Course Orientation &

Introductory Lecture

Service Culture
Objectives

• Understand what is required of them

in class in terms of participation
• Discuss the framework of Service
Culture, Personal leadership and the
importance of developing leadership
and Social competencies
• Draw a concrete image of the
customer as a goal and driver of
business success
Objectives

• Analyze and evaluate case studies

that illustrate knowledge, skill,
behavior, performance, and values
gaps, and determine how best to deal
with similar situations
• Create a customer service program
following guidelines of project
management and the principles and
practices of customer service
Service Culture 10 minutes

What Comes to mind when you hear “Service Culture”?

Activity:

Getting to Know

• State:
• Answer:
• Describe:
• Express:
General Expectations:

• Mobile phones must be turned off.

• Tardiness is unacceptable.
• Absences should be for reasonable cause and with
due advisement
• Participation in any and all activities is required.
General Expectations:

• Asking questions and making good argumentative points

are encouraged.
• Practice respect.
• Do not loiter.
• Dress sensibly and decently.
• Conduct yourself professionally at all times.
• Creative and analytical thinking is required.
Requirements:

Apart from attendance and participation, you are required

to:
• Pass all assessments / quizzes/ periodic examinations.
• Submit all required projects on time.
• Conduct and complete required tasks or projects based
on guidelines you will be given.
• Actively participate in class activities.
• Proactively contribute to team class/team efforts
Methodology:

There will be activities where your participation will be rated:

• Recitation
• Pop-quizzes
• Essays/analysis
• Case Work and Research
• Group discussions
• Homework
• Periodic examinations
Evaluation and Grading System:

Midterms Finals

Class standing 20% 20%

Quizzes ( Min of 4) 40% 40%

Projects (Instead of 40% 40%

Periodic)
Total: 100% 100%
QUESTIONS?
Self-Awareness and
Regulation
Session 2
Service Culture
Objectives

• Explain the importance of self-

awareness and regulation and
discuss how their practice
helps demonstrate a capacity
for leadership
Objectives

• Analyze situations in which

self-awareness and
regulation play a significant
role in leadership

• Resolve to practice self-

awareness and self-
regulation in order to further
develop leadership capacity
Introduction

This module is an introduction to Personal Leadership and

Competence.

It discusses self-awareness and self-regulation as

foundations for leadership realization.

It was designed for students who are exploring the values

of personal leadership and competence and how they
should equip themselves to meet the demands and
requirements for success.
Self-Awareness and Regulation

IN the Modern Workplace:

Technical skills NOW take second place to an

employee’s ability to learn on the job.

Communication skills, adaptability, creativity,

responsiveness, personal management, motivation,
“contributorship”, social skills, and leadership
potentials are NOW specifically identified as desirable
traits.
Self-Awareness

Foundations of Management Skills

• Self-awareness

• What is awareness? Self-awareness?

Awareness is about having (or showing) a
realization, perception or knowledge of a concept,
situation, circumstance, or person.
Self-Awareness

Self-awareness allows us to recognize our place

and role in the world, and to express thoughts and
behaviors based on them.
Activity:

Self-awareness Questions
Self-Awareness

Are YOU self-aware?

1. (A) Do you listen to others during a conversation?

(B) Or do you tend to do a lot of talking?

2. (A) Do you ask others how they feel about situations?

(B) Or do you make assumptions based on your own
feelings?
Self-Awareness

Are YOU self-aware?

3. (A) Do you think about how your actions affect others?

(B) Or are you confident that others are “fine with how
you handle situations”?
4. (A) Are you aware of other people’s social cues?
(B) Or do you mostly focus on your own?
Self-Awareness

Are YOU self-aware?

5. (A) Can you admit when you are wrong, and have
apologized when you are?
(B) Or do you tend to think that things are wrong or
go bad because of others?
Theories of Self-Awareness

Developmental Theory (Jean Piaget, 1896-1980)

• Has the assumption that a child’s thinking changes at
the precise onset of particular developmental stages
• Focus is on the processes of
• Assimilation
• Accommodation
Theories of Self-Awareness

Developmental Theory (Jean Piaget, 1896-1980)

• States that growing up influences a child’s capacity to
understand the world; children cannot do particular
tasks until they are psychologically mature enough to
do so
• Inaccurate
Theories of Self-Awareness

Cognitive Development (Andreas Demetriou, 1950-)

• Offered a combination of empirical evidence from
Piaget’s theory and aspects of psychometrics and
cognitive theory
• Functional Levels of Organization
• Core processes
• Mental operations
• Knowledge and beliefs
Theories of Self-Awareness

Cognitive Development (Andreas Demetriou, 1950-)

• Aimed to describe and explain intellectual
development, individual differences in the rate and
direction of intellectual development, and cognitive
mechanisms underlying development and the actual
differences that occur between changes
• More accurate application
Areas of Self-Awareness
and their Importance

Areas of Self-Awareness

• Personality
• Values
• Habits
• Needs
• Emotions
Abraham Maslow’s Hierarchy
Identifies Five levels of Needs
Areas of Self-Awareness
and their Importance

Understanding the areas of self-awareness help us gain

insight on the various aspects of our lives—including the
competency areas that influence our holistic personal
development.
Areas of Self-Awareness
and their Importance

Competency Areas that Benefit from

Practicing Self-Awareness
• Skills development
• Performance
• Intuitive decision-making
• Stress management
• Motivation
• Leadership
Areas of Self-Awareness
and their Importance

Developing a healthy self-awareness is critical to developing

other skills considered to be critical competencies for
leaders.
Activity: The Animal In You

• The Animal in you - is an animal who can do anything he/

she chooses.
•  If you were an Animal - what would you be?
• If you were to describe your own unique talent and
potential - what you love to do and dream to be - what
would it be.
•  How would you draw your own Animal? Expressing
your dreams and self through a Fantastic Animal can
be easier and more liberating than trying to imagine it as
yourself.
Practicing Self-Awareness

The Johari Window

Practicing self-awareness requires reflection. One tool

determined to illustrate the process accurately is the Johari
Window.

