Communication

& Leadership
1462
SEMESTER 1 | FALL 2023/24

my eJournal
ideas · reflections · purpose

Beatriz Dias

Illustration by Fernando Cobelo

Introduction
1

Dear Students,

There are three powerful tools in communication:

• to know oneself and to make yourself known;
• active listening: to listen, listen, listen;
• give constructive feedback, always.

Communication always implies creating relationship.

And there is no relationship without communication.

If we stop communicating, to ‘put in common’, our relationships degrade, but

without relationship, our communication also loses effectiveness.

In this sense, and because we are starting a new semester, at a time when it
has become even more proven that the future is uncertain and sometimes
difficult to predict, it is important to invest in ourselves and truly begin to
get to know ourselves and make ourselves known to others.
To know, in the double sense of self-knowledge and getting to know others
around us like friends, colleagues, family members or professors.

In recent years we have seen our reality change from one day to the next.
There were good changes that made us grow as humanity and less good
changes that challenged us and made us question what we are doing as a
society. And in the midst of so much change, the urgency of working and
developing communication and interpersonal relationships became even
more evident. At this moment, change is the only certainty we have and
therefore it is necessary to develop our flexibility, focus and individual capacity
to change and adapt to new circumstances and realities. It is necessary to
invest and take advantage of all our resources to get to know each other,
reinvent ourselves and take more and better advantage of what we are given
to live.

Human Communication is the topic of this semester.

And this eJournal is a roadmap for the path, in the sense of remaining
consistent and aligned with the purpose, multiplying skills, unveiling
talents and reinforcing awareness of critical issues such as the way we
express ourselves and influence those around us.

Use it in the best way that serves you and count on us, always!

Catarina, Francisco, Hugo and Madalena

Journey
1

Final Presentations
Mandatory class 7
attendance

6 Preparation

The Power of
5
Stories & Feedback
Becoming a Leader
4 for Life
Mandatory
Assignment #4
(Final Presentation)

Pitching Yourself
3 & Personal Brand
Mandatory
Assignment #3

Communication:
The Big Picture
Mandatory
Assignment #1

2 1

Communication
Traps
Mandatory
Assignment #2
Team
1

Francisco, Madalena, Hugo e Catarina

Catarina Lameira Grosso | Course Instructor

[Link]@[Link]

Francisco Mendes | Teaching Assistant

[Link]@[Link]

Hugo Marques de Sousa | Teaching Assistant

[Link]@[Link]

Madalena Caetano | Teaching Assistant

[Link]@[Link]
eJournal
1

This eJournal is divided into five chapters, which correspond to five of our
seven lessons. At the end of each class, the eJournal template will be available
on Moodle so you can download, consult, work with and add to the previous
one, making a single eJournal with five chapters.

#1 THERE WILL BE NONE LIKE ANOTHER

Each chapter has always three types of pages: intro page with notes we would
like you to keep, challenges for you to reflect upon that will help you deepen
your knowledge and incorporate learnings and, last but not least, a blank
page for your personal notes and clippings, where you can write, draw, post
images/ pictures, links or anything you like. You can have as many blank pages
as you wish to register your learning journey, use them with entire freedom.

#2 AN EVALUATION TOOL

In a course without final exam, such as C&L, the eJournal will also allow us to
assess each student's learning path. For the assessment to be fair and
objective, we need you to submit on Moodle your Mandatory Assignments
two weeks after each class, in PDF. This is, until 23:59 of the same day when
that’s been 2 weeks after the class in reference.
Regarding the Optional Challenges, you can include them in your final
eJournal delivery (last class). For more details on the evaluation criteria, please
check the Syllabus, available on Moodle.

