MODULE 2 or personas to each quadrant:

Self – Awareness Q1 – Public Self Q2 – Private Self

What is awareness? Self-awareness?
Awareness is about having (or showing) a realization, perception or
knowledge of a concept, situation, circumstance, or person
Self-awareness allows us to recognize our place and role in the
world, and to express thoughts and behaviors based on them.
Developmental Theory (Jean Piaget, 1896-1980)
• Has the assumption that a child’s thinking changes at the precise
onset of particular developmental stages
•Focus is on the processes of
• Assimilation
• Accommodation
Developmental Theory (Jean Piaget, 1896-1980)
• States that growing up influences a child’s capacity to understand
the world; children cannot do particular tasks until they are
psychologically mature enough to do so
• Inaccurate
Cognitive Development (Andreas Demetriou, 1950-)
• Offered a combination of empirical evidence from Piaget’s theory
and aspects of psychometrics and cognitive theory
• Functional Levels of Organization
• Core processes
• Mental operations
• Knowledge and beliefs
Cognitive Development (Andreas Demetriou, 1950-)
• Aimed to describe and explain intellectual development, individual
differences in the rate and direction of intellectual development,
and cognitive mechanisms underlying development and the actual
differences that occur between changes
• More accurate application
Areas of Self-Awareness
• Personality
• Values
• Habits
• Needs
• Emotions
Abraham Maslow’s Hierarchy Identifies Five Levels Of Needs
1. Self-Actualization
2. Esteem
3. Love/belonging
4. Safety
5. Physiological
Understanding the areas of self-awareness help us gain insight on
the various aspects of our lives—including the competency areas
that influence our holistic personal development.
Competency Areas that Benefit from Practicing Self-Awareness
• Skills development
• Performance
• Intuitive decision-making
• Stress management
• Motivation
• Leadership
Developing a healthy self-awareness is critical to developing other
skills considered to be critical competencies for leaders.
The Johari Window
Practicing self-awareness requires reflection. One tool determined to
illustrate the process accurately is the Johari Window.
Designed with four (4) quadrants, the model assigns specific ‘selves’
Q3 – Blind Self Q4 – Undiscovered Self
Self-regulation
• What is Self-regulation?
It is a stage where awareness of certain behavior leads to self-policing
action or the capacity to alter behavior.
It determines how we can choose to respond, and the way we do
respond, to particular situations, circumstances, events, and people.
Social Learning Theory (Albert Bandura, 1925- )
• Focuses on learning that occurs within the social context
• Suggests that the environment has an effect on modeling where
individuals identify an “ideal” and patterns their behaviors after them;
modeling becomes successful if there is
Attention
Retention
Motor reproduction
Motivation
Social Learning Theory (Albert Bandura, 1925- )
• Theory assumes that people learn from one another such concepts
as observation, imitation, and even modeling
• Social Learning is considered the bridge between cognitive and
behaviorist theories
Self-Determination Theory (Edward Deci & Richard Ryan)
• SDT assumes that people have psychological needs that are the
basis for self-motivation and personality integration
• Cites three (3) needs which allow optimal function and growth if
they are satisfied
• Competence
• Relatedness
• Autonomy
Self-Determination Theory (Edward Deci and Richard Ryan)
• Deci and Ryan stated that self-determination is “to endorse one’s
actions at the highest level of reflection”; when we are self-
determined, we “experience a sense of freedom to do what is
interesting, personally important, and vitalizing”
Phases of Self – Regulation
1. Forethought / Pre-action or Setting Standards and Goals
Sets the stage for action and maps tasks
2. Performance Control
Involves processes and the utilization of strategies to reach success
3. Self-Reflection
Reflection after performance; outcomes are compared to goals set in
the forethought phase
Aspects of Self-Regulation
1. Setting standards and goals
2. Self-observation
Systematic monitoring of own performance
3. Self-judge
Systematic comparison of actual performance set against
goals
4. Self-reaction
Personal process of evaluation that takes places during
the activity patterns to stress and other triggers.
We can correct ourselves consciously and challenge
defeatist attitudes. When we learn to identify
specific positive or negative behavior, we can go
about consciously watching out for the cues,
actions, or stimuli that trigger them. We can change
our response.

