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Corder, K., Sharp, S. J., Atkin, A. J., Andersen, L. B., Cardon, G., Page, A., . . . Collaborators, I. C. (2016). Age-related patterns of vigorous-intensity physical activity in youth: The International Children's Accelerometry Database. Preventive Medicine Reports.

NSW Government. (2019). Good Governance. Retrieved from NSW Government Office of Sport: https://sport.nsw.gov.au/clubs/ryc/governance/goodgovernance

Sansone, C., & Smith, J. L. (2000). Intrinsic and Extrinsic Motivation: The Search for Optimal Motivation and Performance.

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Social Distance, Basic Concepts of Sociology Guide

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Social Distance, Basic Concepts of Sociology Guide,

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Social Distance

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Keep moving forward - Motivational Video

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Deci and Ryan:

Intrinsic Motivation and Self-Determination in Human Behavior

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The psychology of self-motivation | Scott Geller | TEDxVirginiaTech

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Korthagen & Vasalos, 2005

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The club could be evaluated through recording the steps of each student at the end of week. Students can compare their results from the beginning of the month and the end of the month. The club can evaluate these results and adapt the program as they come across any issues. I believe that by implementing this Made 2 Move club in a school environment could prove to be very worthwhile and effective. The program would be an ideal way of promoting physical activity throughout school as well as strengthening the school community as students work together.

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Transition Year students should be educated for the first term of school in the areas such as: managing and interacting with people, physical activity and implementing physical activity programs, and motivation. Students need to be educated in approaching people and how to be professional throughout the club. The mentors must be informed of the various methods of increasing physical activity and which method is most suitable for the mentee.
This training should be delivered by professionals in physical activity, fitness training and people skills.
I believe it would be an excellent opportunity to train adolescents in the significance of physical activity and the benefits that go with it

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Students in Transition Year can volunteer themselves to be paired with a student that is interested in increasing their physical activity. Students in transition year will be volunteering their time and knowledge for the benefit of other students. Students acting as mentors must have an interest from the beginning when volunteering, or else they will become disinterested as the club progresses. I believe students must be recognised for their volunteerism by receiving recognition at the end of the academic year for their work. This is similar to the UCC works award which some of us received for our work with the Made 2 Move club.

If this club becomes successful, it can take in mentor volunteers from other years that are interested in improving the physical activity of others. The students must fulfil certain guidelines to become a mentee, such as already meeting the physical activity guidelines.

A teacher must take interest in volunteering for the club to overlook all decisions and safeguard the club.

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I believe to employ this program into a school setting would be very effective and worthwhile. The program could be governed by creating a module for Transition Year students and training them to educate other students. Students in Transition Year could set up a lunchtime club for all students in the school to join. Students in other years that are interested sign up to the club and be assigned a mentor. The transition year students can try to increase physical activity of their mentee in blocks whilst also educating them on the importance of physical activity. The transition year students would receive credits at the end of year distinction to recognise their work.

As a whole, the school could organise a physical activity week, where students are made aware of the importance of physical activity as part of a healthy lifestyle. Students could attend talks and sample ways to improve physical activity. Small bursts of exercise can be carried out by announcements over the intercom every morning. Good governed club leads to more informed members and volunteers (NSW Government, 2019). For this club to be successful in a school environment, it must be ran by students that have been fully educated in physical activity and how to implement it to their peers.

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Commentary

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A major challenge faced during the M2M journey was trying to fit in the physical activity into Ann's hectic schedule. Anna was weary at the beginning of how she was going to balance everything in her life. She was under the impression that physical activity had to be carried out in an hour or so block. This made her uneasy as she didn't know if she had that much time to give. This challenge was resolves when i explained to Anna that she could break up her physical activity into smaller burst of activities. I helped her realize that she could go for smaller walks or runs such as for 15 minutes a few times a day to increase her activity. This approach seemed more feasible to Anna's lifestyle and she welcomed the idea warmly.

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The main success I encountered during my M2M journey was making my mentee more aware of physical activity and how to commit to it for a healthy lifestyle. As young adults grow into adulthood their physical activity levels generally decrease. A study carried out by Corder et al. (2016), shows that Moderate to Vigorous Activity levels decrease as adolescents grow older. It is important to help educate people the importance of physical activity as part of a balanced and healthy lifestyle. Throughout the journey, Anna became more aware of the significance of committing to physical activity and the benefits that accompany it. This was a great success, observing Anna become more physical active through the M2M journey as it increases the chance of her maintaining her activity as part of her lifestyle. Anna now looks for other ways to participate in physical activity in her lifestyle by looking into sports clubs and other areas. Anna’s physical activity levels have increased gradually week by week as she challenges herself to surpass her previous goal.

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My journey as a Move Mentor for the Made 2 Move program (M2M) did not begin ideally. I was not allocated a mentee from the very beginning and had to wait for a few weeks before I received one. My original mentee was a first year Maths Science student that showed little interest in working with the club. After employing various methods to try to motivate the student to participate, the student themselves decided to drop out of the program. Naturally, this was very disheartening for me as I felt I had failed to motivate the student.
Soon after I received another mentee, a first year SSPE student. This girl contrasted greatly to my initial mentee as she showed great interest and determination for this program and its ideas. This student was heavily involved in sport, training up to 4 times a week and one match on the weekend. She had relatively good physical fitness but was continuous wondering of ways she could further improve it. I found it hard to create a program for her as she has a hectic timetable between college and sport. After our Christmas break, this student decided she was going to step back from the program moving forward for personal reasons. She thanked me for my assistance and told me my prompts and motivation were very encouraging. This was unfortunate but left me knowing that I did my best to help promote physical activity.
Coming into semester two, i was challenged to find my own mentee. The mentee had to fill certain criteria:
- Must be over 18 years old
- Must be a student in UCC
- Currently not meeting Physical Activity Guidelines

With these guidelines in my mind, I found Anna, a friend of my that is enthusiastic about improving her physical activity and developing a healthy lifestyle for herself. Anna participated well with the program, replying to all my texts, appreciating my prompts and motivation, and being honest with me through-out the journey. Finding my own mentee, helped lessen the social distance and between the mentor and mentee. This made her more comfortable in the program and helped me empathize with her more As a mentor to Anna, I kept in contact with her roughly twice a week, inquiring about her progress, and any positive or negatives she had encountered. This worked well as any issues Anna had could be noted and fixed at an early stage.

