DISCUSSION GUIDE

1st slide

Emotions can be a very valuable source of relational wealth if they’re nurtured

and given attention. Do you know what traits define an emotionally intelligent
leader?

Sofia has been a manager for two years. During this time, the performance of her
team has been exceptional. What is her secret? Management based on ensuring
the well-being of her employees and fostering good relations between team
members. Moreover, although she is a strong leader, she knows that showing
vulnerability is not synonymous with weakness.

On the other hand, she knows how to exploit the talents of each member of her
team, she always tries to get the best out of each of them
and praises their achievements. In short, Sofía is a manager who knows
about emotional leadership.

What is emotional leadership?

Individuals are not isolated emotional islands; when people come to work, they also
bring their traits, moods and emotions with them,” 

Throughout the week (or day!) we’re faced with unforeseen events that can throw us
off focus, stress us out, make us impatient, make us sad, etc.

In this sense, emotional leadership is based on knowing and being able to manage

our emotions and those of our team. It’s an approach focused on people and how
we relate to each other with the aim of promoting the best results.

Slide no 2

Do you work for an employer of choice? Better yet, are you one? An employer of
choice is an employer that offers a fantastic work culture and workplace environment
that attracts and retains superior employees. The features of the environment available
at an employer of choice favor the well-being, safety, and happiness of employees and
customers.They manage to make their employees feel as though they're important, –
because they are – give others a voice (and listen to it), and make the office a happier
place to be.
Employers of choice have a lot in common, but the bottom line is that your employer
of choice may not be the same as another employee's employer of choice. But, for you
to be happy and most fulfilled at work, your employer must be your employer of
choice, whatever that means to you.

Slide No. 3

Many bosses fall into the bad boss category because they fail to provide clear
direction, regular feedback, recognition for contributions, and a strategic framework
of goals that enable their employees to see their progress. These kinds of bad bosses
are what are called "generic bad bosses" because all employees need these types of
support and feedback—and they suffer when they don't receive it.

Other bad bosses are bullies. They are nasty and overly critical. These bad bosses
badger employees, and employees can never do enough to please them. On the
extreme end of the spectrum, bad bosses may harass, physically assault, and throw
objects at employees.

What to Do About Your Bad Boss

If you've got a lousy boss right now you have my sympathy. Truly. It can really
siphon the enjoyment from what might otherwise be a rewarding role, leave you
feeling undervalued, and wondering whether you should begin searching for
something new. But before you start planning an exit strategy, it would be wise to
rethink how you can better manage the boss you already have –for all their flaws and
shortcomings.

Having worked with numerous not-so-inspiring bosses in my corporate career, I’ve

learned they provide invaluable opportunities for developing  executive leadership
skills and learning 'what not to do' when managing people who work for you. You just
have to be proactive in looking for them and ready to practice some real self-
leadership.

New research has found that being overworked is not the reason people leave their
jobs. A Danish study of 4,500 public service workers has provided credence to the
adage that “ people don't leave jobs, they leave managers .”  According to
psychologist Matias Brødsgaard Grynderup, one of the researchers behind the study,
"We may have a tendency to associate depression and stress with work pressure and
workload; however, our study shows that the workload actually has no effect on
workplace depression."
Slide No. 4

All the best bosses know it’s also about hitting an important corporate goal: employee
retention. And for the people who work for you, it’s about having another reason to
achieve greatness at work—not just for the company, but for you.

There's a distinction between being a boss and being a leader. Which one are
you?

What are the differences between a boss and a leader?

1. Bosses command; leaders influence.

According to Sue Andrews, business and HR consultant at KIS Finance, a key

difference is that a boss’s authority comes from their position. In contrast, a leader’s
authority comes from their ability to influence others.

“A boss is there to ensure that employees follow the rules of an organization, but a
leader will encourage others to think for themselves to achieve the desired ends,”
Andrews said. “A boss will need to give orders to instruct others what to do, but a
leader can inspire others to find the best way forward, whilst motivating them to
maximize their potential.” 