Designed with four (4) quadrants, the model assigns specific

‘selves’ or personas to each quadrant:
Q1 – Public Self Q2 – Private Self
Q3 – Blind Self Q4 – Undiscovered Self
Practicing Self-Awareness
Practicing Self-Awareness

Quadran Self Persona Characteristics

t
1 Public Open Personal attributes that are readily
seen or observed by the person and
others in him-/herself
2 Private Secretiv Attributes that a person knows about
e him-/herself but is not known by
others
3 Blind Naïve Attributes that a person does not
know about him-/herself but is
known by others
4 Undiscovered Mysterious Attributes that both a person and
others do not yet know of the person
and which are left for future
discovery
Practicing Self-Awareness

The Johari Window

As a friendly tool, the identity quadrants define aspects of

our personality based on how our personal attributes
(strengths and weaknesses) are disclosed, made known, or
perceived by others.

Objectively filled out, it is expected to provide a person with

a holistic understanding of him-/herself.
Self-Regulation

• Self-regulation

• What is Self-regulation?

It is a stage where awareness of certain behavior leads

to self-policing action or the capacity to alter behavior.
It determines how we can choose to respond, and the
way we do respond, to particular situations,
circumstances, events, and people.
Theories of Self-Regulation

Social Learning Theory (Albert Bandura, 1925- )

• Focuses on learning that occurs within the social context
• Suggests that the environment has an effect on modeling
where individuals identify an “ideal” and patterns their
behaviors after them; modeling becomes successful if
there is

Attention Retention
Motor reproduction Motivation
Theories of Self-Regulation

Social Learning Theory (Albert Bandura, 1925- )

• Theory assumes that people learn from one another

such concepts as observation, imitation, and even
modeling

• Social Learning is considered the bridge between

cognitive and behaviorist theories
Theories of Self-Regulation

Self-Determination Theory (Edward Deci & Richard Ryan)

• SDT assumes that people have psychological needs

that are the basis for self-motivation and personality
integration

• Cites three (3) needs which allow optimal function and

growth if they are satisfied
• Competence
• Relatedness
• Autonomy
Theories of Self-Regulation

Self-Determination Theory (Edward Deci and Richard Ryan)

• Deci and Ryan stated that self-determination is “to

endorse one’s actions at the highest level of reflection”;
when we are self-determined, we “experience a sense
of freedom to do what is interesting, personally
important, and vitalizing”
Phases of Self-Regulation

1. Forethought / Pre-action or Setting Standards and

Goals
Sets the stage for action and maps tasks

2. Performance Control
Involves processes and the utilization of strategies
to reach success

3. Self-Reflection
Reflection after performance; outcomes are
compared to goals set in the forethought phase
Aspects of Self-Regulation

1. Setting standards and goals

2. Self-observation
Systematic monitoring of own performance

3. Self-judge
Systematic comparison of actual performance set against
goals

4. Self-reaction
Personal process of evaluation that takes places
during the activity
Practicing Self-Regulation

Methods of Self-Regulation
Identifying behavior patterns Creating positive reinforcement with
the use of small, possibly periodic,
and reasonable rewards

Consciously observing the frequency Correction in the event that wrong

or intensity of particular behavior behavior is demonstrated

Challenging ourselves by criticizing Challenging defeatist attitudes

negative behavior and reinforcing
positive ones
Changing our reaction or response (Can you add more?)
patterns
Practicing Self-Regulation

When we learn to identify specific positive or negative

behavior, we can go about consciously watching out for the
cues, actions, or stimuli that trigger them.

We can change our response patterns to stress and other

triggers. We can correct ourselves consciously and
challenge defeatist attitudes.
Application

How do self-awareness and self-regulation help me

develop leadership competencies?

What’s in it for me? (WIIFM)

Based on the Case Study presented:

How can self-awareness and self-regulation help me go

about developing my leadership potentials?
Application

What are performance pitfalls or behavior I should be

watching out for?

Why are self-awareness and self-regulation

considered desirable competencies?
 CASE STUDY
Leadership Crossroads
Instructions:

• ASSIGN - a group reporter who will be writing the groups’

answers in a singular written report.

• ASK - the team to:

oREAD - the Case Study and

oANSWER- all the questions you will be writing on the

board.
Instructions:

• SUBMIT- a written transcript of the team’s consolidated

answers—written on (a) sheet(s) of paper to be submitted
before the class ends today.

• ASK the Students to also take NOTE that they have

homework required for submission in the next session
before the class starts.
Notes

________________________________________________________
________________________________________________________
________________________________________________________
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Motivation
Session 3

Service Culture
Objectives

• Explain why motivation is a key

component of leadership
• Evaluate one’s personal motivation
• Determine how to improve one’s
current motivation in order to
develop competent leadership
Introduction

This module defines motivation as a set of conditions

that prompt change even as they are developed
individually.