MODULE 3
A basic system that prompts us to keep going towards expected or
aspired ends
Some Theories:
• Two-Factor Theory
• Goal-Setting
• Drive
• Acquired Needs
Two-Factor Theory (Frederick Herzberg)
• Assumes that certain factors result in satisfaction but their absence
may not lead to dissatisfaction
✔ Intrinsic motivation – value-based rewards, driven by interest or
enjoyment in the task itself, a person’s motivation being based
on taking pleasure in the activity itself and not its rewards (example:
hobbies)
✔ Extrinsic motivation – based on the performance of an activity in
order to attain an outcome (example: work)
Goal-Setting Theory (Edwin Locke)
• Assumes that “goal setting” is linked to task performance and that,
specific and challenging goals, along with appropriate feedback,
leads to higher and better task performance.
✔ Goals indicate and give direction to an individual about what
needs to be done and how much effort is required to be put in
to achieve a given task or goal
will”. Staff or subordinates are often driven by a certain measure of
fear.
Followership is looked upon as a phenomenon resulting from
recognized motivations.
Motivation is a leader’s primary function.
Lessons in Motivation
1. Motivation is personal - A good leader takes the time to learn what
motivates each individual
2. The effect of fear and other external “motivators” (including
bonuses) is likely to diminish over time
3. Fear is negative and exhausting
4.People’s motivation often lines up with their strengths – Keep an
eye on people’s strengths
5.People need clear goals and expectations, and consistent
communication to remain motivated
6.Motivation is different from manipulation
7.People often say money is what motivates them, however, it usually
isn’t the money itself, but rather what the money brings that really
motivates them
8.Never assume everyone likes public recognition
9.While group motivation is certainly possible, and teamwork has its
own desirable dynamics, ultimately motivation comes from inside
each person

Drive Theory
• Based on the principle that organisms are born with certain
psychological needs, that these needs prod organisms to action in
order to attain them, and that drives are lessened when the needs are
met
• A negative state of tension is created when the needs are not
satisfied; anxiety builds along with other negative emotions.
• States that when needs are met and a drive is reduced, the organism
returns to a state of relaxation or calm

Acquired Needs (David McClelland)

• Assumes that we have needs that are formulated over time based on
our experiences
• Types of motivational needs:
• Achievement
• Authority
• Affiliation
• Focused on achievement
• It postulated that only a few people have achievement
motivations and that people with stronger achievement needs
make better leaders

Management and Leadership Conflict

Management is the act of getting people together to accomplish
desired goals and objectives; the human action of designing or
facilitating systems or organizations—a formal role.
Leadership is considered a value that defines performance
direction.
It is also a competency.
It is assumed that the right kind of leadership results in
concentrated effort towards the achievement of actual performance
excellence.

Leader-Manager
Between the roles is TRUST:
The biggest factor that differentiates one from the other is the loyalty
and following afforded by staff. There is an unspoken layer of trust.
Followers are often driven by loyalty through the practice of “free
MODULE 4 MODULE 5

Self-Determination What is Empathy?

