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Jobberman Soft Skills Training Manual - 123456
Jobberman Soft Skills Training Manual - 123456
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Self-Awareness
Self-awareness is the ability to take an honest look at your life without any attachment to It being right or wrong,
good or bad - Debbie Ford
Self-awareness was first defined by Shelley Duval and Robert Wicklund (1972), who proposed that, at a given
moment, people can focus attention on the self or on the external environment. "When we focus our attention
on ourselves, we evaluate and compare our current behaviour to our internal standards and values. We become
self-conscious as objective evaluators of ourselves. “With us better understanding ourselves, self-awareness also
helps in understanding others, and developing and maintaining healthy working relationships.
It is how clearly you see your values, passions, and aspirations, and how well those standards fit with your
environment and your reactions (which include thoughts, feelings, behaviours, strengths, and weaknesses).
Essentially, internal self-awareness is recognizing your current job doesn’t match your true passion for marketing
or feeling dissatisfied with a heated conversation you had with your parents, which conflicts with your belief
that respecting your elders is important.
Is the ability to clearly see how other people view you. People who know how others see them are usually more
empathetic. External self-awareness is recognizing your employee took your feedback personally because of
your tone of voice or body language.
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Openness: An individual who is high in openness is likely someone who has a love of learning, enjoys the arts,
engages in a creative career or hobby, and likes meeting new people.
Conscientiousness: People high in conscientiousness are likely to be successful in school and in their careers,
to excel in leadership positions, and to doggedly pursue their goals with determination and forethought.
People low in conscientiousness are much more likely to procrastinate.
Extraversion: People high in extroversion (extroverts) tend to seek out opportunities for social interaction,
where they are often the “life of the party.” People low in extroversion (introverts) are more likely to be
people “of few words who are quiet, introspective, reserved, and thoughtful.
Agreeableness: People high in agreeableness tend to be well-liked, respected, and sensitive to the needs of
others. People low on agreeableness are less likely to be trusted and liked by others.
Neuroticism: Those high in neuroticism are generally prone to anxiety, sadness, and low self-esteem. They
may be easily angered, and they tend to be unsure of themselves. Individuals low on neuroticism are more
likely to feel confident, sure of themselves, and adventurous.
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What is Self-Confidence
Types of Confidence
1. Self-Confidence: Doing what you believe to be right, even when others mock you. Being willing to take risks
and go the extra mile for better results. Admitting your mistakes and learning from them. Recognizing and
being able to articulate your strengths/ what you are good at.
2. Low Self-Confidence: Behaving or acting based on what others think. Staying with what is ‘safe’ and familiar
to avoid failure. Hiding your mistakes and trying to fix them before anyone notices. Depending on others to
validate your accomplishments.
3. Over Confidence: Behaving egotistical and stubborn. Having a “superiority complex” and coming off as
irritating. Bragging about your qualities and achievements.
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• Quadrant 1: These are the activities we cannot avoid and absolutely should not avoid. Spending too much
time in this quadrant will lead to stress, anxiety and fatigue. Be proactive: In order to spend less time in the
quadrant we must be proactive with spending more time on the important activities before they become
urgent
• Quadrant 2: This is the optimum quadrant to spend most of our time. Activities in this quadrant include
planning, investing, strategizing, creating, learning, finding new opportunities, relationship building etc.
Spending quality time in this quadrant will lead to: discipline, self awareness, clear vision, balance and
reduced crisis situations.
• Quadrant 3: Where most of us spend our time confusing urgent activities for important activities. Activities
in this quadrant include responding to WhatsApp messages, colleague interruptions, a lot of emails.
Spending too much time in this quadrant leads to: short term focus, continuous fire fighting and crisis
management, disorganization and conflicts in professional and personal relationships.
• Quadrant 4: These are the complete wasters of valuable time! Spending too much in this quadrant will lead
to: low self esteem, unemployment, economic dependence, depression and lack of progress.
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Stress Management
It is a wide spectrum of techniques aimed at controlling a person's level of stress, especially chronic stress,
usually for the purpose of and for the motive of improving everyday functioning.