It was designed to equip students with a paradigm for

personal development and build in them a desire to meet
the demands and requirements for success.
Motivation

What it is:
A basic system that prompt us to keep going
towards expected or aspired ends
Some Theories:
• Two-Factor Theory
• Goal-Setting
• Drive
• Acquired Needs
Theories of Motivation

Two-Factor Theory (Frederick Herzberg)

• Assumes that certain factors result in satisfaction but
their absence may not lead to dissatisfaction
 Intrinsic motivation – value-based rewards, driven
by interest or enjoyment in the task itself, a person’s
motivation being based on taking pleasure in the
activity itself and not its rewards (example: hobbies)
Theories of Motivation

Two-Factor Theory (Frederick Herzberg)

• Extrinsic motivation – based on the performance of

an activity in order to attain an outcome (example:
work)
Theories of Motivation

Goal-Setting Theory (Edwin Locke)

• Assumes that “goal setting” is linked to task performance
and that, specific and challenging goals, along with
appropriate feedback, leads to higher and better task
performance.
 Goals indicate and give direction to an individual
about what needs to be done and how much effort is
required to be put in to achieve a given task or goal
Theories of Motivation

Drive Theory

• Based on the principle that organisms are born with

certain psychological needs, that these needs prod
organisms to action in order to attain them, and that
drives are lessened when the needs are met
Theories of Motivation

Drive Theory

• A negative state of tension is created when the needs

are not satisfied; anxiety builds along with other
negative emotions.

• States that when needs are met and a drive is reduced,

the organism returns to a state of relaxation or calm
Theories of Motivation

Acquired Needs (David McClelland)

• Assumes that we have needs that are formulated over

time based on our experiences

• Types of motivational needs:

• Achievement
• Authority
• Affiliation
Theories of Motivation

Acquired Needs (David McClelland)

• Focused on achievement

• It postulated that only a few people have achievement

motivations and that people with stronger
achievement needs make better leaders
Leadership and Motivation

Management and Leadership Conflict

Management is the act of getting people together to

accomplish desired goals and objectives; the human
action of designing or facilitating systems or
organizations—a formal role.
Leadership and Motivation

Management and Leadership Conflict

Leadership is considered a value that defines performance

direction.

It is also a competency.

It is assumed that the right kind of leadership results in

concentrated effort towards the achievement of actual
performance excellence.
Leadership and Motivation

Leader-Manager

Between the roles is TRUST:

The biggest factor that differentiates one from the other is

the loyalty and following afforded by staff. There is an
unspoken layer of trust.
Leadership and Motivation

Leader-Manager

Followers are often driven by loyalty through the practice of

“free will”. Staff or subordinates are often driven by a
certain measure of fear.

Followership is looked upon as a phenomenon resulting

from recognized motivations.
A Leader’s Role in Motivation

Motivation
is a leader’s primary function.
Application

Lessons in Motivation

1.Motivation is personal - A good leader takes the time to

learn what motivates each individual

2.The effect of fear and other external “motivators”

(including bonuses) is likely to diminish over time

3.Fear is negative and exhausting

Application

Lessons in Motivation

4.People’s motivation often lines up with their strengths –

Keep an eye on people’s strengths

5.People need clear goals and expectations, and consistent

communication to remain motivated

6.Motivation is different from manipulation

Application

Lessons in Motivation

7.People often say money is what motivates them, however,

it usually isn’t the money itself, but rather what the money
brings that really motivates them

8.Never assume everyone likes public recognition

9.While group motivation is certainly possible, and
teamwork has its own desirable dynamics, ultimately
motivation comes from inside each person
Notes

______________________________________________________________________________________________
______________________________________________________________________________________________
______________________________________________________________________________________________
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 SERVICE CULTURE:
Personal Mission & Vision
Session 4

Prepared by:
Prof. Joseph “Jep” Gonzales
Objectives:
 Synthesize learning about self-awareness, self-
regulation, and motivation and discover how
they define an individual’s value system
 Discuss how a concrete mission and vision
translates to performance results
 Compose a personal mission and vision
statement
Introduction:
• This module provides with an exposure to
leadership orientation.
• Students are expected to show what they have
learned against what they would like to achieve
and, from there, take ownership of their personal
development.
• This module was designed to provide direction for
them to meet the demands and requirements for
success.
Your Vision
Self-determination

• As process of endorsing one’s actions at the highest

level of reflection” and that, when we are self-
determined.
• In building vision statement, self-determination refers
to a process of self-discovery
Your Vision
Values

Paying due attention to our values helps us

a) become more self-aware,
b) make ethical decisions,
c) prioritize our tasks, and
d) develop credibility as a leader
Your Vision
Strategic planning
• Strategic Planning tools help provide us with
analytical compasses so we do not lose our
way.
• The next slide will show you two techniques
Your Vision
Strategic planning
• Strategic Planning tools help provide us with analytical
compasses so we do not lose our way.

D-S-T-P
D – Draw (What is the ideal image of the desired end state?)
S – See (What is the situation today? Are there gaps?)
T – Think (What actions should be taken to close the gaps?)
P – Plan (What resources may be utilized to achieve success?)
Your Vision PLAN
What are we
P–D–C-A going to do?

ACT DO
Do we need any Let’s do what we
changes? Where do
we go from here?
need!

CHECK
Have we met out
expectation?
Your Mission
• Goal-setting as a process by which we identify
our goals.

