PROFESSIONAL SKILLS

& DEVELOMENT
2023-2024

PROF: OLGA FERNANDEZ SASTRON

Session 1
6/10/23
New work
scenario
“KNOWMADS”(John Moravec)
No physical/geographic
limitation

Excellent Personal Branding &

communicator Networking

Creativity & Flexible &

Innovation Adaptable

Early adopter of
new technologies

Risk taking & Moved by passion for

resilience what they do
WEF, The Future of jobs, 2023
 More than 85% of
professional success relies
on interpersonal ability.
“The Future of Jobs” Harvard University
 EMOTIONAL INTELLIGENCE
Salovey,P. & Mayer,J.(1990); Goleman,D. (1995)

The capacity to
percieve, express,
understand and
manage emotions.
 GOLEMAN´S EMOTIONAL INTELLIGENCE
1 2
COMPETENCIES
12 3

1. SELF-AWARENESS
4 2. EMOTIONAL SELF-CONTROL
11
3. ADAPTABILITY
4. ACHIEVEMENT ORIENTATION
5. POSITIVE OUTLOOK
6. EMPATHY
7. ORGANIZATIONAL AWARENESS
8. INFLUENCE
10 5 9. CONFLICT-MANAGEMENT
10. TEAWORK (COLLABORATION)
11. INSPIRATIONAL LEADERSHIP
12. COACHING/MENTORING
9
6

8 7
 GOLEMAN´S EMOTIONAL INTELLIGENCE COMPETENCIES
1 2

12 3

1. SELF-AWARENESS
2. EMOTIONAL SELF-CONTROL
11 4
3. ADAPTABILITY
4. ACHIEVEMENT ORIENTATION
5. POSITIVE OUTLOOK
6. EMPATHY
7. ORGANIZATIONAL AWARENESS
8. INFLUENCE
9. CONFLICT-MANAGEMENT
10
10. TEAWORK (COLLABORATION)
5
11. INSPIRATIONAL LEADERSHIP
12. COACHING/MENTORING

9
6

8 7
• I cannot act upon what I don’t know

• Only if I understand and accept myself I can understand and accept others.
HOW CAN THE 16 PERSONALITIES HELP DEVELOP OUR EMOTIONAL INTELLIGENCE?

Understanding ourselves to understand others.

 A FEW TIPS…

• Measures preferences not capability or traits.

• There is no type better than other.

• It is designed to open doors, not to limit individuals.

• Each individual is their own judge of the type that best fits (that is why it is
an indicator, not a test)
4 MENTAL FUNCTIONS

Sensing (S) / Intuition (N)

Thinking (T) / Feeling (F)

4 MENTAL ATTITUDES

Extraversion (E) / Introversion (I)

Judging (J) / Percieving (P)

 16 TYPES

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ

T/A
Identity scale Turbulent/Assertive: How confident we are in our abilities and decisions
E………………………………..I

S……………………………....N

T………………………………..F

J………………………………..P
EXTRAVERSION (E) vs INTROVERSION (I)

How are you energized?

 EXERCISE E/I SCALE:
How would your perfect holiday be?
IF YOU HAVE A PREFERENCE FOR EXTRAVERSION,
YOU ARE LIKELY TO:

• Be energized by being with people and engaging in activities.

• Interact with your environment by reaching out to others.

• Focus on the outside world, what’s happening.

• “Talk it out”, say what you are thinking.

• Act first, reflect later.

• Prefer to talk face-to-face or use voice mail.

IF YOU HAVE A PREFRENCE FOR INTROVERSION,
YOU ARE LIKELY TO:

• Be energized by time alone for reflection.

• “Think it through”, keep thoughts to yourself.

• Defend from environment by stepping back.

• Focus on the inner world of ideas, what could be.

• Reflect first, act later.

• Enjoy concentration and contemplation.

• Prefer written ways of communication.

SENSING (S)/INTUITION (N) SCALE:
How do you take in information?
Please take a few minutes to describe
the painting you just saw…
 SENSING (S) INTUITION (N)
• Take information directly from the • Tend to take information indirectly,
senses, from reality and experience. through insight and interpretation.

• Delay making interpretations and • Generalize from a few facts or events

generalities. to infer larger meanings.

• Seek accuracy and precision. • Overlook details

• Value a proven, methodical, sequential • Value insights and analogies.

approach.

• Let the files “pile up” to help you find • Trust your intuitions and the
the trends connections you make when working
with diverse information and ideas.

• Want to know practical applications • Want to know aditional uses or

and results. possible innovations.
THINKING (T) vs FEELING (F)

How do you make decisions?

 CASE:
WHO WOULD YOU TAKE WITH YOU TO A
CONVENTION IN MALDIVES?
 THINKING (T) FEELING (F)
• Concern yourself with the underlying • Concern yourself with the impact a
principles behind a decision. decision might have on people.

• Weight pros and cons. Be interested • Weight personal and/or community

in data and things. values to evaluate choices. Be
interested in values and people.