Summary
• High levels of self-awareness benefit oneself and one’s social relations.
• Self-confidence is believing in yourself
• Time expands to meet your obligations so it helps to prioritize and avoid procrastination
• To effectively manage your time, prioritize the 4 Ds Prioritize: the 4 D’s
• Do, Delegate, Delay and Delete
• Stress Management are a wide spectrum of techniques used in controlling our stress levels
Quiz
• What is Self-Awareness?
• List the big five personality types
• Angela and he team of three designers are working hard to complete five promotional artworks for
their client. Suddenly, a day before delivery, Angela's client calls to cancel the order because the
event has been postponed due to the Coronavirus pandemic. What should Angela and her team do?
• List 5 Stress Management Tips
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Effective communication is a process of exchanging ideas, thoughts, knowledge and information such that the
purpose or intention is fulfilled in the best possible manner. In simple words, it is nothing but the presentation
of views by the sender in a way best understood by the receiver.
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• Clear: The clearer your message, the easier it gets for the receiver to decode it according to your original
intent. Start with a clear communication goal.
• Correct: Correct grammar and syntax vouch for increased effectiveness and credibility of your message.
Formal errors might affect the clarity of your message, trigger ambiguity and raise doubts.
• Complete: Effective communications are complete, i.e., the receiver gets all the information he needs
to process the message and take action. A complete message reduces the need for follow-up questions
and smoothens the communication process.
• Precise/Concise: Conciseness is about keeping your message to a point. This is more about the content
of your message rather than its length. For example, if it is to communicate time for class, it must
include the time for class.
• Credible: Reliability of the message is determined by the credibility of who is sending the message. It’s
supported by facts and figures for enhanced credibility.
• Considerate: Effective communication takes into account the receiver’s background and points of view.
tailoring your message to your audience.
• Courtesy: Courtesy means respecting the receiver’s culture, values and beliefs – i.e., crafting a message
that is genuinely polite and unbiased.
See this scenario below; Daniel sends a message to his Manager that reads; The project starts tomorrow and
we will need the help from Mr James. Thank you. – Is this message clear and complete? What is wrong with it
based on the 7Cs of effective communication?
Active Listening
Have you ever been in a situation where you are speaking to someone but they are not listening? They rather
quickly reply you than listen to what you have to say? Active listening is an important tool in effective
communication. Communication is not just about speaking but listening.
Active Listening is the act of listening and comprehending what the speaker is saying. It is the process of listening
attentively while someone else speaks, paraphrasing and reflecting back what is said, and withholding judgment
and advice.
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Communication is not just about what you say BUT how you say what you say. Based on research, Albert
Mehrabian has concluded that verbal communication is: 7% Verbal, 38% Tone and 55% Body language.
This is part of the reason that chats and emails are less effective than telephone calls, which are less effective
than video calls which are in turn less effective than face-to-face meetings.
Barriers to Communication
To overcome the barriers above, it's important to keep in mind the following to ensure that communication is
effective.
• Language: Recognize that language has different levels of meaning. People will respond differently to
the same words especially if the words are vague or general
• Feelings: Try to present your arguments rationally than emotionally and accept that other people may
have strong feelings about a subject
• Stereotypes: Don’t assume that all members of a group share the same characteristics. Put aside any
bias or views you may have; treat each person as an individual
• Prejudice: Never make a judgement before knowing the facts about a situation. Acknowledge that you
are usually working with incomplete data
• Culture: Be aware that different backgrounds, education and experience give people different
expectations. Your way of seeing the world is not the only one.
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Feedback
Rapport is power: Rapport is a close relationship in which the people or groups concerned understand each
other's feelings or ideas and communicate well. Rapport building is important because it lays the foundation
for giving and receiving feedback. It's when you are familiar and trust someone that you can give to and
receive feedback from said person.
• Building and maintaining rapport in the workplace, or anywhere is your best tool for cultivating a
positive environment, both in and out of the office.