• As a process of endorsing one’s actions at the highest level of The feeling that you understand and share another person's
reflection”, we expectedly “experience a sense of freedom” experiences and emotions: the ability to share someone else's feelings
once self-determined
• In building vision statements, self-determination refers to a Empathy as a Skill
process of self-discovery Empathy is the capacity to recognize and to an extent, share feelings
that are being experienced by another person.
Values - It is the ability to place one’s self in the shoes of another, see
Paying due attention to our through someone else’s eyes; it is a means of identifying with another
values helps us: person or group with whom we interact.
(a) become more self-aware, - It is thus a social skill albeit a critical one.
(b) make ethical decisions,
(c) prioritize our tasks, Defusing Conflict
(d) develop credibility as a leader Empathy has great use in the area of conflict management.
An empathetic person engaged in conflict management may actually
Strategic Planning
sense how other people feel.
Strategic planning tools help provide us with analytical compasses so He / she would be able to call on supporting or operative skills in
we do not lose our way. order to understand the true nature of the conflict, how it affects any
D-S-T-P of the parties involved, and attempt to defuse the conflict:
D – Draw •Trust * Attentiveness
S – See •Appropriate Responses * Shared Experiences
T – Think •Respect * Support
P – Plan
Empathy as a Social Competency
P-D-C-A Social competencies are skills that determine how we
P – Plan handle relationships.
D – Do According to Daniel Goleman, we make use
C – Check of empathy as a social competency to
A – Act understand others.
As a value, we use it to help us in developing
Goals other people, work on a service orientation, leverage
• Goal-setting is a process by which we identify our goals diversity and to develop political awareness.
o When we know our goals, we know what direction to
take in order to fulfill them. Empathic Leadership
o from a task-oriented perspective, goal-setting gives you Maximizing the use of empathy is especially useful to
long-term vision and short-term motivation. leadership.
Goals are set at three (3) levels: Since staff development is a core task, leaders
• Create the “big picture” of what you want to do with your life can draw from empathy to provide the kind
of guidance his or her direct reports can appreciate.
• Break them into smaller or short-term targets that correspond to
steps (operational steps) that you must accomplish to hit your
Leadership Methods/ Styles
goals
Coaching Leadership In this kind of leadership,
• Start working to achieve them
coaches give direction together with an action plan;
then they follow-up with appropriate support and
Objectives
empathic correction.
• Specific, precise, tangible, concrete, and measurable
Coaching Leadership Periodic activators keep
• If goals are targets, objectives are the arrows that help us reach the
people on the right track, while
target and demonstrate a certain level of mastery
intermittent consequences provide motivation
to keep people going.
Your Mission Statement
Delegating Leadership When leaders ‘assign’ a task
• Identify past successes
in general terms to limit behavior-focused feedback,
• Identify core values
along with this comes the expectation that team
• Identify contributors
members are already motivated to do their best and
• Identify goals
will, by and among themselves, give each other
• Write Mission statement
direction, support and feedback.
Delegating Leadership It is also expected that
A personal mission statement is a powerful document that expresses
team members are responsible, and use self-
your personal sense of purpose, your meaning, and reason for
management techniques that keep them on the right
being.
track.
Instructive Leadership This type of leadership is
often used in the case of leading new hires—team
members are highly motivated but do not know what
to do.
Instructive Leadership A lot of extrinsic motivation
is needed and instructional leadership helps such team
members to channel, or redirect,
their motivation. Based on the situation,
empathy does not always figure in the instruction.
Supportive Leadership In certain cases, more
support rather than direction is needed, as in the case
of supportive leadership.
Supportive Leadership Empathic leaders tailor
their leadership based on the needs of the team
members. Where necessary, instruction is given newer
members while the more mature and motivated
could be delegated to undertake tasks.
Supportive Leadership Coaching will be applied
in instances where a sense of direction and motivation
is needed. Finally, support could be provided at any
point whenever it is necessary.
Social Radar
Empathy helps us determine how to adapt to
given situations especially when we consider the
general aspects of:
•Understanding others – Empathy is crucial
to excellence
•Developing others – Empathy is best
acknowledged when people are promoted to certain
designations to develop their potentials
• Service orientation – Empathy provides
a framework for how support can be
appropriately provided to customers
• Leveraging diversity – Empathy plays a significant
role in enabling synergy within a group
• Political awareness – Empathy contributes
to ‘savvy’ which allows people to respond
effectively despite currents in the organization
Things that help us develop empathy:
• Trust
• Attentiveness
• Appropriate responses
• Shared experiences
• Respect
• Support
Service Orientation
Refers to giving much importance to efforts that would improve
overall customer experience such as:
•Listening to customers
•Understanding customers
•Anticipating their needs
•Giving high priority to issue resolution
•Gaining customer satisfaction
MODULE 6
What are Soft Skills?
●Soft skills are attributes that enhance how we relate with other. We
refer to them as ‘people skills’ and occasionally, even EQ.
●These are skills we use—learned or intrinsically developed—in
order to ‘survive’ in social settings.
●Soft skills are now recognized as critical competencies that make
businesses more profitable and companies, better places to work.
●Soft skills are integral to a manager or leader role because they
interact with people and spend most of their time managing how
people work within preset policies and procedures.
Some organizations identified the following as the most urgent set
of skills for people in positions of leadership:
• Respect
● Teamwork skills
• Ethics
● Integrity
What are Hard Skills?
Hard Skills are technical skills or administrative competencies that
account for operational tasks
Your knowledge and ability to accomplish a process or procedure
related to your job
Hard Skills are usually tangible, specific, and usually teachable.
Two General Classifications of Skills:
1. Soft skills – People skills and in certain quarters, EQ (emotional
quotient)
2. Hard skills – pertains to technical skills used when we perform
tasks
Compared to soft skills, hard skills are those competencies we fall
back on and use to accomplish tasks and reach specific goals. They
are operational tools in a matter of speaking and may be considered
technical in their application.
Samples of Soft Skills
•Ability to come to work on time regularly
•Ability to work independently without supervision.
•Good Communication skill to get along with other people.
Advantages of Soft Skills
• For example;
• A lawyer not only needs to know the finer points of the law but also
the skill to manage a client.
• An IT person not only should know how to program but also to be
able to deal with users (Internal and External) to better
understand what will be useful to them.