#3 YOUR FEEDBACK IS ESSENTIAL

The eJournal’s main purpose is to support your learning, therefore we try to

build it in a way that is user-friendly, inspiring, engaging and fun. Please let us
know if we are on the right track! J

A personal journal is an ideal environment in which to

“become”. It is a perfect place for you to think, feel,
discover, expand, remember, and dream”
“
- Brad Wilcox
Communication: The Big Picture
1

The purpose of this course is to help each student to develop their

communication skills and, consequently, improve the way they relate to
others, working on the following dimensions:

• expressing yourself clearly and effectively;

• listening actively;
• working in teams;
• motivating/influencing others;
• cultivating openness to diversity;
• collaborating with people with different backgrounds;
• finding and defining a purpose.

Much of our semester is concerned with interpersonal skills training, skills in

dealing with others, but also in dealing with ourselves.

The good news about the C&L course is that it is both for introverted and
for extroverted people, for students who feel capable of easy and fluid
communication, but also for students who find it difficult to communicate with
others or have difficulty exposing themselves.

You will be challenged to cultivate your authenticity, improving what can be

improved, but also accepting what you cannot change. Above all, realizing that
what you may consider as an imperfection may be a trace of originality and
distinctiveness.

Your personal brand.

Be authentic
Communication: The Big Picture
1

THE POWER OF BODY LANGUAGE

There is a saying which states that “actions speak louder than words” and we
all know that, if our words and actions are not in alignment, then the flow of
communication will be hindered. The body is our key communication
instrument, and it likes to be used as it was designed. “But with stress,
tensions and even body injuries we may lose the body’s natural movements
(Kinesics), including facial expression, smile, body orientation (Birdwhistell,
1952).
As a result, a body that is out of balance (in which we include the breath
and the voice) will impact our actions, which might end up contradicting our
words and thus generating misunderstandings. This is how we fall into the
first big communication trap: misfit body language.

The following video illustrates the power that the body language can have on
the way we communicate.

Click on image to play the video

When your body language, intentions

and oral expression are aligned, your
message will come across effectively
Challenges to reflect upon
1

Mandatory Assignment #1
Self-Assessment

Deadline: 2 weeks from the moment the assignment is communicated

This challenge that we propose will help you to stop to reflect and deepen
your self-knowledge, something we don't normally do in our daily lives. Take
advantage of this quality time to get to know yourself better and
understand the perception that others have of you. This mandatory
assignment is divided into four parts:

(1) (2) (3) (4)

Personality data Body Language Text Action
collection analysis Reflection Plan

EVALUATION CRITERIA:

• | 05% | 1st Part: judicious choice, identification and justification of people

for the exercise of personality data collection;

• | 10% | 2nd Part: careful analysis with three print screens of the video and
visual identification of the strengths and areas to be improved with the
respective analysis in the caption;

• | 30% | 3rd Part: reflection, interpretation and critical analysis of the results
obtained in the 1st and 2nd parts from a perspective of self-knowledge and
continuous evolution;

• | 20% | 4th Part: realization of a real and sustained action plan based on the
points to be improved identified above with reliable strategies;

• | 10% | Creativity and Originality: innovation and ability to carry out the
assignment in a visual, appealing and creative way;

• | 10% | Structure and Comprehension: clarity in writing, conciseness,

logic in structuring the text and ability to tell a story with a beginning, middle
and end: storytelling;

• | 15% | Correct vocabulary, grammar and usage: spelling and

grammatical errors.
Challenges to reflect upon
1

Mandatory Assignment #1
Self-Assessment

SOME TIPS:

• Invest some quality time doing this assignment;

• If you want and can, do this exercise somewhere that energizes you. You
will see that your openness and, consequently, inspiration will flow much
more easily;

• It's not every day that we have the opportunity to stop and look inwards!
Take advantage of this exercise to really get to know yourself better;

• If it helps, first answer (in draft) the questions that we leave you on the
reflection page and after you have your ideas organized, write your final
reflection;

• You can always think of other questions that help you to reflect and get to
know yourself better;

• Remember that writing is a powerful personal development tool, it helps

you to reflect and organize ideas;

• Enjoy! J
Challenges to reflect upon
1

Mandatory Assignment #1
Self-Assessment

1ST PART:
Personality data collection

• Start by reading the 24 statements on the next page and add one that
makes sense to you on the last line.