• Regardless of the context, when we feel connected with others and there is a shared vision, we are
more likely to put forth our best efforts. On the contrary, when we feel isolated, misunderstood, or
excluded from others, even if it’s just one person, it will have an adverse effect on our emotional state
and our productivity.
FEEDBACK
How can we expect people to change and develop if they don’t know what they need to change? Unless they
get feedback, how do they know what they do well so they can continue doing it?
• Feedback is Information about performance or behaviour that leads to action to affirm or develop
that performance or behaviour. The aim of feedback is to build up relationships.
Giving Feedback: to be effective in giving feedback, the feedback sandwich method is highly recommended.
The feedback sandwich consists of starting your feedback with PRAISE followed by a corrective feedback or
criticism and closed by PRAISE.
Receiving Feedback: There is something called the Feedback Staircase. This talks about the different emotions
we experience when we receive feedback.
Note that you can feel all the steps or skip a few steps, as you hone your self-awareness skills.
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• Greater openness
• Increased trust
• Fewer surprises
• Less game playing
Johari Window is a technique for improving self-awareness within an individual. It helps in understanding your
relationship with yourself and others. Johari Window model can be a useful tool if you want to improve your
communication skills.
• ARENA/OPEN AREA - Here the information about the person his attitudes, behaviour, emotions,
feelings, skills and views will be known by the person as well as by others. This is mainly the area where
all the communications occur and the larger the arena becomes the more effectual and dynamic the
relationship will be.
• BLINDSPOT Information about yourselves that others know in a group but you will be unaware of it.
Others may interpret yourselves differently than you expect. The blind spot is reduced for an efficient
communication through seeking feedback from others.
• FACADE/AVOIDED AREA or SELF - Information that is known to you but will be kept unknown from
others. This can be any personal information which you feel reluctant to reveal. This includes feelings,
past experiences, fears, secrets etc. we keep some of our feelings and information as private as it affects
the relationships and thus the hidden area must be reduced by moving the information to the open
areas.
• UNKNOWN AREA - Contains information, feelings, latent abilities, aptitudes, experiences etc, that are
unknown to the person him/herself and unknown to others. These unknown issues take a variety of
forms: feelings, behaviours, attitudes, capabilities, aptitudes, which can be quite close to the surface,
and which can be positive and useful, or they can be deeper aspects of a person's personality,
influencing his/her behaviour to various degrees.
.
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In the workplace, Microsoft Presentation or Google Slides is commonly used to design and deliver effective
presentations in the workplace.
PowerPoint is a computer program that allows you to create and show slides to support a presentation. You can
combine text, graphics and multimedia content to create professional presentations.
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What is Etiquette?
Etiquette has been defined by Clover to mean good behavior which distinguishes human being from
animals. What differentiates us from animals is actually the way we behave and the way we think.
What makes you wonder when some individuals behave inappropriately is the guiding rule you believe
every human should follow (etiquette).
Principles of Etiquette
a. The Golden rule which states thus “Treat people the way YOU want to be treated” No one
wants to be treated anyhow.
b. The Platinum rule which states thus “Treat people the Way THEY want to be treated”
Question: What are some of the ways you can show Respect, Consideration and Honesty?
Types of Etiquette
Generally, the two types of etiquette most people focus on are Social Etiquette which is based on
chivalry and the concept that old people and women need to be protected. Business Etiquette is based
on hierarchy and power, men and women are treated as peers and the same way.
• Social Etiquette
• Corporate Etiquette
• Good Dining Etiquette
• Business Etiquette
• Good Bathroom Etiquette
• Meeting Etiquette: the manner with which you conduct yourself during meetings matters.
• Telephone Etiquette: for instance, when a contact you do not know calls you, the polite thing
to do is to wait and allow the person to introduce him/herself and if the person fails to do so
then you can politely ask but do not attack the person from the onset of the conversation.
Action Point: We need to improve how we people experience you and how you experience others.
