Training Design

Polytechnic University of the Philippines
College of Arts
Bachelor of Arts in Philosophy
This
Training Design
With the theme of
Leadership and Personal Effectiveness

Program:
Living Values at Work
is a
partial requirement in
INDUSTRIAL PSYCHOLOGY
Submitted by:
Caleon, Emmanuel R.
Calusin, Analea E.
Capule, Jerald G.
De Ramos, Jamira R.
Doronila, Ma. Ervi Ann Ellaine
Frasco, Miriel Amory
Funclara, Raymond G.
Insigne, Patricia Mae
Maglunsod, Jessiry P.
Reyes, Keyzzel
Submitted to:
Prof. Corazon Constantino
Leadership and Personal
Societas Philosophiae Effectiveness Program:
Development Team Living Values at Work
LIVING
VALUES
at WORK
Leadership and
Personal Effectiveness
Program
Societas Philosophiae Development Team

2009
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I. Title
Leadership and Personal Effectiveness Program: Living Values at Work
II. Rational
This training is design as three days and three nights of fruitful and developmental
activities. They are encouraged to stay for staying will be an instrument for better team building,
productivity and deeper relationship among the participants. Work performance comes from
personal capabilities. So, this training design will work for personal effectiveness to perform, to
adapt, and to work. Before working on the leadership aspect, one must know first his own self.
Like what Socrates said, “know thyself” knowing yourself is the main key of improving and
presenting high standard of performance. Let us define the terminologies we want to highlight in
this program:
a. Personal Effectiveness – personal effectiveness is a way of improving your individual
capabilities. We are to determine our own strengths and weaknesses and to find solutions
to these weaknesses.
b. Individual Capabilities – individual capabilities are the things that one can do to the
extent of his strength. It is sometimes under development but can grow in the proper
process. It is the talent that somehow uniquely possesses by the person.
c. Leadership – it is the most important character one must posses. It serves as the mind of
the group which gives orders and facilitates its every single action. Leadership is not only
the privilege given to the leader, but this is the individual‘s capability to perform such
different tasks.
d. Teamwork – occurs when people decided to unite and perform tasks that suit them. The
facilitator must have the eye to distribute tasks to every member. Team work resulted to
more productive outcome.
e. Group Relationship – this somehow refers to partnership of every members or the bond
that lies between them. The measure of closeness to everyone which makes for a more
productive work.
f. Values – value enhances the person‘s total growth
This training program is a leaderless and groupless activity. We provide them equality so
that their capabilities will not be limited beyond their position and that they can go beyond the
things that they believe they are. This is groupless for the reason that each activity has different
groups for we are able to develop the team relationships by giving them different group mates in
every activity. Changing their teams is also a part of professionalism that you need to work with
other aside from the group you used to have. Being leaderless will showcase who will rise from
the others and unknown to them, they were starting to grow.
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III. Objective
a. General Objective
Generally this training design aims for a higher productiveness of the participants that
will give higher outcomes to the company. These will develop them to the best and
will start for their life‘s realization that will benefit the future of the company and the
society. It will create a higher level of teamwork among the members that is needed
for a better conclusion.
b. Expected Outcomes
1. Discover and examine personal values and put essential basic life choices in
order
2. Determine critical behaviors that will allow one to practice living out one‘s
values consistently and harmoniously with others.
3. Craft personal mission and vision
4. Recognize how one‘s personal vision, mission and values are consistent with
or related to the corporate vision and values
5. Realize how leading a colorful yet well balanced life can lead to personal
effectiveness
6. Commit to a personal action plan to live and to bring the learning back to the
home and to the workplace.
7. Develop every participants the capability of leading.
8. Bring the best relationship and a closer bond to them
9. Let them understand the common misconception about leadership
10. Demonstrate the effective leadership skills
11. Solve the weaknesses the team has.
IV. Background of the Training Design

As a result analysis, observations, investigation and studies conducted by the Societas
Philosophiae Development Team, it was found that companies with workers who have less
personal realization produces lesser outcomes rather than companies who have workers with
higher self and social awareness. Workers to this extent do not perform higher leadership status
that their work was limited and could not go beyond. Certain teams faces the problem of
anonymity that because of undevelop self, they find it hard to adapt to changes that the
workplace offers.
The group believes that leadership and other values starts to personal effectiveness and
that is what the main target of this training program. Personal Effectiveness will be followed by
Leadership Development. Again Personal Effectiveness will result to Individuals Interpersonal
Relationship wherein the Group Relationship is rooted from. Leadership and Group Relationship
is the main component of Team Work and team work will result to higher outcomes that can go
beyond the expectations.
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V. Target Participants
The ideal number of participants is 50 – 100. It is more productive if the participants will
be from the different department so that they will have the chance to meet other people aside
from those whom they worked with. This will benefit all the participants and have the higher
chance of development.
VI. Program
This training program is made up of sixe major parts.
Time Activities Topic/Reference Guest/ Speaker/ Venue

Duration Facilitator
Day 0, December 12, 2009 (Arrival)

6:00PM Registration Settling Down Committee on Funds, Lobby
Finance and
Documentations
(CFFD)
7:00PM Dinner Committee on Foods Mess Halls
(CF)
8:30PM Orientation Rules and Regulations Head Organizer Function
Program Room A
9:30PM Welcome Entertainment Committee on Function
Socials Presentations and Room B
Programs (CPP)
11:00PM Lights - Off CFFD Bed
Rooms
Day 1, December 13, 2009 (Live the Present Moment Well)

6:00AM Reveille Morning Exercises Committee on Oval
Physical Fitness and
Games (CPFG)
7:00AM Wash - Up
7:30AM Breakfast CF Mess Halls
9:00AM Plenary The Rainbow Life Invited Speaker Function
Sessions  Red – Productive Room A
Work and Personal
Economy
 Violet –
Communication
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 Yellow – Spirituality
and Self – Reflection
 Orange – Building and
Maintaining
Relationships
11:00AM Games Relay Medley CPFG Covered
Court
11:30AM Break-out Evaluating Your Personal Committee on Function
Sessions Mission Statement Sessions and Plenary Room B
Financial Capability (CSP)
Assessment
11:45AM Icebreaker Paired Sharing CPFG Function
Room B
12:00PM Lunch CF Mess Halls
1:00PM Games Survival Scenario Exercise CPFG Covered
Court
1:30PM Plenary The Rainbow Life 2 Invited Speaker Function
Sessions  Green – Health and Room A
Fitness
 Blue – Harmony with
the Environment
 Indigo – Continuous
Learning and
Improvement
3:30PM Icebreaker Screamer CPFG Function
2 Truths and A Lie Room B
4:00PM Break - Out Living Values at Work CSP Function
Sessions  Lifestyle Survey Room B
 Rainbow Lifers Creed
5:00PM Break – Out Ideal Birthday CSP Function
My Bag to Bulacan Room B
6:00PM Dinner CF Mess Halls
7:30PM Competitions Group Cultural Presentations CPP Oval
Rooms
Day 2, December 14, 2009 (Leaders in Us)

6:00AM Reveille Morning Exercises CPFG Oval
7:00AM Wash – Up
9:00AM Plenary Changing Paradigms: We are Invited Speaker Function
Sessions All Leaders Room A
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10:00AM Plenary Leaders Should Rule by Invited Speaker Function
Sessions Example Room A
Great Leaders Set Examples
of Professionalism
11:00AM Break-Out Leaders in US: U Before CSP Function
Sessions Somebody Else Room B
11:30AM Games Human Knot CPFG Covered
Court
1:00PM Plenary Volunteerism and Leadership: Invited Speaker Function
Sessions A Great Partnership Room A
Leadership Involvement:
Checklist
2:00PM Ice Breaker Photo Scavenger Hunt CPFG Function
Zoom Room B
3:00PM Plenary Strategic Leadership Invited Speaker Function
Sessions Leadership Styles Room A
4:00PM Games Multi – Way Tug – of – War CPFG Covered
Court
5:00PM Panel Leadership Commitment vs Invited Speakers Function
Discussion Leadership Involvement Room A
6:00PM Dinner CF Mess Halls
7:30PM Break-out Models of Leadership CSP Function
Sessions Room B
8:00PM Break-out Values CSP Function
Sessions Room B
8:30PM Socials Entertainment and Games CPP Oval
Rooms
Day 3, December 15, 2009 (Making Leadership Work)

6:00AM Reveille Morning Exercises CPFG Oval
7:00AM Wash-up
9:00AM Plenary Leadership in the Workplace Invited Speaker Function
Sessions Importance of Integrity Room A
10:00AM Ice Breaker If I Could Take Different Path CFPG Function
Room B
10:30AM Plenary Leadership and Management Invited Speaker Function
Sessions Fail – Safe Leadership Room A
11:30AM Break-out 12 Little Things I Can Do CSP Function
Sessions Wish List 101 Room B
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11:45AM Break-out 8th Habit by Stephen Covey CSP Function
Sessions Leadership in Action Room B
1:30PM Ice Breaker Animal Sounds CSP Function
The Signature Game Room B
2:00PM Panel Consultations Invited Speakers Function
Discussion Room A
3:00PM Games Blind Leading the Blind CPFG Covered
Nibble – T - Bibble Court
3:30PM Closing Official End CPP Function
Ceremony Room B
4:00PM Awarding of Head Organizer Function
Certificates Room B
4:30PM Homeward
Bound
Defining each Day’s Theme
Day 1 – Live the Present Moment Well
The past is gone forever and will never come back.
The future is still to be or may never be.
1. Detach yourself from the past and future

2. Concentrate on the present task. Without haste, do it with perfection until completed
3. Relax in your inner zone of peace and serenity
4. Then move on to the next task
Day 2 – Leaders in Us
Time and again, most people have said that we should always start with ourselves in
order to change this world. Imagine – if only each one of us thought of himself/herself as a
leader, in his own way, creating change wouldn‘t be that hard. But then again, being able to lead
is not in the position that you have. It doesn‘t mean that because you are an ordinary employee,
you cannot do something. But because you are an employee, you can do something. Leadership
and eventual change is determined by those actions you will take the role you will play. Today
we shall discover more about leader in us – our own capabilities and more ways on how to act in
response to a certain need of the community.
Day 3 – Making Leadership Work
―Good plans shape good decision. That is why good planning helps to make elusive dreams
come true.‖
Lester R. Bittel
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Imagine a work without any order? Without any form? Do you think that it will be
appetizing to look at? What is the proper key to give form to these works? Leadership I suggest.
It is the best way to put order to the things. You don‘t need to be a leader to explore the concept
of leadership. Leadership is applied in everything. We must need to develop it in proper way.
VII. Activities Concept
DAY 1 – Live the Present Moment Well

Plenary Session – Rainbow Life I
RED: WORK AND ECONOMY

 WORK is a person‘s basic right.
 WORK enhances a person‘s dignity and self-worth.
 WORK is necessary for a person‘s fulfillment.
 WORK is a means to perfect his skills, abilities and talents.
 WORK is a service to one‘s self, family, enterprise, and society.
RED: DO PERFECT WORK

1. Strive for perfection and quality.
2. Be punctual. Don‘t steal time.
3. Get organized for today.
 Make a ―TO DO‖ list
4. Focus on activities that deliver 80% of results.
5. Do one task at a time. Do it with concentration, completion. Avoid haste the results in
waste.
6. Inspire one‘s self.
 Example:
 Make an offering of each task.
 Reward one‘s self.

ARTFUL WORK:
Principles of artful work
 All work can be a work of art.
 The reward of a perfect work is in the doing.
 The ambition of perfect work is joy.
 All work is spiritual work.
 Artful work demands that the artist owns the work process.
 Artful work requires consistent and conscious use of the self.
 As the artist creates the work, the work creates the artist.
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CONSEQUENCES OF THE SEPARATION OF WORK FROM ART
 WORK: viewed as something to do in order to survive and achieve
 ART: viewed as pleasure
 REWARD FOR WORK: becomes more extrinsic rather than intrinsic
 REWARDS are pursued through:
 Leisure activities
 External rewards granted by the employers
RED: MANAGE YOUR FINANCES
SET GOALS
 Ask what you have to gain by managing your finances better.
 A savings account for your children‘s education if any?
 A down payment for a house? An emergency fund? Come up with a tangible goal
PLAN WITH SPOUSE

 Plan together. Set priorities for spending as well as savings.
SET A BUDGET.
 Know where your money is going. Include fixed expenses such as lunches and
discretionary purchases such as clothing.
 Keep a notebook to record everything. Budget your money no matter how much or how
little you earn.
CUT, TRIM AND RELLOCATE FUNDS

 Rank your discretionary purchases in order of importance. What would make you least
unhappy to eliminate? Cut back on costs. Take lunch to work or to go to the supermarket
once every two weeks.
DEPOSIT THE MONEY FOR SAVINGS FIRST.

 Before paying bills, deposit the money for savings no matter how small the amount
initially is.
REDEMP YOUR REWARD SYSTEM.

 Don‘t shop impulsively to reward yourself. Reward yourself with a nice walk or a call to
a friend.
DON’T TAMPER with your savings

EXCEPT for SERVING YOUR SET GOAL
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WHAT IS “AFFLUENZA”?
 An unhappy condition of overload, debt, anxiety and waste resulting from the dogged
pursuit of more.
 A disease of consumerism
 A natural social disease.
AFFLUENZA SYMPTOMS
 Swollen expectations
 Shopping fever
 Chronic stress
 Possession overload
 Hyper commercialism
 Materialism
 Rash and bankruptcies
 Fractured families
 Social scars
 Global infection
SUGGESTED CURES
 Celebrate ―Buy Nothing Day‖

 ‗Practical frugality means having less possessions‘
 Voluntary Simplicity
 Spending Less Money and Not More
STEWARDSHIP
DEFINITION OF STEWARD:
 A person who manages another‘s property or financial affairs; one who administers
anything as the agent of another or others.
 A person appointed by an organization or group to supervise the affairs of that group at
certain functions.
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ABRAHAM MASLOW’S HIERARCHY OF NEEDS
SELF-ACTUALIZATION
personal growth and fulfillment
ESTEEM NEEDS
achievement, status, responsibility, reputation
BELONGINGNESS AND LOVE NEEDS

family, affection, relationships, work group, etc.
SAFETY NEEDS
protection, security, order, law, limits, stability, etc.
BIOLOGICAL AND PHYSIOLOGICAL NEEDS

basic Life Needs- air, food, drink, shelter, warmth, sex, sleep, etc.
SOCIAL FRAMEWORK OF PHILIPPINE SOCIETY
THE FAMILY
 Loyalty to kin includes assistance in many forms- emotional, psychological, financial and
security in old age
 Familial influence is seen in decision-making, in choice of career, marriage partner, place
of residence or spending habits
 The basic element of Filipino social organization
 It may be the nuclear form or the extended form
 Loyalties and the cooperation extend beyond the family to immediate, intermediate and
distant relatives
KINSHIP
 The second most important unit in Filipino social organization

 Composed of near or distant relatives who are known to an individual
 The kin group provides further assistance to the individual in time of need where the
family is unable to do so
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VIOLET: COMMUNICATION
The Transfer and Understanding of Meaning
Noise
Encodes – Message – Transmit – Decodes
Sender Receiver
Feedback
Environment
SENDER SENDER
Perception Perception
Attitudes
MESSAGE Attitudes
Verbal
Values Non Verbal Values
Knowledge Knowledge
Expectations FEEDBACK Expectations
Language Skills Verbal Language Skills

