Personality

Vishal Gaikwad
Dr. D.Y. Patil Arts,
Commerce and Science
College, Pimpri

Development BBA Department

  Five Sensory – Feel, Taste, Smell,
Hear and See
Three Types of
Personalities
 Multi Sensory- More Soulful than
Body. E.g. Saints, Monks, Spiritual
Masters

 Blend of Both- Mix of above two

  Sense of Etiquette
Exterior  Maximise your First Impression
Personality  Maintain Eye Contact
 Body Posture
 Watch your hands
 Voice Modulation
 Listen Responsively
Common habits which define you

RUBBING OR AVOIDING EYE RUBBING EARS TAPPING YOUR SPEAKING TOO

SCRATCHING CONTACT FEET QUICKLY
NECK OR NOSE

CHECKING THE BITING YOUR

TIME NAILS
•Get up early…

• Read, a lot. ...

•Spend 15 to 30 minutes each day on

focused thinking. ...

•Make exercise a priority. ...

•Spend time with people who inspire

them. ...

•Pursue their own goals. ...

•Get enough sleep. ...

•Have multiple incomes.

Don’t Define Success With Money.

Don’t Start Their Day Without a Purpose or a Plan.

Don’t Set Perfection as a Goal.

Don’t Surround Themselves With Negative People.

Don’t Focus on the Negatives.

Don’t Dwell on Failures.

Don’t Concern Themselves With How Others Judge

Them.
Don’t Make Excuses.
Don’t Get Jealous Over Other People’s Victories.

Don’t Take Their Loved Ones for Granted.

Don’t Underestimate the Power of Fun.

Don’t Neglect Their Health.

Don’t Set Blurry Goals
Don’t Make Flimsy Decisions

Don’t Live in the Past

Don’t Resist Change

Don’t Stop Learning

Don’t End The Day Without Giving Thanks.

 Attitude

• Conflict Solving

• Initiative

• Decision making

• Critique
Knowledge Skill
• Inquiry

• Advocacy
The 4 D’s
• Desire

• Determination

• Dedication

• Direction

If I am not for myself, who will be?

Pirke Avoth

Every man is unique and he has his peculiar

ambition
Abraham Lincoln
Major Attributes of Leadership -

• Confidence

• Self Control

• A keen sense of justice and kindness

• Definiteness of Plans

• The habit of doing more than being paid for

• A pleasing personality

• Sympathy and Understanding

• Mastery of details

• Willingness to assume full responsibility

• Co operation
• Picking teeth in Public

• Spitting in Public Places

• Shouting or talking loudly over telephone

• Crossing the road wherever you feel like

• Sitting on the office table

• Cutting rude or vulgar jokes in presence of lady colleagues

• Jumping queues

• Not allowing others to complete the sentence

• Not leaving seats reserved for women or disabled persons

• Barging into someone’s room without permission

• Participating in spreading rumours

Take as much as you can eat
 wasting and spilling food
Try not to eat and chew with mouth wide open
Public Speaking
Be a good listener
Hygienic behaviour
Behaviour on Road
 Ego Management – Do not allow personal ego to dictate
relationships

 Time Management

 Exercise patience with others

 Never advertise the good you do to others

 Keep Promises

 Putting faith in others

 Learn to apologise
• Speak the language of Logic and Emotion

• Delegate effectively

• Involve people in meaningful projects

• We reap what we sow

• Understand before advice

• Accept your responsibility

• Adopt a practical approach

• Be polite but assertive

• Make your presence felt

• Maintain a Diary
• Identify your obstacles

• Do not copy others blindly

• Make a True estimate of your ability

• God is your creator. He is for you

• Put yourself in God’s hands

• Remind yourself all the time that you have the energy and
Power of God

• You may be disappointed if you fail, but you are doomed if you
don’t try – Beverly Sills, American Star

• Genius is one percent Inspiration and ninety nine percent

perspiration – Thomas Alva Edison

• When pain ends, Gain ends too – Robert Browning

• Power of Dressing

• Develop a hobby

• Book reading

• Fitness and Exercise

• Manage Stress

• Be your own role model

• Compare yourself with the best

• Share your dreams with others

• Spend time with young people, it will allow to think fresh and bold

• Pray to God for your well being

The Human Energies

Physical

Intellectual

Emotional

Spiritual
The Buddha Quotes

The past is already gone, the future is not yet here.

There’s only one moment for you to live.”

The tongue like a sharp knife… Kills without drawing blood.”

“Every human being is the author of his own health or

disease.”
“You will not be punished for your anger, you will be
punished by your anger.”

Every morning we are born again. What we do today

is what matters most.”

Happiness will never come to those who fail to

appreciate what they already have.”
Thank You
Factors of Association – Five Factor
Model
If you want to succeed in today’s volatile global economy, you must be
prepared to do business all around the world. International businesses
have operations, partners, alliances and senior managers representing
virtually every global region.