• Be firm but fair. • Be empathetic, making exceptions

when warranted.

• Tend toward skepticism, objectivity • Tend toward acceptance, tolerance

and impartiality. and sympathy.

• Decide with your head. • Decide with your heart.

• Want a logical outcome. • Want a harmonious outcome.

JUDGING (J) vs PERCIEVING (P)

How do you approach the

external world?
 JUDGING (J)
Time
GOAL

Task
 PERCIEVING (P)

GOAL
Time

Task
 JUDGING (J)
• Plan your work and work your plan.
• Avoid problems by planning ahead.
• Schedule times, set dates and make
arrangements.
• Apply regular and steady efforts.
• Make decisions quickly, limiting the
search for new information.
• Enjoy finishing projects.
• Want to have things settled and
under control.
• Focus on timetables and completion.
PERCIEVING (P)
• Be available for the best options
found in the moment.
• Solve problems if, and when they
arise.
• Leave scheduling options open as
long as possible.
• Accomplish much close to a deadline.
• Enjoy putting off final decisions to
consider new information.
• Enjoy starting projects.
• Want to face challenges with
spontaneity.
• Focus on processes and options.
UNDERSTANDING MYSELF & UNDERSTANDING OTHERS

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ

Observable Behaviour
(Competences, skills, Attitudes)
EMOTIONS

Needs
ENVIRONMENT
Motivations CULTURE
EXPERIENCES
Values
Beliefs

PERSONALITY
TRAITS
 OBSERVER MODEL

Observer Mental Model World

DISTINCTION
VICTIM/
RESPONSIBLE
DISTINCTION
VICTIM/
RESPONSIBLE

VIDEO: “SNACK ATTACK”

https://www.youtube.com/watch?v=38y_1EWIE9I
INTERNAL DIALOGUE: WHAT
WE SAY TO OURSELVES
CREATES OUR REALITY…
DISTINCTION
VICTIM/
RESPONSIBLE

FACTS vs JUDGEMENTS
• John is not a very punctual person, he´s always late for meetings.

• Geena is really Smart, she got straight A’s last semester

• Ted’s leadership style is not effective with me

• The last three times I asked Andy for help she said “No”. Next time she asks I will not help her.

• It´s obvious that my boss and I do not connect. Everybody tells me. I have tried everything but it just doesn’t work.
 Belief

Behaviour

(“Confirmation byass”) Result

Proof

45
POWERFUL VS LIMITING BELIEFS
 LIMITING BELIEFS

“You cannot trust people”

“I am not as good as the rest”
“I won’t be able to” “I am not good at this”
“Life is not fair to me; things are more difficult for me than to others”
“I don’t deserve it”
“People are going to judge me”
“If I show I am vulnerable I will get hurt”

47
Can you think of a powerful belief that moves you forward?

48
Stress Model Situation or event
(Lazarus & Folkman)
Primary Appraisal

Perception of risk/danger No perception of risk/danger

Secondary Appraisal No Stress

Perception of INCAPACITY of Perception of CAPACITY of

confronting danger confronting danger

Negative Stress Positive Stress

IMPUT
Observer
(Mental
Model)

Result

Interpret
Action (Judging)

EMOTION
E-MOVERE (Energy in Motion)

There are no “negative”emotions,

all of them give us valuable
information about ourselves
 20%
conscious

Unconscious
Ø Does not distinguish fiction from truth.
Ø Expresses itself symbolically (images, sensations, 80%
emotions…)
CHALLENGE: Free associative writing

53
 MANAGING EMOTIONS
2. Las 4 fuentes de la Energía y la Resiliencia

54
S B O A Method

• S - Stop
• B - Breathe
• O - Observe
• A - Act

55
 “Any emotion is valid, but NOT any behaviour”

1.Observe and watch out. “BECOME AWARE”.

2.Identify what do you feel?: lable your emotion.

3.Accept and appreciate your emotion (compass)

4.Message: What does it say about you? What can you learn from it?,How does it limit you?
What negative consequences does it have?What do you need to do differently to change the
emotion?
5. Emotional patch (sport, music, talking, writing, relaxing).

6. Act to solve the cause of the emotion.

Session 2
7/10/23
EFECTIVE COMMUNICATION

58
 “Words can be
Windows or walls.”

Marshall Rosenberg
 NON-VIOLENT COMMUNICATION
Jackal language Giraffe language
Judgements Observable facts

prejudices Empathy

Criticism Emotions
Marshall Rosenberg
Subjective evaluations Needs

Demands Requests

Competition Collaboration
• Conflicts exist because communication
focuses on opinions and judgements, not
on emotions and needs.

• We must focus on what we need and feel

and what others need and feel.
Marshall Rosenberg
• Behind every negative emotion, there is an
unmet or unfulfilled need: Acceptance,
value, love, recognition, to be listened to
and to be safe.
WHAT IS YOUR COMMUNICATION STYLE?
"In life we sometimes have to
choose between being right or
being happy".