Non Verbal
Experience Experience
CHANNEL
CULTURE
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OBJECTIVES OF COMMUNICATION
To understand others
To be understood
To get agreement
To get something done
METHODS OF COMMUNICATION
BODY LANGUAGE – 55
FEELING TONE – 38
WORDS – 7
BODY LANGUAGE SAYS IT ALL
Head
Eyes
Mouth
Chin
Hands
BODY
Legs
Feet
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METHODS OF COMMUNICATION
BODY LANGUAGE
Members of the same sex will hold hands
A couple will refrain from being demonstrative in public
A limp handshake is socially acceptable
People don‘t usually line up
Direct and prolonged eye contact is considered rude
GOOD VERSUS POOR LISTENER
POOR LISTENER GOOD LISTENER

Interrupt Patient
Change subject Eye contact
Impetuous Summarize to clarify
Negative body language Put you at ease
Easily distracted Give short prompts
Yes, but…people Have empathy
Impatient Ask open-ended questions
Switch off Don‘t interrupt
Take over the conversation Supportive body language
Think what they will say next Show interest
Too talkative Focused
Very critical Ask about feelings
FEEDBACK
A service
A gift
Concern for improvements
LISTENING WELL LISTEN IN HUMILITY
Excellent Interpersonal
Communications
Handling
Clear Expression
Deep Listening emotional
of Ideas
Outburst
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FIVE LEVELS OF LISTENING
Ignore consciously
Pretend to listen deliberately
Be selective to your own agenda only
Be attentive by capturing all facts
Be empathic by capturing facts and feelings
THE FILIPINO BEHAVIOR: COMMUNICATION
COMMUNICATION
Filipino communication style is ―high context‖- a degree of information sharing
and meanings in most transaction in daily life.
The dominant aspects of this system are its being indirect, non confrontational
and may have unclear o.
Indirectness is not an attempt to mislead: it is meant to accommodate another
fellow‘s feelings, to sense whether or not one‘s own intended action will be acceptable.
IN GENERAL, FILIPINOS….
Are passive; they avoid arguments;
Say yes all the time;
YELLOW: SPIRITUALLY AND SELF REFLECTION
 Personal Integration.
 Man is body and spirit. Man also needs nourishment for the body.
 Every day, make quiet time for prayer and meditation.
The one true source of peace and happiness.
MANIFEST YOUR LOVE AND OBEDIENCE BY:

 Loving others as you love yourself.
 Forgiving and making amends.
 Observing rules of ethical behavior.
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RULES OF ETHICAL BEHAVIOR
 Consider the needs of others, not just your own.
 Obey rules and laws. Violations are not worth it in the long run.
 Be objective and set aside your biases. Ask yourself, ―Is this the right thing to do? Is it
fair? Is it honest? Is there a better way?‖
 Have personal honesty and integrity.
 Don‘t harm other people physically and psychologically. Don‘t destroy people‘s
reputation or credibility.
 Be loyal and faithful in your personal and professional life.
 Respect people‘s basic rights just as you expect them to respect yours.
 Keep confidential data to yourself, especially data that can harm you, your organization
and others.
ETHICS CHECK QUESTIONS
1. Is it legal? Will I be violating civil law or company policy?

2. Is it balanced? Is it fair to all concerned in the short term as well as in the long term?
Does it promote win-win relationships?
3. How will it make me feel about myself?
 Will it make me proud?
 Would I feel good if my decision was published in the newspaper?
 Would I feel good if my family knew about it?
HOW DO I DECIDE?
S- ituation
R- eaction
R- eflection
A- ction
5 PRINCIPLES OF ETHICAL POWER
1. PURPOSE:
 I see myself as being an ethically sound person. I let my conscience be my guide.
2. PRIDE:
 I feel good about myself. I don‘t need the acceptance of other people to feel
important. My ego will not influence my decisions.
3. PATIENCE:
 I don‘t need for everything to happen right now. I am at peace with what comes
my way.
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4. PERSISTENCE :
 I stick to my purpose even when it seems inconvenient to do so.
5. PERSPECTIVE
 I listen to my inner self and reflect and see things more clearly.
ETHICS:
Rules or standards of conduct based on moral principles or values
BUSINESS ETHICS
ALL EMPLOYEES MUST:

 Make decisions solely for the benefit of the company and not for any personal
gain.
 Maintain a high level of integrity, and ensure that all actions are not tainted by
any form of bias.
 Ensure that all transactions are above board, and that these are transparent.
 Absolutely avoid situations that could cloud our judgment, or anything that could
give rise to suspicion.
THE FILIPINO BEHAVIOR: DANGAL
DIGNITY, PRIDE, SHAME

 Characterizes the essence of a person‘s identity and pride.
PERSONAL HONOR/ INTEGRITY

 Involves commitment to ideas, principles and people.
THE FILIPINO BEHAVIOR: HIYA
HIYA
 Defines how one should behave in public. Concept encompassing timidity, shyness,
shame, embarrassment, politeness, compassion, emotional laden attitude involving honor,
dignity and pride.
 Shame/embarrassment
1. ―nakakahiya ka‖
 You are embarrassing
 You are without shame
 You are rude, without manners
2. ‗pinapahiya mo ko‖
 You shamed me
 You embarrassed me
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THE FILIPINO BEHAVIOR: DELICADEZA
AMOR PROPIO, DELICADEZA

 Self-esteem,. Being civilized. Being dignified. Refinement. Express sentiment as well as
moral judgment. Behaving in a lady-like or gentlemanly manner.
THE FILIPINO BEHAVIOR: MAKA DIYOS
 Religious and have deep faith in God – ability to accept reality (including failure and
defeat) – in terms of God‘s will to cushion them from disappointments.
THE FILIPINO BEHAVIOR: MAPANALIG SA DIYOS
Bahala na (Leave it to God)

 Incorrectly equated with an expression of fatalism and passive acceptance or resignation
to fate but can be viewed as determination in the face of uncertainty or stressful,
problematic condition.
THE FILIPINO STYLE AND ORIENTATIONS SPIRIT- ORIENTED

 Natural psychics
 Deep seated beliefs in the supernatural and all kinds of spirits dwelling in individuals,
places or things.
 Faith healings and exorcisms.
LIVE THE ORANGE: BUILDING AND MAINTAINING RELATIONSHIPS
A relationship is a bond between individuals who trust each other.
It is made stronger by bridging actions and made weaker by blocking actions.
BUILD BRIDGES, NOT WALLS
BRIDGES WALLS
Humility Pride
Generosity Greed
Sincere praise for others Envy
Rejoicing in the success of others Jealousy
Helpfulness Laziness
Perseverance Selfishness
Diligence Impatience
Slander
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 Take the initiative to build trust in relationships, Build bridges. Do acts humility,
generosity, sincere praise for others, rejoicing in the success of others, helpfulness,
perseverance, and diligence.
 Avoid acts that build walls. These acts are pride, greed, envy, jealousy, laziness,
selfishness, impatience and slander.
ORANGE: UNITY WITH PEOPLE
 LOVE EVERYONE. It does not matter if he/she is rich or poor, attractive or plain-
looking, an executive or a janitor.
 Be the first one to love.
 Relationship are built trough our actions done overtime.
 Do every act as a gift given without interest.
 Accept the good and bad traits of the other person.
 Take special care of your relationship, especially with those you care for and with whom
you interact regularly.
UNITY WITH YOUR FAMILY
STEPS TO SPENDING MORE QUALITY TIME WITH YOUR FAMILY
 Be close.
 Be deliberate.
 Be expressive.
 Be deep.
 Be simple.
 Be financially intelligent.
UNITY WITH CO-WORKERS
 Balance task performance and genuine caring for co-workers.

 EMPATHY: sensing others‘ feeling and perspective and taking an active interest in their
concerns. Sensing others‘ development needs and bolstering abilities.
 Filipinos plays tremendous emphasis on personal relationship.
 Any organization has within it many interlocking and complex networks of allegiance
and reciprocal obligation.
TEAMWORK
 The goal is for the whole team to win and succeed.
 Be a team player. Do your share in building a team with one mind and one heart.
 Strive for unity not uniformity.
 Build synergy.
 Recognize that there can be unity in diversity.
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MAKING A FILIPINO CULTURE WORK
 Conflicts arise out of these different value orientations.

 The primary task of team building is to put these people together and make them work as
a team.
 Through the positive use of these values, the team leader can establish better rapport with
other members.
CULTURAL BIAS (REGIONAL TRAITS)
 What is like our own culture is normal and good.

 What is different from our own culture is abnormal and bad.
 The explanation to be followed in childhood.
WHAT DO WE DO WITH REGIONAL TRAITS DIFFERENCES?
PRINCIPLES
 Respect your own culture.
 Respect the other culture.
 Only adjust your style to the other culture in crucial situations.
 Don‘t try to behave like people in the other culture. You will never get it right and it is
likely to be taken the wrong way (condescending etc.)
 Understanding the rationale behind behavior in another culture, it will you understand
people better and you will be less likely to be upset by their behavior.
 We should try to stop judging people according to our own ideas and norms.
 Show genuine interest in the other people‘s culture and language.
SOCIAL FRAMEWORK OF PHILIPPINE SOCIETY
GROUPISM VS. INDIVIDUALISM

 Philippine society is group- oriented.
 The concern is to maintain harmonious relations especially within the group.
 Almost always, there is a group to lean on in time of need.
 The downside is there is sometime factionalism and turf- protectionism.
 To be too independent or too self-reliant is frowned upon.
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BARKADA (PEER GROUP)
The third important unit in Filipino social organization.

It may be a professional organization, a college fraternity or sorority, or a street
corner gang.
Once established, it serves to enhance the member‘s social prestige and
acceptance in the community.
Sometimes, the barkada is more important than the family.
It is this unit that one derives psychological and economic support outside of the
family.
THE FILIPINO BEHAVIOR: KAPWA
PAKIKIPAGKAPWA TAO
 Basic sense of justice and fairness and concern for the other‘s well being, heightened
sensitivity to the nature and quality of interpersonal relationship, family orientation and
interdependence among Filipinos. Why? This is the principle source of security and
happiness of the Filipino.
PAKIKISAMA
 Tendency to cooperate without hesitation.
PAKIKITUNGO
 To conduct oneself in the most appropriate way to have the proper attitude.
PAKIKIRAMAY
 To empathize, to condole, share the sorrows

GALANG
 Respect. Used to prevent people from losing face or being shamed and avoid conflict.
Restraint.
UTANG NA LOOB
 Debt of gratitude. Involves reciprocity: exchange gifts, services and good will.
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LEADING
Implementing and carrying out proved plans through subordinates to achieve or exceed
objectives.
BASIC PRINCIPLES OF LEADERSHIPS
1. Lead by example.
2. Focus on the situation, issue or behavior not on the person.
3. Respect the dignity and maintain the self-esteem of others.
4. Keep supportive relationships with employees, peers, and managers.
5. Take initiative to make things better.
BEING A GOOD FOLLOWER MEANS

 Performing your job excellently.
 Anticipating what the leader needs from you.
 When you find a problem, recommend and work on the solution.
 Being resourceful and taking initiative on those you are responsible for.
 Telling your leader what they need to know not what they want to hear.
 Standing up for your leader- not back biting or criticizing him.
 Respecting their authority.
Games – Relay Medley
Phase I – Crab Race
Game description
The relay race goes backwards and forwards in the crab position – this means on all fours with
the stomach pointing upwards. Depending on the size of the group, several rounds can take
place. Depending on the age of the group you can also build in some obstacles. The game is
suitable for a soft lawn.
Phase II – Roman Wagon Races
Game description
Two players stand in front as horse heads. 2 more players bend over to make the horses backs.
They hold the 2 players in front with their hands on those players hips. A fifth player sits on the
backs of the horses and hold their shoulders securely. At the signal the harnessed team moves
over the course to the goal without group breaking its positions.
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Option
There are different variations of how the rider sits on the horse. It is recommended that you
choose one version for all groups.
Phase III – A Different Kind of Leapfrog
Game description
2 teams (max. 4 players) compete against each other. One team is on each side of the pool,
standing in chest-high water with their legs spread apart. The last player must dive and swim
through the legs of his team-mates, stand and spread his legs. Then the next player goes. The
winning team is the team that reaches the other side first.
Phase IV – Centipede Race
Game description
The team makes a line in the press-up position. The feet of the person in front are placed on the
shoulders of the person behind. Only the last player in the team has their feet on the ground. On
the start signal the race can begin. If the centipede breaks up it may only start walking again
when the feet are back in position.
Phase V – Kangaroo jump
Game description
Everyone hops around like a kangaroo. At first the kangaroos are alone then in twos (holding
hands (=holding paws)). Then the mother is with child where the little one hops in front of the
other, the mother holds her hands around the baby kangaroo‘s waist and they hop close together.
Break – Out Session – Evaluating Your Personal Vision and Mission

Statement
Visioning
A process…
…of creative visualization
…of picturing vividly in the mind the desired end-result as complete
…involves intuition and imagination
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 A clear picture of desired end – result

 Specific and tangible in the imagination
 Deals with a distant future commitment
 Inspiring, exciting, really desired
My Personal Vision Statement
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Personal Mission Statement
A document that sets general guidelines for one‘s life
Answers Questions:
 What do I want from life?
 What do I value
 What are my talents?
 At the end of my life, what do I want to have accomplished?
Act of Self – Discovery
My Personal Mission Statement
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Evaluating Your Personal Mission Statement
Is my mission statement based on proven principles that I currently believe in?
Do I feel this represents the best within me?
Do I feel direction, purpose, challenge and motivation when I read this statement?
Break – Out Session – Financial Capability Assessment
Rank as You Would Expense Items Average Amount Spent Rank In

Like to Spend Your Per Month Order of
Income Total Money
Spent
 Food Expenses ____________________
 Clothing ____________________
Basic Needs  Shelter Expenses ____________________
 Repairs, ____________________
Priority Maintenance Priority
 Transportation ____________________
and
_____________ Communication ________
 Medical and
Dental ____________________
____________________
 Others
 Sports and ____________________
Self – Development Recreation
 Hobby ____________________
Priority  Self – learning ____________________ Priority
 Advanced studies ____________________
 Travel and ____________________
_____________ Leisure ________
 Others ____________________
Future Needs  Insurance ____________________
 Pre – Need plan ____________________
Priority  Trust fund ____________________ Priority
 Personal savings ____________________
 Investment ____________________
_____________  Other ____________________ ________
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 Beverages, liquor, ____________________
Miscellaneous cigarettes, etc.
 Beauty aids ____________________
Priority  Physical ____________________ Priority
enhancement
 Parties, socials, ____________________
_____________ etc. ________
 Charity ____________________
 others ____________________
HOW TO DETERMINE EXPANDABLE INCOME

(Monthly Basis)
INCOME SOURCES SELF OTHER FAMILY

MEMBERS
 Regular Salary
(net deductions) ________________ _________________
 Bonus/ Incentives ________________ _________________
 Others ________________ _________________
Total Income Per Month ________________ _________________
Total Expenses Per Month ________________ _________________
TOTAL INCOME (LOSS) ________________ _________________
Ice Breaker - Paired Sharing