Occasionally I met with Anna to chat to her about her progress and her overall feeling towards the program. I felt this was good to meet her personally as Anna can communicate with me honestly and ways that possibly could not be conveyed over text message. Anna felt supported knowing I was there to help her along the way.

At the end of each week, I asked Anna for her step counts. This allowed me to track Anna’s physical activity through her daily steps and note her progress. As I observed Anna’s steps increasing, I informed her about my delight in her progress. As a Move Mentor, observing your mentees positive changes are exciting as it cements the fact that what you are doing is working.

An area I would change about my role of a Move mentor would be the physical interaction with Anna. I would like to meet up once a week for a walk or run with her to get a more genuine grasp of her emotions and thoughts. By meeting up with Anna weekly, gives our relationship a more personal touch and can make Anna more comfortable.

Overall, as a mentor I felt I provided Anna with positive and sincere motivation to encourage her along her way. I believe I helped guide her holistically to a lifestyle of improved physical activity. The prompts I delivered to Anna helped motivate her extrinsically. She looked forward to my encouragement and praise when her steps went up. She mentioned feeling a sense of satisfaction after watching her daily and weekly steps increase. My motivational work spurred her to motivate herself intrinsically so she could continue to feel the sense of satisfaction. It’s is suggested that ‘extrinsic motivation can actually enhance intrinsic motivation when it motivates the individual to engage in interest enhancing strategies’ (Sansone & Smith, 2000). The more motivation Anna received, the more her enthusiasm and drive grew. As a result of this, my motivation as a Mentor grew to continue to help Anna on her journey of becoming more physically active.

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Anna is a twenty year old student currently attending University College Cork. She is studying Politics and History as an Arts degree and is in her second year of the degree. Anna comes from a rural area in West Cork which she returns to every weekend to work. She displays a keen interest in politics and is currently preparing and planning to run in the local election. Work loads fluctuate with the election so she might find it hard to prioritize including physical activity in her life. While she doesn't take part in team sports, she has recently spiked an interest in boxing and has gone to few training's with UCC Boxing Club.

Anna is a energetic and enthusiastic girl that thrives off both extrinsic and intrinsic motivation at the beginning. However sometimes she finds herself losing momentum and may become disinterested if she finds herself in a rut. She is a very social girl and enjoys having chats with people.

Anna has expressed an interest to me in improving her overall Physical Activity levels and enhancing her overall health. She hopes to gain more knowledge in physical activity and health lifestyles.

Anna has 14 hours of lectures and tutorials spread over Monday to Friday. She finds herself spending her spare time studying in the library, spending time with her friends and relaxing at home.

Taking all this in to account, we have decided to increase her overall steps by going for walks in the afternoons around The Lough, a scenic lake near Anna's college accommodation. When Anna has a hectic afternoon she will try get her walk done in the morning. We agreed to get Anna to download a health tracking app to track her daily steps.

Anna was extremely excited to begin this journey to improve her physical activity and overall well being. My aim is to help her through her journey and keep her motivated when she finds herself getting bogged down.

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Lead
21 Ways to Be a Better Leader

Not everyone will become a great leader, but everyone can become a better leader.

By Lolly Daskal, President and CEO, Lead From Within @LollyDaskal

It doesn't matter if you are running a business, managing a team, or teaching a class--leadership skills are important. Some people seem to be born knowing what to do to inspire and lead people, but for most of us it doesn't come that naturally.

Luckily for us, leadership isn't a magical gift but a set of skills that you can acquire and practice. It may come more easily to some than to others, but it's within reach of all of us. You just have to want it, be willing to work and dare to take a risk.

Wherever you are, whatever you do, here are 21 ways you can start to become a better leader today:

1. Manage your emotions. Your emotions give you energy. If they're low, your energy is low; if they're running high, you feel positive and optimistic. To be at your best as a leader, manage your emotions--when you do, you manage your energy too.

2. Develop your skills. If you don't have the skills to lead, no title or position will ever make you into the leader you want to be. There's only one way to become a better leader, and that's to work on your leadership skills, develop expertise in your field, and discover the heart of what leadership is about for you.

3. Become a great communicator. Discipline yourself to understand what's happening around you by observing and listening. A great leader is always a skilled communicator--not only as speaker but as a listener, someone who stays focused and tuned in to the nuance of a conversation.

4. Admit when you are wrong. It takes a strong, confident person to say they are wrong. Sometimes people think that admitting you're wrong is a sign of weakness, but in fact just the opposite is true--the more honest and open you are, the more people will respect you as a leader.

5. Learn how to spot talent. A huge element of great leadership is knowing how to connect with the right kind of people--those who can move your vision forward and develop successful strategies. But hiring great individuals is only half the game; it's just as important to understand how people of diverse backgrounds and abilities can best work together.

6. Be part of the team. There's an acronym that says "team" stands for Together Everyone Achieves More, and great leadership comes from those who see themselves as part of a team, who are willing to roll up their sleeves and do what it takes to support, help, guide and mentor.

7. Give credit where it's due. It's not uncommon to see someone in a leadership position take credit for the work of others, but true leaders are generous with credit. They know that any great accomplishment takes many people and talents.

8. Be a mentor, not a preacher. People are interested in growth and development; they want to know how they can do better and find their own path. As a leader your job is to mentor them, guide them and support them--not to boss them or preach to them.

9. Invest in people. To be a great leader, you need to start at the heart of what matters in your organization--and what matters is your people. If you want to see them happy, engaged, loyal and dedicated, make the time to invest in them, nurture them and provide them with a clear vision of what needs to be done.

10. Give freedom and be flexible. As long as people know how to get the job done right, stay out of their way. A leader who fosters freedom and flexibility gives people room to work in whatever way is best for them.

11. Be quick to praise. Praise people often and openly. Let others know when the work is well done, a job is completed with excellence and the results are great. But when it comes to feedback that's focused on development and growth, do it privately. It's likely to feel like a negative assessment, and no wants to feel they're being berated in public.