- When we know our goals, we know what

direction to take in order to fulfill them.
- From the task-oriented perspective, goal-
setting gives you long vision & short term
motivation
SMART Goals:

MEASURABL
E

TIMEL
SPECIFI

Y
REALIST

ATTAINAB
C IC

LE
SMART Goals
S - Specific (or Significant)
M - Measurable (or Meaningful)
A - Attainable (or Action-Oriented)
R - Relevant (or Rewarding)
T - Time-bound (or Trackable)
SMART Goals:
1. I will graduate Magna Cum Laude in four years’ time.
2. I will commit myself to studying to get a minimum of
89% grape-point average in all my subjects.
3. I want to be rich in 8 years by starting my own food
business and attending as much of business &
management seminars and workshops that will be
scheduled from this day forth.
4. I will start doing my research paper by 7 tonight to
finish it by 7pm tomorrow.
Your Mission
Goals are set at three (3) levels;
• Create the “big picture” of what you want to do with
your life.
• Break them into smaller or short-term targets that
correspond to steps (operational steps) that you must
accomplish to hit your goals.
• Start working to achieve them
Your Mission:
Objectives:

• Specific, precise, tangible, concrete, and measurable

• If goals are target, objectives are the arrows that help
us reach the target and demonstrate a certain level of
mastery
Mission & Vision Statements
Your Vision Statements

Try to answer these:

1. What are the ten things you must enjoying doing?
2. What three things must you do every single day to feel
fulfilled in your work?
3. What are your five-six most important values?
4. If you never had to work another day in your life, how
would you spend your time instead of working.
Mission & Vision Statements
Your Mission Statements
• Identify pass successes
• Identify core values
• Identify contributors
• Identify goals
• Write Mission statements

A personal mission and vision is a powerful document

that express your personal sense of purpose, your
meaning, and reason for being.
Empathy
Session 5

Service Culture
Objectives

• Discuss how empathy is applied as a

social competency and why it is an
important skill for leaders to develop

• Analyze situations which would

benefit from the practice of empathy

• Develop and/or apply empathy

Introduction

This module was designed to provide a structure meant to

guide students in developing Empathy as a critical social
competency required of a developing leader.

It is the first of two modules discussing social competence.

Video

What is Empathy?

 The feeling that you understand and share another person's

experiences and emotions : the ability to share someone
else's feelings

Show Empathy video

Barack Obama Promotes Empathy with Oprah Winfrey- My mother taught me empathy.wmv

Source: Merriam and Webster

Empathy as a Skill

Empathy is the capacity to recognize and to an extent, share

feelings that are being experienced by another person.

- It is the ability to place one’s self in the shoes of another,

see through someone else’s eyes; it is a means of identifying
with another person or group with whom we interact.

- It is thus a social skill albeit a critical one.

Defusing Conflict

Empathy has great use in the area of conflict management.

An empathetic person engaged in conflict management

may actually sense how other people feel.
Defusing Conflict

He / she would be able to call on supporting or operative

skills in order to understand the true nature of the conflict,
how it affects any of the parties involved, and attempt to
defuse the conflict:

• Trust * Attentiveness
• Appropriate Responses * Shared Experiences
• Respect * Support
Empathy as a Social Competency

Social competencies are skills that determine how we

handle relationships.

According to Daniel Goleman, we make use of empathy as

a social competency to understand others.

As a value, we use it to help us in developing other people,

work on a service orientation, leverage diversity and to
develop political awareness.
Empathic Leadership

Maximizing the use of empathy is especially useful to

leadership.
 
Since staff development is a core task, leaders can draw
from empathy to provide the kind of guidance his or her
direct reports can appreciate.
Leadership Methods/Styles

Coaching In this kind of leadership, coaches give

Leadership direction together with an action plan;
then they follow-up with appropriate
support and empathic correction.
Leadership Methods/Styles

Coaching Periodic activators keep people on the

Leadership right track, while intermittent
consequences provide motivation to keep
people going.
Leadership Methods/Styles

Delegating When leaders ‘assign’ a task in general

Leadership terms to limit behavior-focused feedback,
along with this comes the expectation
that team members are already motivated
to do their best and will, by and among
themselves, give each other direction,
support and feedback.
Leadership Methods/Styles

Delegating It is also expected that team members

Leadership are responsible, and use self-
management techniques that keep them
on the right track.
Leadership Methods/Styles

Instructive This type of leadership is often used in

Leadership the case of leading new hires—team
members are highly motivated but do not
know what to do.
Leadership Methods/Styles

Instructive A lot of extrinsic motivation is needed

Leadership and instructional leadership helps such
team members to channel, or redirect,
their motivation.

Based on the situation, empathy does

not always figure in the instruction.
Leadership Methods/Styles

Supportive In certain cases, more support rather

Leadership than direction is needed, as in the case
of supportive leadership.
Leadership Methods/Styles

Supportive Empathic leaders tailor their leadership

Leadership based on the needs of the team
members.

Where necessary, instruction is given

newer members while the more mature
and motivated could be delegated to
undertake tasks.
Leadership Methods/Styles

Supportive Coaching will be applied in instances

Leadership where a sense of direction and
motivation is needed.

Finally, support could be provided at any

point whenever it is necessary.
Social Radar

Empathy helps us determine how to adapt to given situations

especially when we consider the general aspects of:

• Understanding others – Empathy is crucial to excellence

• Developing others – Empathy is best acknowledged when
people are promoted to certain designations to develop their
potentials
Social Radar

• Service orientation – Empathy provides a framework

for how support can be appropriately provided to
customers

• Leveraging diversity – Empathy plays a significant role

in enabling synergy within a group

• Political awareness – Empathy contributes to ‘savvy’

which allows people to respond effectively despite
currents in the organization
Social Radar (continued)

Things that help us develop empathy:

• Trust
• Attentiveness
• Appropriate responses
• Shared experiences
• Respect
• Support
Service Orientation

Refers to giving much importance to efforts that would

improve overall customer experience such as:

• Listening to customers
• Understanding customers
• Anticipating their needs
• Giving high priority to issue resolution
• Gaining customer satisfaction
Social Skills
Session 6

Service Culture
Objectives

• Discuss social skills as a

component of social competence

• Explain the importance of

developing solid social skills
Introduction

This module was designed to provide guidelines on the

development of social skills.

