring a project in another country, seeking international project
partners to support projects in their own communities, or by personally volunteering at an
international project site. Visit the ProjectLINK database to post a project in need of assis-
tance, fnd projects to support, or learn about successfully completed projects to replicate.
New Generations Service recognizes the positive change implemented by youth and young
adults through leadership development activities as RYLA, Rotaract and Interact, service proj-
ects, and creating international understanding with Rotary Youth Exchange.
Rotaract
R otaract is a Rotary-sponsored service club for young men and
women ages 18 to 30. Rotaract clubs are either community or
university based, and theyre sponsored by a local Rotary club.
This makes them true partners in service and key members of
the family of Rotary.
As one of Rotarys most signifcant and fastest-growing service
programs, with
more than 8,400 clubs in about 170 countries and geographical
areas, Rotaract has become a worldwide phenomenon.
How does it work?
All Rotaract eforts begin at the local, grassroots level,
with members addressing their communities physical and
social needs while promoting international understanding
and peace through a framework of friendship and service.
What are some other opportunities available to Rota-
ractors?
Rotaractors may also
Work together with Interact clubs or mentor Interactors
Participate in Rotary Youth Leadership Awards
Become Rotary Foundation Ambassadorial Scholars or Group Study Exchange team mem-
bers
Seek membership in their local Rotary club after their Rotaract membership ends.
Below are some of the latest
statistics available
Rotaract
Members: 195,040
Clubs: 8,480
RYLA
Rotary Youth Leadership Awards (RYLA) is Rotarys
leadership training program for young people. RYLA
participants can be ages 14-30, but most clubs and
districts choose to focus on a narrower age range,
such as 14-18 or 19-30.
RYLA emphasizes leadership, citizenship, and per-
sonal growth, and aims to
Demonstrate Rotarys respect and concern for youth
Provide an efective training experience for selected youth and potential leaders
Encourage leadership of youth by youth
Recognize publicly young people who are rendering service to their communities
Objectives
After accomplishing this course participants will have developed:
Better mutual understanding
Mutual respect, trust and confdence
Communication skills
Teamwork skills
Problem solving skills
Important insights
Teamwork skills
Lets turn this meeting into a learning laboratory
Focus on business issues
Consider interpersonal dynamics
Try to understand frst, then to be understood
Show empathy
Cooperate
Learn from others
Listen actively
Foster Dialogue instead of debate
Buy other persons ideas, not only sell yours
Check assumptions mental models, paradigms, show respect, learn
Expectations from participants
Ask questions
Participate
Work as a team
Be a teacher
Have fun
Be on time
Work hard
Celebrate successes
Prepare to change
We learn by:
The Learning Process
2 3
CONSCIOUS
INABILITY
CONSCIOUS
ABILITY
UNCONSCIOUS
INABILITY
UNCONSCIOUS
ABILITY
1 4
Learning process in 4 steps
Its easy to fnd good players. Te
challenge is to make them Play together,
as a team - Panayiotis Giannakis,
Basketball Coach
Introduction
In a sense, a team is a work family. A family is a human institution that shares many of the char-
acteristics of the high-performance team. Tolstoy said, All happy families resemble one another,
but each unhappy family is unhappy in its own way. This suggests that well functioning families,
like excellent companies, or Teams in general, are good at getting the basics right.
Families connect people with the past and the future, thus providing identity and support. A
good family provides love and protection. A sound family is a powerful source for its members.
The best teams generate the same positive qualities that close and happy families enjoy. A
healthy team, like a strong family, is a source of support and motivation; it stimulates its mem-
bers to excel.
Efcient teams have six major strengths:
Individual weaknesses are neutralized by others strengths;
Teamwork builds consensus and commitment to common objectives;
Team membership is a strong motivator;
Members can learn to work together with efciency, efectiveness, and enjoyment;
Teams can discipline errant members (as a result, errors and sloppy thinking are less likely to
occur); and
Teamwork skills enable people to be assimilated into new teams and to become efective
quickly
Team building is not panacea for all organizational problems. For some self-sustaining individu-
als, teamwork is inappropriate. A few senior managers sound a note of caution about teamwork.
For example, Peter Walters, the chairman of British Petroleum, said That was just one part of the
personnel management claptrap which became the vogue in the 1960s. The truth was that one
chap set the tone. Even though teamwork may be desirable, it requires an open communication
style of management that not all leaders are able or willing to use.
Not all teams are efective. Several competent individuals can prove completely inefective when
they work together as a team. The team members may have diferent objectives, may fail to
share information, or they may lack a coordinated approach to getting things done. It is one of
the great ironies of life that two plus two can equal four, or fve, but also three or two.