Although subordinates follow bosses only because they have to, bosses can grow their
influence through encouraging behavior, “You can grow your influence by caring for
your team, listening to their thoughts and ideas, and sharing the ‘why’ behind the
decisions and actions that you take. This is the second step in leadership, but it makes
all the difference, and people will follow you because they want to, and not just
because they have to.”

2. Bosses explain; leaders inspire.

You shouldn’t just explain a task and leave it in your employee’s hands. A boss
ensures you understand your work, while a leader supports and guides you through it.

“The biggest difference between a leader and a boss is that a good leader inspires
people and makes them excited about their work,” she said.

Success takes passion; without the desire to complete tasks, workers won’t be as
driven to give their best performances. As their leader, you should motivate them by
letting them know the importance of their work.

3. Bosses discipline; leaders mentor.

Employees are human, and mistakes are to be expected. Who you are as a boss is
evident in how you deal with mishaps. While bosses are more likely to use a reward-
and-punishment system to discourage poor behavior, great leaders understand that
employees benefit from encouragement and mentorship. If an employee performs
well in a specific line of work, that strength should be recognized and mastered.
“One key element of leadership is the ability to harness the talents of others to achieve
a common goal,” Macdonald said.

It’s essential to note each employee’s strengths and weaknesses and mentor them
independently. Rather than attacking skill gaps, work to patch them by guiding
employees through their shortcomings and building their confidence in new areas. 

4. Bosses delegate tasks; leaders delegate authority.

A boss focuses on their department’s objectives and stringently follows protocol to

achieve those goals. They think for the short term, delegate tasks to their subordinates
and tend to micromanage.

A boss has key objectives to meet, while a leader sets the team’s long-term vision and
uses it as “a key motivator.”

“A boss gets results by telling people what to do and is concerned with doing it right,”
“A leader is skilled at results by enabling their team to figure out what to do and is
concerned with doing what is right.”

Leaders seek to drive commitment by setting an example for others to follow and
inspire others by encouraging development. “They are comfortable delegating
authority and avoid micromanaging, preferring to see others develop. Utilizing their
excellent communication and negotiation skills, they will influence others for the
overall benefit of the organization.”

5. Bosses are above the team; leaders are part of the team.

A boss doesn’t take the time to get to know their employees as a leader does. Bosses
view their team members as subordinates, while leaders let go of this hierarchical
distinction and view their team members as equal contributors. 

To be a leader, it’s essential to facilitate positive relationships with your employees.

Work with their needs and create a culture that encourages open communication.

“By getting to know your team better, you’ll be able to understand how to explain
your vision in a way that will really connect with each person,” “This means you can
personalize the way you motivate people.”

Good leaders are genuine and loyal, setting an example for their company. “If you
lack passion or motivation, odds are your team will too. Don’t be afraid to be human –
be real and express your emotions to connect with your workers.”

Slide No. 6

How can hiring managers ensure that they’re not bringing in the one bad apple that
can spoil the entire barrel?
It’s not enough to have only the knowledge and competency to do the job. Hard skills,
while critical, aren’t going to cut it by themselves. No one wants to work with a jerk,
no matter how good that person may be at their job. Companies need people who will
contribute to a positive culture within the organization.

It’s what I’ve been preaching for years: professional skills, or the traits and abilities
that make for success in the workplace, are incredibly important. Turns out they
matter just as much as academic knowledge and technical skills, if you don’t want
your company turning toxic. 

Slide No. 7

This can be broken down into being self-aware, maintaining your own emotions and
being socially aware, while focusing on how you interact with others.

Becoming More Emotionally Intelligent

Self awareness starts with an accurate self-assessment. Understanding your own traits,
motivators and behaviors gives you insights into your strengths and assets, as well as
your limitations or areas of improvement. From there, you can begin to recognize
patterns in yourself and learn how to regulate the way you feel and express your
emotions. 