As the second of two modules, it qualifies the need for

holistic development and is expected to prompt students to
rethink the personal brand of leadership they would like to
develop.
Differentiate

Soft Skills and Hard Skills.

What are Soft Skills?

Soft skills are attributes that enhance how we relate with

other. We refer to them as ‘people skills’ and occasionally,
even EQ.

These are skills we use—learned or intrinsically

developed—in order to ‘survive’ in social settings.

Soft skills are now recognized as critical competencies that

make businesses more profitable and companies, better
places to work.
Soft Skills and Leadership

Soft skills are integral to a manager or leader role because

they interact with people and spend most of their time
managing how people work within preset policies and
procedures.

Some organizations identified the following as the most

urgent set of skills for people in positions of leadership:

• Respect ● Teamwork skills

• Ethics ● Integrity
What are Hard Skills?

Hard Skills are technical skills or administrative

competencies that account for operational tasks

Your knowledge and ability to accomplish a process or

procedure related to your job

Hard Skills are usually tangible, specific, and usually

teachable.
Soft and Hard Skills

Two General Classifications of Skills:

1. Soft skills – People skills and in certain quarters, EQ

(emotional quotient)

2. Hard skills – pertains to technical skills used when we

perform tasks
Soft and Hard Skills

Compared to soft skills, hard skills are those competencies

we fall back on and use to accomplish tasks and reach
specific goals.

They are operational tools in a matter of speaking and may

be considered technical in their application.
Samples of Soft Skills

• Ability to come to work on time regularly

• Ability to work independently with out supervision.
• Good Communication skill to get along with other people.
Advantages of Soft Skills

• For example;
• A lawyer not only needs to know the finer points of the law
but also the skill to manage a client.

• An IT person not only should know how to program but

also to be able to deal with users(Internal and External) to
better understand what will be useful to them.
Samples of Soft Skills

• Adaptable
• Motivate co-workers
• Good listener
• Team Player
• Punctual
• Outgoing
• Responsible
• Productive
Samples of Hard Skills

• Typing 50 words per minute or changing tires

• Build furniture
• Write a manual
• Teach a language
• Plant a tree
• Software development
Advantages of Hard Skills

• A lawyer not only needs the skill to manage a client but he

also needs to know the finer points of the law.

• An IT person not only should be able to deal with users

(internal and external) to better understand what will be
useful to them, But he must know the different programs
he will need to work with his users.
Dealing with Blind Spots

Being socially competent allows us to deal with functional

blind spots.

Blind spots are a form of vision impairment. It is named

after a functional impairment of the eyes where nerve fibers
block the passage of light from the retina.

Show Blind spot video

Dealing with Blind Spots

In organizations, blind spots refers to functional

impairment where individuals are ‘blind’ when it comes to
functions or processes, or even dynamics that are
essential to a healthy organization.

Ideally, blind spots are repaired with as much urgency as

possible. They are attacked with surgical precision, and
coached to improvement.
Influence

Being socially adept or competent involves influence.

Although the term invites criticism because of its

association to negative behavior, influence is really just the
capacity for causing an effect in indirect or intangible ways.
Influence

When one holds sway over certain aspects of operation or

organizational function, it means that a person has
developed a connection with an aspect or part of the
organization where changes occur because of this
influence.
Influence

Empathic relationships can change how the dynamics

within an organization works.

With self-aware, self-regulated, motivated and skilled

leadership (catalysts for change), influence can always
effect more positive change.
Conflict Management

Empathy defuses conflict.

Skills and conditions that help us develop empathy:

• Trust
• Attentiveness
• Appropriate Responses
• Shared Experiences
• Respect
• Support
Conflict Management

Empathy blockers may be encountered along the way:

• Domination
• Manipulation
• Disempowerment
• Denial
Conflict Management

Empathy blockers result in:

• Defensiveness, resistance and resentment

• Blocked feelings
• Lowered self-esteem
• Decreased ability or confidence to solve problems
• Emotional barriers
Collaboration

Together with the ability to defuse conflict is the

development of collaboration.

Collaboration is manifested by shared responsibilities and

resources, and in multiple players making converged
decisions to maximize their potential as a team.
Collaboration

This skill is especially important in the area of project

management where resources and tasks contribute
significantly to the success (or failure) of any project.
Activity:

Homework
Individual Case Study
Coaching Sessions as
Learning Opportunities
Session 7
Service Culture
Objectives

• Define what Coaching is

• Define what a Coaching Session is
• Outline and describe the key steps in
the Coaching Cycle

• List the benefits of Coaching Sessions

Introduction

In an organization where leadership is a priority - Coaching

session takes place.

Coaching sessions are considered learning opportunities

as they provide a room for sharing best practices and
brainstorming session that gears toward one’s personal
growth.
What is Coaching?

Show Video
What is Coaching?

A development providing people with tools, knowledge,

and the opportunities they need to fully develop and
be effective

A “designed alliance” focused on developing an

individual to become their “best self” and to
contribute their “best fit” and talents
What is Coaching?