A great way to get people talking comfortably to people they don‘t know or to raise the level of
engagement within a group that does know each other.
Number of people
Works well in small or large groups (12-100).
Directions
Ask participants to stand up, move about the room (don‘t just turn to the person next to them),
and find a partner who they don‘t know or who they know the least of anyone else in the room.
Once everyone is in pairs (if you have an odd number, one group can be a threesome), the
facilitator says: ―You will have two minutes to discuss the following topic with your partner...‖
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Ideas for discussion:
 Find three things you and your partner have in common.
 Describe for your partner the first job you ever held.
 What would you do if you won the lottery?
 What are your most favorite and least favorite things about working for this organization?
At the end of two minutes, the facilitator gets the group‘s attention and may invite
participants to share what they talked about with their partners. Participants are then instructed to
find a new partner and told they will be given a new topic.
This cycle can be repeated two or three times.
Game – Survival Scenario Exercise
Equipment
 Scenario briefing (1 per group)
 List of items/people (1 per person and/or visuals per group)
 Expert list (number optional)
Summary
 A classic group communication & decision making exercise. People get intensely
engaged because the "survival stakes" are high and none of the decisions are easy.
Works for a wide variety of ages and purposes, indoors or outdoors.
Group Size
 5-10
Time
 Total ~45-100 mins
 5-10 minutes briefing
 15-30 minutes exercise time
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 5-10 minutes scoring (for select equipment scenarios)
 20-30 minutes debrief & discussion
Overview - Group Survival Scenario Exercise

 A classic group communication and decision making exercise, with many variations.
 Works for a wide variety of ages and purposes, indoors or outdoors.
 Consensus can be hard to reach, however, set the aim for all participants to at least
partially agree to each ranking on their final list.
 Encourage groups to complete the task without the use of tactics such as voting, trading
in or averaging.
 Watch for participants avoiding conflict or changing their minds simply to come to
agreement. Highlight these kinds of behaviors in the debrief.
 An important outcome of this exercise can be learning that sometimes a bit of give and
take is necessary in order to move forwards to a solution.
 Watch for over emphasis by some participants on needing 100% accurate answers. Steer
the group towards the aim of the exercise which is heightening awareness of
communication and decision making processes, rather than over emphasis on 'getting the
answers exactly right'. Display of this need is a point of observation and one worthy of
debrief.
 There are two classic types of "paper & pencil" group survival scenarios (selecting
equipment and selecting people). In each case:
o Provide instructions & hand out materials
o Set a time limit (~15-30 minutes)
o Let the group go - answer questions, watch, & observe!
o Debrief
Scenario Type 1: Choose Survival Equipment

Your plane crashed...your group needs to choose the 12 most useful items to
survive...
Choose / rank equipment items in terms of their relative survival value:
 Participants choose/rank the items individually
 Discuss choices/rankings in small group and come to a group consensus
 Score answers against "expert" opinion
 Possible scenarios:
o Lost at sea or island survival (shipwreck)
o Desert (plane crash)
o Space or Moon
Scenario Type 2: People Survival Scenario (Who will be saved?)

A nuclear bomb has been dropped...a radiation-free shelter is available, but can only take 6
people; choose who will survive...
Choose / rank people in terms of who will get to live or die in situations with limited survival
resources:
 Participants role play characters (a bit like a Murder Mystery)
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 Can lead to high emotions; people get intensely engaged,
particularly when choosing who will survive, and none of the
decisions are easy.
 No right answers - any so-called "correct" answers are based on
debatable values (e.g., ageism, sexism, racism)
 Highlights individual's dispositions, group processes and decision
making
 Possible scenarios:
o Plane crash survivors
o Nuclear war shelter
o Oxygen dwindling (space, moon, mars)
o Lifeboat / Sinking ship (sea)
Variations
 Appoint a time keeper in each group and encourage them to be the person who monitors
the progress of the group towards achieving consensus within the time frame.
 To emphasise individual versus group decision making, split the session into three parts:
o Individuals make their own selections first, on paper (5-10 minutes)
o Groups (or sub-groups) then discuss and create a group decision
o Compare individual and group performances, e.g.,:
 For equipment scenarios, group decisions are usually more accurate than
individual answers, helping to illustrate the importance of collaborative
group decision-making.
 For people scenarios, score individuals according to how close the group's
decision was to their own selections of who is to live and die (an indicator
of each person's influence over the group).
Possible Debrief Questions

o How were decisions made?
o Who influenced the decisions and how?
o How could better decisions have been made?
o Did people listen to each other? if not why not?
o What roles did group members adopt?
o How was conflict managed?
o What kinds of behavior helped or hindered the group?
o How did people feel about the decisions?
o How satisfied was each person with the decision (ask each participant to rate his /
her satisfaction out of 10, then obtain a group average and compare / discuss with
other groups' satisfaction levels)
o What have you learnt about the functioning of this group?
o How would you do the activity differently if you were asked to do it again?
o What situations at work/home/school do you think are like this exercise?
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Plenary Session – Rainbow Life II
GREEN: HEALTH AND PHYSICAL FITNESS
PRINCIPLES OF HEALTHY LIVING

 Exercise regularly
 Eat nutritious food
 Pace your work
 Manage your stress
 Take vacations
 Go for regular medical and dental check up
BENEFITS OF RESTFUL SLEEP

 More alertness
 Better memory
 Increased performance on task
 Better mood stability
HOW MUCH SLEEP DO YOU NEED?
CATEGORY HOURS OF SLEEP

Infants and Children 16 hours a day
Teenagers 9 hours
Adults 7 to 8 per day
Pregnant Women Women in the first trimester of pregnancy and
sometimes throughout pregnancy, need
significant more sleep than usual
TIPS FOR RESTFUL SLEEP

 Avoid consuming caffeine or large amount of sugar in the six hours before the time you
go to sleep.
 Once you‘re lying down, try to relax.
 If you‘ve got a lot on your mind , try writing or typing it out, being as expressive or
graphic as possible, or talking to someone.
 You may need medication to help you sleep. Talk to your doctor about this if sleeping is s
major problem for you and none of the things above work.
 Lastly, you may find that you function fine with less than the normal amount of sleep, or
that you need more.
 Don‘t feel bad if you need less or more, just figure out how much you need to function,
and try to maintain a regular sleep. Schedule with that amount of sleep every night.
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BENEFITS OF EXERCISE
 It improves blood circulation and the body‘s ability to use oxygen.
 It helps prevent diseases.
 It helps reduce stress.
 Along with a good diet, it can help you control or loose weight.
 Use your gym.
THE FILIPINO STYLE AND ORIENTATIONS LOVE FOR MEALS AND

CELEBRATIONS
 Meals are the means to establish filial relations with almost everyone.
 Consider guests as part of the family.
 Known for being gracious hosts and grateful guests.
 Serve our guests, even if they are unexpected with the best we have.
 Love to celebrate and usually do it with a special meal.
 Meals are venues for socialization as well as for sustenance.
 Office breaks are not only moments of rest but for keeping relationships alive.
 Conversation shared over good food is a favorite past time.
ARE YOU EATING THE RIGHT FOOD?
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THE FILIPINO BEHAVIOR
VALUE FOR PHYSICAL APPEARANCE
 ―white‖ meant everything associated with the ruling classes : worth, beauty, desirability
and power
STRESS
Inner reaction to things that happen to us and to demands that are placed upon us.
 It‘s not the event that causes stress, it‘s your reaction to it.
 Some stress is useful. It provides a sense of purpose and keeps you on your toes. But too
much stress can be harmful to your health, emotional well – being, and relationships.
MANAGING STRESS
 Recognize the stress.
 Accept responsibility for your response.
 Look for the source of the stress.
 Examine your lifestyle, beliefs and attitudes.
 Use stress relaxation techniques.
SIMPLE WAYS TO REDUCE STRESS

1. Go for a walk
2. Eat well. Sleep well.
3. Call a friend.
4. Delegate or divide chores.
5. Learn to say no.
6. Have a daily quiet time.
7. Smile and laugh everyday.
8. Pamper yourself from time to time.
9. Improve your emotional quotient (EQ) – self – awareness, self control and empathy.
BLUE: ORDER AND HARMONY
Harmony of man with his work, home, environment and the world.
Put things in order. Practice cleanliness and good housekeeping.
Find a place for everything.
Keep your home or workplace simple but in harmony.
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GOOD HOUSEKEEPING: 5S
1. SORT (Seiri)
 Sort out unnecessary objects and remove from the area.
2. SYSTEMATIZE (Seiton)
 Put in order the arrangement of objects or tools.
3. SWEEP (Seiso)
 Sweep out all dirt, trash, and waste to keep the area clean.
4. STANDARIZE (Seiketsu)
 Make work area and surroundings hygienic to maintain health of people.
5. SELF-DISCIPLINE (Shitsuke)
 Every person must discipline self in performing housekeeping activities.
ENVIRONMENTAL CONSIDERATIONS FOR ORGANIZATIONS

1. AIR EMISSIONS: STATIONARY SOURCES
 Machines
 Vehicles
 Equipment
 Transportation
2. WATER MANAGEMENT
 Spill Control System (Hazardous)
 Conservation
o Discharge/ use, quantity and quality
3. WASTE MANAGEMENT
 Environmental policies
 Handling
4. ENERGY AND WATER CONSREVATION
 Daily Operations
o Office
o Home
5. Ground maintenance
6. Waste Minimization and Toxicity Reduction
7. Sustainability
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TIME MANAGEMENT ROLES

Urgent Not Urgent
I
M
 Emergency Repair  Planning
P Work  Continuous Learning
O  Pressing / Crisis  Opportunity Seeking
R
T Problems  Problem Prevention
A  Hectic / Crazy Times  Building Relationships
N
T  Critical Project Stages
TROUBLE SHOOTER VISIONARY

N
O
 Some Report  Small / Idle Talk
T Preparations  Procrastination
I
 Some meetings  Text Messaging
M  Telephone calls  Computer Games
P
O
 Social events  Extended Meal Breaks
R  Extended Nature
T
Breaks
A
N
FOLLOWER RETIREE
T
TIME MANAGEMENT TIPS
PLAN YOUR DAY

 Set clear goals. ―Begin with the end in mind.‖
 Make a ―To Do‖ list. Prioritize
STOP PROCRASTINATING
 Complete unpleasant task first.
 Break large jobs into smaller, more manageable tasks.
 Set deadline for yourself.
DELEGATE
 Routine activities.
 Things that aren‘t part of your core competency
PREVENT INTERRUPTIONS
 Complete unpleasant task first.
 ―Open Door‖ means you‘re generally available, not always available.
 Screen visitors if you have to.
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HANDLE PAPERWORKS EFFECTIVELY

 Block off time to handle paperwork and stick to it.
 Never handle a piece of paper more than once.
 Cut down on memos and e-mails. Use the phone or communicate face to face.
THE FILIPINO BEHAVIOR:
PUNCTUALITY
 The Filipino takes a much more relaxed view of punctuality. It is a part of the fatalistic
conviction that an individual has no control over his life and that his fate is determined by
supernatural powers
DRIVING
 Defensive driving is a must. Cars weave from one lane to another at high speed and
traffic signs are usually ignored. Philippine driving patterns are in terms of a car filling a
space, considered the owner‘s personal space, instead of a stream of traffic.
INDIGO: WISDOM AND CONTINUOS LEARNING
The Filipino Behavior
Value of Education
 Passport to good jobs, economics security, social acceptance, and as away out of a cycle
of poverty and lower class status, not only for their children, but for the whole family
Willingness to learn
Improvement
Sharing
Discernment
Open-mindedness
Maturity
 Experience is the best teacher.
 Develop a personal development plan.
 Go for holistic development. Develop your body, mind and spirit.
 Regularly and constantly update yourself on trends in your field of work.
 Develop a network of learning partners.
 Meditate on sacred books and inspirational literature.
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ON LIFE
LIFE is a personal, unique design of the love of God for every person.
Each of life‘s events:
Joyful, sad, success, failure, is willed or permitted by Him for me to discern moment by moment
His will.
When I choose to be outside my design, God lovingly and mercifully leads me back.
What I need is to cooperate and respond to His great Love with Love by fulfilling this design.
The fullness of Life accomplished at the end of life when I enter into His Kingdom.
Ice Breaker - Screamer

Learning Objective: Stress Management (also a fun way to pair up participants, rather than
telling them to "just pick a partner.")
Activity Category: Icebreaker
Time Available: 10 minutes
Space: classroom approx. 45 students
Explanatory Notes: This is for approx 45 students already divided into groups of 8. This begins
the class exercises for the day, which is followed by a lecture on this topic.
Problem: Icebreaker, topic stress
Solution: Icebreaker, with stress!
Activity Instructions:
1. Preparation: make sure the folks in the rooms on either side of you (and the principal, if
you're doing this in a school) know that they will be hearing some loud yells / screams in
a minute, that it will only last for about two-three minutes, and that everything is OK.
2. Have the entire group "line up in a circle" - you know what I mean ... Important:
everyone needs to be able to see the eyes of everyone else.
3. Explain that you will be saying two sets of instructions repeatedly, "heads down" and
"heads up." When you say "heads down," everyone looks down. Whey you say "heads
up," everyone looks up, STRAIGHT INTO THE EYES of anyone else in the room. Two
possible consequences:
a. if they are looking at someone who is looking at someone else, nothing happens;
b. if they are looking at someone who is looking right back at them, they are both to
point in a very exaggerated manner at the other person and let out a SCREAM OR
YELL. They are then "out" and take their places together outside of the circle to
observe.
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4. Once the "screamers" have left the circle, the circle closes in and you repeat step two,
followed by step three, until you are down to two people. Yes, they have to do it one
more time, even though the outcome is a foregone conclusion.
5. Processing questions: what made this "fun?" [btw: I've never seen this be anything but an
absolute hoot for all.] The short answer to the first question is the stress involved. You
can then ask them to think about what the actual stress factors in the exercise are (will my
scream sound silly? Will I embarrass myself?) and when did the stress seem to lessen or
intensify?
Ice Breaker - 2 Truths & a Lie

Brief Description
People write down two truths about themselves and a lie. Then introduce the three "facts" to the
rest of the group who tries to guess which one is a lie.
2 Truths & a Lie

 A different kind of get-to-know-you activity which is engages and challenges each group
member in a fun way
 Particularly useful as an icebreaker, e.g. can be used as a opener for a
workshop/conference.
 For large groups (e.g., 30+), it is best to split into smaller group sizes.
 Hand out cards or paper and pens (or if participants bring their own, that's fine)
 Explain that in this activity each person write two truths and a lie about themself and then
we will try to guess each other's lie. The goal is to: a) convince others that your lie is truth (and
that one of your truths is the lie) and b) to correctly guess other people's lies.
 Allow approx. ~5+ minutes for writing 2 truths & a lie - this isn't easy for a lot of people
- there will some scribbling out, etc. The slower people will probably need to be urged along to
"put anything you can think of" down. Allocate 5-8 minutes, but you will probably need to urge
people along.
 Announce that we will now walk around and chat to one another, like a cocktail party,
and ask about each other's truths and lies. The goal is to quiz each about each statement to help
determine which are the truth and which is the lie, whilst seducing other people into thinking that
your own lie is a truth. At the end we will caste our votes and find out the truth.
 Emphasize that people should not reveal their lie, even if it seems others might have
guessed.
 Allow min. 10-15 minutes of conversation time.
 Gather together in a circle. Start with one person who reads their three statements aloud
(to remind everyone). Then read the statements again, stopping to allow a vote for each one.
e.g., "I am Turkish. Who thinks that is a lie? [Vote] I am vegetarian. Who thinks that is a lie?
[Vote] I have a metal pin in my right leg. Who thinks that is a lie? [Vote]. OK, my lie was "I
am vegetarian."" The facilitator will need to help each person out, especially intially until the
basic format is understood. The facilitator may add drama and reinforcement, etc. for correct
guesses, tricky statements, etc.
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 The exercise can be run competitively, e.g., count up how many correct guesses of other
people's lies and take away the number of people who correctly guesses your own lie. Highest
score wins (honesty counts!).
Break – Out Session – Ideal Birthday
Significant Persons What Good Things Did They Say About Me