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Etiquette Tips
a) Say please: this sounds easy and random but it is one of the tips and communication tools
that convey respect and is one of the ways you can easily get what you are asking for. It is a
sign of strength.
b) Thank You: saying ‘thank you’ gives a good feeling. Say thank you when someone does
something nice to you, sending a thank you note to interviewer isn’t a bad idea.
c) Listen more than you speak: by all means you should express yourself but before you say
something, think about it twice. Words said cannot be retracted even if you apologize. Once
said, it is said! How you covey your words is also of ultimate importance.
d) Table manners: take reasonable quantity of food; eat reasonable size of whatever you choose
to eat in your mouth. Ask for a thing to be passed to you respectfully. Maintain a level of
decorum; don’t muddle foods into your mouth.
e) Technology: when using your mobile phone, be mindful of the volume of your ringtone. Be
mindful of the kind of music for your ring tone and mind when you answer calls.
Business Etiquette
This is the expected behavior and mannerism amongst professionals. It entails acting in a manner
appropriate to the situation and recognizing cultural differences. This is the manner in which one
should behave in a business environment. It is how one should interact with team members, clients
and business associates. The appropriate behavior of this etiquette is reflected in how you dress,
address people and how you behave with people
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Office Etiquette: these are codes of conduct for how one must behave when in the office or
workplace.
a. Show a healthy dose of respect to your colleagues, junior and senior staff. Abide by the
manner of address that is in operation in your workplace.
b. Inquire from the Human Resource Manager about the code of conduct of the firm.
c. Appear in your professional attire
d. Be a problem solver
e. Be flexible so that you can relate well with your colleagues.
Netiquette: these are a series of rules for acceptable online behavior. It is the combination of the word
‘Network’ and ‘etiquette.’ It also refers to the correct and adequate ways of using the internet.
a. Recognize that the internet is an extension of society; it is not a space on its own. Treat people
the way you would treat them when you see them physically.
b. Apply the same standard online as you would do in public.
c. Refuse to empower abuse and harassment online.
d. Respect the privacy of co-workers. Know the kind of information you put out there.
Email Etiquette: this refers to the principles of behavior adopted when writing or replying to business
emails.
a. Be concise
b. Check spellings, punctuation marks, and grammar before sending your mail.
c. Avoid copying everybody when not necessary.
d. If it is a company’s message, do not reply if it is not necessary.
Chatting Etiquette: this refers to principles we must adopt when talking with colleagues, clients,
managers, or other stakeholders.
a. Compose your message as one and go straight to the point.
b. Be polite
c. Avoid unverified information
d. Show respect
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Workplace Ethics
This is the balance of employer and employee rights. You should know your rights as an employee of
any organization. Workplace ethics are also a set of values, moral principles that employers and
employees must follow in an organization.
Fairness Issues: the absence of fair treatment results in a lack of self-motivation and bad behavior.
• Discrimination: employees have the right not to be discriminated against, whether by age,
religion, sex, gender, tribe, etc. these should not be the yardstick to judge people.
• Salary: all employees have a right to fir wages. Fair wages should be determined by job
competence, i.e., and not gender, religion, sex, age.
• Fair Policies: all staff should be treated with respect. Organizational policies should be on the
principles of equity and transparency.
Trust: all successful businesses are built on trust. Transparency is the key to building trust in the
workplace. Trust is the key to establishing an ethical organization. When there’s trust, it produces
creativity, collaboration, and cooperation. It also births innovation and business growth. It increases
production capacity. To gain the trust of employees, they must be treated well and fairly.
Networking:
Networking is the action or process of interacting with others to exchange information and develop
professional or social contacts. Networking involves building and maintaining connections and
relationships with other people. Your Network determines your Net Worth. The more people you
know, the stronger your Network. Your social circle is very important. Networking is quite easy for
extroverts than introverts.
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Types of Networking
• The Social Network: These contacts may comprise family, friends, former work colleagues,
contacts made through university etc.
• The Professional Network: Professional association members tend to be from one specific
type of industry, such as banking, architecture, personnel, accounting or health. The primary
purpose of a professional association is to exchange information and ideas.