12. Bond with your team. It's easy for people to talk about wanting great teams, but that doesn't happen by itself. It takes a leader who's willing to get in the trenches and spend time working with their team to create the bond that great teams share.

13. Get out of your office. Come in early to get your work done while things are peaceful. Then, when everyone else arrives, get out of your office and connect with people. It's an efficient way to balance the demands of a leadership role, and people feel good about their team when they can see a leader not only working hard but also being available and accessible. It's a win-win.

14. Give the benefit of the doubt. Many of the bad things that happen in the course of a day or a week--a miscommunication, an uncomfortable moment, an act of disrespect--happen because someone is quick to judge and to give their opinion. The best leaders give the benefit of the doubt. They work on being fair and kind and on always giving people a second chance or the benefit of the doubt.

15. Stop micromanaging. Leaders who micromanage their teams are not allowing the talented to excel, the gifted to produce, and the experienced to make best use of their skills. If you want to be a better leader, step back and give people the room they need to do their best.

16. Have fun. Business may be serious, but the best leaders know how to build excitement and fun. They're great at creating an optimistic culture and an enthusiastic environment--they know fun's important when people are working hard.

17. Recognize the gifts of your people. Learn to quickly pick up on the gifts and strengths of your people. When you do, you're best equipped to help them build on their strengths and grow in the most productive direction.

18. Hold people accountable. One of the biggest derailments of leadership happens when people aren't held accountable. If responsibility and accountability are important to you, don't let those who are slacking get away with it. You gain respect by sticking to your principles, and your team stays highly functional. It can't get better than that.

19. Give trust to earn trust. When you trust, you send a message that you believe in people and have confidence in them. And, in turn, they're more inclined to trust you.

20. Show compassion and care. Compassion helps to bridge the gaps between what the organization needs, what your people want, and what you can give. And it's the leaders who show compassion who are the most admired.

21. Lead with love. Amor vincit omnia: Even the ancient Romans knew that love conquers all. Love your people, love your organization and love those you serve, and you'll have discovered the secret of great leadership.

It doesn't matter if you are running a business, managing a team, or teaching a class--leadership skills are important. Some people seem to be born knowing what to do to inspire and lead people, but for most of us it doesn't come that naturally.

Luckily for us, leadership isn't a magical gift but a set of skills that you can acquire and practice. It may come more easily to some than to others, but it's within reach of all of us. You just have to want it, be willing to work and dare to take a risk.

Wherever you are, whatever you do, here are 21 ways you can start to become a better leader today:

1. Manage your emotions. Your emotions give you energy. If they're low, your energy is low; if they're running high, you feel positive and optimistic. To be at your best as a leader, manage your emotions--when you do, you manage your energy too.

2. Develop your skills. If you don't have the skills to lead, no title or position will ever make you into the leader you want to be. There's only one way to become a better leader, and that's to work on your leadership skills, develop expertise in your field, and discover the heart of what leadership is about for you.

3. Become a great communicator. Discipline yourself to understand what's happening around you by observing and listening. A great leader is always a skilled communicator--not only as speaker but as a listener, someone who stays focused and tuned in to the nuance of a conversation.

4. Admit when you are wrong. It takes a strong, confident person to say they are wrong. Sometimes people think that admitting you're wrong is a sign of weakness, but in fact just the opposite is true--the more honest and open you are, the more people will respect you as a leader.

5. Learn how to spot talent. A huge element of great leadership is knowing how to connect with the right kind of people--those who can move your vision forward and develop successful strategies. But hiring great individuals is only half the game; it's just as important to understand how people of diverse backgrounds and abilities can best work together.

6. Be part of the team. There's an acronym that says "team" stands for Together Everyone Achieves More, and great leadership comes from those who see themselves as part of a team, who are willing to roll up their sleeves and do what it takes to support, help, guide and mentor.

7. Give credit where it's due. It's not uncommon to see someone in a leadership position take credit for the work of others, but true leaders are generous with credit. They know that any great accomplishment takes many people and talents.

8. Be a mentor, not a preacher. People are interested in growth and development; they want to know how they can do better and find their own path. As a leader your job is to mentor them, guide them and support them--not to boss them or preach to them.

9. Invest in people. To be a great leader, you need to start at the heart of what matters in your organization--and what matters is your people. If you want to see them happy, engaged, loyal and dedicated, make the time to invest in them, nurture them and provide them with a clear vision of what needs to be done.

10. Give freedom and be flexible. As long as people know how to get the job done right, stay out of their way. A leader who fosters freedom and flexibility gives people room to work in whatever way is best for them.

11. Be quick to praise. Praise people often and openly. Let others know when the work is well done, a job is completed with excellence and the results are great. But when it comes to feedback that's focused on development and growth, do it privately. It's likely to feel like a negative assessment, and no wants to feel they're being berated in public.

12. Bond with your team. It's easy for people to talk about wanting great teams, but that doesn't happen by itself. It takes a leader who's willing to get in the trenches and spend time working with their team to create the bond that great teams share.

13. Get out of your office. Come in early to get your work done while things are peaceful. Then, when everyone else arrives, get out of your office and connect with people. It's an efficient way to balance the demands of a leadership role, and people feel good about their team when they can see a leader not only working hard but also being available and accessible. It's a win-win.

14. Give the benefit of the doubt. Many of the bad things that happen in the course of a day or a week--a miscommunication, an uncomfortable moment, an act of disrespect--happen because someone is quick to judge and to give their opinion. The best leaders give the benefit of the doubt. They work on being fair and kind and on always giving people a second chance or the benefit of the doubt.

15. Stop micromanaging. Leaders who micromanage their teams are not allowing the talented to excel, the gifted to produce, and the experienced to make best use of their skills. If you want to be a better leader, step back and give people the room they need to do their best.

16. Have fun. Business may be serious, but the best leaders know how to build excitement and fun. They're great at creating an optimistic culture and an enthusiastic environment--they know fun's important when people are working hard.

17. Recognize the gifts of your people. Learn to quickly pick up on the gifts and strengths of your people. When you do, you're best equipped to help them build on their strengths and grow in the most productive direction.

18. Hold people accountable. One of the biggest derailments of leadership happens when people aren't held accountable. If responsibility and accountability are important to you, don't let those who are slacking get away with it. You gain respect by sticking to your principles, and your team stays highly functional. It can't get better than that.