1.
2.
3.
4.
5.
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Break – Out Session – My Bag to Bulacan
You have come a long way to attend this event! For sure you brought along a lot of things
for the rest of the seminar. Look inside your backpack and list ten things from your bag, which
are very important to you.
1. _________________________
2. _________________________
3. _________________________
4. _________________________
5. _________________________
6. _________________________
7. _________________________
8. _________________________
9. _________________________
10. _________________________
What do these things tell about you? What do these things mean for you? Do these things
reflect to who you are?
1. ______________ -
2. ______________ -
3. ______________ -
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4. ______________ -
5. ______________ -
6. ______________ -
7. ______________ -
8. ______________ -
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9. ______________ -
10. ______________ -
DAY 2 – Leader in US
Plenary Session - Changing Paradigms: We Are All Leaders

1. Introduction. The story of the frog. In the well is an illustration of a change in paradigm.
A paradigm is a window, or a well in the frog story, of beliefs and perspectives through
which we look at ourselves, others and the world. There is the belief that leaders are those
who have high positions in government, business and society. The common man, the
everydayman is simply a follower. This is the paradigm that must be changed. We are all
leaders in our own right because we can make a difference for the better to someone to a
group, a community, the nation as the world. Leadership does not necessarily connote
blood and thunder, sweeping drama, and epic battles. Leadership can be a quiet
persuasion, the silent cheer, the calm presence as in the story of Dale Camegie and his
mother. Leadership is being the best father, the best sister, the best friend, the best worker
because that makes a big difference. It is simply a question of belief and choice.
John Gokongwei, Jr.,in donating 12 billion pesos for education, expressed success as a
leading businessman in the simple words of Ralph Waldo Emerson: ―To laugh often and
much; to win the respect of intelligent people and the affection of children; to earn the
appreciation of honest critics and endure the betrayal of friends; to appreciate beauty, to
find the best in others; to live the word a little better whether by a healthy child, a garden
patch or a redeemed social condition; to know even one life has breathed easier because
you have lived. This is the meaning of success.‖
2. So what makes effective leaders? Let us revisit history. Imagine the last scene in Noli Me
Tangere with Basilio, Sisa, and Elias in the dim light of the moon in the cemetery of Don
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Pedro Ebarramendia ―huwag mong kalimutan ang mga nalugmok noong gabi ng gating
mga ninuno,‖ The dying Elias asked the young Basilio. Why? Because there, we will find
a heroic tradition, from the chieftain of Mactan to the prayer soldiers of EDSA, that
shows us what Filipinos can be and do. One hundred years ago, nationhood for a subject
race in Asia was a Filipino idea. We were the first to flesh it out with our revolution of
1896. One hundred years later, People Power became another Filipino invention that
showed the world how to end authoritarian rule without bloodshed. Again we were the
first. Among the individuals of that heroic tradition, Jose Rizal stands out. He has scaled
heights of excellence and achievement no Filipino before or after him has ever equalled
or exceeded.
3. Principles of Leadership. Rizal‘s life is therefore a rich encyclopaedia of leadership

principles. Which we can learn and apply to become effective leaders. Let me share with
you six of these principles.
1. Principle of Clear Idea – Without a clear idea of where you are going, all
planned movements will fail. In Rizal‘s case, this idea was nationhood for the
Filipinos. This idea progressed in his mind from ―A La Juventud Filipina‖,
―Junto Al Pasig,‖ his political writings to his novels (Noli and Fili). This is
what the present day Dr. John Maxwell meant when he said: ―Everyone can
steer the ship, but it takes a leader to chart the course.‖
2. The Principle of Personal Merit – people must first believe in you before they
follow your idea. Rizal proved his worth by his unbending adherence to the
truth, his honesty and the spirit to excel and achieved that moved his direction
in life. What he says, he does. What challenges his spirit, he achieves. (Noli,
Fili, hunger etc.). This is what Dr. John Maxwell now calls the ―law of the
buy-in.‖
3. The Principle of Wholeness – Rizal practised a holistic approach in the pursuit
of nationhood. He said the people must know exactly where he wanted to
bring them and therefore he needed to show the complete picture of the story.
First, the present – through the Noli laid bare before his people the social
cancer of the country (Noli – everything there happened in the last ten years of
the 1887 publication). Then, the past – through his 1890 annotations of
Morga‘s 1609 Los Sucesos de las Islas Fiipinas, he showed his people their
past belle the Spanish claim that the Filipinos had no culture to speak of
except that which Spain brought to the Philippines. And finally, the future –
he parted the veil and gave them a glimpse of their future (Las Filipinas
Dentro de Cien Anos, FIli December 10, 1896 Manifesto to his Defense
Council).
4. The Principle of Many Rivers – One must explore to alternative solution to
the problems. There are many rivers to the same ocean. The leader must find
ways for the group to excel and achieve. Rizal explored several alternative
future scenarios to solve his country‘s social cancer. Letter to Despujol,
Sandakan Project, El Filibusterismo and La Liga Filipina. Whichever course
history takes, he was ready for any eventuality.
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As the ADB report ―Education and Development in Asia and the Pacific‖
points out: ―Education must be concerned with anticipating alternative future
scenarios. It has to prepare young people for the task of both shaping the
future and coping with the future.‖
5. The Principle of Extra Mile (Sufrir y Trabajar) – The idea of prying the
Filipino nationhood from Spain‘s grip required sacrifice, endurance, and the
persistence to rise above the pain and hardships. Rizal knew this but persisted.
He brought his idea as far as he could take it, bringing it even beyond the
grave, so that his life and ideals continue to define and measure our efforts
today and into the future. This is ―sufrir y trabajar.‖ This is the idea of the
extra mile; and it is courage.
6. The Principle of the Moral Force – Moral force is an ungraspable authority
that inheres, defines, illumines and emanates from an individual, not because
of guns or silver, but because of the power of moral example, that in his
person and action, one is able to distill the moral from the evil, the virtues
from the vices. And this force draws people to follow the example because it
empowers them to rise above their own weaknesses and faults.
Obi-Wan-Kanobi told Skywalker, ―Follow the Force.‖ Sam told Frodo, on the
verge of exhaustion and despair, ―there is something good in this world and
it‘s worth fighting for.‖ The Force. Something Good. Rizal always led by
example; he loved his country so much that Bagumbayan – demonstrating
thereby, forever and beyond doubt, the authenticity of his moral force. Rizal
defined ―moral force‖ in terms of ends and means.
a. Ends – Basilio wanted only to be a doctor and have a good family. Simoun
confronts him, ―what are physical ills compared with moral ills? What is
the death of an individual compared to the death of the community?
Someday you may be a great physician, but better still is the physician
who can breathe new life in this enfeebled people. What are you doing for
the country that made you who you are, that gave you life and knowledge?
Don‘t you know that life which is not dictated to a noble ideal is a
worthless life which like a stone strew on the road side cannot be used to
believe a worthy edifice?‖
b. On the choice of means – To pursue one‘s ends, Rizal, though Padre
Florentino, answers Simoun‘s question why God allowed him to fail
despite his intention to save the country: ― Because you choose means of
which God could not approve. The glory of saving the country cannot be
given to one who has contributed to her ruin. You believed that what
crime and iniquity had stained and deformed, more crime and iniquity
could cleanse and redeem. This was error. Hate only creates monsters;
crime, criminals. Only love can work wonders, only virtue can redeem. If
our country is some day to be free, it will not through vices and crime, it
will not through the corruption of her sons....‖
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c. Rizal then declares one of the more memorable lines in Fili: ―Redencio
supone virtud, virtud sacrificio, y sacrificio amor.‖
d. In his 1889 admonition to the women of Malolos, Rizal defined this moral
force in terms of Kabanalan: ―Ang kabanalan ay hindo matagl n luhod,
mahabang dasal, libaging kalmen kundi mabuting dasal, malinis na loob at
matuwid na isip.‖
4. Conclusion. We have defined the nature of paradigm and paradigm change. We have
discussed six principles that characterized Rizal‘s leadership against which you can judge
your own capacities to lead: the principles of clear ideas, personal worth, wholeness,
many rivers, extra mile, and moral force.
a. In conclusion, recall and re-imagine the last scene of El filibusterismo,

Simoun has taken poison and is now dead. Padre Florentino takes his
pulse and prays for him. Then he takes Simoun treasure chest and goes to
the precipice. The winds are blowing; the waves crashing aginst the rocks
below. The priest raises the treasure chest and looks to the high heavens.
Then he throws the chest into the abyss and intones: ―May nature guard
you in the deepest deep, among into the pearls and corals of the eternal
seas. When the people need you in the purpose holy and sublime, God
will know how to raise you from the bottom of the sea. Until then you
will do no evil there, you will not thwart justice or incite greed.‖
b. ―Where are the youths who will consecrate their innocence, their
idealism, heir enthusiasm for the good of the country? Where are they
who will give generously of their blood to wash away so much shame,
crime and abomination? Pure and spotless must the victim be for the
sacrifice to be acceptable. Where are you, O Youth, who are to embody in
yourselves the life force that has been drained from our veins, the
immaculate ideals that have grown stained in our minds, and the fiery
enthusiasm that has been quenched in our hearts? Come, O Youth, We
await you.‖
Plenary Session - Our leaders should rule by example

Leadership in all societies all over the world plays the most important aspect of shaping,
directing and guiding them to the path of achieving development. Most Nigerians hold the view
that what Nigeria lack is good leadership. They also have the opinion that whenever the country
is lucky to be lead by dedicated and resourceful leaders, the lives of Nigerians will not only
improve for better, but also the country will play its supposed role in international communities.
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Leadership failure in Nigeria is spread in all facets of life been it political, social,
economy, religiously and traditionally. Our leaders in all aspects mostly do not lead by example.
Majority of them are selfish, greedy and uncaring on anything that does not affect them directly.
Most unfortunate for Nigerians is that large numbers of its leaders do not view leadership
as sacrifice and service to humanity. To most of them leadership is all about self-enrichment,
pomposity and satisfying personal ego. When seeking for any position of leadership , many
Nigerians are carried away by the huge resources they will be in charge to distribute which they
will use their position to harness the highest share of it into their personal coffer.
While others when in position of authority are pre-occupied with the concern that
everybody must worship them notwithstanding their inability to provide what enshrined as their
main functions and duties in regard to the office they occupied. Due to such attitudes of most of
our leaders, bootlicking, yes-men and sycophants normally have their field day after they have
cut-off such leaders from the actual realities on ground.
The most irresponsible leaders in the eyes of many Nigerians are politicians occupying
elected or appointed public offices. Due to the way and manner most of them conduct
themselves, they are viewed as opportunist, selfish , ungodly, corrupt and undedicated to those
they govern or represents. Abuse of public funds, corruption, nepotism, crude use of force and
primitive looting have now become one of the features of political and public office holders in
Nigeria. Been godly, truthful and sincere is hard to them to imbibe which have made the
conduction of elections by them to be massively rigged and citizen not believing whatever they
inform them.
Our traditional and religious leaders, who normally play guidance and advisory roles for
the betterment of the country, are now mostly been selective in rendering their services. Most of
them channel their guidance and advice to the citizens without rendering same to the leaders.
They always preached to us to be law abiding without preaching to the leaders to rule with
justice, equity and selfless service. If they have done their roles without fear and favour our
leaders could not have been what they are perceived as of today.
In all societies that have excelled in the comity of nations, they are lucky to be lead by
leaders who are exemplary and selfless for their nations to be great. Such great leaders sacrifice
their worldly comforts for the benefit of humanity. Nelson Mandela, Chairman Mao, Ayatollah
Khomeini, Mahatma Gandhi , Fidel Castro, to mention some few are among such leaders that
every nation will hope to have.
The problem with Nigeria is that we are not lucky to have leaders that led by example
and are merciful, God-fearing, dedicated e.t.c. We have leaders that are shameless and wicked.
Leaders that find delight in lying and deceiving their subjects. Leadership that is selfish and
greedy. If not, why should a leader be comfortable, his wards attending exclusive schools within
and outside the country while those of his subjects are sitting at home or studying in
overcrowded classes or under trees sitting on the floor.
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We have leaders that will not only collect their own huge salaries and allowances at the
right time excluding the goodies attached to such offices. But while those they lead collect
peanuts as salaries and the unlucky ones among them spend months without salaries. Though
large numbers of other Nigerians do not have any means of living hood.
Leaders that jets out frequently to just have their health checked and their subjects left to
die just because they cannot afford to pay what they are charged at both government owned and
private hospitals.
Is Nigeria for all Nigerians or some few selected individuals with their families and
cronies? Do we have any other country of our own more than Nigeria? Will we all escape the
consequences of irresponsible, selfish and unpatriotic leadership? And when will we stop
grumbling and complaining to sincerely desire for the change we want in getting the right
leaders?
Our leaders must change from been deceitful, greedy and corrupt. And this can only
happen if all Nigerians have the zeal of patriotism and will be fearless to speak against injustice,
tyranny and oppression of our leaders. We must compel our leaders to conduct a free and fair
election. We must compel our leaders to rule with justice and equity. We must compel our
leaders to fulfill the promises they made to us. We must compel our leaders to rule according to
the constitution of our country which they promise to rule according to its dictates and protect
what it enshrined for the benefit of all Nigerians.
If we continue to be careless on how we are govern by our leaders the consequences will
continue to increase. It is the failure of leadership that has made Nigerians to continue to live in
fear, penury and untimely death. By remaining quiet our leaders will assume whatever they are
doing is right and legitimate. We have to make sacrifices for our younger ones, the old and
unborn generation of Nigerians.
No Nigerian is safe because no matter your status, you can be killed by assassins, robbed,
kidnap , loose your job without notice, loose your life on our roads due to their conditions or
even be seen as a strange creature when in foreign countries. We must all help our leaders not to
be corrupt by demanding them to do the right things.
And on the part of our leaders they must work extra hard to win back the confidence of
Nigerians. Also, they should imbibe the teachings of the religion they profess as they all know
one day they will be no more and they must account for all their deeds. So also, here on earth
history will do justice forever on how they lead their people.
Plenary Session - Great Leaders Set Example of Professionalism