• For each of the statements, assign the number that best reflects your self-
perception based on the following criteria:

[1] Not applicable /rarely

[2] Applies a little/sometimes
[3] Applies a lot/ frequently

• After doing your self-analysis in the blue squares (first column), send this
list of affirmations to three people from different circles (it is interesting
to ask people who are not related to each other: best friends,
acquaintances, housemates or schoolmates, brothers/sisters... be creative! )
to share their perception of you/your personality. Send the blank list,
without sharing your own rating/self-perception.

• Then, fill in the white squares with the numbers that the three people
assigned to each statement.

• At the end, don't forget to identify the people you chose to do this
exercise. Share the name of the person and the relationship you have in the
following rectangle (example: Maria, sister):

1. Self-analysis: Beatriz Dias

2. Name and relationship: Bruna Dias, twin sister
3. Name and relationship: Tom Legras, housemate in Erasmus
4. Name and relationship: Mariana Pereira, coworker
Mandatory Assignment #1: Self-Assessment
1

11 2 3 4
2 1 2 2 I am shy
2 2 2 2 I am active, extroverted
3 1 1 3 I have difficulties expressing myself
3 2 2 1 I easily jump to conclusions about people too fast
2 2 2 3 I am good at finding solutions to solve problems
1 1 1 3 I am a good team player
2 2 1 2 I am creative
2 2 2 3 My behaviors demonstrate maturity

3 3 3 3 I like routines, organization and predictability

1 1 1 1 It's hard for me to have critical thinking

2 2 2 2 I am a serious person
1 1 1 3 I avoid confrontations when dealing with other people

2 1 2 3 I am a good listener

3 3 3 1 I get irritated easily

3 3 2 3 I am very attentive and detail oriented

1 1 2 2 I am calm and relaxed

2 2 3 1 I usually have formed opinions and I hardly change them

2 2 2 3 I am a thoughtful person

2 3 1 3 I am curious and like to find out more about the topics

2 2 2 2 I easily integrate into a new group/place

2 3 2 2 I am a leader and I influence people around me

3 3 2 2 I express myself better writing than speaking

3 2 1 2 It’s difficult for me to express my points of view effectively

2 2 2 3 Being surrounded by people energizes me
2 3 2 3 ___________________________________________________________
Take responsaibility for my actions

[1] Not applicable/rarely [2] Applies a little/sometimes [3] Applies a lot/frequently

Mandatory Assignment #1: Self-Assessment
1

2ND PART
Body Language analysis

• During the class you were challenged to record a video of approximately

one minute (full body) where you shared a good and bad
memory/event. As you know, everything we do in class has a purpose and
associated learning! Here are the next steps for this challenge.

• Review the video again and again, with and without sound, and mark
with an x what you noticed in your body language (add what makes
sense):

Escapist look Body swinging

Look up Low tone of voice

Look down Voice too loud or misfit

Look at the infinite Static body

Voluntary gestures/ conscious Stable body

x Involuntary gestures Perpetual movements

x Symmetrical moves (hands, arms, legs, feet) Hands in pockets

Asymmetrical moves (hands, arms, legs, feet) Nervous/ shaking hands

Fixing my hair
Short movements with your arms x _____________________________

Pitchfork position x Speak too fast

_____________________________

Crossed legs _____________________________

• Then, add on the next page three print screens of the key moments of
your body language and complete with a caption and/or observation about
your movements.
Mandatory Assignment #1: Self-Assessment
1

Body Language observations

I caught myself fixing my hair

while talking. For me, it’s an
unconscious way of relieving
stress and do something with
my hands.

In this part, I was swaying my

body. My body is naturally
moving with the flow of the
discussion and I was
completetly unware of this
movement.

The symetrical movements

with my hands. I knew exactly
what I would say, so I was
confidente about my
communication.
Mandatory Assignment #1: Self-Assessment
1

3RD and 4TH PART:

Text Reflection and Action Plan

• Now that you've finished the two self-analysis exercises, the next step is to
write a brief reflection (between 200-400 words) about this experience. If
you have doubts about what is intended, talk to us or check the evaluation
criteria.