19. Give trust to earn trust. When you trust, you send a message that you believe in people and have confidence in them. And, in turn, they're more inclined to trust you.

20. Show compassion and care. Compassion helps to bridge the gaps between what the organization needs, what your people want, and what you can give. And it's the leaders who show compassion who are the most admired.

21. Lead with love. Amor vincit omnia: Even the ancient Romans knew that love conquers all. Love your people, love your organization and love those you serve, and you'll have discovered the secret of great leadership.

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Lead By Lolly Daskal, President and CEO, Lead From Within @LollyDaskal It doesn't matter if you are running a business, managing a team, or teaching a class--leadership skills are important. Some people seem to be born knowing what to do to inspire and lead people, but for most of us it doesn't come that naturally.

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Lead
21 Ways to Be a Better Leader

Not everyone will become a great leader, but everyone can become a better leader.

By Lolly Daskal, President and CEO, Lead From Within @LollyDaskal

It doesn't matter if you are running a business, managing a team, or teaching a class--leadership skills are important. Some people seem to be born knowing what to do to inspire and lead people, but for most of us it doesn't come that naturally.

Luckily for us, leadership isn't a magical gift but a set of skills that you can acquire and practice. It may come more easily to some than to others, but it's within reach of all of us. You just have to want it, be willing to work and dare to take a risk.

Wherever you are, whatever you do, here are 21 ways you can start to become a better leader today:

1. Manage your emotions. Your emotions give you energy. If they're low, your energy is low; if they're running high, you feel positive and optimistic. To be at your best as a leader, manage your emotions--when you do, you manage your energy too.

2. Develop your skills. If you don't have the skills to lead, no title or position will ever make you into the leader you want to be. There's only one way to become a better leader, and that's to work on your leadership skills, develop expertise in your field, and discover the heart of what leadership is about for you.

3. Become a great communicator. Discipline yourself to understand what's happening around you by observing and listening. A great leader is always a skilled communicator--not only as speaker but as a listener, someone who stays focused and tuned in to the nuance of a conversation.

4. Admit when you are wrong. It takes a strong, confident person to say they are wrong. Sometimes people think that admitting you're wrong is a sign of weakness, but in fact just the opposite is true--the more honest and open you are, the more people will respect you as a leader.

5. Learn how to spot talent. A huge element of great leadership is knowing how to connect with the right kind of people--those who can move your vision forward and develop successful strategies. But hiring great individuals is only half the game; it's just as important to understand how people of diverse backgrounds and abilities can best work together.

6. Be part of the team. There's an acronym that says "team" stands for Together Everyone Achieves More, and great leadership comes from those who see themselves as part of a team, who are willing to roll up their sleeves and do what it takes to support, help, guide and mentor.

7. Give credit where it's due. It's not uncommon to see someone in a leadership position take credit for the work of others, but true leaders are generous with credit. They know that any great accomplishment takes many people and talents.

8. Be a mentor, not a preacher. People are interested in growth and development; they want to know how they can do better and find their own path. As a leader your job is to mentor them, guide them and support them--not to boss them or preach to them.

9. Invest in people. To be a great leader, you need to start at the heart of what matters in your organization--and what matters is your people. If you want to see them happy, engaged, loyal and dedicated, make the time to invest in them, nurture them and provide them with a clear vision of what needs to be done.

10. Give freedom and be flexible. As long as people know how to get the job done right, stay out of their way. A leader who fosters freedom and flexibility gives people room to work in whatever way is best for them.

11. Be quick to praise. Praise people often and openly. Let others know when the work is well done, a job is completed with excellence and the results are great. But when it comes to feedback that's focused on development and growth, do it privately. It's likely to feel like a negative assessment, and no wants to feel they're being berated in public.

12. Bond with your team. It's easy for people to talk about wanting great teams, but that doesn't happen by itself. It takes a leader who's willing to get in the trenches and spend time working with their team to create the bond that great teams share.

13. Get out of your office. Come in early to get your work done while things are peaceful. Then, when everyone else arrives, get out of your office and connect with people. It's an efficient way to balance the demands of a leadership role, and people feel good about their team when they can see a leader not only working hard but also being available and accessible. It's a win-win.

14. Give the benefit of the doubt. Many of the bad things that happen in the course of a day or a week--a miscommunication, an uncomfortable moment, an act of disrespect--happen because someone is quick to judge and to give their opinion. The best leaders give the benefit of the doubt. They work on being fair and kind and on always giving people a second chance or the benefit of the doubt.

15. Stop micromanaging. Leaders who micromanage their teams are not allowing the talented to excel, the gifted to produce, and the experienced to make best use of their skills. If you want to be a better leader, step back and give people the room they need to do their best.

16. Have fun. Business may be serious, but the best leaders know how to build excitement and fun. They're great at creating an optimistic culture and an enthusiastic environment--they know fun's important when people are working hard.

17. Recognize the gifts of your people. Learn to quickly pick up on the gifts and strengths of your people. When you do, you're best equipped to help them build on their strengths and grow in the most productive direction.

18. Hold people accountable. One of the biggest derailments of leadership happens when people aren't held accountable. If responsibility and accountability are important to you, don't let those who are slacking get away with it. You gain respect by sticking to your principles, and your team stays highly functional. It can't get better than that.

19. Give trust to earn trust. When you trust, you send a message that you believe in people and have confidence in them. And, in turn, they're more inclined to trust you.

20. Show compassion and care. Compassion helps to bridge the gaps between what the organization needs, what your people want, and what you can give. And it's the leaders who show compassion who are the most admired.

21. Lead with love. Amor vincit omnia: Even the ancient Romans knew that love conquers all. Love your people, love your organization and love those you serve, and you'll have discovered the secret of great leadership.

It doesn't matter if you are running a business, managing a team, or teaching a class--leadership skills are important. Some people seem to be born knowing what to do to inspire and lead people, but for most of us it doesn't come that naturally.

Luckily for us, leadership isn't a magical gift but a set of skills that you can acquire and practice. It may come more easily to some than to others, but it's within reach of all of us. You just have to want it, be willing to work and dare to take a risk.