• An ego-less process in which “coach-able moments” are

created to draw out distinctions and promote shifts in
thinking and behavior

• A professional discipline and skill set, which enhances

performance, action, creativity, momentum and
transformation
What is a Coaching Session?

A Coaching Session is a process that enables people’s

success, particularly in the BPO industry.

In communicating positivity and in being non-judgmental,

a coaching session helps to improve both a team and an
individual’s performance.
Activity:

1. CALL for four volunteers.

2. ASK them to differentiate Coaching from Managing and
Training based on their understanding and experience in the
academe. Providing an example is necessary to further
explain their definition of managing and training,
3. ACKNOWLEDGE each volunteer for their participation and
provide feedback based on their definitions.
4. DEBRIEF by discussing the difference of Coaching from
Managing and Training.
 
The Coaching Cycle

The GROW model is a tried and tested Coaching approach:

Step 1: Establish the Goal

In this step, you need to make sure you define a goal.

A goal should be SMART:
• Specific
• Measurable
• Achievable
• Realistic
• Time-bound
Step 1: Establish the Goal

Guide questions to facilitate the first step in establishing a

goal:

• How will you know that you have achieved the goal?

• How will you know the problem is solved?

Step 2: Examine Current Reality

Examine Current Reality focuses on discussing the

identified goal.

For instance, your current score on Technical

Knowledge is 78% ; By the end of the month, you aim
to hit the 85% mark.
Step 2: Examine Current Reality

Guide questions to facilitate coaching in examining the

current situation/reality:

• What is happening now?

• What, who, when, how often?
• What is the effect or result of that?
Step 3: Explore the Options

This step, Explore the Options, allows the leader to let

you to think of contingencies if the first action item will
not work.

This will allow you to come up with multiple action items

or a means to meet and even exceed your goal.
Step 3: Explore the Options

Guide questions to facilitate the 3rd step in establishing

your options:

• What else could you do?

• What If this or that constraint were removed?
• What are the benefits and downsides of each option?
• What factors will you use to weigh up the options?
Step 4: Establish the Will

The final step in the GROW model is to Establish the Will.

Establish the will is about getting your commitment

The will to achieve the specified goal.

Step 4: Establish the Will

Guide questions to help you establish the will:

• So what will you do now, and when?

• What could stop you moving forward?
• And how will you overcome it?
• Will this address your goal?
• How likely is this option to succeed?
• What else will you do?
Benefits: Coaching Session

Based on research and experience, Coaching sessions are

necessary because:

• It enables team members and employees to perform

better especially when coached positively rather than
constantly being evaluated and rated

• It provides employees with a more positive outlook,

inspiring performance especially from the more reserved
or reluctant
Benefits: Coaching Session

• It promotes career self-reliance which engages

employees in continuous career development

• It promotes creativity, performance, and action across

the organization
Summary

As a future leader in the industry, and a recipient of this

process, you are now armed with fundamental concepts
that will help you prepare to become a good leader who
values and leverages Coaching and the opportunities it
provides.
Competencies Valued in the
IT-BPM Industry
Session 8

Service Culture
Introduction

Have you ever wondered what it takes to get a job in the IT-
BPM industry?

What are employers looking for?

How can you gain the competitive advantage, get the

employer’s attention, and get hired?
Introduction

A Competency (or competence) is the ability of an

individual to do a job fully according to set expectations.

The IT-BPM industry includes in it different roles, functions

and responsibilities, which require specific knowledge,
skills and behaviors. These form the IT-BPM’s valued
competencies.
Objectives

• Define what Competency is

• List the competencies valued
in the IT-BPM Industry

• Explain how each competency

is applied in the industry

• Find ways to develop these

competencies
Competencies Valued in the Industry

BPOs (Business Process Outsourcer), because of the nature

of the industry, look for the same competencies in their job
applicants although every company may call these by
different names.

• Cognitive Ability • Computer Literacy

• English Proficiency • Perceptual Speed and Accuracy

Competencies Valued in the Industry

• Communication
• Learning Orientation
• Courtesy
• Empathy
• Reliability
• Responsiveness
Cognitive Ability

Typical situations when you will use this ability include:

• Understanding and determining the root-cause of a

customer’s problem

• Debugging a software program

• Identifying a product or service that would perfectly

match a customer’s needs
English Proficiency

In this industry, you will typically use English

when:

• Listening/speaking with an English-speaking

customer
• Writing to an English-speaking customer (e-mail or
chat)
• Processing data/documents written in English
• Speaking with the client (the company that
outsourced their business to the BPO)
Computer Literacy

Computer Literacy refers to proficiency in using and

manipulating various computer hardware, software and
Internet applications.

The growth of the IT-BPM industry has been fuelled by

various technological advances. Through the years,
international telecommunication infrastructure has
become more reliable and dependable, such that
communicating with someone half-way across the globe
has become effortless.
Perpetual Speed and Accuracy

One measure that is often determined and checked in the

IT-BPM industry is how long does it take for a person to do a
particular task?

• How long does it take for a technical support

representative to troubleshoot a technical issue?

• How long does it take a sales representative to close

a sale?
Perpetual Speed and Accuracy

• How long does it take for a medical transcriptionist to

accurately and completely transcribe a medical
history?