• In this text you must:

• analyze and compare the results of the 1st exercise and then write
your reflections/conclusions;
• analyze your behaviors/body language, highlighting those you
were aware of and those you were completely unaware of and even
came as a surprise to you.

• At the end of this reflection, create a real and customized action plan
with what you can do to improve your interpersonal communication.

• To help with this reflection, we share with you some questions that unlock
self-knowledge. Attention: these questions are just to help unlock your
thinking. Make sure, please, that your text is a reflection worked on by
you and not a set of answers to these questions:

• Is this the first time I do a reflection exercise and invest in self-

knowledge? How was the experience?

• Am I surprised by the results? How were they unanimous/consistent

and what does that say about me?

• How does the perception of myself differ from that of others? Why
does this happen? Am I “many people” within one and do I behave
differently in different environments?

• What surprised me the most about this exercise?

• Given these results, and based on my reflection, what are the main
traits/characteristics of my personality that have been identified by
me and/or others?

• What can I work on/develop to become a better person?

Mandatory Assignment #1: Self-Assessment
1

Write your thoughts here:

The first exercise was definetly harder for me. Self-reflection is always
challenging for me because I notice that my personality tends to change
depending on who I'm with or the environment I am in and it’s really
hard to define it. Thus, I chose to help me with this, my twin sister
because she is the person who knows me the best and could provide a
reliable external perspective on myself. Additionally, I considered the
opinion of my housemate during my time abroad on Erasmus. In that
new and unfamiliar environment where I wasn't speaking my native
language, I felt like a different person, which further highlights the
impact of surroundings on my behavior and identity. Lastly, I consider
my coworker’s opinion. It's hard to be the same person in a work
setting because of the unique dynamics and demands of the job. These
situations show me just how much my surroundings impact the way I
see myself and how I act.
Honestly, the answers didn't come as a big surprise to me. I've been
somewhat aware that I act differently in various environments, and
these insights didn't deviate significantly from what I already knew
about myself. I strongly believe in the importance of adaptability and
understanding when it's appropriate to adjust your behavior. It's one of
the reasons why people might have different perspectives or opinions
about me.

If you need more space, duplicate this page as many times as you need.
Mandatory Assignment #1: Self-Assessment
1

Write your thoughts here:

I strongly believe in the importance of adaptability and

understanding when it's appropriate to adjust your behavior. It's one
of the reasons why people might have different perspectives or
opinions about me.
One observation that stood out during this reflection was how my
behavior shifts at work. In my customer service role, I tend to be more
peaceful and relaxed, and I recognize that bringing some of that
behaviour into my personal life could be beneficial. Additionally, I've
noticed that even though I don’t love working in teams, I've become
quite effective at it in my workplace because I understand the positive
outcomes it can yield. It's an aspect I'd like to improve upon in my
personal and academic life as well. In the second exercise, what
surprised me was the discovery about swaying my body. I had no idea
that I did this when I'm feeling confident about what I'm saying. On the
other hand, I was already aware of my tendency to speak too fast and
play with my hands or hair when I’m anxious because I don’t know
what to do withthem.

If you need more space, duplicate this page as many times as you need.
Mandatory Assignment #1: Self-Assessment
1

Action Plan:
Interpersonal
How does it How can I Next
Communication
make me feel? work it? steps
Characteristic

I speak too low,

Invisible, with little Training my voice Declaim texts
with little
credibility projection aloud once a week
projection

Hold a pen
with my Practice in front
I touch my Conceited/ hands/ train of a mirror
hair a lot arrogant hands before
movement presentantions
s

With lackof Make pauses declaim texts

I speak toofast control/ and articulate once a month
ineffecient cleatly

I feel
Focus on
embarasse Do
my
My voicebreaks d and more breathin
breathin
nervous g
g
exercises
 2

Communication
Traps
Communication Traps
2

We are all good communicators, and we are all able to understand each
other because we are all born with a survival kit that allows us to
communicate, even when we do not speak or do not know the language
of others.