Wherever you are, whatever you do, here are 21 ways you can start to become a better leader today:

1. Manage your emotions. Your emotions give you energy. If they're low, your energy is low; if they're running high, you feel positive and optimistic. To be at your best as a leader, manage your emotions--when you do, you manage your energy too.

2. Develop your skills. If you don't have the skills to lead, no title or position will ever make you into the leader you want to be. There's only one way to become a better leader, and that's to work on your leadership skills, develop expertise in your field, and discover the heart of what leadership is about for you.

3. Become a great communicator. Discipline yourself to understand what's happening around you by observing and listening. A great leader is always a skilled communicator--not only as speaker but as a listener, someone who stays focused and tuned in to the nuance of a conversation.

4. Admit when you are wrong. It takes a strong, confident person to say they are wrong. Sometimes people think that admitting you're wrong is a sign of weakness, but in fact just the opposite is true--the more honest and open you are, the more people will respect you as a leader.

5. Learn how to spot talent. A huge element of great leadership is knowing how to connect with the right kind of people--those who can move your vision forward and develop successful strategies. But hiring great individuals is only half the game; it's just as important to understand how people of diverse backgrounds and abilities can best work together.

6. Be part of the team. There's an acronym that says "team" stands for Together Everyone Achieves More, and great leadership comes from those who see themselves as part of a team, who are willing to roll up their sleeves and do what it takes to support, help, guide and mentor.

7. Give credit where it's due. It's not uncommon to see someone in a leadership position take credit for the work of others, but true leaders are generous with credit. They know that any great accomplishment takes many people and talents.

8. Be a mentor, not a preacher. People are interested in growth and development; they want to know how they can do better and find their own path. As a leader your job is to mentor them, guide them and support them--not to boss them or preach to them.

9. Invest in people. To be a great leader, you need to start at the heart of what matters in your organization--and what matters is your people. If you want to see them happy, engaged, loyal and dedicated, make the time to invest in them, nurture them and provide them with a clear vision of what needs to be done.

10. Give freedom and be flexible. As long as people know how to get the job done right, stay out of their way. A leader who fosters freedom and flexibility gives people room to work in whatever way is best for them.

11. Be quick to praise. Praise people often and openly. Let others know when the work is well done, a job is completed with excellence and the results are great. But when it comes to feedback that's focused on development and growth, do it privately. It's likely to feel like a negative assessment, and no wants to feel they're being berated in public.

12. Bond with your team. It's easy for people to talk about wanting great teams, but that doesn't happen by itself. It takes a leader who's willing to get in the trenches and spend time working with their team to create the bond that great teams share.

13. Get out of your office. Come in early to get your work done while things are peaceful. Then, when everyone else arrives, get out of your office and connect with people. It's an efficient way to balance the demands of a leadership role, and people feel good about their team when they can see a leader not only working hard but also being available and accessible. It's a win-win.

14. Give the benefit of the doubt. Many of the bad things that happen in the course of a day or a week--a miscommunication, an uncomfortable moment, an act of disrespect--happen because someone is quick to judge and to give their opinion. The best leaders give the benefit of the doubt. They work on being fair and kind and on always giving people a second chance or the benefit of the doubt.

15. Stop micromanaging. Leaders who micromanage their teams are not allowing the talented to excel, the gifted to produce, and the experienced to make best use of their skills. If you want to be a better leader, step back and give people the room they need to do their best.

16. Have fun. Business may be serious, but the best leaders know how to build excitement and fun. They're great at creating an optimistic culture and an enthusiastic environment--they know fun's important when people are working hard.

17. Recognize the gifts of your people. Learn to quickly pick up on the gifts and strengths of your people. When you do, you're best equipped to help them build on their strengths and grow in the most productive direction.

18. Hold people accountable. One of the biggest derailments of leadership happens when people aren't held accountable. If responsibility and accountability are important to you, don't let those who are slacking get away with it. You gain respect by sticking to your principles, and your team stays highly functional. It can't get better than that.

19. Give trust to earn trust. When you trust, you send a message that you believe in people and have confidence in them. And, in turn, they're more inclined to trust you.

20. Show compassion and care. Compassion helps to bridge the gaps between what the organization needs, what your people want, and what you can give. And it's the leaders who show compassion who are the most admired.

21. Lead with love. Amor vincit omnia: Even the ancient Romans knew that love conquers all. Love your people, love your organization and love those you serve, and you'll have discovered the secret of great leadership.

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Lead By Lolly Daskal, President and CEO, Lead From Within @LollyDaskal It doesn't matter if you are running a business, managing a team, or teaching a class--leadership skills are important. Some people seem to be born knowing what to do to inspire and lead people, but for most of us it doesn't come that naturally.

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Here is a leadership program designed by my group. We explored what the program should look, feel and sound like before people take part, during the program and after the program.

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Over the course we designed various infographics to express our thoughts and ideas

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Sample warm up and cooldown for our mentees

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2018 9 27 ED2318 Wesley O Brien coaching

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Sample case studies that we can use to relate to our mentees.

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2018 9 26 SSPE ED2318 Move Mentor Lesson 3

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Mentee: a mentee is an individual that wants to improve their Physical Activity levels with help from their mentors.
Mentor: a mentors aim is to provide motivation, assistance and encouragement to mentees as they go through their Made2Move journey.
Screening Tests: Screening tests are assessments put into place to assess the physical readiness of the mentees.
Pods: Pods are groups of four or five mentors that discuss and evaluate various ideas.

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Excellent training day today with the Move Mentors!! **Calling all UCC 1st Years** The first Made2Move Club session is on Tues 18th Sept. in the Elec Eng building at 6pm. Hope to see you all there!! #Made2Move #UCCSSPE

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9 Likes, 0 Comments - Made2Move (@made2moveaiaa) on Instagram: "Excellent training day today with the Move Mentors!! **Calling all UCC 1st Years** The first..."