Many have more than one “headquarters,” signaling the diversity of

their thinking and perspective.

So, how do you learn to conduct international business effectively?

You acquire a set of skills that help you work across regional, national
and subnational boundaries to propel your business forward. Those
skills include the following:
 Traits required to be successful at Global Level

•Overseas experience

•Deep self-awareness

•Sensitivity to cultural diversity

•Humility

•Lifelong curiosity

•Cautious honesty
•Global strategic thinking

•Patiently impatient

•Well-spoken

•Good negotiator

•Presence
What Is Empathy?
Empathy is the ability to emotionally understand what
other people feel, see things from their point of view,
and imagine yourself in their place. Essentially, it is
putting yourself in someone else's position and feeling
what they must be feeling.

When you see another person suffering, you might be

able to instantly envision yourself in the other person's
place and feel sympathy for what they are going
through.
While people are generally pretty well-attuned to their own feelings
and emotions, getting into someone else's head can be a bit more
difficult. The ability to feel empathy allows people to "walk a mile in
another's shoes," so to speak. It permits people to understand the
emotions that others are feeling.
For many, seeing another person in pain and responding with
indifference or even outright hostility seems utterly incomprehensible.
But the fact that some people do respond in such a way clearly
demonstrates that empathy is not necessarily a universal response to
the suffering of others.
•You are good at really listening to what others have to
say.
•People often tell you about their problems.
•You are good at picking up on how other people are
feeling.
•You often think about how other people feel.
•Other people come to you for advice.
•You often feel overwhelmed by tragic events.
•You try to help others who are suffering.
•You are good at telling when people aren't being
honest.
•You care deeply about other people.
•You find it difficult to set boundaries in your
relationships with other people.
Importance:

Human beings are certainly capable of selfish, even cruel, behavior. A quick scan of any daily
newspaper quickly reveals numerous unkind, selfish, and heinous actions. The question then is
why don't we all engage in such self-serving behavior all the time? What is it that causes us to
feel another's pain and respond with kindness?
There are a number of benefits of being able to experience empathy:

•Empathy allows people to build social connections with others. By understanding what people
are thinking and feeling, people are able to respond appropriately in social situations. Research
has shown that having social connections is important for both physical and psychological well-
being.1

•Empathizing with others helps you l

•Empathizing with others helps you learn to regulate your own
emotions. Emotional regulation is important in that it allows you to
manage what you are feeling, even in times of great stress, without
becoming overwhelmed.

•Empathy promotes helping behaviors. Not only are you more likely to
engage in helpful behaviors when you feel empathy for other people, but
other people are also more likely to help you when they experience
empathy.
Impact:

Not everyone experiences empathy in every situation. Some people may be

more naturally empathetic in general, but people also tend to feel more
empathetic towards some people and less so towards others.
Some of the different factors that play a role in this tendency include:
•How people perceive the other person
•How people attribute the other individual's behaviors
•What people blame for the other person's predicament
•Past experiences and expectations
EMOTIONAL Intelligence (EI), as a psychological theory,
was developed in the late 1980s by Peter Salovay and John
Mayer. The concept exploded into global awareness with the
publication of the book of the same title in 1995 and
subsequent similar titles by science journalist and author
Daniel Goleman.
Salovay and Mayer originally described it as: “The ability to
perceive emotions, to access and generate emotions so as to assist
thought, to understand emotions and emotional knowledge, and to
reflectively regulate emotions so as to promote emotional and
intellectual growth.”

This was subsequently amended and simplified to: “The ability to

perceive emotion, integrate emotion to facilitate thought, understand
emotions and to regulate emotions to promote personal growth.”
Self-awareness
This is the ability to recognise and understand personal moods, emotions
and drives and the effect of them on both self and others. Self-awareness
depends on one’s ability to monitor one’s own emotional state and to
correctly identify and name the emotions being felt.

Developing this ability is essential for realistic self-assessment and builds

self-confidence and the ability to take oneself less seriously.
Self-regulation
This is the ability to control or re- direct disruptive emotional impulses and moods. It
involves the ability to suspend judgement and delay action to allow time for thought. From a
neuroscientific perspective, you can frequently observe this skill, or lack of it, by watching
response times.

If an angry client is in rapid-fire mode responding to what you say in less than about half a
second then it is very likely that they are not giving conscious thought to what is being said
to them. Those with this ability will frequently demonstrate trustworthiness, integrity,
comfort, with ambiguity and openness to change.
Internal motivation
Frequently seen within veterinary professionals, internal motivation is
about working with and for an inner vision of what is important, a
curiosity and desire for learning and development, a drive that goes
beyond external rewards such as money or status.