Organizational benefts of team building
Organizations that succeed in the future will be those that use teamwork to be unusually innova-
tive, creative and bold.
The challenges to todays organizations can be grouped under ten headings:
Challenges from increasingly strong global competitors; 1.
Challenges from increasingly aggressive competition; 2.
Challenges from companies that are becoming more sophisticated at market analysis and 3.
marketing;
Challenges from increasingly creative computer and technology systems; 4.
Challenges from diferent values and expectations of customers and workers; 5.
Challenges from the need to move away from traditional organizational structures toward 6.
new forms of corporate structures;
Challenges from employees move away from lifetime employment to the perception that 7.
their careers are tapestries of diferent activities;
Challenges from the growing power of Asian and Eastern-European countries; 8.
Challenges from the need to manage cultural diversity in every aspect of the organizations 9.
activities; and
Challenges from the need to keep organizations alive, adaptable, and fexible, but not threat- 10.
ening to employees.
In the future, team efectiveness will be the key to successful management. This is the era of
specialists, but the more we specialize the more closely we have to work with others. Students
of organizational theory emphasize that the efective linkages between people and teams are
routes to commercial success. How often have you heard the expression the left hand doesnt
know what the right hand is doing? This is a symptom of poor teamwork.
The value of the team approach is emphasized to top managers, by the U.K Institute of Directors:
Although a private company may, in law, have one director only, it would be in general unwise
to do so. The reason for this lies in the nature of the decisions directors take. Based as they are on
uncertain assumptions about the future, they require the exercise of a greater deal of judgment
and mental weighting for carrying out this process, than discussion by a well-informed small
group.
The world will undergo major changes, many of which cannot be predicted. New competitors
will emerge, predators will try to take the most attractive opportunities, and new technology
will change the way in which products and services are produced and sold. In such a challeng-
ing and volatile environment, we will fnd ourselves working with colleagues to fnd new ways
of achieving world-class performance and fnding the competitive edge. Teamwork is essential:
it questions assumptions, generates ideas, shares problems, and coordinates efort. Only those
organizations and companies that have skilful leaders who are committed to teamwork can look
to the future with confdence
A group of individuals who
are committed to achiev-
ing common objectives; Who
meet regularly to identify and
solve problems; Who work and
interact openly and effectively
together; And who produce
desired economic and motiva-
tional results for the organiza-
tion.
What is a team?
Efective Teamwork
The Fourth Stages of Team Growth
FORMING 1.
The team is yet under-developed
unstructured
STORMING 2.
The team seeks out its way
(resistance, confict, competition)
NORMING 3.
The team is more coherent, there is
structure, roles.......
PERFORMING 4.
The team is mature goals are
achieved
Characteristics of an
efective team
Productive Confict Management
Self Discipline
Synergy
Learning from Others
Clear and efective Methodology
Common Objectives
Focus on the Output
Mutual support
Open Communication
Candor and Openness
Trust and Confdence
Shared Vision
Team member fulfllment
Cornerstones of an excellent
team
Leadership
Membership
Commitment
Climate
Desire to achieve
Corporate role
Work methods
Role clarity
Critique
Individual development
Creativity
Intergroup relations
WHAT A TEAM !!!
Essential abilities of a good group participant
Heeds pattern of directions in which group is moving 1.
Resists pressures to conform 2.
Answers questions 3.
Contributes information when needed and able 4.
Checks for fallacies; will not accept blindly 5.
Able to build on reasoning of others 6.
Listens behind statement made 7.
Clear in own statements to group 8.
Brief in statement 9.
Does not destroy what has been built 10.
Lessons from the Team Building Workshop
NEVER FORGET: ACTING AS A TEAM WILL ALWAYS INCREASE YOUR POSIBILITIES
To Build a Team we must put the WE above the ME.
It is important to respect others opinions. Always try to understand frst and then seek to be
understood.
Encourage others to talk.
You may foster an antagonistic behavior, with a WIN-LOSE purpose, but remember we will all
lose soon. Others will adapt the same way of thinking too.
If you want to have long lasting cooperation, always think WIN-WIN.
It is the only way.
Thinking WIN-WIN means:
I always try to put myself into the other persons shoes.
I try hard to understand his/her needs.
I offer my hand frst.
I try to defne common objectives
I give priority to the points of mutual agreement and I do not emphasize the points of disagree-
ment.
TRUST means to be able to appear vulnerable in front of the other members of the team. It takes
time to build trust; you can destroy it, though, in seconds.
re your actions enhancing mutual trust?
Open and honest communication helps develop team work.
Open Communication builds trust and Trust in its turn enhances Communication.
Listen actively. It is very important.