Once you’ve learned to govern your own emotions effectively, you’ll need to scale
your skills to better understand and empathize with others. Those who are socially
aware have their finger on the pulse of those they interact with and are able to
consider others’ perspectives.  Social awareness helps create social skills that can
build rapport and connection. At Medix, we like to say, “Use the Platinum Rule: treat
others the way THEY want to be treated.” When you can build networks and manage
relationships that are tailored to the people you are interacting with, you will build
lasting bonds and trust.  

Cultivating Connections

It’s true that some people are just born with more emotional intelligence than others,
but everyone can build their competencies to cultivate connections. Research from the
last two decades suggests possessing and applying emotional intelligence
competencies has a positive impact on job performance and relationships. As you
recognize what makes you unique and the value you bring to the table, you will
naturally learn how to improve your own professional skills, like leadership, team
collaboration and communication. As you interact with others, focus on how those
interactions can be more “pure.” People who are strong in EQ have proven to build up
others, be seen as a leader that others want to follow,  have higher productivity and
helped increased organizational performance.

All-in-all, with our virtual and socially distant society, EQ is needed now more than
ever! Embrace EQ in your day-to-day interactions, even though they’re on video or
through the phone. Focus on how you can work through your own stress and changes,
and be more meaningful in the connections you build with others. Extra efforts here
will pay off in your overall success, happiness and engagement at work in this trying
time! 

Slide No. 8

Be Choice-full Such leaders understand and manage their emotions, constantly check
their biased and old thinking patterns, actively regulate their behaviors, and
consistently practice quality communication with a high degree of frequency. As a
result they effectively inspire action, motivate engagement, and mobilize
performance. Let’s look more closely at what each of these four elements entails.

Feel. From the beginning of life, experiences and the memory of those experiences,
create beliefs and trigger emotions. Emotions give meaning to and spark thoughts.
Only when leaders align the way they feel with the way they intend to lead, the goals
of the organizations, and the needs of employees can they hope to establish the quality
connections necessary for building trust.

Think. Emotion precedes cognition and is constantly validated against how one
thinks about past, present or current experiences. This self-talk is often fraught with
biases, old thinking, and unchecked perceptions. When leaders manage their
emotions, keep an open mind, consistently update their own thinking, and regularly
integrate the ideas of others, they gradually free their cognition of limited thinking.

Act. Emotion and thought provide instructions for the body to follow. They shape the
physical manifestations of how people respond to events. The body literally expresses
the way a person feels and thinks, even when they try to cover it up. When leaders
align their feelings and thinking, it enables them to present themselves in a
transparent, congruent, and authentic way, with no hidden agendas.

This model illustrates the need for a fusion of all 3 characteristics

Slide No. 9

While IQ (Intelligence Quotient) is a measure of your ability to solve problems and

think logically, EQ (Emotional Intelligence Quotient) measures your ability to
understand and manage emotions. Your EQ can have a greater influence on your
success in life than your IQ.

People with well-developed emotional skills are ... more likely to be

content and effective in their lives, mastering the habits of the mind
that foster their own productivity; people who cannot marshal some
control over their emotional life fight battles that sabotage their ability
for focused work and clear thought.

Slide no. 10

WHY EMOTIONAL INTELLIGENCE MATTERS

Leaders set the tone of their organization. If they lack emotional intelligence, it could
have more far-reaching consequences, resulting in lower employee engagement and a
higher turnover rate.

While you might excel at your job technically, if you can’t effectively communicate
with your team or collaborate with others, those technical skills will get overlooked.
By mastering emotional intelligence, you can continue to advance your career and
organization.