There is often a strong drive to achieve, optimism even in the face of

failure and organisational commitment. There are also risks, particularly
in the presence of an undue sense of perfectionism.
Empathy
This relates to the ability to understand the emotional make-up of others and the
skill to treat people according to their emotional reactions. It includes skills in
building and maintaining relationships with those we come into contact with on a
daily basis.

Though central to a service profession, empathy can tend to be somewhat less well
developed in those with an isolated background and an intensive/competitive
scientific training. Empathy often does, but does not necessarily, imply
compassion; it can be used for both good and bad.
Social skills
This involves the ability to manage relationships, build networks, find common ground
and build rapport. It will often help when leading change, being persuasive, building
expertise and getting great performance from teams.
Whilst complex and somewhat uncertain, Emotional Intelligence reflects a central set of
competences within what it is to be a professional.

Education in this area remains basic within the profession but in the increasingly more
challenging environment ahead it may make the difference between success and failure.
Values and ethics in simple words mean principle or code of conduct
that govern transactions; in this case business transaction. These
ethics are meant to analyse problems that come up in day to day course of
business operations. Apart from this it also applies to individuals who
work in organisations, their conduct and to the organisations as a whole.
Business ethics is a wider term that includes many other sub ethics
that are relevant to the respective field. For example there is marketing
ethics for marketing, ethics in HR for Human resource department and the
like. Business ethics in itself is a part of applied ethics; the latter takes
care of ethical questions in the technical, social, legal and business ethics.
Nowadays almost all organisations lay due emphasis on their responsibilities towards the
society and the nature and they call it by different names like corporate social responsibility,
corporate governance or social responsibility charter. In India Maruti Suzuki, for example,
owned the responsibility of maintain a large number of parks and ensuring greenery. Hindustan
unilever, similarly started the e-shakti initiative for women in rural villages.

Globally also many corporations have bred philanthropists who have contributed compassion,
love for poor and unprivileged. Bill gates of Microsoft and Warren Buffet of Berkshire
Hathaway are known for their philanthropic contributions across globe.

Many organisations, for example, IBM as part of their corporate social responsibility have
taken up the initiative of going green, towards contributing to environmental protection. It is
not that business did not function before the advent of business ethics; but there is a regulation
of kinds now that ensures business and organisations contribute to the society and its well
being.
Nowadays business ethics determines the fundamental purpose of existence of a company in
many organisations. There is an ensuing battle between various groups, for example between those
who consider profit or share holder wealth maximisation as the main aim of the company and those
who consider value creation as main purpose of the organisation.

The former argue that if an organisations main objective is to increase the shareholders wealth, then
considering the rights or interests of any other group is unethical. The latter, similarly argue that
profit maximisation cannot be at the expense of the environment and other groups in the society that
contribute to the well being of the business.

Nevertheless business ethics continues to a debatable topic. Many argue that lots of organisations
use it to seek competitive advantage and creating a fair image in the eyes of consumers and other
stakeholders. There are advantages also like transparency and accountability.
Ethical Principles for Business Executives
Ethical values, translated into active language establishing standards or rules describing the kind of behavior an
ethical person should and should not engage in, are ethical principles. The following list
of principles incorporate the characteristics and values that most people associate with ethical behavior.

1. HONESTY. Ethical executives are honest and truthful in all their dealings and they do not deliberately mislead o
deceive others by misrepresentations, overstatements, partial truths, selective omissions, or any other means.

2. INTEGRITY. Ethical executives demonstrate personal integrity and the courage of their convictions by doing wh
they think is right even when there is great pressure to do otherwise; they are principled, honorable and upright; they
will fight for their beliefs. They will not sacrifice principle for expediency, be hypocritical, or unscrupulous.

3. PROMISE-KEEPING & TRUSTWORTHINESS. Ethical executives are worthy of trust. They are candid and
forthcoming in supplying relevant information and correcting misapprehensions of fact, and they make every
reasonable effort to fulfill the letter and spirit of their promises and commitments. They do not interpret agreements
an unreasonably technical or legalistic manner in order to rationalize non-compliance or create justifications for
escaping their commitments.
4. LOYALTY. Ethical executives are worthy of trust, demonstrate fidelity and loyalty to persons and
institutions by friendship in adversity, support and devotion to duty; they do not use or disclose
information learned in confidence for personal advantage. They safeguard the ability to make independent
professional judgments by scrupulously avoiding undue influences and conflicts of interest. They are loyal
to their companies and colleagues and if they decide to accept other employment, they provide reasonable
notice, respect the proprietary information of their former employer, and refuse to engage in any activities
that take undue advantage of their previous positions.