"I guess I underestimate how much influence I have on the rest of my department," a
manager told me recently, during a coaching session. He has been working on his interpersonal
demeanor and after a few months, he's seen a big difference in the way people behave at work.
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"They laugh more now," he noted, "and they don't seem to scurry away when I approach." Now
that he is paying more attention to the reaction his behavior has on others, he also was amazed
that he could cause concern by simply passing someone in the hall without saying hello.
It's what I call "the game face." It's one of the subtle but important leader behaviors that
have an influence on the entire team. Here are some leader behaviors that count:
1. Put on your game face: I don't care what side of the bed you got up on, you need to don
your leader mask when you walk into work. If you had a fight with your spouse, leave it at home.
You need to manage your face when you are ready to explode in frustration, or you want to peel
back your lips in disgust. When you are bored, you need to feign interest and find a way to
change the subject. When you are on the way to the restroom, you need to remember that eyes
are on you, so a smile and a nod are required. When the corporate office announces a policy you
don't necessarily agree with, you need to keep your eyes from rolling.
The fact is that leaders are on stage every minute they are at work, and that includes
social time spent with co-workers outside of the office. You need to be positive and even-
tempered, regardless of how you feel. It's your job - that's why they call you "the leader."
2. Practice an out-of-body experience: We have all heard about the amazing, near-death
experiences of some people. They describe floating out of their own bodies and hovering over
the scene beneath them. They say they feel calm and dispassionate - detached and objective
about their earthly body.
Great leaders have this ability, too. They are able to view their own behavior as if they
are outside of themselves and evaluate its reaction on others. They try to watch their interactions
as though they are an outside observer, because they know it's how others perceive them that
counts. They are open to the feedback of others and objectively work on their own behavior, to
improve their skills.
3. Develop a third ear: Whether they are writing an e-mail, or conducting an all-
department meeting, great leaders seem to be able to edit as they speak or write. They consider
their audience and shape the message to fit the needs of those who hear it. These leaders are able
to alter their vocabulary, shift their focus and anticipate questions, depending on the message
they want to deliver. They are aware of the "third ear" of their employees.
4. Do the duck paddle: All leaders get frustrated and frazzled, but it's how they manage
their emotions that separate the good from the great. Like ducks, paddling like mad to get across
a pond, they seem calm and unruffled on the surface. In fact, the more others panic, the calmer
the great leaders become. They reserve their energy for figuring out how to solve the mess. They
steady the ship in a sea of chaos and others look to them to steer them out of trouble.
5. Take the high road: Great leaders don't stoop to the level of people who manipulate,
retaliate or bad-mouth. They give people the benefit of the doubt and wait to find out the facts
49
before they pass judgment or overreact. Even when they are faced with an angry employee or
unfair accusations, they maintain their composure and act with class. They lead by example.
6. Let people save face: Wise leaders know they will win more battles if they allow
others to save face. They realize that pummeling an adversary's self-esteem may help them win
the battle but will prolong the war. If an employee has screwed up, there is no need to rub his
face in it. If a peer does something stupid, there is nothing to be gained by embarrassing her in
front of her boss.
Break – Out Session – Leader in US – U before Somebody Else

Notes:
Self – Awareness
Leadership springs from Within: It‘s about _______________________________________.

a. Internal foundations of leadership:
1. __________________
2. __________________
3. __________________
b. A Leader is a _______________________...
1. Who ______________
2. Who ______________
3. Who ______________
The Traits that spring from _______________________

 Can _______________________
 Can_______________________
 Can _______________________
 Can _______________________
―Successful careers are not planned. They develop when people are prepared for opportunities
because they know their strengths, their method of work and their values.‖
Peter Ducker in Harvard Business Review
What we want leaders to do:
 ___________________________
 ___________________________
 ___________________________
 ___________________________
―Ninety percent of the success of an individual could be attributed to his emotional intelligence
rather than on his intellectual and technological competencies.‖
Daniel Goleman
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5 core competencies of emotional intelligence:
 _______________ -
_____________________________________________________________________
_____________________________________________________________________
 _______________ -
_____________________________________________________________________
_____________________________________________________________________
 _______________ -
_____________________________________________________________________
_____________________________________________________________________
 _______________ -
_____________________________________________________________________
_____________________________________________________________________
 _______________ -
_____________________________________________________________________
_____________________________________________________________________
A further look at Self – Awareness:

- roots and nourishes the other leadership virtues
Values
 _____________________
 _____________________
 _____________________
Consequences of reflecting the values:
 Become more committed to the held values by articulating them
 Allows self – assessment:
- Gives the opportunity to measure life through self – reflection
―Even leaders can make mistakes. We can learn from mistakes
and each of us has a limitless capacity for growth and
development.‖
- renews our core values and principles that gives sense or
purpose to our life.
- Establishes a strong sense of identity
A leader‘s greatest power is ____________________________________________________.
Personal Vision:
1. Communicate in daily life
2. Intensely personal
Product of self – reflection: What do I care about?
What do I want?
How do I fit into the world?
3. Rooted in principles and core values.
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Ingenuity
Definition:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
_____________________
Love
Means…
______________________________________________________________________________
______________________________________________________________________________
______________
Love-driven leadership is:

1. ________________________________________________________________________
2. ________________________________________________________________________
3. ________________________________________________________________________
(1.) _______________________________ : Suspending Judgment
- _____________________________________________________________________
_____________________________________________________________________
- _____________________________________________________________________
_____________________________________________________________________
- _____________________________________________________________________
_____________________________________________________________________
- _____________________________________________________________________
_____________________________________________________________________
(2.) _______________________________ : Unlocking Potential

―Love is not merely seeing, but doing something about what one ses.‖
- _____________________________________________________________________
_____________________________________________________________________
- _____________________________________________________________________
_____________________________________________________________________
- _____________________________________________________________________
_____________________________________________________________________
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(3.) _______________________________: enhancing Performance
―Love ought to manifest itself more by deeds than by words.‖
- People perform best when team members _______________, _______________, and
_______________ one another and _______________ narrow self – interest to
support team goals and their colleague‘s success. They perform best when
_____________________________who offer genuine ________________________.
―Govern/operate with ___________________________.‖

- Love – driven environment make people want to work instead of merely making them
work.
- ―___________________________‖
Activity Sheet
a. What specific topic/s from the talk or lecture that would you like to share to
your friends, co – workers or acquaintances in general?
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
b. What are your insights / realizations regarding the topic chosen? How will
that contribute to the leadership development of your friends or co-workers?
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
c. Think of a leadership experience that would relate to your chosen topic and
you are willing to share as well to your friends or co-workers?
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
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Game – Human Knot
Equipment
None.
Time
~15-20 minutes
Brief Description
Standing in a circle, group members reach across and shake hands - use hand connecting
to a different person.
The group then tries to unravel the "human knot" by unthreading their bodies without letting
go of each other people's hands.
 a get-to-know-you icebreaker
 involves close physical proximity
 can be used as a name game
 helps a group learn about how to work together
Can also focus on group understanding of communication, leadership, problem solving,

teamwork, trust, persistence, etc.
Set up & instructions

 Be aware that the activity involves close physical proximity and touch potentially in
sensitive places! It can be used as a first activity in an adventurous program with
volunteers (e.g., the start of an Outward Bound program). However, if the program is
less adventurous, or group members potentially will have significant problems with
such proximity, e.g., due to culture, or social or psychological problems, then Human
Knot could be introduced later in a program.
 Ideal group size is approximately 10, but it can be done with anywhere from about 7 to
16. Much higher or lower and the task doesn't really work. The more in a group, the
more difficult the task, partly because of the complexity, and partly because there is
physically less room to move.
 If there are two or more groups doing the task simultaneously, have the groups
reasonably spaced out, so they don't feel distracted by a sense of competition.
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 Ask participants to form a circle, shoulder-to-shoulder. Encouraging/urging participants
to all stand closer can be a subtle way of helping to prepare them for what is about to
come.
 Ask participants to each place a hand in the middle of the circle and to grasp another
hand.
 To emphasize learning of names and get a bit of fun going, ask participants to introduce
themselves to the person they are holding hands with.
 Then ask participants to put their other hand in the middle, grasp a different person's
hand, and introduce themselves.
 Don't let participants let go of hands - some will be tempted to think the activity might
then be over - but it is only just starting.
 Explain to participants that what you'd like them to do is untangle themselves, without
letting go of hands, into a circle.
 There will be a mixture of reactions, often including nervous laughter, fun amusement,
excitement, trepidation, strong suspicion that it can't be done, and others who may view
the task as a somewhat sadistic or inappropriate joke. Often some group members will
have done the task before, but this doens't really matter, each time the task is unique.
 Participants may change their grip so as to more comfortable, but they are not to unclasp
and re-clasp so as to undo the knot.
 If you want name-learning emphasized, then explain that whenever the group is talking
to someone, or about someone, that the person's first name must be used. This usually
requires supervision and reinforcement by the instructor, but once enforced, is excellent
for learning names. It also usually helps the group to work together and find solution,
because their communications and more accurate with names involved.
 Stand back and see what happens.
 Be prepared to see little progress for quite some time (up to 10 minutes). However, once
the initial unfolding happens, the pace towards the final solution usually seems to
quicken.
 However, because each occasion is unique, there are also odd times when a very fast
solution falls out - too easy. In such cases, you ask a group to try the task again - its
usually a bit harder second time around. Occasionally, the task seems too hard and
participants seem to make almost no progress. Let them struggle for about 10 minutes,
then you can offer the group one unclasp and reclasp - they need to discuss and decide
what unclasp-reclasp would be most useful.
 Most of the time a full circle falls out, but occasionally there are two or even three
interlocking circles. So, really the task is to sort the knot out into its simplest structure.
Facilitator notes
 A switched-on facilitator can get a lot of information about participants in a short space
of time with this activity. For this reason, the activity is commonly used in group-based
selection processes for jobs which involve closely working with others.
 Stay at a moderate distance, allowing the group to handle the activity with feeling like
they're being too closely observed; but maintain good hearing contact and be ready to
step in to help answer questions or change the direction of the activity quickly when
appropriate.
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 Slowly wander around the circle, moving in and out as appropriate, e.g., if you want
people to use names in every communication, then this needs to reinforced in a friendly,
but firm way, several times.
 It is relatively easy to notice who's talking, who's not, who seems comfortable, who
doesn't. Also note that sometimes the natural leaders are not in a good position to lead -
do they try to dominate inappropriately or do they sit back appropriately and just do
what they can. Sometimes, a new leader emerges from being in an opportune position
in the knot. This can offer this person a significant boost. Also, almost everyone gets a
positive sense of having played his or her part. Some people have difficultly enjoying
the activity due to their uncomfortableness physically (e.g., obese, very tall, or
inflexible people may find the activity particularly awkward).
 It is important to provide appropriate help if the activity proves too difficult. This might
be encouragement that it can be done (some groups lack confidence and would give up
too early), helping a couple of people communicate to find a solution to part of the knot,
etc. Or this might be allowing an unclasp-reclasp. How much to give is a fine
balancing act. The task should be challenging, but especially as an initial activity, it
should give the group some initial confidence and momentum in being able to work
together to solve problems.
Often this activity speaks for itself as an icebreaker. However, because it can be quite
challenging, and people will often have been pulled in all sorts of directions (literally), be
prepared to have at least a short debrief, e.g. by asking "How well did you think the group
worked together?" and "What could have been done differently?" or "What do you think you've
learned from this activity which can be applied in future activities?"
Plenary Session - Volunteerism and Leadership: A great partnership

Leaders exhibit characteristics such as being proactive, innovative, and visionary that
demonstrate the ability to lead their teams on to new and challenging horizons. These
characteristics will serve better after being honed through experience and practice. Volunteerism
presents an opportunity for leaders to learn and practice skills while helping others. Here is how
you as a leader can give and get more from being a volunteer.
 Get that "necessary experience"
When a potential employer looks over your resume, they look for experience. They hope to
strike gold through life experiences as well as career experiences. Many a candidate has been
turned away for lack of experience with little explanation. When this happens, analyze the void
and then set out to get the needed experience. Volunteering will give you valuable career and life
experiences... and there are plenty of organizations willing to let you try your hand.
 Advance your "corporate image".
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You want your company's name to be synonymous with positive events and feelings.What
better way to get your name out than by having it on a billboard promoting a charity event. When
customers see your name they should think of good times and prosperity. The last thing you want
is your company name being associated with anything that conjures up unpleasant thoughts.
 Practice your business techniques.
Practice makes perfect no matter what you do... from accounting to zoology, you can always
improve on your techniques. Not only does volunteering provide a way to get better at what you
do but it also applies to the previous lesson: advancing your corporate image. If you are viewed
positively in your charitable dealings those characteristics will be correlated to your business
practices.
 Do a good deed.
No ulterior motive needed here. It's pretty plain and simple, do it because you can.
 Network and make contacts
It goes something like this: "It's not what you know but who you know that counts". I hope
that my paraphrasing did not annihilate that quote, but you get the point. Get out and meet other
proactive leaders and meet and make contacts. You never know who you will run into!
 Build unit morale and team unity.
Leadership is the act of guiding others towards the completion of a common goal. One tool
that makes the leaders job easier is to have a group or team culture to serve as the backbone of
your organization. Companies such as Apple and IBM are famous for their unique brands of
corporate culture.
A good team morale and esprit de corps is so essential and productive that team leaders and
CEOs pay big bucks for their teams to go whitewater rafting, hiking, rope climbing and on team
builds all in the hope of finding a common thread or chemistry that will unite their team and
guide them through even the toughest storms.
Why not use volunteerism as your team's "whitewater raft"?
Instead of getting your team to focus on the goal of getting down a river, focus on helping a
community clean up or helping a homeless shelter!
 Set a good example.
Lead by example! Leaders need to act as they would want their team to act. Volunteering
shows initiative and dedication.
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 Become a contributing community member.
This relates directly to the previous reason. When you are out and about helping others you
are a more productive community member. Plus you might just meet other highly motivated and
innovative people such as yourself and begin to feel the synergy as you join forces and
accomplish goals.
Plenary Session - Leadership Involvement Checklist

This tool helps leaders reflect on their strategies for leadership, and how these strategies
will need to be adapted for different sizes of organizations.
Section 1 : Do you have a small, medium or large organization.
(NB : numbers of people alone are not the sole (or even main!) indicator.
A. How many adults are in your church or organization?
B. Is your organization based on a single site? (If no, then think of your organization as having
twice the number of people it actually has for the purposes of the thresholds given above.)
C. Add 25 for each clearly distinct part of the organization (eg service congregation, distinct
functional area in distinct area with distinct management.)
D. Add 25 for each level in the organizational hierarchy beyond 2.
Take your final number and decide whether you have a small, medium or large
organization using the following scale : Under 100 is small, 100 to 250 is medium, over 250 is
large.
Section 2 : Your Leadership Involvement
Rate each of the statements below on a scale of 1 to 5, where 1 is never applies / strongly
disagree and 5 is always / strongly agree.
1. I know each person in my organisation personally : their name, their strengths and their
background.
2. My employees know me personally, my strengths and my background.
3. I personally approve all significant decisions in the organization.
4. Although I have ultimate responsibility for all of the major decisions, I delegate much of this
authority.
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5. Much of the "cement" holding the organisation together stems from employees having strong
personal relationships with each other.
6. Our organization has a clear vision, shared values and a culture which is embraced by all.
7. The growth in our people's experience and capability is driven by what I delegate to them.
8. I have a personal interest in ensuring that people have new and challenging opportunities
within the organization - everyone needs room to grow.
9. Opportunity to contribute to decisions comes from everyone knowing whats going on.
10. Personal contribution is driven by good internal communication and a culture of openness.
11. Processes are improved upon as we work together and spot what could be done better.
12. We set ourselves challenging goals on improving the effectiveness and efficiency of our
working practices.
Pause for Thought