Slide no. 11

Resonant leaders have a higher degree of emotional intelligence and a greater ability
to connect personally with followers. They show empathy for employees struggling
with life challenges. They are more likely to create harmony in a group and motivate
workers to follow direction, even in tense company situations. Employees typically
believe that a resonant leader cares as much about them as people as he does about
their work performance.
Slide No 12

Dissonant leaders tend to operate more on the authoritative side of leadership. They
maintain a greater social and emotional distance from employees. This can aid in
times when orders must be delivered and executed urgently. However, dissonant
leaders can cause emotional frustration, stress, burnout and disengagement among
employees. While a dissonant leader often intends to remain objective and logical in
decision-making, his approach is commonly viewed by employ ees as cold and
distant.

Slide No 13

Stop me if you’ve heard these before:

“Millennials just want to climb to the top without putting in the

work.”
“They can’t be bothered with schedules and deadlines.”
“Every millennial wants a participation trophy and doesn’t care
about the ‘score’ or about winning and losing.”

Let’s face it: Millennials are slowly but surely invading workplaces, and it is
inevitable that there will come a time that *gasp* they will make up the majority of
the workforce. That said, it may also to be in our (and by our, I mean boomers and
Gen Xers) advantage to know how to “deal” with them. To paraphrase an old saying,
it is better to deal with the devil you know than the devil you don’t. Knowing
millennials may not be as difficult as it sounds, and doing our bit may do us more
good than bad, so we might as well give it that extra effort.

One of the things we (again, as mentioned earlier, “we” here refers to boomers and
Gen Xers) might want to do is to dispel our common misconceptions about the traits
we think this generation possesses. We often tread lightly when dealing with
millennials, thinking they are like this or possess this attitude. So, before we fall into
the hole of misunderstanding them, let’s do some decoding and check whether these
traits are true or not.

Are millennials overly needy when it comes to guidance and feedback?

Yes, they do. Millennials seek attention, praise, and the regular pats on the back. Alas,
we don’t have the time and energy for that. Thus, it’s essential to set their
expectations on the onset. Once you welcome a millennial into your team, inform
them that praise and recognition will not something done on a regular basis. They
would need to be comfortable with the idea that usually, sometimes, a job well done
and the paycheck are their own rewards.

Are millennials allergic to criticism?

Millennials are probably the most spoiled generation when it comes to being informed
that they are perfect, that they can do anything, and anything inspirational. This may
make them onion-skinned when it comes to criticism. They need to be introduced to
negative feedback, but not to the point of coddling. Easing them into constructive
criticism is key.
Are millennials know-it-alls?
It can be annoying when the younger set projects overconfidence because they’re the
most advanced generation when it comes to technology and access to information. As
someone who comes from a generation that does things the “old school” way, you
need to learn how to keep up with their abilities. Instead of being dismissive and
pushing “your way or the highway”, be collaborative and learn from them while
making sure that they also learn from you.

A parting word with regard to “generational traits” – while it is good for us, the older
generation, to reach out and understand this younger set, let us remember that these
“members” of the millennial generation are also individuals. More than being a part of
a generation with members born from the late 1970s to mid-1990s, millennials also
distinguish themselves as a generation that personifies individuality.

YOLO, “do you”, “dance to the beat of your drum” – these are just some of the
philosophies that millennials believe in. Thus, as much as we would like to group
them all together and understand them with one grand brushstroke, let us not forget
that the younger ones in our office are their own selves, with individual characteristics
that may stray from these generational traits that we hope to use in understanding their
entire generation. While it is very helpful to try and comprehend them in the context
of them as a group, let’s not forget that they also need to look into their individual
merits.