5. FAIRNESS. Ethical executives and fair and just in all dealings; they do not exercise power arbitrarily,
and do not use overreaching nor indecent means to gain or maintain any advantage nor take undue
advantage of another’s mistakes or difficulties. Fair persons manifest a commitment to justice, the equal
treatment of individuals, tolerance for and acceptance of diversity, the they are open-minded; they are
willing to admit they are wrong and, where appropriate, change their positions and beliefs.

6. CONCERN FOR OTHERS. Ethical executives are caring, compassionate, benevolent and kind; they
like the Golden Rule, help those in need, and seek to accomplish their business objectives in a manner that
causes the least harm and the greatest positive good.
7. RESPECT FOR OTHERS. Ethical executives demonstrate respect for the human dignity, autonomy, privacy,
rights, and interests of all those who have a stake in their decisions; they are courteous and treat all people with
equal respect and dignity regardless of sex, race or national origin.

8. LAW ABIDING. Ethical executives abide by laws, rules and regulations relating to their business activities.

9. COMMITMENT TO EXCELLENCE. Ethical executives pursue excellence in performing their duties, are
well informed and prepared, and constantly endeavor to increase their proficiency in all areas of responsibility.

10. LEADERSHIP. Ethical executives are conscious of the responsibilities and opportunities of their position of
leadership and seek to be positive ethical role models by their own conduct and by helping to create an
environment in which principled reasoning and ethical decision making are highly prized.

11. REPUTATION AND MORALE. Ethical executives seek to protect and build the company’s good reputation
and the morale of its employees by engaging in no conduct that might undermine respect and by taking whatever
actions are necessary to correct or prevent inappropriate conduct of others.

12. ACCOUNTABILITY. Ethical executives acknowledge and accept personal accountability for the ethical
quality of their decisions and omissions to themselves, their colleagues, their companies, and their communities.
Emotional stability is a desirable trait. It means you can withstand difficult situations,
handle adversity, and remain productive and capable throughout.

Some people get to a certain point in their lives when they realize that they are not as
emotionally stable as they would like to be. If you get really angry at unfortunate times,
fall into deep sadness, or find yourself so disgusted that you can't participate in normal
everyday things, then you might be one of those people who can benefit from an
emotional overhaul.

To become emotionally stable, you must be willing to drive headlong in the opposite
direction of becoming emotionally expressive, if only temporarily.
Controlling your emotions, tamping them down or limiting yourself to short periods
of expression, for years or decades causes emotions to back up. Humans require
regular emotional hygiene, and if you haven't been doing that kind of thing, then
you are probably backed up emotionally.

Emotional hygiene is a practice of allowing yourself to feel all the way to the
bottom of whatever emotion is present for you.

Here's an example. George finds himself stuck in sadness a lot of the time. He's
unmotivated, depressed, and not interested in participating in his life most days.
George has a habit of letting only a tear or two fall during sadness before he pulls
himself together and puts on a strong face.
George's life has included a lot of sad events. He lost his mother recently. His nuclear
family broke up when his only other sibling died as a child and the family couldn't
withstand the stress of loss. He didn't get a chance to live a carefree existence as a kid
because there was so much sadness in his family. In all of this, George never allowed
himself to reach the depths of his own sadness. He always felt like he had to be strong.

As a result, George's unexpressed sadness comes back when he least wants it to. He's
not emotionally stable. He descends into a pit of despair when he encounters everyday
frustrations.

To become more emotionally stable, George is planning a few months where he will
express his sadness fully (privately). He has no idea how long this will take. His
progress will depend on his ability to sit with his own sadness instead of escaping into
alcohol or his other ways of coping.
What is a self-assessment? Is it a test of some sort? A self-assessment is not a test. It
does not have the desired outcome, for example, right or wrong answers that would
demonstrate the mastery of a subject. It is a way to learn about yourself by gathering
data that includes information about your work-related values, interests, personality
type, and aptitudes.

Your goal will be to find occupations that are suitable based on the results. Of course,
there are other factors that you will have to weigh when making a final decision, but
that will happen during the next step of the process—career exploration.
Personality assessment, the measurement of personal
characteristics. Assessment is an end result of gathering information intended to
advance psychological theory and research and to increase the probability that
wise decisions will be made in applied settings (e.g., in selecting the most
promising people from a group of job applicants).

The approach taken by the specialist in personality assessment is based on the

assumption that much of the observable variability in behaviour from one person
to another results from differences in the extent to which individuals possess
particular underlying personal characteristics (traits). The assessment specialist
seeks to define these traits, to measure them objectively, and to relate them to
socially significant aspects of behaviour.
Why You Should Do a Formal Self Assessment

How much do you know about yourself? If you are like most people, you probably have
to give a lot of thought to this question before you can answer it. You might know what
your hobbies are and that you are (or aren't) a people person.