If you have scored highly on the odd numbered questions, your leadership style is very
much in tune with a smaller organization. If you are leading a small organization, then fantastic!
If not, you might like to reflect on whether your leadership style is too close to the detail for the
organization you now lead.
The even numbered questions shouldn't be influenced by the size of the organization. It's
important that the leader doesn't over-dominate an organization's culture, values and operating
style. Again, this may give some different pointers for thought.
Ice Breaker - Photo Scavenger Hunt

A picture is worth a thousand words.
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A picture is worth a thousand words. Almost everyone has a photo or two in their wallet,
especially when you‘ve got a room full of adults, or even better, baby boomers with
grandchildren. The photo hunt is on!
Ideal Size
Any size works.
Time Needed
30 minutes; longer if you make a longer scavenger list.
Materials Needed
Scavenger hunt lists. Make your own and print the number of copies you need. Your list will
look something like this:
_____ Blonde toddler
_____ Family portrait
_____ Senior portrait
_____ Graduate in cap and gown
_____ Child on a bike
_____ Family or lovers at the beach
_____ Baby‘s first photo
_____ Family dog
_____ Family cat
_____ Twins
_____ Child laughing
_____ Child crying
_____ Grandparents
_____ Girlfriends
_____ Bride and groom
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Instructions
Hand out your scavenger checklists. Give the group 30 minutes to find someone with one of the
photos on the list. Encourage them to find a new person for each item.
If using for introductions, ask each person to give his or her name and share which photo they
liked best and why.
Debriefing
No debriefing is necessary unless the exercise involves your topic in some way.
Plenary Session – Strategic Leadership

What is strategic leadership and why do I need it?
Strategic leadership is a self-explanatory term, and even when separated, still provides a
meaningful definition. A definition of strategic leadership can be summed up as the ―ability to
anticipate, prepare, and get positioned for the future.‖
In my experience, I have been able to pinpoint specific examples of colleagues who have
exemplified strategic leadership in their professions. I‘d like to share some examples of how
strategic leadership is essential to a work environment.
A small company had been acquired by a larger firm. With this, the current leader had been
let go and a new leader was appointed to take charge.
Anticipate and Prepare
Being acquired by a larger firm may bring more awareness to a company or provide
better benefits, but several cons may get in the way at first. During a transition period, many
employees are sometimes left without a job, or have decided to move on to other things in the
wake of unsatisfied changes. It was no different when a well-liked president of the company was
phased out due to financial setbacks. The firm took a lengthy process to make a move until
finally appointing an internal employee to serve as the interim president. Left with a lot of the
dirty work, the new leader immediately went to work and restored and initiated productivity with
his employees. His biggest attribute was that he was prepared for this new role before he was
even appointed as the new president. His natural work ethic had already groomed him for
charismatic leadership and when the opportunity for advancement came, he wasted no time in
taking charge and continuing the work. Likewise, a strategic leader will be able to pick up the
pieces and restore work productivity regardless of a drastic change.
Being the cheerleader and still an enforcer, Teams leaders are versatile figures held
accountable for their employee’s work performance.
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Get positioned for the future
A team leader‘s major objective is to keep worker performance at a high and encourage
improving results that would ultimately lead to a brighter outlook and future. Preparing
employees now enables them to do such. Team Leaders have a weekly, monthly or even yearly
report to give so their main motivation would be to constantly focus on the progress and
performance of their individuals. In order to maintain and continue a future of positive results, an
effective team leader will use strategic planning in his/her strategic management. Mentally,
he/she will find ways to encourage employees to perform high to obtain team incentives, but will
also encourage strategic planning at the individual level. Training employees to strategically plan
in their prospective territories will alleviate the leader with multiple responsibilities and generate
a more productive outcome in the work area. With a focus on the individual employee, a team
leader will have the power to influence his/her employees to control their progress and look
towards a better outcome.
One department is flourishing with work productivity, while one department is far behind.
Focus on the right energies
In a business world where deadlines are demanding and profits are important, companies
and their leaders will hold work productivity as a high priority. A strategic leader will observe
less than optimum circumstance and move quickly to create beneficial change. Saving time by
focusing only on the right energies will help a company profit. For example, an employee serves
in two departments, splitting duties between each. It is evident that his/her skills are stronger in
research and development rather than in the sales department. A strategic leader may see more
value in changing this employee‘s role to work in this stronger area of expertise. At the same
time, a strategic leader will realize that this employee may be able to provide unique insight
across both functions that others can not. Strategic leaders will observe these situations quickly
and waste no time in shifting employees to areas where both the individual and organizations can
benefit the most.
Game - Multi-Way Tug-of-War

Equipment
4 way powerpull with 20 loops for double handed pulls or 40 loops for single handed pulls by a
large group
Or make your own 4 way tug of war with several good quality ropes each ~60ft+ with
attachment e.g., via knots, splicing or ring/karabiners
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Time
~30-60 minutes
Brief Description
Fun, physically demanding, competitive team activity. Several teams pull against each other,
requiring communication and tactics as well as strength to outmanoeuvre and win
 Fun, finale-type activity. Physically exhausting and emotionally climaxing!

 Works for kids through to corporate programs. Ideal for adolescents and possibly
youth at risk. Especially with older adults, be careful with this activity, especially if they are
unfit or if overexertion is contraindicated (e.g., heart problems).
 Use for any size groups, indoor or outdoor. Ideal is large
group outdoors. Pick a soft location e.g., grass/beach.
 In traditional 1 on 1 tug-of-war it is mostly strength that
wins, with a few tactics.
 In multi-way tug-of-war it is mostly tactics that wins, with
some strength.
 Lay out the ropes, etc. as shown in diagram below.
 Participants should prepare appropriately e.g., watches and hand jewellery off.
 Divide into groups and make sure the groups appear to be of similar strength.
 Brief group on normal tug-of-war safety rules, basically:
o no wrapping or tying rope around anyone or anything - only hold rope
with hands
o watch out for rope burn on hands - let go if rope is moving through
hands
o watch out for rope burn on body - let go if you lose footing
 First command from the Tug-of-War master is "take the strain". This is only to take
up the slack, that's all. The Tug-of-War master makes sure the centre ring is stable and centered.
This needs strong leadership because teams are always keen to add extra strain!
 Second command is "Go!!"
 Teams attempt to pull the center ring or knot over their finish line. This can rarely be
achieved by strength alone and instead will require guile. Teams can swivel to cooperate /
compete with other teams, then switch directions, etc.
 Conduct several rounds. Continue, say, until one team earns 3 victories and the Tug-
of-War title.
 Allow teams plenty of time to physically recover and debrief/plan after each round.
Team building groups may wish to discuss what the secrets to success were in this activity -
and whether these lessons apply elsewhere.
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Break – Out Session – Models of Leadership

If I have seen further, it is by standing on the shoulders of giants.
Isaac Newton
Being leaders, we look up to those who have led before us, those who have experience. It
is in the success (and sometimes failure) of those who have come before us that we draw
inspiration or learning.
To work in the world lovingly means that we are defining what will be for, rather than reacting
to what we are against.
These people we look up to have their own set of values that can be similar to ours. It is
very much important to know what things are important to you. The things you value are things
that you will be willing to stand up, fight for or die for. These values define us as a person and
dictate how and why we should act.
The Philippine National Anthem has a line, ―ang mamatay ng dahil sa iyo.‖ Our speaker
challenges us, ―Kailan natin masasabing ang mamamatay ng dahil sa iyo?‖ Most of our heroes
died fighting for this country. When will we value our nation and live for it, instead of dying?
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Pagpapahalaga
When translated to Filipino, the word value is equated to the word halaga. Pagpapahalaga
as such, are the things we value. Look at your bag which you brought here and are important to
you. What values do these stands for? Does this tell you about the things you stand for?
1. ____________________________
2. ____________________________
3. ____________________________
4. ____________________________
5. ____________________________
6. ____________________________
7. ____________________________
8. ____________________________
9. ____________________________
10. ____________________________
Pagpapahalaga and Pakikipagkapwa

Get to know other participants and ask them what do they bring that are important to
them? What values do you have in common?
Values I have in common with others

_____________________________ _____________________________
_____________________________ _____________________________
_____________________________ _____________________________
_____________________________ _____________________________
_____________________________ _____________________________
Values Drive a Team
What things will you die for? What could be the value behind these?
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
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Break – Out Session – Values
Notes
Values
 Is the worth one attributes to things, events and people
 Is a fairly enduring belief
 Sets limits for one‘s actions
 Defines what one desires or prefers:
o Personally
o Socially
o Morally
Age of Value Confusion

 Loss of traditional influences
 Presence of different and opposite values
 Effects of mass media
 Imposed values and true values
Seven Criteria for a Full Value

CHOSEN
1. Freely
2. From choices
3. After careful consideration of each alternative
PRIZED
4. Cherishing, being happy with the choice
5. Willing to affirm the choice publicly
ACTED ON
6. Doing something with the choice
7. Repeatedly, in some pattern of life.
RESULT:
A VALUE ENHANCES THE PERSON‘S TOTAL GROWTH
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Activity
I.
Who were the speakers that inspire you today?
What do you think made them successful in their endeavors?
What were the things that they valued? Do you value the same things?
Who inspired you the most and why?
Who/What are your other models for leadership?
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II.
d. What specific topic/s from the talk or lecture that would you like to share to
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
e. What are your insights / realizations regarding the topic chosen? How will
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
f. Think of a leadership experience that would relate to your chosen topic and
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
DAY 3 – Making Leadership Work
Plenary Session - Leadership in the Workplace

Toward the end of the 1970s a growing awareness emerged among organizational
theorists and management gurus that one of the key problems in organizations is that they are
under led and over managed. Certainly, efficient management is crucial to any organization.
Competence and technical expertise must be pervasive in the organization, and both managers
and leaders must possess strong management skills. At the same time, Warren Bennis (1989) has
provided some definitions that serve to illustrate why the leadership function is so important.
 The manager administers; the leader innovates
 The manager is a copy; the leader is an original
 The manager focuses on systems and structure; the leader inspires trust
 The manager has a short-range view; the leader has a long-range
perspective
 The manager asks how and when; the leader asks what and why?
 The manager has an eye always on the bottom line; the leader has an eye
on the horizon
 The manger initiates; the leader originates
 The manager accepts the status quo; the leader challenges it
 The manager is the classic good soldier; the leader is his or her own
person
 The manager does things right; the leader does the right thing
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While these Bennisisms have been around for about a decade, they are still useful when
attempting to create a dynamic and thriving organizational environment, and especially when, as
individuals, we want to improve our performance in the organization (that is, polish up our
leadership skills).
There is a difference between "doing the right things" and "doing things right." Although
there is no scientific evidence on which to base this statement, in my view our profession tends
to err on the side of "doing things right." This observation is based on the years I spent working
in libraries, consulting with library staffs, and observing students who choose to enter a library
and information science (LIS) school. It may be also partially the fault of the LIS schools placing
most emphasis on technical skills with little explicit concern about leadership skills or even
interpersonal skills.
While this is not a direct correlation, it is also significant that Myers-Briggs studies (the
most popular instrument in the study of librarians to date) show that "the most consistent
characteristics of librarians from all the studies [since 1971] remained introversion, thinking and
judging." (Agada,1998) Studies by Schadrin and Beaubien, Brimel and Leach, and Lyson (as
cited in Agada, 1998) have suggested that librarians are mostly ISTJ's and INTJs. The ISTJ is
described in the Meyers-Briggs manual as "serious, quiet, earn success by concentration and
thoroughness. Practical, orderly, matter of fact, logical, realistic, and dependable. See to it that
everything is well organized. Take responsibility. Make up their own minds as to what should be
accomplished and work toward it steadily, regardless of protests or distractions."
The INTJ types on the other hand usually have original minds and great drive for their
own ideas and purposes. In fields that appeal to them, they have a fine power to organize a job
and carry it through with or without help. They are "skeptical, critical, independent, determined,
sometimes stubbornmust learn to yield less important points in order to win the most important."
(Agada, 1998) Employees in Texas libraries varied considerably from the general population,
with library employees being "introverted, intuitive, thinking, and judging." (Bounds, Patterson
and Bailey, 1994)
Attempting to improve our leadership skills by cultivating the characteristics Bennis

describes helps us move away from a tendency to rely on control, accept the status quo, and be
intolerant of ambiguity. The latter point is a very important one because clearly libraries may
rely on managers for survival, but they are dependent on leaders for initiating change. The ability
to make decisions that involve some risks without having all the information at hand is the
hallmark of the leader. Other qualities include the ability to plunge ahead on a project, to
articulate a vision thatwhile it may potentially lead to failuremay lead to success that can be very
important to the institution or the profession. Many examples of this could be described, but the
establishment of the TALL Texans Leadership Development Institute comes immediately to
mind. Several leaders in TLA had looked at the Snowbird Institute and the Michigan Leadership
Program and concluded that something similar would be beneficial for Texas. But it was Bonnie
Juergens (Executive Director of Amigos) who chaired the planning group, kept it on track for
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many months when naysayers said is must "make money" for TLA, and never let the group lose
sight of the ultimate goal. TALL Texansa great success story!
In discussing examples of leadership in the workplace, we tend to focus on the projects

that transcend one's individual job and involve many players. I believe this is because we take for
granted the normal leadership traits we exhibit daily in our jobs, an environment that may lack
that added element of risk-taking that occurs when one tries to represent or lead a complex group
of individuals with varying agendas.
When I contacted Julie Todaro, in-coming President of TLA, she told me the following
story:
"One day, almost five years ago, Pat Smith called me and asked me to take on a new role.
She explained that, as I was a current member of the TLA Executive Board and someone who
lived in Austin, I was a likely candidate to be the representative to a new committee. She had just
gotten a call from the First Lady's office asking for someone from the Association to meet with a
small group to discuss putting on a book festival for Texas. I was excited about the idea, dubious
about the work, but let's face it, who says no to Pat? So I said yes and from that moment until
now, I think the primary thing that has gotten me through this exciting and enormous project was
leadership.
Here I was, surrounded by non-librarians and having to communicate with them, educate
them, learn from them, and work with them while representing the entire Association. In
addition, I had to gather ideas from Association members, take them back to this new group, get
all Association members on board, all members excited, and many members involved."
To the question of which leadership skill became the most important, Todaro
replied,"Well, first and foremost VISION. We had to create a shared vision of what the festival
was going to be and for whom it was going to be. When you stop and think that all of us came to
the table with different views of festivals and different views of libraries, you can imagine how
challenging that was. My role was to bring a clear vision of library needs, specifically public
library needs, in Texas.
Successful WORK WITH GROUPS? a major factor in leadership? was important, as

our workgroup became larger and more disparate as we grew. I had to be sure I understood group
dynamics and applied what I knew AND used all the techniques I had for building teams as well
as making them work together.
COMMUNICATIONS became critical as we had to learn each other's lingo as well as

what to say and how to work with these very diverse groups such as city departments, authors,
entertainers, state government departments, and a huge variety of other organizations. Our core
group had a shared vision, but we had to consistently and constantly communicate that vision
and make it clear to these diverse groups, all of whom were 'in it' for different reasons.
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MOTIVATION is always a major leadership issue. We had to not only find ways to
motivate state and local groups in both profit and non-profit sectors to help us, join us or give us
money (!), but we had to find ways to continue motivating ourselves ? the core group of
volunteers ? and also the other enormous number of volunteers we had to marshal to make it all
work.
I had to be a CHANGE AGENT in many ways and in one particular way: I had to move
people toward a different perspective. Many volunteers, who only work in special, academic or
school libraries, had to pull together at a Festival designed to raise money for only one group of
libraries in Texas, public libraries.
Now, don't think all of this was done or is being done without conflict. I REALLY have
to remember my CONFLICT MANAGEMENT skills (yes, I have them!). The closer we get to
each festivalthe more testy we become!
And finally, it is important to involve others in leadership roles through MENTORING

and NETWORKING. It has always been a priority goal of mine to involve as many other
people 'at the top' and doing the fun things as quickly as possible in order for things to run
smoothly without key players ? hence, the ongoing TLA Grants Committee and now the Book
Festival Committee.
The Festival has certainly been the most challenging but rewarding of all my leadership
roles to date."
In a recent conversation with Harold Billings, who directs one of the largest ARL
libraries in this country (University of Texas at Austin), he said:
"Leadership should really be based on what one can give rather than get. Giving should
not only be a hallmark of a service-based organization, it should be the mark of adept
administration. Nothing is more important than the dedication towards the public good of one's
resources, whether that resource be information, human resources, finances, time, or space. Some
of this library's greatest rewards have evolved from our sharing of space in a time of campus
need.
The recent dislocation of UT's Academic Computing and Instructional Technology