Samples of Soft Skills

• Adaptable
• Motivate co-workers
• Good listener
• Team Player
• Punctual
• Outgoing
• Responsible
• Productive

Samples of Hard Skills

•Typing 50 words per minute or changing tires
•Build furniture
•Write a manual
•Teach a language
•Plant a tree
•Software development
Advantages of Hard Skills
• A lawyer not only needs the skill to manage a client but he also
needs to know the finer points of the law.
• An IT person not only should be able to deal with users (internal
and external) to better understand what will be useful to them, but he
must know the different programs he will need to work with
his users.
Dealing with Blind Spots
Being socially competent allows us to deal with functional blind
spots.
Blind spots are a form of vision impairment. It is named after a
functional impairment of the eyes where nerve fibers block the
passage of light from the retina.
In organizations, blind spots refer to functional impairment where
individuals are ‘blind’ when it comes to functions or processes, or
even dynamics that are essential to a healthy organization.
Ideally, blind spots are repaired with as much urgency as possible.
They are attacked with surgical precision, and coached to
improvement.
Influence
Being socially adept or competent involves influence.
Although the term invites criticism because of its association to
negative behavior, influence is really just the capacity for causing an
effect in indirect or intangible ways.
When one holds sway over certain aspects of operation or
organizational function, it means that a person has developed a
connection with an aspect or part of the organization where
changes occur because of this influence.
Empathic relationships can change how the dynamics within an
organization works.
With self-aware, self-regulated, motivated and skilled leadership
(catalysts for change), influence can always affect more positive
change.
Conflict Management
Empathy defuses conflict.
Skills and conditions that help us develop empathy:
•Trust
•Attentiveness
•Appropriate Responses
•Shared Experiences
•Respect
•Support
Empathy blockers may be encountered along the way:
•Domination
•Manipulation
•Disempowerment
•Denial
Empathy blockers result in:
•Defensiveness, resistance and resentment
•Blocked feelings
•Lowered self-esteem
•Decreased ability or confidence to solve problems
•Emotional barriers
Collaboration
Together with the ability to defuse conflict is the development of
collaboration.
Collaboration is manifested by shared responsibilities and resources,
and in multiple players making converged decisions to maximize
their potential as a team.
This skill is especially important in the area of project management
where resources and tasks contribute significantly to the success (or
failure) of any project.
MODULE 7
What is Coaching?
•A development providing people with tools, knowledge, and the
opportunities they need to fully develop and be effective
•A “designed alliance” focused on developing an individual to
become their “best self” and to contribute their “best fit” and talents
• An ego-less process in which “coach-able moments” are created to
draw out distinctions and promote shifts in thinking and behavior
• A professional discipline and skill set, which enhances
performance, action, creativity, momentum and transformation
Coaching Session
A Coaching Session is a process that enables people’s success,
particularly in the BPO industry.
In communicating positivity and in being non-judgmental, a coaching
session helps to improve both a team and an
individual’s performance.
The Coaching Cycle
Goal – Reality – Options – Will
Step 1: Establish the Goal
In this step, you need to make sure you define a goal.
A goal should be SMART:
• Specific
• Measurable
• Achievable
• Realistic
• Time-bound
Step 2: Examine Current Reality
Examine Current Reality focuses on discussing the identified goal.
For instance, your current score on Technical Knowledge is 78%; By
the end of the month, you aim to hit the 85% mark.
Step 3: Explore the Options
This step, Explore the Options, allows the leader to let you to think
of contingencies if the first action item will not work. This will allow
you to come up with multiple action items or a means to meet and
even exceed your goal.
Step 4: Establish the Will
The final step in the GROW model is to Establish the
Will. Establish the will is about getting your commitment. The will
to achieve the specified goal.
Coaching sessions are necessary because:
•It enables team members and employees to perform better
especially when coached positively rather than constantly being
evaluated and rated
•It provides employees with a more positive outlook, inspiring
performance especially from the more reserved or reluctant
•It promotes career self-reliance which engages employees in
continuous career development
•It promotes creativity, performance, and action across the
organization