Does the way you act and behave:
Improve Communication?
Or
Hinder Communication?
Just think about it
It is important to support your colleagues. Often make, even small, deposits into their Emotional
Bank Account:
Be polite
Say thank You
Apologize when wrong.
Always respect those not present.
Be willing to forgive.
Keep your promises.
Think before you act. Time allocated to planning and organizing always pays off.
CLEAR MEMBER ROLES- PROCEDURES- CLEAR OBJECTIVES-SHARED VISION
The road to Excellence passes along these milestones.
The breakfast of Champions is Feedback on performance and Critique.
Consensus decision making does not mean we agree blindly with all points and with everyone.
It does mean that I listen, I defend, I argue, I inquire, I advocate, I am willing to be convinced
AND
I fnally give my consent even if I am not fully satisfed with the solution, for the sake of making
progress as a Team.
I always try to balance between Inquiry- of others opinions- and Advocacy- of my opinion.
When the team reaches a decision I am fully committed to it and I feel accountable. I will al-
ways and all ways defend our decision to external persons
Collective commitment to the Teams decisions and resolutions is our connecting glue that
keeps us together.
Personal Implementation Plan.
I commit to do the following:
Obstacles:
Action
Support
The Four-Way Test means business
A
t any Walgreens drugstore in the United States,
youre likely to see The Four-Way Test hanging on the
wall in the managers ofce and in the pharmacy. These
plaques are tangible evidence of a philosophy that has
guided the companys corporate culture for decades,
championed by Rotarian Charles R. Walgreen Jr., the son
of its founder.
A member of the Rotary Club of Chicago, Walgreen,
who died in February at age 100, informally used the test
as early as 1947 while serving as president of the drug-
store chain. Dick Schneider, who started working there
that year, recalls getting a copy of the test and being
told by Walgreen that we use it as a compass around
here. In speeches, Walgreen often referred to it as a pre-
scription for living, a new version of the golden rule. The
company formally adopted the test in 1955.
Walgreen frst heard of The Four-Way Test from fel-
low club member Herbert J. Taylor. Taylor came up with
the four simple precepts in 1932, when Club Aluminum
Company, where he was president, was facing almost
certain bankruptcy. In the depths of the Depression, no one was buying much aluminum. But
Taylor thought that if he could convince his employees to do the right thing in every situation,
they might at least win sales from their competitors. So one morning, he would often recount, I
leaned over my desk, rested my head in my hands. In a few moments, I reached for a white paper
card and wrote down what had come to me in 24 words.
Five years later, Club Aluminum was back in the black. Taylor always credited The Four-Way
Test with its resurgence. Rotary International adopted the test in 1943, and Taylor became RI
president in 1954. At one point, our organization assumed the copyright on his test. Now in the
public domain, it has been adopted by scores of companies in the 75 years since he thought up
its four principles, which remain relevant today.
The Four-Way Test was ahead of its time as a model of business ethics, notes Paul Bube, a
professor of religion at Lyon College in Batesville, Ark., USA. Several years ago, Bube spoke at
the Rotary Club of Salina, Kan., about business ethics and The Four-Way Test. Taylor developed
it during a time when scandalous business practices contributed to the Great Depression, he
says. The kind of corporate scandals we are seeing today are reminiscent of the scandals Taylor
witnessed. I believe The Four-Way Test is a vision which, if followed, can be a powerful force for
good in the world.
Is it the TRUTH?
You could call it the sleep-at-night test, says Allan Resnick, vice president of the Walgreens legal
division. I always tell people that at Walgreens, you dont need to ask permission to do the right
thing. You just do it. For Resnick, though, and many of the people who use it in their daily busi-
ness dealings, The Four-Way Test is much more than a guide to personal behavior. Its a compel-
ling business model thats actually a powerful workforce management tool.
Perhaps the most useful aspect of the test, Resnick says, is its ability to bring ethically minded
people together. People see my plaque as soon as they enter my ofce. When I interview people
and talk about the culture of the company, Im gauging their reaction. Are they indiferent to it?
Excited? You get a feeling about whether people want to work in an ethical culture.
Walgreens expends a fair amount of efort to expose as many of its 200,000 employees as pos-
sible to The Four-Way Test. And, especially at Walgreens headquarters outside of Chicago, even
non-Rotarians such as Resnick apply it routinely to ethical dilemmas. He recalls how, after the
sale of some property several years ago, the companys real estate division received a fairly large
sum of money that should have gone to the buyers instead. [The buyers] wouldnt have even
known we had it, he says. Many companies would have just cashed the check. They were fairly
astonished to receive the money from us.
Is it FAIR to all concerned?