You probably couldn't explain, with ease, what work-related values are important to you
and, while you may know some things that you are good at, you may not have a complete
list of all your aptitudes. Even if you could provide a rundown of every one of your
characteristics, there's a good chance you don't know how to use that information to help
you find a career that is a good fit.
Utilizing a variety of self-assessment tools will help you put together all the pieces of the
puzzle.
Anatomy of a Self Assessment

A self-assessment, to be effective, must take into account an individual's work-related

values, interests, personality type, and aptitudes. All of these characteristics make up who
you are, so ignoring any of them won't give you an accurate answer. Let's take a look at
each one.

•Work-Related Values: Your values are the ideas and beliefs that are important to you.
Your work-related values can include autonomy, prestige, security, interpersonal
relationships, helping others, flexible work schedule, outdoor work, leisure time, and high
salary. If you take these things into account when choosing a career, you have a better
chance of achieving job satisfaction.
•Interests: Your likes and dislikes regarding various activities make up your interests.
E.K. Strong and other psychologists discovered many years ago that people who share
similar interests also enjoy the same type of work. Based on this theory he developed
what is now called the Strong Interest Inventory, an assessment many career
development experts use to assist their clients with career planning. Examples of
interests include reading, running, golfing, and knitting.

•Personality Type: Your personality type is made up of your social traits, motivational
drives, needs, and attitudes. Carl Jung, a Swiss psychiatrist, developed a theory of
personality that is widely used in career planning and is the basis for the Myers-Briggs
Type Indicator (MBTI), a highly popular personality inventory. Knowing what your
type is can help you choose an occupation because particular personality types are better
suited to certain careers, as well as work environments, than are others.
•Aptitude: Aptitude refers to an individual's natural talent, learned the ability, or
capacity to acquire a skill. Examples include math, science, visual art, music, verbal
or written communication, reading comprehension, logic and reasoning, manual
dexterity, mechanics, or spatial relations. You may have multiple aptitudes. It is
important to keep in mind that having an aptitude for something, doesn't mean you
will necessarily like doing it. Or you may enjoy doing it, but not for work. That is
something to keep in mind when you choose a career.
Self-Assessment
Self-assessment tools determine the different personality traits in people, acknowledging that
people have more than one type of feeling, but that some are more dominant than others. These
tools come in the form of tests, which ask the taker a variety of questions. There are no right or
wrong answers, only those that show what type of personality trait is more dominant in a
person. Using self-assessment tools, an employer can determine how key employees look at
problems, solve them, work with others and react to pressure. This allows the employer to place
different personality types together to create the best organizational structure, departments and
divisions.
Myers-Briggs Test
One of the most common self-assessment tools is the Myers-Briggs Type Indicator, which
the company calls a personality inventory test. Two people can answer the same question
differently, with neither being wrong. The answers simply show how each person would
react to a particular situation.

Myers-Briggs identifies eight different personality traits and give the results of the test in
the form of one of 16 different personality types. Each type is made up of four of the eight
traits. The results of a Myers-Briggs test reveal the four main traits the test taker displays
and are given using four letters, rather than a number score.

For example, if the person’s letters are ISTJ, those letters correspond to Introvert, Sensory,
Thinking and Judging. This person is more thoughtful, calm, logical and organized, rather
than bold, decisive, outgoing and spontaneous.
How to Set a Goal
First consider what you want to achieve, and then commit to it. Set
SMART (specific, measureable, attainable, relevant and time-bound)
goals that motivate you and write them down to make them feel tangible.
Then plan the steps you must take to realize your goal, and cross off each
one as you work through them.
Goal setting is a powerful process for thinking about your ideal future, and
for motivating yourself to turn your vision of this future into reality.
The process of setting goals helps you choose where you want to go in life.
By knowing precisely what you want to achieve, you know where you have
to concentrate your efforts. You'll also quickly spot the distractions that can,
so easily, lead you astray.
Starting to Set Personal Goals
You set your goals on a number of levels:
•First you create your "big picture" of what you want to do with your life (or
over, say, the next 10 years), and identify the large-scale goals that you want
to achieve.
•Then, you break these down into the smaller and smaller targets that you
must hit to reach your lifetime goals.
•Finally, once you have your plan, you start working on it to achieve these
goals.
This is why we start the process of setting goals by looking at your lifetime
goals. Then, we work down to the things that you can do in, say, the next five
years, then next year, next month, next week, and today, to start moving
towards them.
To give a broad, balanced coverage of all important areas in your life, try to set goals in some of the
following categories (or in other categories of your own, where these are important to you):
•Career – What level do you want to reach in your career, or what do you want to achieve?
•Financial – How much do you want to earn, by what stage? How is this related to your career
goals?
•Education – Is there any knowledge you want to acquire in particular? What information and skills
will you need to have in order to achieve other goals?
•Family – Do you want to be a parent? If so, how are you going to be a good parent? How do you
want to be seen by a partner or by members of your extended family?
•Artistic – Do you want to achieve any artistic goals?
•Attitude – Is any part of your mindset holding you back? Is there any part of the way that you
behave that upsets you? (If so, set a goal to improve your behavior or find a solution to the problem.)
•Physical – Are there any athletic goals that you want to achieve, or do you want good health deep
into old age? What steps are you going to take to achieve this?
•Pleasure – How do you want to enjoy yourself? (You should ensure that some of your life is for
you!)
•Public Service – Do you want to make the world a better place? If so, how?
SWOT analysis is the examination of your (or your organisation’s)
situation by looking at Strengths, Weaknesses, Opportunities and
Threats. It has been used by businesses for many years as a strategic
planning tool, because it helps to give you an all-round view of the
organisation.