You are the generation that was born in the century of communication. We live
in the 'TED era', of talks, pitches, audiences and stages that multiply
themselves around the world and serve to share ideas and projects, to build
bridges and create partnerships but, above all, to generate more knowledge
and reinforce awareness of key issues.

AWARENESS & SELF-AWARENESS

Nowadays, everything is just a click away, social networks are constantly

active, and we are all called to express opinions and manifest
convictions, but also to show who we are, what we do and what moves
us.

You are also the Erasmus generation, in a world that has started to travel low-
cost. Nowadays it is easier to travel, live experiences and explore the world.

This universal openness and this irrepressible desire to accumulate knowledge

and experiences, which is the hallmark of your generation, requires flexibility
and a taste for diversity. Broadening your horizons is not just about visiting
countries and cities. It is important to stop to get to know people, communities
and their cultures. It is crucial to accept other ways of acting and reacting. It is
essential to cultivate a deep interest for those who are different and think
differently, even if opposite to us.

We are all good communicators, but we are also experts in ‘dis-

communicating’.
Communication Traps
2

WHAT IS ‘DIS-COMMUNICATION’?

It is generating misunderstandings; to give rise to prejudices and labels; to put

‘tags’ on people, making groups and leaving others apart, avoiding or devaluing
those who don’t think like us. This often happens in professional settings, but it
also occurs in schools and universities, where this confrontation can reach
dramatic proportions and become offensive, discriminatory or even become
more or less subtle forms of bullying.

We have to keep in mind that the world of organizations is an immense

system of collaboration and delivery. The more open we are to collaborating
with others, the better results we will be able to obtain, whether in an
organization such as the Academia or in a company.

In this logic, we must invest on maintaining openness to diversity, fighting the

fear of difference and the tendency to judge others with severity and
prejudice.

We are too judgmental, prejudiced and reactive.

We ‘dis-communicate’ and make frequent mistakes whenever we are ‘trapped’.

We all have and will always have ‘traps' in communication, but becoming aware
that they exist allows us to avoid them, minimize them, bypass them or, if they
are not preventable, get out of them.

And get back on track!

Communication Traps
2

FOUR COMMUNICATION TRAPS

we need to know in order to avoid them:

• Misfit body language;

• Points of view absolutization;
• Lack of critical distance;
• Unconscious links.

1. MISFIT BODY LANGUAGE

When there is no harmony between verbal expression and body language the
message is distorted or weakened.

AUTHENTICITY AND EFFECTIVENESS RULE:

Everything is possible, as long as you don't perpetuate.

TRICK:
To learn to undo repetitive gestures and postures.

2. POINTS OF VIEW ABSOLUTIZATION

When we think we are right, that we are the ones who know, who understand
and who are on the side of the intelligent and of the ‘good’.
This attitude closes us, shrinks horizons, catalogues others, devalues those
who do not think, or act like us. It does not validate different or opposite ideas,
permanently judges who behaves differently, generates labels, prejudices, and
discrimination. It makes us act arrogantly towards people from other cultures,
with behaviors and tastes that are different from ours or that we consider to
have 'other origins’.
Absolutizing points of view is an attitude that can generate cultural bloopers
but takes an even more perverse side when it discriminates and excludes
others, based on our presumption of intellectual, moral or physical superiority.

Let’s never forget that (…) whatever brilliant ideas

you have or hear; the opposite may also be true.”
“
- Derek Sivers
Communication Traps
2

3. LACK OF CRITICAL DISTANCE

When we are too close or too distant from others, whether they are people,
facts or events and, therefore, unable to resolve a conflict, act positively in a
situation or understand the intentions that move the people involved in the
action.
This attitude leads us to make hasty judgments and to have disproportionate
and even silly reactions, precisely because they are rushed.