Slide No. 14

Consider for instance when you were a baby, all you could do was to cry when
you feel hungry or when you need to have your diaper changed. Crying or
smiling were your ways of expressing how you feel at a given moment. But as
you start to grow, you have begun to learn new things such as to crawl, then to
walk, then to talk. And every time you develop a new aptitude, you actually
create patterns in your brain. The more you practice that aptitude, the stronger
your patterns become. Your patterns will get stronger and stronger until the day
you will not need to think about performing those aptitudes, as they become
automatic. This applies to everything in your life, from the way you perform
tasks to the way you deal with situations you encounter. In fact, the brain loves
to form and follow patterns — you learn a new thing, and your brain stores it and
repeats it rapidly and automatically, freeing you to focus on other matters. You
encounter a situation, and your brain stores it and will repeat the exact reaction
you had towards that situation. That’s how you have been able to develop your
leadership skills and personality. But it is important to make sure that those
helpful functions are not subverting your conscious intentions and your more
complex emotional needs. The problem is that the brain often provides a pattern
response to a situation which is not actually similar to a previous situation. This
is more likely to happen when you are going through a crisis. It is like you are on
autopilot with an inadequate map, and instead of responding to situations as they
appear, you react to them using the same neural pathways engendered by your
patterns and experiences. Thus, you fail to be authentic in your actions and
behaviors. Therefore, this competency requires that you take off the autopilot so
you become free of the hold of your patterns and approach every situation with a
neutral mind.
The good news is that you can effectively become more aware of your patterns
simply by focusing on the here and now. These are a few questions from Six
Seconds that can help you in this endeavor:

 Question Number 1: What I am doing right now?

 Question Number 2: What have I just done?
 Question Number 3: Is that my usual response?

From now on you may start bringing more awareness into your life and identify
the patterns you have developed over time. These will either foster your
leadership skills or constitute hindrances to your personal and professional
development. Take a note of everything for your own record.

Slide No. 15.

As a leader, you need to accept that you are not always going to be right and you
aren't always going to excel in everything — and that's okay! Self-awareness in
leadership is key to the success of any organization and can encourage growth,
adaptability, and honesty in the workplace.

Why is self-awareness important in leadership?

Self-awareness in leadership can help you, as a leader, understand what you bring to
your role. Having self-awareness means having an understanding of where you thrive
and where you should improve —and when your leadership, your company's
productivity tends to follow.

Slide No. 16

Emotional intelligence is commonly defined by four attributes:

1. Self-management – You're able to control impulsive feelings and

behaviors, manage your emotions in healthy ways, take initiative, follow
through on commitments, and adapt to changing circumstances.
2. Self-awareness – You recognize your own emotions and how they affect
your thoughts and behavior. You know your strengths and weaknesses, and
have self-confidence.
3. Social awareness – You have empathy. You can understand the emotions,
needs, and concerns of other people, pick up on emotional cues, feel
comfortable socially, and recognize the power dynamics in a group or
organization.
4. Relationship management – You know how to develop and maintain good
relationships, communicate clearly, inspire and influence others, work well
in a team, and manage conflict.

Slide no. 17
#1 Stress Tolerance: The ability to cope with and respond effectively to stress and
mounting pressure.  How you manage your emotions, composure, and performance
when times get rough.
#2 Optimism: The ability to remain positive despite setbacks often differentiates
between ‘star performers’ and others in the workplace.  It permeates almost every
application of EI, from helping you persevere to enabling you to view change as a
good thing.

#3 Flexibility: The ability to modify your thoughts, emotions, and behaviors in

response to change.  How well you adjust yourself to changing conditions and
priorities.

Slide no 18

For example, this rule says that 20% of your activities will account for 80% of your
results. 20% of your customers will account for 80% of your sales. 20% of your
products or services will account for 80% of your profits. 20% of your tasks will
account for 80% of the value of what you do, and so on.

This means that if you have a list of ten items to do, two of those items will turn out to
be worth as much or more than the other eight items put together.

The Greatest Payoff

Here is an interesting discovery. Each of these tasks may take the same amount of
time to accomplish. But one or two of those tasks will contribute five or ten times the
value as any of the others.

Often, one item on a list of ten things that you have to do can be worth more than all
the other nine items put together. This task is invariably the one that you should do
first.

Slide No. 19

The Most Valuable Tasks

The most valuable tasks you can do each day are often the hardest and most complex.
But the payoff and rewards for completing these tasks efficiently can be tremendous.
For this reason, you must adamantly refuse to work on tasks in the bottom 80% while
you still have tasks in the top 20% left to be done.