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Each group was required to display an infographic that describes the importance of mentor mentee interaction. Each groups infographic was displayed to the class. This was very useful as we could note the different apps being used alongside the content.
It was announced to us that we were in design sprint phase 4 of the made2move club. We recapped on the last two months of the club and our experiences with it. We revisitied the different generations and decided on which generation are the most curious about technology. It was decided that generation X are the most curious as they didn't grow up with technology however they're lives may rely on it now.
We talked about generation alpha and z, who will grow up in the era of new technology and how it may hamper their creativity and will to learn. We also discussed social distance - a concept Social distance is a measure of social separation between groups caused by perceived or real differences between groups of people as defined by well-known social categories. This applies to our mentees as they might feel intimidated by joining our club if they don't feel physically fit.

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A website was introduced to us that highlighted the most common key words that were used from our feedback in the program. This was very useful to us as it showed us both the positive and negative words used. We re- evaluated our points on design thinking.
We focused on the mentees and discussed good attributes and qualities that the mentee, mentor and quality training program. This allowed us to highlight what we wanted from the program personally and also from the point of view from the mentee.

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Design Thinking is not an exclusive property of designers-all great innovators in literature, art, music, science, engineering, and business have practiced it. So, why call it Design Thinking? What's special about Design Thinking is that designers' work processes can help us systematically extract, teach, learn and apply these human-centered techniques to solve problems in a creative and innovative way-in our designs, in our businesses, in our countries, in our lives.
Some of the world's leading brands, such as Apple, Google and Samsung, rapidly adopted the design thinking approach, and leading universities around the world teach the related methodology-including Stanford, Harvard, Imperial College London and the Srishti Institute in India. Before you incorporate design thinking into your own workflows, you need to know what it is and why it's so popular. Here, we'll cut to the chase and tell you what design thinking is all about and why it's so in demand.

What is Design Thinking?

Design thinking is an iterative and non-linear process that contains five phases: 1. Empathize, 2. Define, 3. Ideate, 4. Prototype and 5. Test.

Design thinking is an iterative process in which you seek to understand your users, challenge assumptions, redefine problems and create innovative solutions which you can prototype and test. The overall goal is to identify alternative strategies and solutions that are not instantly apparent with your initial level of understanding.

Design thinking is more than just a process; it opens up an entirely new way to think, and it offers a collection of hands-on methods to help you apply this new mindset.

In essence, design thinking:

Revolves around a deep interest to understand the people for whom we design products and services.

Helps us observe and develop empathy with the target users.

Enhances our ability to question: in design thinking you question the problem, the assumptions and the implications.

Proves extremely useful when you tackle problems that are ill-defined or unknown.

Involves ongoing experimentation through sketches, prototypes, testing and trials of new concepts and ideas.

In this video, Don Norman, the Grandfather of Human-Centered Design, explains how the approach and flexibility of design thinking can help us tackle major global challenges.
What Are the 5 Phases of Design Thinking?

Design thinking is an iterative and non-linear process that contains five phases: 1. Empathize, 2. Define, 3. Ideate, 4. Prototype and 5. Test. You can carry these stages out in parallel, repeat them and circle back to a previous stage at any point in the process.

The core purpose of the process is to allow you to work in a dynamic way to develop and launch innovative ideas.

Design thinking is an iterative and non-linear process that contains five phases: 1. Empathize, 2. Define, 3. Ideate, 4. Prototype and 5. Test.

Design Thinking Makes You Think Outside the Box

Design thinking can help people do out-of-the-box or outside-the-box thinking. People who use this methodology:

Attempt to develop new ways of thinking-ways that do not abide by the dominant or more common problem-solving methods.

Have the intention to improve products, services and processes. They seek to analyze and understand how users interact with products to investigate the conditions in which they operate.

Ask significant questions and challenge assumptions. One element of outside-the-box / out-of-the-box thinking is to falsify previous assumptions-i.e., make it possible to prove whether they're valid or not.

As you can see, design thinking offers us a means to think outside the box and also dig that bit deeper into problem-solving. It helps us carry out the right kind of research, create prototypes and test our products and services to uncover new ways to meet our users' needs.

The Grand Old Man of User Experience, Don Norman, who also coined the very term User Experience, explains what Design Thinking is and what's so special about it:

"...the more I pondered the nature of design and reflected on my recent encounters with engineers, business people and others who blindly solved the problems they thought they were facing without question or further study, I realized that these people could benefit from a good dose of design thinking. Designers have developed a number of techniques to avoid being captured by too facile a solution. They take the original problem as a suggestion, not as a final statement, then think broadly about what the real issues underlying this problem statement might really be (for example by using the "Five Whys" approach to get at root causes). Most important of all, is that the process is iterative and expansive. Designers resist the temptation to jump immediately to a solution to the stated problem. Instead, they first spend time determining what the basic, fundamental (root) issue is that needs to be addressed. They don't try to search for a solution until they have determined the real problem, and even then, instead of solving that problem, they stop to consider a wide range of potential solutions. Only then will they finally converge upon their proposal. This process is called "Design Thinking."

- Don Norman, Rethinking Design Thinking

Design Thinking is for Everybody

How many people are involved in the design process when your organization decides to create a new product or service? Teams that build products are often composed of people from a variety of different departments. For this reason, it can be difficult to develop, categorize and organize ideas and solutions for the problems you try to solve. One way you can keep a project on track, and organize the core ideas, is to use a design thinking approach-and everybody can get involved in that!

Tim Brown, CEO of the celebrated innovation and design firm IDEO, emphasizes this in his successful book Change by Design when he says design thinking techniques and strategies belong at every level of a business.

Design thinking is not only for designers but also for creative employees, freelancers and leaders who seek to infuse it into every level of an organization. This widespread adoption of design thinking will drive the creation of alternative products and services for both business and society.

"Design thinking begins with skills designers have learned over many decades in their quest to match human needs with available technical resources within the practical constraints of business. By integrating what is desirable from a human point of view with what is technologically feasible and economically viable, designers have been able to create the products we enjoy today. Design thinking takes the next step, which is to put these tools into the hands of people who may have never thought of themselves as designers and apply them to a vastly greater range of problems."

- Tim Brown, Change by Design, Introduction

Design thinking techniques and strategies belong at every level of a business. You should involve colleagues from a wide range of departments to create a cross-functional team that can utilize knowledge and experience from different specialisms.

Tim Brown also shows how design thinking is not just for everybody-it's about everybody, too. The process is firmly based on how you can generate a holistic and empathic understanding of the problems people face. Design thinking involves ambiguous, and inherently subjective, concepts such as emotions, needs, motivations and drivers of behavior.