• Artificial Networks/Casual Contact Networks: These are general business groups that allow
many people from various overlapping professions. They offer participants an opportunity to
make valuable contacts with many other businesspeople in the community. A great example
is the Lagos Chamber of Commerce.
Benefits of Networking
There are two broad benefits of networking;
1. Core Benefits- Leads to market knowledge/information.
2. Other Benefits- Credibility/legitimacy, advice, and problem-solving, confidence and
reassurance, motivation/inspiration, relaxation/interest.
Action point: Ultimately, it’s not about who you know, but WHO KNOWS YOU! Your Network
would take you further than your skills
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Employability Skills
The importance of quality CV cannot be overemphasized. Your CV is what is noticed first. If your CV is
not well packaged or written, you might miss opportunities. That is why it is important for you to have
a good CV that would communicate your skills.
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Required Sections of a CV
• Personal Details: Name, Surname, Contact Details
• Work experience: Highlight your responsibilities using action words and quantify your
achievements whenever possible.
• Skill, interests and achievement: this part is the combination of your relevant skills; list what
you can do, i.e., put them in bullet points. Don’t lump it up.
• Education and qualification: Start from the most recent. Ordinarily, your primary and
secondary school education is not really necessary because if you didn’t have it, you would
not have made it to the university.
• Training: highlight the different training you have attended.
• Professional Qualifications
At the application stage, your referees are not needed on your CV. You can just input “References
available upon request”
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If you are applying for a job whose position is not stated, you should still state the position you are
applying for.
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Interview Preparation
• The best candidate on paper can lose a job to a less experienced candidate based on
a bad interview.
• You are the best candidate for a job not because you are the smartest, but because
you are always PREPARED to present your best self at a successful interview.
• The Good News!! Interviewing is a skill that you can learn!
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Salary Negotiation
It is important to note that there are some jobs where salary negotiation is not appropriate. Entry
level and graduate trainee positions. These positions come with a fixed salary.
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Emotional Intelligence
Emotions & moods influence the quantity & quality of the work people do. Emotional Intelligence is
vital for professional success!
“It is a term used to describe the various competencies that are essential for building, developing and
managing relationships” (Peters, 2008). It Refers to the ability to recognise, interpret and process
emotions in yourself and others.
Emotional Intelligence can be Learnt. We must detect the emotion behind each of our actions.
Understanding Personalities
People are different.... Predictably different! To effectively work with people, it is important to
understand the different personalities and behavioural styles. THE DISC is a personality profile
designed in 1926 by William Marston. It helps us to discover our personality style to help us
understand ourselves and others.
DOMINANT INFLUENCE
Strong bottom line organiser Great encouragers
Place a high value on time Motivate others to achieve
Challenge the status quo Persuasive negotiators
Innovative Possess a positive sense of humour
Take charge and move quickly into Great networker
action Volunteer for jobs
Results oriented Think up new activities
Thrive on opposition Creative and colourful
Seek practical solutions Inspire others to join
Delegate work
Areas of Growth
Areas of Growth Consider the ideas of others
Strive to learn to be an active listener Follow through with tasks
Appreciate the opinions of others Slow down your pace for others
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Be more approachable
STEADINESS CONSCIENTIOUS
Reliable and dependable Possess the ability to gather, analyse and test
Loyal to the team authority information
Good listener, patient and empathetic Realistic (providing perspective)
Respect authority Conscientious and even tempered
Peaceful and agreeable Thorough in all activities
Has admin ability Ability to identify problems and find solutions
Mediates problems Persistent
Avoids conflict Schedule oriented
Good under pressure Economical
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Teamwork
A team is a collection of individuals that are organized to accomplish a common purpose; they
are interdependent and can be identified by themselves and observers as a team. No man is
an island; teamwork is essential to achieving your goals and objective, so you need to learn
teamwork. Teams allow for organizations flexibility in assigning members to projects and even
allow for cross-functional groups to be formed.
Types of Teams
1. Functional Department Teams:
2. Cross-Functional Teams:
3. Self-Managing Teams
4. Matrix Team:
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5. Virtual Teams
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Action Point: active listening is a key to unlocking trust, sensitivity, respect and appreciation.