Before you begin work, always ask yourself, “Is this task in the top 20% of my
activities or in the bottom 80%?”

Slide No. 20

In the same way, you can accomplish the biggest task in your life by disciplining
yourself to take in just one step at a time. Your job is to go as far as you can see. you
will then be able to see far enough to go further.
To accomplish a great task, you must step out in faith and have complete confidence
that your next step will soon become clear to you. Remember this wonderful advice:
“Leap — and the next will appear!”

A great life or a great career is built by performing one task at a time, quickly and well,
and then going on to the next task. financial independence is achieved by saving a little
money every single month, year after year. Health and fitness are accomplished by just
eating a little less and exercising a little more, day after day and month after month.

Slide No. 21

You are in the performance zone when your energy is high and positive. You are in
the recovery zone when your energy is low and positive. The survival zone is when
your energy is high yet negative, and the burnout zone is when your energy feels low
and negative.

Ask yourself two key questions:

Am I feeling high or low energy right now? Why?

Am I feeling more negative energy or more positive energy right now? Why?

The results look something like this:

It’s highly likely you have been moving through these different zones regularly during
the last year, and the trend we are seeing isn’t positive. Since April 2021, 35–75% of
the more than 1,600 executives surveyed reported being in either the survival or
burnout zone. Executives are sharing that even when they feel they are in the
performance zone, their bandwidth is narrower and they find themselves flipping into
the survival zone more quickly.

This is not a healthy situation for individuals or businesses, so it is important to check

in regularly with the people around you to see where they are. Leaders can support
others by creating an environment where people can share how they are feeling and be
heard and accepted without the expression of judgment or offering of solutions.

Slide No. 23

Managing conflict well can help find creative solutions to internal relationship issues, and can
help to prevent environments that breed negativity, stress, demotivation and general employee
unrest. As we know, these environments have higher absence rates, above average staff
turnover, can turn whole departments against each other and lead to unhappy staff who are
always on the lookout for something better.

Slide No. 25
S. U.M.O. stands for Shut Up, Move On. It's a phrase to say to ourselves (and
sometimes others) when we are acting or thinking in a way that is hindering our
ability to succeed. It doesn't necessarily mean 'get over it' or 'pull yourself together'
(although there may be occasions when both responses are necessary). 'Shut Up'
means stop what you're doing, take time out to reflect, let go of baggage and beliefs
that hinder your potential. 'Move On' means tomorrow can be different from today,
look for new possibilities, don't just think about it, take action.

There are six S.U.M.O. principles that are designed to help you create and enjoy a
brilliant life. If you are wrestling with life's challenges, these principles will help you
do so more successfully.

1. Change Your T-Shirt - take responsibility for your own life and don't be a victim.
Change your T-Shirt means stop wearing the victim T-Shirt and start feeling in control
of your own life and decisions. There are many reasons why people tend to want to wear
the victim t-shirt including:

 You feel that you have no other choice

 You have low self-esteem and poor self-image
 It becomes habit
 Some people actually like wearing it

Changing your t-shirt and taking personal responsibility frees you from the trap of
blaming, complaining and resenting.

2. Develop Fruity Thinking - change your thinking and change your results.

We often fall into faulty thinking which is based on the following false beliefs:

 Inner critic – I lack value. My only worth comes through my performance and
what other people think of me. When I fail to reach a particular standard, I must
punish myself.
 Broken Record – Talking and thinking about something for long enough is an
adequate substitute for taking action.
 Martyr Syndrome – Life is what happens to me. I am not responsible for what
happens: fate, luck and other people determine my destiny.
 Trivial Pursuits – Urgency determines importance. That is how to prioritise.
Ignore the big picture.

The antidote to faulty thinking is fruity thinking. It comes when we listen to our inner
coach and take a conscious grip of our thoughts. Fruity thinking is based on the
following beliefs:

 I am of worth because of who I am and not because of what I do.