Services Divisioncaused by a new construction projectoffered an opportunity for our library to
move an uncommitted 'bubble' of space about in such a way that we could provide a temporary
home for some of these misplaced academic computing personnel. This has provided an
opportunity for closer collaboration between library and computing staff, and to improve
significantly library connectivity because of the needs of computing. It supplied the stimulus for
and opportunity to move and make more publicly accessible our new journals collection, to
consolidate previously separated parts of our Interlibrary Services Division, to gain space for and
consolidate previously dispersed units of our Digital Library Services Division, and to enhance
our ability to provide better-secured 24-hour library service for students.
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While my initial decision to make this space available was criticized by some as 'giving
away' library space, it has proved of benefit in promoting action that had been under
consideration for some time, but which might otherwise still be in abeyance. And it certainly
helped an otherwise difficult time for computing personnel. Taking chances plays a huge role in
'leadership,' just as does farsightedness, the longer view."
Billings' comments reminded me of what happened when I came to U.T. Austin in 1991.
There was an opportunity to save the Conservation Program at Columbia's Library School and
bring it to Texas. Billings immediately saw the benefit of having such a program at The
University of Texas and he joined the Graduate School of Library and Information Science group
in not only helping convince the University administration that there was real research merit as
well as training opportunities in such a program, but also made the contribution that cinched the
dealfinding space for the extensive laboratories required for the program.
These are just a few of the hundreds, no thousands, of examples one might draw upon. If
there is one message from these Texas leaders, it is this: Don't be afraid to go out on a limb, take
a chance to lead the development of a project that can significantly improve the quality of your
library or libraries in general.
Plenary Session - The Importance of Integrity
Okay, so it‘s time to re-engage your management team and provide them some refresher
training on leadership in the workplace, and you‘ve been asked to research and bring in the latest
and greatest leadership training materials. Hopefully, you will find some new insights or
perspectives on the roles of workplace leadership and on what makes a good leader. As an HR
professional, I too have been tasked with this assignment.
But searching for leadership training material can be a little overwhelming. Where do you
start and even if you find something, how do you know it is a good fit for your company‘s
culture and management team? Before you spend too much time looking for leadership resources
and materials, why not start at the foundation and ask the question, ―Does my management team
understand the foundational aspects of good leadership? Do they realize that good leadership is
only as good as the foundation it is built upon?‖ Maybe it is time for a refresher that reminds
your leaders of the importance of having a solid foundation built on core leadership values,
especially integrity.
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Leadership and Ethics in the Workplace - The Importance of Core Values
Core values are defined as those things which we believe are the most important aspects
of who we are and how we treat others. In workplace leadership, our core beliefs about people
and how we treat them will impact how we manage them day-to-day. Employee leadership styles
can be different, yet effective, because the leader‘s core values are solid. Effective leaders know
that people need something fundamental from their boss in order to perform at their peak.
Interestingly enough, core leadership values are not always expressed outwardly. In fact,
leaders that go around saying, ―I value integrity‖ all the time can be suspect to this very
statement. Effective core values are working behind the scenes. Like an operating system on a
computer. You know it‘s working because the software applications are working. Core values
are also like the foundation of a building. And like a building, our leadership ability is only as
good as the foundation it is built upon.
Every leader should ask themselves the questions, ―What are my core values? What kind
of leadership values will create the most productive work environment where people will
perform their best? What fundamental leadership beliefs do I have about people that affect how I
treat them and how I manage them?‖ Without a good understanding of our core values, we will
be less than effective leaders doomed to suffer from mediocre leadership ability.
The Benefits of Integrity

So, what do we do? Well let‘s start by determining what our core value is and what it
ought to be to promote positive leadership in the workplace.
When you study great leaders, and you can probably list your favorites, you see one
consistent character in each of them – integrity. Integrity is the stable force behind countless
leadership role models. Great leaders model integrity by being honest and doing what is right no
matter the circumstances. Integrity requires you to make the right choice, even when you may
not receive personal gain from the outcome, and to put your own personal agenda aside for the
greater good of the organization and the people.
Effective leaders know that people need a leader who has integrity. Without it, people are
missing a vital ingredient in their ability to perform. Much like the foundation of a building,
integrity is essential for lasting success and provides a work environment with three key
qualities: stability, safety and reference.
1. Stability
People who see their boss as honest and having a strong commitment to doing the right
thing are assured that they work in an environment of stability. They know that their boss‘
integrity will not be shaken when tough decisions need to be made. Their boss will ―stick up‖ for
their employees and support them. They will treat people fairly and will be more willing to share
information with their employee that is necessary for them to do their jobs. Conversely, a leader
who is not upfront with people and hides behind their own deceit for their own self-protective
purposes will create an environment of fear, uncertainty and an atmosphere of ―everyone for
themselves!‖ These sorts of leaders are more prone to play favorites or other political games and
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leave their team to figure out the rules of engagement – all distractions to performance and
productivity.
2. Safety
Leaders with a strong foundation of integrity make it safe for their employees to perform
at their peak. Leadership integrity gives people a sense of empowerment. A good leader knows
that there is safety in providing people with the freedom to be open and honest. People know that
there will not be retribution for their ideas and opinions. A good leader knows how to allow
people this freedom while, at the same time, ensuring that it is done respectfully and
appropriately. People that feel safe will perform better than people who do not feel safe. It is also
the best ingredient for instilling an environment of innovation. How many times have we heard
of an innovation that not only transformed a business, but the whole industry? Good leaders
know that ensuring an environment of safety encourages innovation. And with innovation comes
transformation.
3. Reference
Just like in a building, a leader‘s integrity forms a baseline that serves as a reference or
measure. A leader with a strong foundation of integrity is a guiding light to those around them.
Employees tend to emulate what their boss does. In a high performing environment, leaders with
integrity are the role models for others to see and follow and form the standards for how others
ought to behave.
Choosing to Lead with Integrity in the Workplace
So, a good question to ask yourself and your leadership team is, ―How much do we value
integrity and how are we demonstrating it?‖ It may not need to be said, but don‘t you think we
have seen too many examples of leaders in our business world who lack integrity? Isn‘t it
obvious the negative impact those leaders have on their people and their business?
If leadership is only as good as the foundation it is built upon, a leader must have a
foundation that is as steady as a rock. Having integrity in our workplace leadership gives us this
foundation. And with this foundation of integrity, a leader is ready to build their unique
leadership style.
Ice Breaker: If You Could Have Taken a Different Path
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Almost everyone has wished at some point that they had taken a different path in life. We
get started in one direction, and before long, there's no turning back. Sometimes this isn't that big
of a deal, but what a tragedy it is when a life so full of promise gets off track and derails. It can
seem like there's no way to change direction. Wouldn't it be wonderful if simply stating the
desire for a new path could inspire it to action? Can't hurt to try. Find out if your students are in
your classroom to find a new direction.
Ideal Size
Up to 30. Divide larger groups.
Use For
Introductions in the classroom or at a meeting.
Time Needed
30-40 minutes, depending on the size of the group.
Instructions
Ask each participant to share their name, a little about the path they chose to take in life, and
which path they would choose today if they could do it all over, knowing what they know today.
Ask them to add how the different path is related to why they are sitting in your classroom.
Example
Hi, my name is Deb. I have been a training manager, performance consultant, editor, and writer.
If I could start over and take another path, I would study creative writing more and start my
publishing career much earlier. I‘m here today because I‘d like to include more history in my
writing.
Debriefing
Debrief by asking for reactions to the choices that were shared. Were the changes people would
make just slightly different or completely different? Is it too late to change paths? Why or why
not? Are people in your classroom today because they‘re working toward that change?
Use personal examples from the introductions, where appropriate, throughout your class to make
the information easier to relate to and apply.
Plenary Session - Leadership and Management

Is there a difference between management and leadership? Differing opinions abound,
though most experts do indeed distinguish between the two. This brief article examines the key
characteristics associated with effective management and leadership behavior in the workplace
and makes a case for the necessity of both skill sets, though in varying degrees at times, for
organizational excellence.
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Synonymous?
As mentioned above, some experts think of leadership and management as synonymous
terms, using them interchangeably when discussing the subject. Others view these terms as very
different indeed - almost as extreme opposites, with very little overlap. A third position is one
that seems most sensible to us - that while differences between leadership and management exist,
perhaps there are times when the two can and do overlap and that we often need both to achieve
excellence.
Doing the right thing vs. doing things right

An old and well-known proverb states that leadership is, "doing the right thing," while
management is "doing things right." While an obvious overgeneralization, this distinction
presents a useful starting place for thoughtful consideration of the similarities and differences
between effective management and leadership behavior. Review of the literature lead to
development of the comparisons below which outline some of the major attempts to describe the
two fields in the simplest of terms:
The Leader focuses on Alignment; the Manager on Organization.
The Leader focuses on Vision/Direction; the Manager on Process Control.
The Leader focuses on the Big Picture; the Manager on the Details The Leader has a
Strategic focus; the Manager a Tactical one.
The Leader has his/her eye on the Horizon; the Manager has an eye on the Bottom Line
The Leader is all about Change; the Manager is all about Stability
The Leader Challenges the Status Quo; the Manager accepts the Status Quo
The Leader is comfortable with Informality; the Manager operates with Formality
The Leader is focused on Effectiveness; the Manager on Efficiency
The Leader focuses on Styles and Approach; the Manager focuses on Skills
The Leader Releases Potential; the Manager Uses Existing Abilities
The Leader mainly uses the Power of Influence; the Manager mainly uses the Power of
Authority
The Leader Facilitate Decisions; the Manager Makes Decisions
The Leader Investigates Reality; the Manager Accepts Reality
The Leader asks "why" and "what"; the Manager asks "how" and "when"
Which is best?
By laying out the two functions side-by-side like this some clarity about the terms starts
to emerge. Exclusion of any skill or ability can negatively impact success, and so the game
becomes more about drawing on both skill sets over time, in differing proportion. Hence, we can
see that both leadership and management are important. But can we now determine in what
proportion, in most circumstances?
Moving up the organizational ladder
Another factor to consider is that of positional responsibility within the organization.
Classic theory tells us that management (tactical skills) is more critical to success at lower and
mid-levels of management while leadership (strategic abilities) is used more often at senior or
upper management levels. While this simple differentiation presents another gross
generalization, it can start us thinking about how individual roles might take on a given emphasis
in one direction or another.
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Mixing and matching

Another way to look at split and degree of emphasis is to put leadership and management
into a classic, four-quadrant relationship grid, and looking at the resulting combinations of high
and low skills. In this way one can examine the resulting interaction, or even "style" that occurs
as a result of the expression of high and low levels of each variable as we shown below.
* Strong Leadership but Weak Management Visions detached from reality Alignment
without organisation Multiple projects culture slowly emerges Strategies lack support and formal
planning
* Strong Leadership and Strong Management Inspirational visions and strategies
Widespread organisational alignment Integrated planning and control of resources Full employee
empowerment and commitment
* Weak Leadership and Weak Management No vision or strategies Poor planning and
resource allocation Out of control processes Employee disaffection and frustration
* Weak Leadership and Strong Management Processes grow more unwieldy and/or
bureaucratic Over-specialisation/standardization More policies and procedures evolve Controls
stifle creativity/innovation
Strong/ Strong is Optimal

It is now quite clear that, in most cases, both strong leadership and strong management
are desirable, and that one is not necessarily more important than the other. Given this
conclusion, the focus shifts to evaluation of the question of whether we have enough good
management behavior, and enough good leadership behavior in order to thrive and move ahead.
How much is good enough?

Assuming that the organization is not occupying the bottom left corner of the previous
relationship grid, if we need to add more leadership then the emphasis will be on greater use of
the communication process (in both directions), pulling people together and creating more
widespread team commitment (among other things). If, on the other hand, we need to add more
management, then the emphasis will be on greater standardization or specialization, the
establishment of more formal structures and greater control of systems (among other things.)
Plenary Session - Fail – Safe Leadership

I recently read Martin and Mutchler‘s Fail – Safe Leadership: Straight Talk About
Correcting The Leadership Challenges In Your Organization after I won a free copy in a
drawing at a recent Buffalo Niagara Partnership event. I figured ―you get what you pay for,‖ but
wanted to give it a shot. It‘s actually a decent book, in many ways more practical than most.
Many of us get caught up in leadership ―traits.‖ When we think about what makes a
leader great, we tend to think about leaders we know well. Then we think about how we can train
ourselves to strengthen those traits. The authors correctly point out the error in that approach. If
you talk to several people about what makes a great leader, you are bound to get a variety of
answers. Many times there is commonality, such as ―integrity,‖ ―decisiveness,‖ and such. But
then a strange thing will occur. You will find seemingly contradictory attributes. One may say
77
―detached and unemotional,‖ others may say ―passionate and driven.‖ Is one wrong? No, both of
those leaders were successful, but in their own style. And that‘s the revelation. What makes a
leader successful isn‘t their traits, it‘s their results.
The book then gives advice on how you can ensure success via a process, not personality. We
should all know this, but it‘s worth reinforcement. Results start with a vision. That vision is a
statement of where you want to be 1-3 years in the future. Then,
1. Determine your Mission – where you are today; your starting point.
2. Identify the Critical Success Factors so you the milestones to achieving the vision.
3. Set your Goals (use SMART). Spell out the rewards or benefits for achieving this goal,
followed by the negative consequences if the goal is not met. List every possible obstacle
that might be in the way of achieving the goal. List the possible solutions that could be
used to achieve the goal.
4. Determine your Action Steps: Who does What by When.
And the most important part: follow this process from the top-down in your organization.
Every division, department, team, and individual works to achieving the vision by meeting the
goals through action steps. That alignment is critical to achieving a results-oriented mentality.
And achieving the results is what makes a good leader.
Although written for senior leadership and CEO‘s for organizations, there is good advice for
all of us wherever we lead
Break – Out Session – 12 Little Things I Can Do
The only test of leadership is that somebody follows.