SWOT analysis are however, equally useful on a personal level as a

way to identify areas for development, and as part of career
discussions. Its simple format, and easy-to-apply structure mean that
it can be used very easily without support.
SWOT analysis is a way of looking at your situation by identifying:
Strengths, or those areas where you have an advantage over others,
or some unique resources to exploit;
Weaknesses, or areas where you or your organisation may be
weaker than others, and may find that others can do better than you;
Opportunities, or possibilities that you can take advantage of to help
you achieve your goals and ambitions; and
Threats, or things that may prevent you or your organisation from
making a profit or achieving your goals.
There is more about the process in our page on SWOT Analysis.
The SWOT Process
1. Identify the goal that you want to achieve
It is important to be as specific as possible. Be clear about timing, that is, when you want to
achieve your goal, and also how you will know that you have achieved it (your success
criteria).
If you have not yet identified any goals, you may find it helpful to read our page on Setting
Personal Goals.

Thinking specifically about that goal:

2. Identify the personal strengths that will help you to achieve it, and the weaknesses that could
prevent you.
It is often helpful to consider knowledge, skills, experience, resources and support that you
have available. If you list these headings separately, you will remember to consider them
all.
These areas are generally internal, that is, they relate to you personally, and the resources
and skills that are available to you. They are, therefore, things that are generally under your
control.
3. Identify any personal opportunities that could enable you to achieve the goal, and also
that you will be able to take advantage of when you have achieved it
Opportunities are generally external, relating to the environment and those around
you, rather than you yourself. They include things like:
•Promotions and financial incentives; and
•Events that are likely to happen at work or outside, such as someone going on
maternity leave or sabbatical, that might mean you have a chance to do something
new.
In identifying opportunities that might open up as a result of achieving your goal,
consider both short- and long-term benefits.
4. Identify any threats
These are external things and events that are worrying you, or that might happen
and prevent you from either achieving your goals, or taking advantage of the benefits.
5. Review and prioritise
Finally, as always with development activities, and anything that looks
like strategic thinking, it is a good idea to review your analysis. Ask
yourself:
•Is this recognisably me?
•Is there anything that I have forgotten?
And finally:
•Which areas are most important in each of the four categories in the analysis?
Try to highlight one, or at most two, things from each of strengths,
weaknesses, opportunities and threats that you think will be most
important in achieving (or preventing you from achieving) your
goal. Those areas will be your priorities for action.
What Is Self-Esteem?
In psychology, the term self-esteem is used to describe a
person's overall sense of self-worth or personal value. In other
words, how much you appreciate and like yourself. It involves
a variety of beliefs about yourself, such as the appraisal of your
own appearance, beliefs, emotions, and behaviors.
Self-esteem often seen as a personality trait, which means
that it tends to be stable and enduring.
Theories of Self-Esteem
Many theorists have written on the dynamics involved in self-esteem.
The need for self-esteem plays an important role in psychologist
Abraham Maslow's hierarchy of needs, which depicts self-esteem as
one of the basic human motivations.1
Maslow suggested that people need both esteem from other people as
well as inner self-respect. Both of these needs must be fulfilled in order
for an individual to grow as a person and achieve self-actualization.
It is important to note that self-esteem is a concept distinct from self-
efficacy, which involves how well you believe you'll handle future
actions, performance, or abilities.
Factors That Influence Self-Esteem
As you might imagine, many factors influence self-esteem. Your inner
thinking, age, any potential illnesses, disabilities, or physical limitations,
and your job can affect your self-esteem.
Additionally, genetic factors that help shape a person's personality can
play a role, but it is often our experiences that form the basis for overall
self-esteem. Those who consistently receive overly critical or negative
assessments from family and friends, for example, will likely experience
low self-esteem.2
Signs of Healthy Self-Esteem
Signs of Healthy Self-Esteem
There are some simple ways to tell if you have healthy self-esteem. You
probably have healthy self-esteem if you are more likely to:
•Avoid dwelling on past, negative experiences
•Express your needs
•Feel confident
•Have a positive outlook on life
•Say "no" when you want to
•See overall strengths and weaknesses and accept them
Signs of Low Self-Esteem
You may need to work on how you perceive yourself if you tend to experience these
common problems caused by low self-esteem:
•You believe that others are better than you
•You find it difficult expressing your needs
•You focus on your weaknesses
•You frequently experience feelings such as shame, depression, or anxiety
•You have a negative outlook on life
•You have an intense fear of failure
•You have trouble accepting positive feedback
•You have trouble saying "no"
•You put other people's needs before your own
•You struggle with confidence
What is Self-Confidence – and Why Is It Important?
Self-confidence is understanding that you trust your own judgment and abilities, and that you value
yourself and feel worthy, regardless of any imperfections or of what others may believe about you.
Self-efficacy and self-esteem are sometimes used interchangeably with self-confidence, but they are
subtly different.
We gain a sense of self-efficacy when we see ourselves (and others like us) mastering skills and
achieving goals. This encourages us to believe that, if we learn and work hard in a particular area, we'll
succeed. It's this type of confidence that leads people to accept difficult challenges and to keep going in
the face of setbacks.
Self-esteem is a more general sense that we can cope with what's going on in our lives, and that we
have a right to be happy.
Also, self-esteem comes in part from the feeling that the people around us approve of us. We may or
may not be able to control this, and if we experience a lot of criticism or rejection from other people,
our self-esteem can easily suffer unless we support it in other ways.
Confidence and Behavior
Why Self-Confidence Matters
Self-confidence is vital in almost every aspect of our lives, yet many people
struggle to find it. Sadly, this can be a vicious cycle: people who lack self-