 I learn from the past but I do not remain rooted in it.
  I am responsible. I have choices. No else plays as big a role in determining my
destiny as I do.
 I am are of the big picture and focus on what is important. I see things in
perspective.

3. Hippo Time is OK - understand how setbacks affect you and how to recover from
them.

Hippo time is a valid place to be for some people before they can shut up and move on.
To deny and suppress our hurt and disappointment is unhealthy. However, spending too
much time wallowing in hippo time especially with the wrong people will not aid our
recovery. Here are three top tips for hippo time.

 Be careful who you talk to – The phrase ‘a trouble shared is a trouble halved’ is
an important principle but be careful who you talk to there are some people out
there that can make you feel worse after you have spoken to them.
 Be careful how many people you talk to – to re-tell is to re-live and that is not
always helpful.
 Be careful how long your hippo time lasts – the longer you spend in hippo time
the more difficult it can be to move on.

4. Remember the Beachball - increase your understanding and awareness of other

people's world.

Our ability to succeed in life is inextricably linked to our ability to deal with people. To
know how to best deal with other people we need to start trying to understand them.
When we appreciate how and why people view the world differently and respond
appropriately to that, we are able to connect and engage with them at a completely new
level. Your personality and feelings affect your perspective and the perspectives of
others. It is important to recognise when you are only seeing your side of the beachball
and understand others have different perspectives.

5. Learn Latin - change comes through action not intention. Overcome the tendency to
put things off.

‘Carpe diem’

Seize the day! Here are some top tips for taking action and avoiding procrastination.

 Just start it – Just do something do not worry about completing the task or how
much time it will take to finish – just start it.
  Picture what success looks like and how it feels – Think about the task you need
to tackle what do you need to do to succeed and how will this feel when it is
done?
 Do the nasties first – Eat your sprouts and then you can enjoy the rest of your
meal.
 Reward your progress – Focus on progress not perfection and reward yourself
accordingly.
 Make a date with a mate – Have something in the diary to motivate you and keep
you to task.
 Challenge your complacency – It is never too late to take action. Don’t put off
something today because it will be still waiting for your tomorrow.

6. Ditch Doris Day - create your own future rather than leave it to chance. Forget the
attitude 'que sera, sera, whatever will be, will be.'

‘Que sera, sera,

Whatever will be, will be,

The future’s not ours to see…’

Your destiny has not been decided. Neither the moon, the stars nor fate determine it –
you do

Below are seven questions to ask yourself to help you SUMO!

1. Seeking support from others is not a sign of weakness. It’s a sign of wisdom.
2. If you woke up feeling tired and miserable, remember this; You woke up! Now
dust yourself down and seize the day!
3. When you stop learning you stop living. Engage or exist. It’s your call.
4. Your silence, denial or avoidance gives approval to the situation.
5. Remember, in order for people to insult you, you first have to value their
opinion.
6. Be careful of the tendency to over-glamourize what you don’t have and under
value what you do have.
7. Remember, you are here to make a difference. Not win a popularity contest.

Slide No. 26
Giving and receiving feedback is always difficult. But soft skills like self-awareness
and relationship management usually make the process that much easier. When you’re
working with emotionally intelligent people, performance reviews become a tool for
growing and developing team members and building your culture. 

Slide no 27 and 28

How you perceive yourself -- your self-perception -- colors your interactions with the
rest of the world. Self-regard makes up the first subcategory. The confidence and
respect you have for yourself impacts your decisions and communications with
others. Self-actualization, the second subcategory, concerns your pursuit of meaning
and self-improvement. If you're fully self-actualized, you've become the "largest"
version of yourself -- someone who's fully living out what you view to be your life's
purpose. The third subcategory is emotional self-awareness. Being aware of your
emotions isn't self-indulgent -- it's necessary for healthy and happy living. Repressed
emotions manifest as sickness, disagreements with others, constant anxiety, and a host
of other unpleasant symptoms that hamper your ability to live and work at the level
you seek.

END.