In a solely scientific approach (for example, analyzing data), people are reduced to representative numbers, devoid of emotions. Design thinking, on the other hand, considers both quantitative as well as qualitative dimensions to gain a more complete understanding of user needs. For example, you might observe people performing a task such as shopping for groceries, and you might talk to a few shoppers who feel frustrated with the checkout process at the store (qualitative data). You can also ask them how many times a week they go shopping or feel a certain way at the checkout counter (quantitative data). You can then combine these data points to paint a holistic picture of user pain points, needs and problems.

Tim Brown sums up that design thinking provides a third way to look at problems. It's essentially a problem-solving approach that has crystallized in the field of design to combine a holistic user-centered perspective with rational and analytical research-all with the goal to create innovative solutions.

"Design thinking taps into capacities we all have but that are overlooked by more conventional problem-solving practices. It is not only human-centered; it is deeply human in and of itself. Design thinking relies on our ability to be intuitive, to recognize patterns, to construct ideas that have emotional meaning as well as functionality, to express ourselves in media other than words or symbols. Nobody wants to run a business based on feeling, intuition, and inspiration, but an overreliance on the rational and the analytical can be just as dangerous. The integrated approach at the core of the design process suggests a 'third way.'"

- Tim Brown, Change by Design, Introduction

Design Thinking Has a Scientific Side

Design thinking is both an art and a science. It combines investigations into ambiguous elements of the problem with rational and analytical research -the scientific side in other words. This magical concoction reveals previously unknown parameters and helps to uncover alternative strategies which lead to truly innovative solutions.

The scientific activities analyze how users interact with products, and investigate the conditions in which they operate. They include tasks which:

Research users' needs.

Pool experience from previous projects.

Consider present and future conditions specific to the product.

Test the parameters of the problem.

Test the practical application of alternative problem solutions.

Once you arrive at a number of potential solutions, the selection process is then underpinned by rationality. As a designer, you are encouraged to analyze and falsify these solutions to arrive at the best available option for each problem or obstacle identified during phases of the design process.

With this in mind, it may be more correct to say design thinking is not about thinking outside the box, but on its edge, its corner, its flap, and under its bar code-as Clint Runge put it.

Clint Runge is Founder and Managing Director of Archrival, a distinguished youth marketing agency, and adjunct Professor at the University of Nebraska-Lincoln.

Resetting Our Mental Boxes and Developing a Fresh Mindset

Thinking outside of the box can provide an innovative solution to a sticky problem. However, thinking outside of the box can be a real challenge as we naturally develop patterns of thinking that are modeled on the repetitive activities and commonly accessed knowledge we surround ourselves with.

Some years ago, an incident occurred where a truck driver tried to pass under a low bridge. But he failed, and the truck was lodged firmly under the bridge. The driver was unable to continue driving through or reverse out.

The story goes that as the truck became stuck, it caused massive traffic problems, which resulted in emergency personnel, engineers, firefighters and truck drivers gathering to devise and negotiate various solutions for dislodging the trapped vehicle.

Emergency workers were debating whether to dismantle parts of the truck or chip away at parts of the bridge. Each spoke of a solution that fitted within his or her respective level of expertise.

A boy walking by and witnessing the intense debate looked at the truck, at the bridge, then looked at the road and said nonchalantly, "Why not just let the air out of the tires?" to the absolute amazement of all the specialists and experts trying to unpick the problem.

When the solution was tested, the truck was able to drive free with ease, having suffered only the damage caused by its initial attempt to pass underneath the bridge. The story symbolizes the struggles we face where oftentimes the most obvious solutions are the ones hardest to come by because of the self-imposed constraints we work within.

It's often difficult for us humans to challenge our assumptions and everyday knowledge because we rely on building patterns of thinking in order to not have to learn everything from scratch every time. We rely on doing everyday processes more or less unconsciously-for example, when we get up in the morning, eat, walk, and read-but also when we assess challenges at work and in our private lives. In particular, experts and specialists rely on their solid thought patterns, and it can be very challenging and difficult for experts to start questioning their knowledge.

Stories Have the Power to Inspire

Why did we tell you this story about the truck and the bridge? Well, it's because stories can help us inspire opportunities, ideas and solutions. Stories are framed around real people and their lives and are important because they're accounts of specific events, not general statements. They provide us with concrete details which help us imagine solutions to particular problems.

Stories also help you develop the eye of a designer. As you walk around the world, you should try to look for the design stories that are all around you. Say to yourself "that's an example of great design" or "that's an example of really bad design " and try to figure out the reasons why.

When you come across something particularly significant, make sure you document it either through photos or video. This will prove beneficial not only to you and your design practice but also to others-your future clients, maybe.

The Take Away

Design Thinking is an iterative and non-linear process. This simply means that the design team continuously uses their results to review, question and improve their initial assumptions, understandings and results. Results from the final stage of the initial work process inform our understanding of the problem, help us determine the parameters of the problem, enable us to redefine the problem, and, perhaps most importantly, provide us with new insights so we can see any alternative solutions that might not have been available with our previous level of understanding.

Design thinking is a non-linear, iterative process that consists of 5 phases: 1. Empathize, 2. Define, 3. Ideate, 4. Prototype and 5. Test. You can carry out the stages in parallel, repeat them and circle back to a previous stage at any point in the process-you don't have to follow them in order.

It's a process that digs abit deeper into problem-solving as you seek to understand your users, challenge assumptions and redefine problems. The design thinking process has both a scientific and artistic side to it, as it asks us to understand and challenge our natural, restrictive patterns of thinking and generate innovative solutions to the problems our users face.

Design thinking is essentially a problem-solving approach that has the intention to improve products. It helps you assess and analyze known aspects of a problem and identify the more ambiguous or peripheral factors that contribute to the conditions of a problem. This contrasts with a more scientific approach where the concrete and known aspects are tested in order to arrive at a solution.

The iterative and ideation-oriented nature of design thinking means we constantly question and acquire knowledge throughout the process. This helps us redefine a problem so we can identify alternative strategies and solutions that aren't instantly apparent with our initial level of understanding.