Marshall B. Rosemberg
When being assertive
becomes especially
relevant:
DIFFICULT
CONVERSATIONS
 REQUESTS

Why don’t we always ask for what we need?

66
 REQUESTS

• Requests show a hidden NEED.

• This need puts us in a position of VULNERABILITY.

• role of EXPECTATIONS

• Careful! Requests cannot be DEMANDS

 CLAIMING OR COMPLAINING?
• Complaining is a conversation that expresses
frustration because things have not turned out as we
expected.

• It generates negative emotions (frustration,

resentment, desire for revenge...).

• This conversation can be held on 3 levels:

-with ourselves: resentment, toxicity.
-with third parties: venting or revenge.
-with the one who generates our frustration.
DISTINCTION:
VICTIM/
RESPONSIBLE
 “Against the vice of asking,
there is the virtue of not giving"
(Spanish proverb)

70
 THE ART OF SAYING “NO”
Judgements that block ability:

-"If I say no, they won't love me, they won't accept me, they won't value me, they
won't count on me, they will be angry...".

- "When I say NO, I say no to the person (“being”)

Saying "NO" (appropriately and without damaging the relationship) requires a certain
conversational skill.
HOW CAN WE SAY “NO” WITHOUT DAMAGING RELATIONS?
INCORPORATE NEW BELIEFS:

• I have the right to say NO and others do too.

• We say “NO” to something they ask for, not to the person.

STRATEGIES:
-Posponing (Answer / Action)
-Partial ”No”
-Negotiate (substitute one thing for another)

EXPLAIN YOUR REASONS IN AN ASSERTIVE WAY:

• Be clear and concise. No EXCUSES.

72
Negative Feedback

COMUNICACIÓN PERSUASIVA 2021-2022. 73

FEEDBACK “ROLE PLAY”

74
TO GIVE OR NOT TO GIVE...

1) What is my goal and what do I hope to

achieve?

2) What might be the pros and cons of giving

it?

3) Do I have the right to give it / am I the right

person to do it?
 FEEDBACK: How to raise possiblities of success
ü Choose the right context (space and time).

ü Comments refer to facts, not judgements or opinions.

ü Focus on what the person "does" (behaviour) not on what the person "is".

ü Constructive criticism directed at behaviours that can be controlled by the person, not those

forced by extraneous circumstances.

ü Information needs to be clear and concise. Do not generalise or extrapolate.

ü Ensure that the FB is interpreted correctly (FB on FB).

ü Always take the other person into account (ask for an opinion, seek a compromise).
“Watch your thoughts, because they become words.
Watch your words, because they become actions.
Watch your actions, because they become habits.
Study your habits, because they become your character.
Develop your character, because it turns into destiny.”

Popular saying
A goal without a Plan
is just a dream…
Why a Personal Development Plan?

• It brings your vision to reality by taking

appropriate and logically planned action.

• It helps you improve your time management so

you can achieve your goals.

• Helps you keep track of progress and motivate

you when you want to give up.

• It’s been proven to reduce stress, improve

balance in life, and increase self-confidence.
SMART GOAL: (What do I want to achieve?)

Purpose (What for? How will my life change if I achieve my goal?)

Actions (What do I need to do?) Date What resources do I need?

(When?)
1)
2)
3)
4)
5)

What may hinder progress? (Possible obstacles) What may boost progress? (Support needed)

How am I going to measure my results? (track progress)

 WHERE I WANT
TO GET TO

i ng
c h
o a
r C
ee
P
• Active Listening
• Questions for reflection
• Empower for Action
WHERE I AM NOW
“It takes two years to learn to talk,
and 70 to learn to keep quiet…”
(Ernest Hemingway)
ACTIVE LISTENING: KEY TECHNIQUES TO
HELP YOU BECOME A MORE EFFECTIVE
LISTENER
1. Pay full “Attention”
- Listen to understand
- Observe speaker’s body language

2. “Show ” you are listening

-Eye-contact
-Nodding
-small verbal comments
-Use your body to generate “Rapport”: Matching & mirroring

3. Make sure you ”understand”

-Be aware of the “gap” between speaker & listener
-Paraphrasing
-Checking and asking
-summarizing

4. Correct “Attitude”: Openness and Respect

MAKING QUESTIONS WORK:
Asking the right type of
questions IS important
G.R.O.W. MODEL
An effective way to get ready for Action

https://www.youtube.com/watch?v=Fjw7vEUdIDE
 G.R.O.W. MODEL
You can immediately increase responsability and
awareness in each area with a few key questions and
encourage the other person to take action.

Name is an acronym for the four key steps:

G-oal

R-eality

O-ptions

W-ill
Structure of the exercise

REALITY
OPEN GOAL
Gather information
Increase awareness

OPTIONS
CLOSE Select the best path
WILL
Gain compromise with action
Generate responsability
Let’s practice!