confidence are less likely to achieve the success that could give them more
confidence.
For example, you might not want to back a project that's pitched by someone
who's visibly nervous, fumbling, or constantly apologizing. On the other hand, you
might be persuaded by someone who speaks clearly, who holds their head high,
answers questions with assurance, and readily admits when they don't know
something.
Confident people inspire confidence in others: their audience, their co-workers,
their bosses, their customers, and their friends. And gaining the confidence of
others is one of the key ways to succeed. In the following sections we'll see how
you can do this.
 Behavior Associated With Low Self-
Confident Behavior
Confidence
Doing what you believe to be right, even if Governing your behavior based on what other
others mock or criticize you for it. people think.
Being willing to take risks and to go the extra Staying in your comfort zone, fearing failure,
mile to achieve better things. and avoiding risk.
Working hard to cover up mistakes, and
Admitting your mistakes, and learning from
hoping that you can fix the problem before
them.
anyone notices.
Waiting for others to congratulate you on your Extolling your own virtues as often as possible
accomplishments. to as many people as possible.
Accepting compliments graciously. "Thanks, I Dismissing compliments offhandedly. "Oh that
really worked hard on that prospectus. I'm prospectus was nothing really, anyone could
pleased you recognize my efforts." have done it."
Interpersonal skills involve the ability to communicate and build relationships with
others. Often called ‘people skills’, they tend to incorporate both your innate
personality traits and how you’ve learned to handle certain social situations. Effective
interpersonal skills can help you during the job interview process and can have a
positive impact on your career advancement.
What are interpersonal skills?
Interpersonal skills are traits you rely on when you interact and communicate with
others. They cover a variety of scenarios where communication and cooperation are
essential.
Why are interpersonal skills important?
Strong interpersonal skills can help you during the job interview process as
interviewers look for applicants who can work well with others. They will also
help you succeed in almost any job by helping you understand other people
and adjusting your approach to work together effectively. For example, while a
software engineer may spend the majority of her time working on code
independently, she may need to collaborate with other programmers to
effectively bring a product to market.
This is especially true as more companies implement collaborative agile
frameworks to get work done. Employers will be looking for workers who can
both perform technical tasks with excellence and communicate well with
colleagues.
Some examples of interpersonal skills include:
•Active listening
•Teamwork
•Responsibility
•Dependability
•Leadership
•Motivation
•Flexibility
•Patience
•Empathy
In a work environment, strong interpersonal skills are an asset that
can help you navigate complexity, change and day-to-day tasks.
Freud (1900, 1905) developed a topographical model of the mind,
whereby he described the features of the mind’s structure and function.
Freud used the analogy of an iceberg to describe the three levels of the
mind.
On the surface is consciousness, which consists of those thoughts that are
the focus of our attention now, and this is seen as the tip of the iceberg. The
preconscious consists of all which can be retrieved from memory.
The third and most significant region is the unconscious. Here lie the processes
that are the real cause of most behavior. Like an iceberg, the most important part
of the mind is the part you cannot see.
The unconscious mind acts as a repository, a ‘cauldron’ of primitive wishes and
impulse kept at bay and mediated by the preconscious area.
For example, Freud (1915) found that some events and desires were often too
frightening or painful for his patients to acknowledge, and believed such
information was locked away in the unconscious mind. This can happen through
the process of repression.
Sigmund Freud emphasized the importance of the unconscious mind, and a
primary assumption of Freudian theory is that the unconscious mind governs
behavior to a greater degree than people suspect. Indeed, the goal
of psychoanalysis is to make the unconscious conscious.
Freud (1923) later developed a more structural model of the mind comprising
the entities id, ego, and superego (what Freud called “the psychic apparatus”).
These are not physical areas within the brain, but rather hypothetical
conceptualizations of important mental functions.
The id, ego, and superego have most commonly been conceptualized as three
essential parts of the human personality.
Freud assumed the id operated at an unconscious level according to the
pleasure principle (gratification from satisfying basic instincts). The id
comprises two kinds of biological instincts (or drives) which Freud called Eros
and Thanatos.
Eros, or life instinct, helps the individual to survive; it directs life-sustaining
activities such as respiration, eating, and sex (Freud, 1925). The energy created
by the life instincts is known as libido.
In contrast, Thanatos or death instinct, is viewed as a set of destructive
forces present in all human beings (Freud, 1920). When this energy is
directed outward onto others, it is expressed as aggression and violence.
Freud believed that Eros is stronger than Thanatos, thus enabling people to
survive rather than self-destruct.
The ego develops from the id during infancy. The ego's goal is to satisfy the
demands of the id in a safe a socially acceptable way. In contrast to the id, the
ego follows the reality principle as it operates in both the conscious and
unconscious mind.
The superego develops during early childhood (when the child identifies with
the same sex parent) and is responsible for ensuring moral standards are
followed. The superego operates on the morality principle and motivates us
to behave in a socially responsible and acceptable manner.
The basic dilemma of all human existence is that each element of the psychic
apparatus makes demands upon us that are incompatible with the other two.
Inner conflict is inevitable.
For example, the superego can make a person feel guilty if rules are not
followed. When there is a conflict between the goals of the id and superego,
the ego must act as a referee and mediate this conflict. The ego can deploy
various defense mechanisms (Freud, 1894, 1896) to prevent it from becoming
overwhelmed by anxiety.
Gordon Allport (1897 – 1967) was a well-respected and influential
American scholar in the psychology field. Allport came from a working
family that valued health and education. This resulted in Allport developing
a great interest in understanding human motivation, impulses, and
personality, resulting in his trait theory of personality.