• How long does it take a developer to develop a simple

banner advertisement in a website?
Communication

Common instances when you need to express your ideas

or suggestions through effective communication includes
when:

• Speaking with a customer

• Asking or providing assistance to a team member
• Asking for your Supervisor’s support or guidance
Learning Orientation

Your willingness to learn will be valuable when:

• Learning the different products and services you will

support

• Familiarizing processes, procedures and guidelines

when handling customers

• Using the new tools and technologies

Courtesy

Typical situations when you need to be courteous includes:

• Communicating with a customer either through the

phone, online chat or email
• Putting the customer on hold to search for
information
• Transferring a customer to another department
Empathy

Typical situations when you need to empathize includes:

• Understanding the root-cause of a technical problem

and troubleshooting the issue
• Understanding the customer’s needs and selling the
right product or service
• Understanding the customer’s billing concerns and
offering the right price plan
Reliability

Here are some of the measurements IT-BPM use:

For phone representatives

• Customer Satisfaction – how satisfied your customers

are in your interaction with them

• Average Handle Time (AHT) – how long it took you to

complete the call, in average
Reliability

Here are some of the measurements IT-BPM use:

For non-phone representatives

• Transaction Length – how long it takes you to complete

the entire transaction (e.g. e-mail)
Responsiveness

Typical situations where your responsiveness is called for

includes:

• Making sure all customer concerns are addressed,

not just the primary concern
• Giving that extra mile when assisting customers
• Performing beyond the set performance targets or
trying to exceed goals
Developing Your Competencies

Here are some of institutions that also have training

initiatives, to name a few:

• IBPAP – Information Technology Business Processing

Association Philippines (www.Ibpap.org)
• ACPI – Animation Council of the Philippines, Inc.
(www.animationcouncil.org)
• CCAP – Call Center Association of the Philippines
(www.ccaponline.org)
Summary

Congratulations!

You should now be able to:

• Define what Competency is

• List the competencies valued in the IT-BPM Industry
• Explain how each competency is applied in the
industry
• Find ways to develop these competencies.
Taking Charge of your Learning
& Development During your
Professional Life
Session 9
Service Culture
Introduction

What is Learning and

Development?
Objectives

• Define Learning and

Development

• Explain the importance of

professional learning and
development

• Identify the different ways to

have a sustainable
professional career
Importance: Learning & Development

Your learning in college serves as your ticket when you enter

a new chapter in your life.

Learning does not stop in school—it is a continuous process

that does not have a set deadline.

It continues as you enter the IT-BPM industry.

Importance: Learning & Development

There would be instances in your professional career when

you will face a challenging situation.

Do not be discouraged when this happens!

STOP and THINK in order to take the proper action.

Activity:

Why is Learning and Development

Important?
Importance: Learning & Development

Pointers on the importance of Learning and Development:

• Allows you to have a better future in terms of your

chosen career
• Gives you the opportunity to hone and master your
skills
• Provides continuity and a direction on your
professional career and/or profession
• Creates enthusiasm especially if there are positive
results in your action items (learning and development)
Ways to Have a Sustainable
Professional Career

As you begin your career in the IT-BPM industry, it is

imperative to come up with ways to have a sustainable
professional path even if your company does not have its
own formal learning and development program.

This means that you are, ultimately, the ONLY ONE in-
charge of your own growth and success.
Ways to Have a Sustainable
Professional Career

Ways to have a sustaining professional career:

• Acquire a Mentor
• Have a Role Model
• Study
• Set Goals
• Professional Acquaintances
• Volunteer
Acquire a Mentor

A mentor is different from a role model. A mentor is

someone who knows you, your strengths and your
weaknesses.

A company usually has a mentoring program made

available to employees.
Have a Role Model

A role model is a person who you want to emulate in

terms of career and/or lifestyle.

In this industry, having a role model has been proven

effective as it helps the employee succeed in his chosen
career.
Study

Learning does not have to happen inside the classroom.

Knowledge is no longer confined in books and does not
have to always come from a professor.

There are universities and colleges nowadays that offer

distance or online learning programs.
Study

As a professional, there are online courses to which you can

enroll, and useful web sites with downloadable information
that you can print and read for later use.

It is, in fact, more convenient nowadays to set out on a self-

paced study that can be done online.
Goal-Setting

Goal-setting is used to keep employees motivated—to give

employees a sense of fulfillment particularly when goals are
met or exceeded.

Goals are set for an employee as a means to determine what

is expected of him and how these expectations are being
met.
Goal Setting: SMART GOALS
Professional Acquaintances

“Facebook” is a fad and used not

only as a Social Networking web
site, but also a means to join or
establish a network in lieu of
business, professional
connections, and non-profit
organizations, to name a few.
Professional Acquaintances

Why establish professional networks?

1.You gain access to industry best practices

2.It provides an avenue for skill enhancement
3.It provides career opportunities
4.You establish lasting friendships.
Volunteer

Lastly, participate and volunteer when you can.

Volunteering for work-related activity allows you to market
your skills and gain exposed to different aspects of your
profession.
Summary

Congratulations!

You should now be able to:

• Define Learning and Development
• Explain the importance of professional learning and
development
• Identify the different ways to have a sustainable
professional career
American Service Expectation
Session 10

Service Culture

1
Introduction

This module was designed for students to realize the value

of customer service from a culturally sensitive perspective.
It sets out to discuss the service expectations of
customers located in the North American region. It takes
on cultural diversity and competence as opportunities and
expects to build cultural sensitivity.
Objectives

• Understand the service

expectations of customers
located in the North
American region

• Discuss best practices when

dealing with North American
customers
What is Diversity?