Design thinking is often referred to as outside-the-box thinking, as designers attempt to develop new ways of thinking that do not abide by the dominant or more common problem-solving methods-just like artists do.

The design thinking process has become increasingly popular over the last few decades because it was key to the success of many high-profile, global organizations. This outside-the-box thinking is now taught at leading universities across the world and is encouraged at every level of business.

"The 'Design Thinking' label is not a myth. It is a description of the application of well-tried design process to new challenges and opportunities, used by people from both design and non-design backgrounds. I welcome the recognition of the term and hope that its use continues to expand and be more universally understood, so that eventually every leader knows how to use design and design thinking for innovation and better results."

- Bill Moggridge, co-founder of IDEO, in Design Thinking: Dear Don

References & Where to Learn More

Enroll in our engaging course, "Design Thinking: The Ultimate Guide"

Here are some examples of good and bad designs to inspire you to look for examples in your daily life.

Read this informative article "What Is Design Thinking, and How Can SMBs Accomplish It?" by Jackie Dove.

Read this insightful article "Rethinking Design Thinking" by Don Norman.

Check out Tim Brown's book "Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation Introduction," 2009.

Learn more about Design Thinking in the article "Design Thinking: Dear Don" by Bill Moggridge.

Images

© Interaction Design Foundation, CC BY-SA 3.0

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What is Design Thinking and Why Is It So Popular?

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Design Thinking is being taught at leading universities around the world. Here we'll cut to the chase and tell you what it is, as well as why it's so in demand.

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Our class today involved design thinking. During our session we discussed the different types of generations through out the years, yet we focused mostly on the current generations A and Z using Mark McCrindle's inforgraphic on various generations. We watched a video on Blooms Taxonomy, which highlights the significance of both higher order and lower order questions.
We had an evaluation of the club, looking to see how we can recruit new members, develop the club further and make the club more known. We wrote down key words from the evaluation on to sticky notes and then stuck them on to the wall. We rearranged the notes in to three categories:

training program essentials

good mentee/mentor characteristics

methods on how to recruit new mentees.

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Our session in Week 6 took place in the Mardyke Arena again to view a demonstation on more exercises and equipment to present to our mentees. Our class was broken in to three groups and was allocated an activity to observe. The three activities were:

1. Run a Mile

2. Introductory to Gym Equipment

3. Core Exercises

My group began with the run a mile, which took place out on the outside track. Everyone was instructed to run four laps which roughly equates to one mile.
We then moved on to the gym, where a Mardyke Instructor explained the different gym appliances, such as cardiovascular machines and weight machines to us and how to use them.
Our final activity comprised of Gillian demonstrating different core exercises and how to perform them correctly with a good technique.

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ssimple mind plus
easel.ly

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We had a new session this week where Dr. Wesley O' Brien introduced to us the idea of incorporating strength training into our mentee's programs. Wesley's highlighted to us the ability to regress and progress activities to suit the individual mentee's abilities. By doing this, mentees can feel more challenged and engaged with their physical activity exercises. Wesley outlined exercises that involve using body weight or small weights to us to introduce to our mentees. The exercises focus on the different muscle groups that may or may not have been activated by the mentee before. The session finished by having an evaluation of the club. The positive, negatives and challenges were discussed alongsude current state of the club.

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Amy Cuddy TED Talk - Fake it Till You Make it

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This was week for us as we gained 63 new mentees from 1st Maths Science. I was introduced to my first mentee and completed the screening process and questionnaires with them. I created a program suited to my mentee that fit in with his lifestyle and timetable.
We used different methods of gaining mentees through approaching courses directly. We also condensed our questionnaires to make them more accessible to the mentees.

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This week we had a session with Dr. Wesley O' Brien. Wesley went through different methods of making a warm up both effective and fun. We discussed different ways to promote movement in a session; using demonstrations with beanbags and reaction balls.
We evaluated challenges we've encountered such as lack of interaction with mentee's and their programs. This was a key issue for us and we examined our program to see if any improvements could be made. We discussed the idea of condensing and simplifying the questionnaires that are initially given to the mentees, so they are less intimidating and more user friendly.
We also revisited older issues such as the screening processes.

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In week two, we gathered into our pods and assigned the roles of Group Leader, Attendence Supervisor, Safety Supervisor and Equipment Manager.
We were introduced to the idea of creating programs for our mentees while applying theories such as the FITT principal.
Different case studies were displayed to us to give us different samples of programs to suit different lifestyles.
Within our pods we chose one mentee and created a suitable plan to work alongside the mentees current timetable.
We dissected the clubs progress so far to see is there any areas we could improve on. We've worked on issues that have arose such as better use of space, not wearing our SSPE uniform tracksuit to appear less intimidating, and how to complete the screening process in a more discrete fashion.

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Weekly accounts of the progress, development and challenges encountered by the Made 2 Move Clubs.

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Screening Tests- Physical Assessment Criteria 

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Screening Tests- Physical Assessment Criteria 

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Resting Heart Rate (RHR)

Height (cm)

Weight (kg)

BMI

Waist (cm)

Hips (cm)

Waist/ Hips ratio

Press Up Level

Abs Curl Level

Sit and Reach (cm)

Mile Test

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On our first day, we were introduced to the Made 2 Move club. The Made 2 Move club is an initiative founded to promote to Physical Activity. We were given an outline to what the club entails and what part we would take with it. We were introduced to the terms mentees, mentors and screening tests.
We received information on how to do a screen tests to collect basic knowledge of our mentees status.
We were divided into groups which were called 'pods'. Pods were are groups of 4 to 5 people and are used to discuss and evaluated various ideas.
At the first Made 2 Move session, we were introduced to mentees that signed up for the club and the majority of mentors were assigned mentees. Unfortunately there was not enough mentees for ever mentor. The mentors carried out the screening tests and questionnaires with the mentees.

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Made 2 Move is a Physical Activity initiative designed to enable people to do what they are created to do;

MOVE!!!!

The program will result in More People, More Active and More Often.

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                                      FITT Principle 

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                                      FITT Principle 

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F - Frequency - The number of times  you exercise per week.
I - Intensity -  Level of effort of the exercise.
T - Time - Total amount of time spent exercising
T - Type -  Type of exercise being done

(Donche, 2008)