In Texas, USA, Realtor and Rotarian Tony Weissgarber adopted The Four- Way Test and says he
greatly prefers it to the National Association of Realtors nine-page fne-print ethics statement.
Weissgarber even touted the test in a letter that was printed in the associations magazine. The
gist of his message was, If Realtors need that many words to say what we believe in, how can we
really know what we believe? He adds: I told them that if you use The Four-Way Test faithfully,
you never need anything more. When Im in front of a prospect, I just think, is this fair? That helps
in all kinds of situations. Weissgarber believes so strongly in the test that hes urged all his fellow
members in the Rotary Club of San Antonio at the Dominion to adopt it in their businesses and
post it on their Web sites.
At least one member took him up on the challenge: Jim Landers, a photographer with 14
people working for him, who says the test reinforced what I believed in all along, but its like a
very fne paintbrush you use to paint in the details. Its a philosophy I have in the background of
my business all the time, helping me to provide a
good role model.
Will it build GOODWILL and BETTER FRIENDSHIPS?
Kit Lindsay, owner of Lindsay Transmission in Warrensburg, Mo., USA, was 24 years old when
he received the Rotary Club of Warrensburgs frst Four- Way Test Award, which is given to non-
Rotarians. He was nominated after a Rotary ofcer visiting town needed to have his motor home
repaired when it broke down.
Another local shop had proposed a transmission replacement, but Lindsay fxed the problem
for $200. We have a saying at my business: We do whats right. That was 20 years ago. Now a
Rotarian and chair of his clubs Four-Way Test Award committee, Lindsay has introduced a great
many local people to the test.
Will it be BENEFICIAL to all concerned?
RI Director-elect Lars-Olof Fredriksson encourages the use of The Four-Way Test around the
world. A member of the Rotary Club of nekoski, Finland, Fredriksson has tried to apply the test
throughout his careers in public relations and the Finnish air force because, he says, it always
works. Making proft is right, but doing it without ethical consciousness, moderation, and with-
out responsibility for the consequences is indefensible, he explains. The tenets of truth, hon-
esty, decency, and morality are now more complicated than before and create the often-used
explanation, It all depends. But The Four-Way Test gives a bright, clear answer in any situation.
During high school, you grow up in a poor area in Denver, and you work in a fast food res- 1.
taurant. During lunch, it was customary for employees to ask the cooks to make them some
food, that would not be rung up or paid for. You checked with your manager, who assured
you this was OK, and it had gone on for years. Recently, the district manager visited, and in
a meeting with employees, reminded everyone that it was company policy that employees
get a 50% discount and that these sales be entered the system. However, after the district
manager left, nothing changed. You discussed it with your manager again, who said- Look,
a lot of you kids come from tough situations. I want to make sure everyone gets at least one
good meal a day. I think the companys policy is wrong. Its a proftable company, and no one
is getting hurt. Is your manager behaving ethically? Do you have a duty to report your man-
ager to the company for clearly breaking the rule regarding employee meals?
You are in your forties and have a successful engineering consulting business in Denver. A 2.
close friend, Jason, who went to school with you at CSU has recently been laid of from his
highly paid position at an engineering consulting frm in another state. His wife has a seri-
ous health problem and big medical bills. He tells you there is a lot of environmental work
in Colorado and that he could head up a new division in your company to pursue this work.
While it isnt an area you were interested in before, it sounds promising, so you start a subsid-
iary and put Jason in charge. After three years, there has been little business in the area, and
it has produced losses every year. Jason has not done much business development and is not
very cooperative. During the past year, however, he has been diagnosed with depression and
his wife is battling breast cancer. You cannot aford to continue to lose money on this busi-
ness. What do you do?
Instructions:
Work on the problem assigned to your group. Determine solutions, options and discuss 1.
whether they would meet the 4way test.
Get together with your partner group. Share the results of your problem solving discussion 2.
If time permits, work on a problem together. 3.
Think
The Four-Way Test
The test, which has been translated into more than 100 languages, asks the following questions:
Of the things we think, say or do
1. Is it the TRUTH?
2. Is it FAIR to all concerned?
3. Will it build GOODWILL and BETTER FRIENDSHIPS?
4. Will it be BENEFICIAL to all concerned?
1943
Rotary International ofcially adopts The
Four-Way Test, one of the world's most
widely printed and quoted statements of
business ethics. Herbert J. Taylor, a mem-
ber of the Rotary Club of Chicago who
would later become the 1954-55 RI presi-
dent, drafts the 24-word test in 1932 to
help an aluminum company on the verge
of bankruptcy after the Great Depression.
Worksheet
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13-15 June 2014
TEAM BUILDING SEMINAR

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