After getting his Harvard degree, Allport traveled to Vienna, Austria, where
he met Sigmund Freud. This ended up shaping his career and his
contributions to American psychology.
After meeting Freud, Allport returned to Harvard in order to obtain his
Ph.D. in psychology. Throughout his career, which spanned the first half
of the 20th century, he made important contributions to
psychology. Among his various contributions, there is one that stands out:
his ideas on personality traits.
According to Allport, these traits are influenced by our childhood experiences, our
current environment, and the interaction between them. In the Allport era,
psychologists believed that personality traits could be shaped by past and current
forces. Allport believed that personality was composed of three types of traits:
cardinal, central, and secondary.
The trait theory of personality categorizes traits into three levels: cardinal, central,
and secondary.
Allport’s trait theory of personality
In 1936, psychologist Gordon Allport discovered that a single English dictionary
contained more than 4,000 words describing different personality traits. Allport’s
trait theory of personality categorized them into three levels.

Cardinal traits
Some historical figures with strong cardinal traits are Abraham Lincoln for his
honesty, Marques de Sade for his sadism, and Joan of Arc for her heroic self-
service. People with such personalities are known for these traits and their names
are often associated with these qualities. Allport suggested that cardinal traits are
rare and tend to develop over the years.
When they’re present, cardinal traits shape the person, their self-concept,
their emotional composition, their attitudes, and their behaviors.

Central traits
Central traits are the general characteristics that form the basic
foundations of personality. They aren’t as dominant as cardinal traits.
Central traits are the main characteristics that describe another person.
They’re important traits, but not absolutely dominant.
According to Allport’s theory, each person has between 5 and 10 central
traits. They’re present to varying degrees in each person. These include
common traits such as intelligence, shyness, and honesty. Central traits are
the main factors that determine most of our behaviors.
Secondary traits
Secondary traits are sometimes related to attitudes or
preferences. They’re dispositions that are significantly less generalized and
relevant. They’re only seen in certain situations or under specific
circumstances.
For example, a person whose cardinal trait is assertiveness may show signs of
submission when the police stops them for speeding. This is just a situational
trait that may or may not show up during other interpersonal encounters.
According to Allport, these secondary traits are difficult to detect because
they’re stimulated by a narrower range of equivalent triggers.
Thank you