Video Series Learning

1. How could your personal reflection / staff reflection of the SDW – TO / FOR / NOT / WITH box support you in leading in these turbulent times? 
2. As you reflect on Zehr’s – ‘10 ways to live restoratively’ – which would you describe as strength – which is a good reminder? 
3. Reflecting on what was discussed in this kōrero- what things do you have control over – what can you influence – as you turn up differently tomorrow?

1. What is the biggest challenge to being effective in the space you want to lead or have been asked to lead?
2. What is the biggest challenge you face in sharing leadership across the organisation?

1. Share your own “why”, or which of the three “why”s we’ve just heard resonated with you the most. 
2. What changes might you make based on Nicola’s kōrero?

1. Describe a situation where you or someone you know has been able to influence an outcome, despite not being in a formal leadership position – i.e. exerting leadership influence without being “the leader”
2. Do you believe collective leadership would be always, sometimes or never appropriate in your own context?
3. What might collective leadership look like in your specific context?
4. Which strategy resonated most with you, and why?
5. How might you use these strategies in your own context?

1. What are the ways you show your humanness within your learning environment?
2. What are you doing now that you could involve community members with?

1. Thinking about the High Functioning Team model, what aspects do you typically see teams come unstuck/underperform in?
2. Reflect on an example of an intervention that was successful. In your view, what made it successful?
3. How do you build your own capability, and the capability of those you lead, to do something rather than do nothing about the “up the nose”/incongruence or undiscussables?

1. When the wheels fall off, what has worked for you in the past (or seen as really effective?)
2. Reflect on insights from the spiral journal, and how this could be useful in your context:

• Where do you operate as a leader? Which box do you function in?
• Where do you default to? When stress comes – where do you end up?
• What triggers you to your default? 
• How could I use this thinking with the people / teams I lead?

      3. In what ways could the restorative keystones be useful for you and/or for those you lead?

1. Reflect on a time where you have seen / been part of a collaboration that was led well
   – What did you notice was present?
   – What helped this occur?
2.  What aspects of the Puketeraki journey that Sharon shared resonate with you? What surprised you?
3. How might you apply these findings to collaborations you lead and/or are a part of?
4. Was there anything that surprised you about Murray’s findings around what makes effective inter-kura collaboration?

1. What compelling issue would aggravate and ignite you into coming together with others to solve it?
2. Who else cares about this?
3. How can collaboration be destroyed?
4. What “moves” do collaboration ninjas need in order to address this?

1. When have you experienced an initiative or innovation that has resulted in action – either that you lead or were involved in?
2. How might Lisa’s whakaaro apply to your story, in your context?
3. What resonated for you from your own experience and what Lisa and Carolyn shared?
4. What frameworks/models/approaches do you use to call to action and make initiatives stick?