Diversity refers to individual characteristics over which an

individual has little or no control, such as biologically-
determined characteristics including race, sex, age,
certain physical attributes, as well as the family and
society into which he or she is born.
Factors of Diversity

• Enablers (The ‘Do’ List)

Factors that enable the involvement and commitment of
the EVERYONE to concretize cultural sensitivity as being
key to organizational success.
• Barriers (The “DO NOT” List)
Factors that prevent positive changes from happening; IF
AND WHEN they are not handled with delicacy, sensitivity,
maturity, and more deliberation, these may lead to more
difficult situations and backfire.
Factors of Diversity (continued)

Enablers (The “DO” List) Barriers (The “DO NOT” List)

• Commitment by board and top • Organizational culture and inertia
management • Staffing
• Prior experience • Definition of diversity
• Needs assessment and planning • Unsuitable consultants
• Assigned staff member • Over dependence on consultants
• Diversity committee • Organizational complexity
• Broad involvement • Difficulty getting staff involved
• Consultants • Resistance
• Resources • Turnover
• Training • Funding
• Focus on cultural competence • Poorly planned training
• Changes in attitude • Oppression model
• Effective communication • Language and cultural difference
• Efforts to recruit and retain a diverse • Unions
workforce, volunteers, vendors • Burnout
• Changes in policy • Success
• Change in the community
Benefits of Diversity

• Full utilization of the organization’s human resources

• Reduced interpersonal conflict among employees of all backgrounds

as cultural competence increases

• Enhanced work relationships based on mutual respect and along

with increased knowledge of multicultural issues
Benefits of Diversity

• Shared organizational vision and increased commitment

• Greater innovation and flexibility as more employees

participate in decision-making and problem-solving
teams

• Better and more creative problem-solving

• Improved productivity as less energy is spent managing

interpersonal conflict/cultural clashes
Business Culture

In a business environment, cultural competence multiplies

the listed benefits.

Improved levels of cultural awareness help countries and

organizations looking at global competition to view the
perceived cultural divide as opportunities. To leverage the
qualities that make each one of us unique can only work for
the greater good.
Customer Relations Management

Customer Relationship Management refers to hardware or

software solutions as much as they do resources used in
order to build, strengthen, and sustain customer
relationships through the years.
Benefits of CRM

• Centralization and sharing of data

• Better customer service

• Higher customer satisfaction

• Improved marketing efforts

• More profit
Values and Leadership

We follow a set of rules and employ any number of

analytical tools in our personal arsenal to achieve an
objective and complete a mission each time that we
formulate strategies for success.
Values and Leadership

Part of our toolbox are values and competencies, like self-

awareness, self-regulation, integrity, kindness, negotiation,
responsiveness, leadership, accountability, respectfulness,
and resilience, which we develop and allow free reign
even while we interact with other people in social or
business settings.
Equality & Diversity Statements

Equality
• Refers to the creation of a “fairer society” that
welcomes participation and provides an opportunity for
people to reach their full potential

Diversity
• Speaks of differences
Equality & Diversity Statements (cont)

To demonstrate equality and diversity actively and

conscientiously means living the commitment to empower
everyone who is part of the organization.

It also means advocating a revamp of potentially

discriminating constructs surrounding gender issues, sexual
orientation or preference, creed, race and others.
Equality & Diversity Statements (cont)

“The Independent Safeguarding Authority (ISA) is committed to promoting equality

and diversity in the decisions we make, as an employer, and through our
partnerships. Our vision for equality and diversity is to create an environment where:
 
· everyone who comes into contact with us feels they have been treated fairly, with
dignity, and with respect for their personal circumstances; and
 
· all employees feel empowered to carry out their role and supported in achieving
their potential.
 
We have legal responsibilities relating to equality, but we see these as the minimum
standard to be achieved. We take action to exceed these minimum standards where
it is considered appropriate and proportionate to do so.”
 
 
 
Source: http://www.isa.homeoffice.gov.uk/default.aspx?page=417
Geography
Population and General Demographics

In terms of population, North America (NA) places fourth

after Asia, Africa, and Europe. It is racially and ethnically
diverse with three main racial groups:

• Caucasians
• Mestizos
• Blacks

There is also a significant minority of Indigenous Americans

and Asians among other less numerous groups.
The Consumer Market

Categories of Personal Spending

• Durable goods: motor vehicles and parts, furnishings and

durable household equipment, recreational goods and
vehicles, and other durable goods.
The Consumer Market

Categories of Personal Spending

• Nondurable goods: food and beverages purchased for

off-premises consumption, clothing and footwear,
gasoline and other energy goods, and other nondurable
goods.
The Consumer Market

Categories of Personal Spending

• Services: housing and utilities, health care, transportation

services, recreation services, food services and
accommodations, financial services, insurance, and other
services.
Service Standards

Service Standards are rules of engagement for

providing customer service that often cross the
boundaries of geographic location, race, and creed.
Service Standards

Benefits

• Drive continuous improvement

• Provide insight into the service organization
• Give an improved understanding of customer issues
(based on customer insight)
• Improve relationships and customer satisfaction
• Serve as development tools for building real team spirit
and morale
• Are an independent validation of achievement in
customer service
American Customer Satisfaction Index

The American Customer Satisfaction Index (ACSI) is

an economic indicator that measures the satisfaction
rate of consumers across the United States. It is
produced by the American Customer Satisfaction
Index, a private company (Ann Arbor, Michigan).
Customer Expectations

DESIGN

3 D’s
Of
Excellent DELIVER
Customer
Experience

DEVELOP
Summary

Congratulations!

You should now be able to:

• Understand the service expectations of customers
located in the North American region

• Discuss best practices when dealing with North

American customers