Many people believe that they are good listeners, but studies have shown that normal
average human beings only hear one-third of the words spoken to them.
Active/Effective Listening
This is actively absorbing the information given to you by a speaker and providing feedback
to the speaker so that he/she knows the message was received.
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✓ it helps bridge the gap between what you know now and what you need to know
Collaboration
We live in a world where we need to collaborate with people. It helps in building trust.
Collaboration Skills
✓ Effective communication, both oral and written
✓ Emotional intelligence
✓ Respect for diversity- this does not mean you must let go of your religious belief or
conviction, it means that you respect everyone’s perspective is equal and not seeing
yours as superior.
✓ Having a productivity software, things like google drive, emails, etc
Conflict Resolution
Conflict is inevitable in an organization, especially where you have people from different
background.
Healthy conflicts
Conflicts are not totally harmful; we can learn from people who have significantly different
opinions from us.
To deal with conflict in a healthy way;
✓ Build emotional self-awareness
✓ Explore the other person by using empathy
✓ Speak for yourself with clarity and power
✓ Shift between using empathy and assertive skills that are needed
✓ Focus on solving the problem by using problem-solving skills
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Creativity
Creativity is the ability to transcend traditional ideas, rules and patterns to create
meaningful new ideas, methods and interpretations.
Creativity, Innovation & Invention
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This systematic method of thinking helps teams with the skills and tools needed to make sound
decisions! Think of the 6 thinking hats like a diverse team where different ideas thrive. The more hats
we wear in our groups, the better our chances of making SMART decisions.
Problem Solving
Problem solving is the process of working through details of a problem to reach a solution.
Problem solving can be a gauge of an individual’s critical thinking skills.
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Approaching Problems
There are three ways to approach problems:
• You can stall or delay until a decision is no longer necessary, or until it has become an
even greater problem.
• You can make a snap decision, off the top of your head, with little or no thinking or
logic.
• You can use a professional approach and solve problems based on sound decision-
making practices.
Conflict Management
• Conflict resolution is the process of resolving a dispute by addressing and meeting at least
some of each side’s needs and concerns.
• It’s an indispensable process to create a productive workplace and effective team dynamics.
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Jobberman Soft Skills Training Manual
The 5 Modes
• Competing: Assertive and Uncooperative - You try to satisfy your own concerns at your
teammate’s expense.
• Avoiding: Unassertive and Uncooperative -You sidestep the conflict without trying to satisfy
your concerns or those of your teammate.
• Accommodating: Unassertive and Cooperative -You attempt to satisfy your teammate’s
concerns at the expense of your own.
• Compromising: Intermediate level of Assertiveness and Cooperativeness -You try to find an
acceptable settlement that only partially satisfies your concerns and those of your teammate.
• Collaborating: Assertive and Cooperative - You try to find a win-win solution that completely
satisfies both your concerns and your teammate’s concerns.
Functional/Constructive Conflict
Conflict is constructive when it:
• Results in clarification of important problems and issues
• Results in solutions to problems
• Causes authentic communication
• Involves people resolving issues that are important to them
• Encourages innovative thinking and reduces stagnation
• Builds cooperation among people through learning more about each other and working
together
• Joins in resolving the conflict and other underlying issues
• Helps individuals develop understanding and skills
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strictly for the Jobberman Soft Skills Training
Jobberman Soft Skills Training Manual
Dysfunctional/Destructive Conflict
Conflict is destructive when it:
• Distracts from other important activities and issues that might need solving
• Leads to reduce trust and increased tension, anxiety and stress
• Undermines morale or self-concept
• Leads to poor decision making because of withheld or distorted information
• Polarizes people and groups, reducing cooperation
• Increases or sharpens differences
• Leads to irresponsible and harmful behaviour such as name-calling and physical fighting.
Confidential: Do not share or re-purpose this content without permission from Jobberman. This document is
strictly for the Jobberman Soft Skills Training