Robert K. Greenleaf
Change is always challenged. Leadership was never an easy task, even though you have
the capabilities to lead. There are a lot of things you must overcome. Knowing what these issues
and concerns our, it would be easier for us to face these challenges.
Amidst all these challenges, issues and concerns, we must have hope. With hope,
anything is possible
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Activity
There is no constant in this world and everything is subject for change, below, list your
own version of the 12 little things you can do for the following given in case that change arrives.
a. Self
1. _______________
2. _______________
3. _______________
4. _______________
5. _______________
6. _______________
7. _______________
8. _______________
9. _______________
10. _______________
11. _______________
12. _______________
b. Family
1. _______________
2. _______________
3. _______________
4. _______________
5. _______________
6. _______________
7. _______________
8. _______________
9. _______________
10. _______________
11. _______________
12. _______________
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c. Constituents / Acquaintances
1. _______________
2. _______________
3. _______________
4. _______________
5. _______________
6. _______________
7. _______________
8. _______________
9. _______________
10. _______________
11. _______________
12. _______________
d. Company
1. _______________
2. _______________
3. _______________
4. _______________
5. _______________
6. _______________
7. _______________
8. _______________
9. _______________
10. _______________
11. _______________
12. _______________
e. Country
1. _______________
2. _______________
3. _______________
4. _______________
5. _______________
6. _______________
7. _______________
8. _______________
9. _______________
10. _______________
11. _______________
12. _______________
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Break – Out Session – Wishlist 101

List down 101 wishes that you have within 20 minutes. It can be anything and can be for
anyone. You are free to write anything you want in here. Use your imagination! Who knows
your fantasies might come true! Share it with your friends! You might have the same wishes!
1. _ 26. _ 51. _ 76. _
2. _ 27. _ 52. _ 77. _
3. _ 28. _ 53. _ 78. _
4. _ 29. _ 54. _ 79. _
5. _ 30. _ 55. _ 80. _
6. _ 31. _ 56. _ 81. _
7. _ 32. _ 57. _ 82. _
8. _ 33. _ 58. _ 83. _
9. _ 34. _ 59. _ 84. _
10. _ 35. _ 60. _ 85. _
11. _ 36. _ 61. _ 86. _
12. _ 37. _ 62. _ 87. _
13. _ 38. _ 63. _ 88. _
14. _ 39. _ 64. _ 89. _
15. _ 40. _ 65. _ 90. _
16. _ 41. _ 66. _ 91. _
17. _ 42. _ 67. _ 92. _
18. _ 43. _ 68. _ 93. _
19. _ 44. _ 69. _ 94. _
20. _ 45. _ 70. _ 95. _
21. _ 46. _ 71. _ 96. _
22. _ 47. _ 72. _ 97. _
23. _ 48. _ 73. _ 98. _
24. _ 49. _ 74. _ 99. _
25. _ 50. _ 75. _ 100.
101.
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Sociates Philosophiae Effectiveness Program:
Development Team Living Values At Work
Activity Sheet
I.
What‘s my community‘s most compelling need? How do I hope to respond?
What are the things that may hinder you from addressing these needs?
To overcome these obstacles, what do you plan to do?
II.
g. What specific topic/s from the talk or lecture that would you like to share to
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
h. What are your insights / realizations regarding the topic chosen? How will
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
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i. Think of a leadership experience that would relate to your chosen topic and
_______________________________________________________________
_______________________________________________________________
______________________________________________________________
Break – Out Session – 8th Habit by Stephen Covey

Notes
Inside – Out Find Your voice Inspire others to find their voice
Sequential Process
Great
ness
Vision (Unle
Path finding
ash
Creative Force
(IQ) (Mind) Hum
an
Pote
Conscience Modeling
Whole ntial
Passion Discipline Empowering
Person SQ (Spirit) Aligning
(EQ) (PQ) (Heart)

(Body)
Har
dwi Choices
red
Birt
h Principles
4 Intelligence
Medi
ocrity
No Shared
Victimism (Strai
Fragmented
t–
Person Values / Vision
(IQ) jacke
(Victim) (Mind) t
Hum
Conscience Modeling
an
SQ (Spirit) Pote
Cultural Software Social Mirror Indulgence Disempowerment Misalignment ntial)
(EQ) (PQ) (Heart) (Body)
Inside – Out
83
Lose Your voice Keep others from finding and using their voice
Sequential Process
Path finding
Set direction
(vision)
Modeling
Demonstrate Personal
Character
Empowering Aligning
(conscience)
Mobilize Individual Engender Org.
Commitment Capabilities
(passion) (discipline)
Ice Breaker - Animal Sounds

Equipment
Blindfolds (optional)
Time:
~10-15 minutes
Brief Description:
Participants are blindfolded and assigned an animal. The challenge is to use animal
noises in order to meet up with other animals of same species. Releases energy. Loud, fun,
chaotic, then gradually order and unity.
Animal Sounds
 Works with any group size over 10 and with large groups; the more the merrier.
 Invite people into a circle.
 Hand out blind-folds and help people to blind fold another. Alternatively, ask for eyes
closed.
 Explain that each person will be hear a whisper of an animal name. Move around the
group, giving each person the name of animal (e.g., from the list below).
84
 The challenge will be to find all other animals of one's own kind. No-one can talk - only
animal sounds can be made.
 Very loud chaos ensues, then gradually order and unity emerges as animals find one
another.
 Be prepared to shepherd people from danger, but usually people are very safe with many
not moving much, rather focusing on listening and calling out to others.
 List of possible animals (aim to have 3 or more of each animal). Note: Consider possible
cultural issues if animal sacred or offensive):
o Wolf
o Cat
o Pig
o Kangaroo
o Snake
o Lion
o Crow
o Monkey
o Frog
Elephant
Ice Breaker - The Signature Game

Supplies
A pencil and a piece of paper, note card, or something to write on.
Number of People
This activity works well with slightly larger groups (30-100).
Directions
On a flip-chart at the front of the room, the facilitator makes a list of five categories.
These categories can be things like —
 Someone with an exotic pet
 Someone who‘s been on TV
 Someone who has five or more siblings
 Someone who‘s been in trouble with ―the law‖
 Someone who‘s run a marathon
 Someone who can wiggle their ears
Each participant is given pencil and paper and asked to make five lines across their paper,
one under the other.
Facilitator says the following: ―Please draw five lines on your paper with enough room
on each to have someone sign their name. In just a moment, I am going to turn over a list of
85
categories. Your job, in the next five minutes, is to move around the room and obtain the
signatures of a person who fits each category. Please sit down once you have obtained all five
signatures, so I‘ll know when you‘re done. And have fun with this. It‘s a great opportunity to talk
to other people. And, by the way, categories can be broadly defined, so don‘t worry about being
too exact. If you were on TV when you were five as part of Captain Kangaroo — well, that
counts. Everybody stand up. Go.‖
At the end of five minutes, when people look like they‘re getting close, ask them to sit
down. Then take a few minutes and see what the group found. For example, ―Who did you find
that has an exotic pet? Jerry. Great. Jerry, tell us about your iguana.‖ Run through all five
categories. At the end, ask people to give themselves a hand.
Game – Blind leading the Blind

Blindfolded person has to accomplish tasks. Team can't talk.
Material
One blindfold and Random objects relating to task
How to Play
There are three main groups for this game:

1) The blindfolded person
2) The team spokesman
3) The team
The blindfolded person has a selected task is put on a field.
The team spokesman faces away from the field and is not allowed to turn around to look at the
field.
The team stands in front of the spokesman, looking at the field, but the team is not allowed to
talk.
Through motions the team must try to get the spokesman (who can't see the field) to yell to the
blindfolded person and explain what to do.
The facilitator has previously set up some task (i.e. go pick up a ball, bring it to a bucket, and put
it in) and has told the team what the blindfolded person needs to accomplish.
86
Game – Nibble-T-Bibble
A variation of "Simon Says"
How to Play
Have all the players stand up. If they get out, have them sit down.
The game is a variation of "Simon Says". Options are limited however to the following moves:
1) Up (players put their hands outstretched in front of them, palms up)
2) Down (players put their hands outstretched in front of them, palms down)
3) Nose (players put their hands on their nose)
4) Lobes (players put their hands on their earlobes)
5) Bows (players put their hands on their elbows)
6) Nibble-T-Bibble (players form a gun symbol - like an "L" - out of each hand and wave it back
and forth in front of them)
The facilitator of this game uses these 6 actions with the word "order" in front of the word. If the
facilitator says order and the players do it, they have done the right thing. If the facilitator does
not say order but the players do it, they are out and must sit down. (i.e. "order up" the kids would
put their palms up, but if the facilitator just said "up", any players who put their palms up would
be out)
It is helpful to have a practice round before starting to allow the players to get used to the rules.
VIII. Defining the Different Parts of the Program
This Training Design has six parts:

1. Plenary Session – this part refers to the seminar itself, wherein we will invite
competent resource speakers who will discuss to us the topic as given in the
program.
2. Panel Discussion – this refers to open forum wherein the speakers for the day
will be sitting together and will entertain questions from the audience and they
will somehow gives clarification to the issue they discussed.
87
3. Break – Out Session – break—out sessions are the activities related to what the
speakers said. These are activities that is intended for reflection and have a
deeper understanding and realization to what had been discussed
4. Ice Breaker – these are indoor games that will be the energizer. Ice breakers are
games that will benefit the audience and will surely develop them. It may not be
related to what was discussed but it surely reflects to the general objectives of the
program and are helpful to achieve the expected outcome.
5. Games – these are outdoor games that will build up teamwork and camaraderie
among the participants. These are the main source of bonding among them.
Unlike the icebreaker, these are activities that need more physical strength and
energy.
6. Entertainments and Socials – after a long day, they deserve for entertainments.
So, this is the part of whining up. We will have the Cultural Presentation which
will be perform by the participants, their group depends to what department they
came from. It is conducted encircling a campfire. They will have lots of funs and
exciting games and presentations.
IX. Where and When
Venue : Bukal ng Buhay Retreat House

Bustos, Bulacan
Date : December 13 – 5, 2009
Time : Arrival : December 12, 2009, 6:00PM

Departure : December 15, 2009, 5:00PM
X. Budget Lay – Out
Food : Php15,000
Lodging : Php15,000
Honorarium for the Speakers : Php15,000
Materials and Equipments : Php05,000
Total : Php50,000
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XI. Funding
Registration Fee (Php50.00/head) : Php5,000 (100participants x Php50)

Company / Organization Budget : Php35,000 (Depending on the Company)
Sponsorship : Php10,000
Total : Php50,000
XII. Project Proponent
Caleon, Emmanuel R. Calusin, Analea E.
Capule, Jerald G. De Ramos, Jamira M.
Doronila, Ma. Ervi Ann Ellaine Frasco, Miriel Amory
Funclara, Raymond G. Insigne, Patricia Mae
Maglunsod, Jessiry P. Reyes, Keyzzel
This program is structured according to the request and requirements given and the
demands and problems we see during our observation.
The Program Proponent will be willing to discuss matters about this Program Design
anytime. Set your scheduled time with us by contacting:
Emmanuel R. Caleon : 09087397020
emmanuel.caleon@yahoo.com
Raymond G. Funclara : 09085608950
funk4_raymond@yahoo.com
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XIII. References
Hand - Outs
2006 National Leadership Training for Student Government Officers Handbook
Ancilla Enterprise, Development Consultation
Organization
Ateneo Student Trainers (STRAINS)
Internet Links
http://wilderdom.com
http://www.firststepstraining.com
http://adulted.about.com
http://www.pecosriver.com
http://www.games4youthgroups.com
http://www.campgames.org
http://twincities.bizjournals.com
http://www.triumphnewspapers.com
http://www.teal.org.uk
http://www.emergingleader.com
http://www.marcbowles.com
http://leadershipinaction.org
http://ezinearticles.com
http://blogs.payscale.com
http://www.txla.org
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Polytechnic University of the Philippines

Leadership and Personal Effectiveness

Societas Philosophiae Development Team

IV. Background of the Training Design

This training program is made up of sixe major parts.

Time Activities Topic/Reference Guest/ Speaker/ Venue

Day 0, December 12, 2009 (Arrival)

Day 1, December 13, 2009 (Live the Present Moment Well)

Day 2, December 14, 2009 (Leaders in Us)

Day 3, December 15, 2009 (Making Leadership Work)

Defining each Day’s Theme

Day 1 – Live the Present Moment Well

The past is gone forever and will never come back.

The future is still to be or may never be.

1. Detach yourself from the past and future

Day 3 – Making Leadership Work

VII. Activities Concept

DAY 1 – Live the Present Moment Well

RED: WORK AND ECONOMY

RED: DO PERFECT WORK

RED: MANAGE YOUR FINANCES

PLAN WITH SPOUSE

CUT, TRIM AND RELLOCATE FUNDS

DEPOSIT THE MONEY FOR SAVINGS FIRST.

REDEMP YOUR REWARD SYSTEM.

DON’T TAMPER with your savings

 Celebrate ―Buy Nothing Day‖

ABRAHAM MASLOW’S HIERARCHY OF NEEDS

BELONGINGNESS AND LOVE NEEDS

BIOLOGICAL AND PHYSIOLOGICAL NEEDS

SOCIAL FRAMEWORK OF PHILIPPINE SOCIETY

 The second most important unit in Filipino social organization

The Transfer and Understanding of Meaning

Encodes – Message – Transmit – Decodes

Expectations FEEDBACK Expectations

Language Skills Verbal Language Skills

BODY LANGUAGE SAYS IT ALL

GOOD VERSUS POOR LISTENER

POOR LISTENER GOOD LISTENER

LISTENING WELL LISTEN IN HUMILITY

FIVE LEVELS OF LISTENING

Pretend to listen deliberately

Be selective to your own agenda only

Be attentive by capturing all facts

Be empathic by capturing facts and feelings

THE FILIPINO BEHAVIOR: COMMUNICATION

YELLOW: SPIRITUALLY AND SELF REFLECTION

The one true source of peace and happiness.

MANIFEST YOUR LOVE AND OBEDIENCE BY:

ETHICS CHECK QUESTIONS

1. Is it legal? Will I be violating civil law or company policy?

Rules or standards of conduct based on moral principles or values

ALL EMPLOYEES MUST:

THE FILIPINO BEHAVIOR: DANGAL

DIGNITY, PRIDE, SHAME

PERSONAL HONOR/ INTEGRITY

THE FILIPINO BEHAVIOR: HIYA

THE FILIPINO BEHAVIOR: DELICADEZA

AMOR PROPIO, DELICADEZA

THE FILIPINO BEHAVIOR: MAKA DIYOS

THE FILIPINO BEHAVIOR: MAPANALIG SA DIYOS

Bahala na (Leave it to God)

THE FILIPINO STYLE AND ORIENTATIONS SPIRIT- ORIENTED

Total Income Per Month _

Total Expenses Per Month _

TOTAL INCOME (LOSS) _