Overreaction vs. Underreaction

4. UNCONSCIOUS LINKS

When we take for granted that others know or perceive what they are under
no obligation to know or perceive.
It often happens among people who think that others know them well just
because they work with them, or live in the same house, or because they exist
and work within the same perimeter. It is a very common trait in families and
among peers, in companies, but also very common in managers and team
leaders.
Avoiding or minimizing unconscious links starts with being very clear and, at
times, even redundant, making sure that others follow our reasoning and
understand the essentials of our communication. It is also essential to use
images or metaphors (a contemporary narrative is always graphic), allowing
people to ask questions so that we can clarify all doubts. It is crucial to make
sure that we are all ‘on the same page’.

Click on images to play the videos

Communication Traps
2

DO’S AND DON’TS WHEN WRITING EMAILS

Creating emails in a professional setting demands a particular skill set.

Familiarizing yourself with conventions related to structure and style will allow
you to effectively convey your message to your audience.

References:
Writing professional emails in the workplace | University of Waterloo - Writing and
Writing professional emails in the workplace | University of Waterloo - Writing and
Communication Centre
Communication Centre
These Are The Four Biggest Email Problems (And How To Fix Them) | FastCompany
These Are The Four Biggest Email Problems (And How To Fix Them) | FastCompany
Email Etiquette: Do’s and Don’ts | Towson University – Career Center
Email Etiquette: Do’s and Don’ts | Towson University – Career Center

1. WHEN TO SEND AN EMAIL

DON’T send an email when there is a better alternative means

of communication. When considering the method of communication, take
into account your message, your audience's likely reaction to the information,
and the size of your audience. Sometimes other methods of communication
(face-to-face, phone, instant messaging, video conferencing, etc.) may be
more appropriate.
• If you are terminating someone's position, face-to-face is the best way
to communicate that information;
• If your audience is in different cities or countries, and you are
delivering good news and are excited to see your colleagues' reactions,
video conferencing may be a better choice than email.

DO send an email when you want to share positive or neutral

news and/or information. Some examples are sharing the minutes of a
meeting or sending the application to a firm.

2. SUBJECT LINE

DON’T leave the subject line empty. With the number of emails
and viruses that populate inboxes, realize the significance of the subject line.
A subject header is essential if you want someone to read your message.

DO make the subject line meaningful. It means it should include

the purpose of the email, but it should also be brief.

DON’T write a vague subject line. People may ignore your email, or it
may be sent to the junk/spam folder.
• Vague: Budget // Specific: Budget Revision Request
• Vague: Application // Specific: Application to Research Assistant
Communication Traps
2

3. GREETING

DO adequate the level of formality of your greeting to whom you are

writing to. Emailing a co-worker with whom you are friends to ask a brief
question is different from emailing your supervisor with a work-related request.
Below are some greetings that straddle different levels of formality:
• More formal greeting: Dear [Name]; Hello [Name]; Good morning/afternoon
[Name]
• Less formal greeting: Hi [Name]; Hey [Name]

DO personalize your message to the recipient. Despite being more or less

informal, the email still requires a personal greeting, such as, “Dear Ms. Jones,”
or “Hi, Jack.” Failure to include a greeting can make your message seem cold.

4. BODY

DO use the Direct Method of Communication when your reader is

already informed about the subject and/or will already be supportive of
the information provided. In this case, you should contain the following pieces
of information in the following order:
1. Main point/decision/request
2. Background or context for the main point of the email (if required)
3. Closing paragraph – summary, action items, polite closing

DON’T use the Direct Method of Communication if you are delivering

information that your reader may not immediately support or that they
need to be educated about, e.g., a spontaneous application.

DO use the Indirect Method of Communication in the previously

mentioned case. This method gives the reader time to consider the rationale or
background before encountering the main message:
1. Background or context for the main point of the email (always
included in the indirect method)
2. Main point/decision/request
3. Closing paragraph – summary, action items, polite closing

DON’T write a too-long email if it relays information that is better-

conveyed face-to-face or in a phone call. Usually, email is intended to be a
brief communication. Keep the message short and concise. Use only a few, brief
paragraphs. However, there are some situations when sending a long email
is okay. Some examples are:
• When the recipient does not need to react at the moment;
• If there is an important question that needs an answer, you can send
information ahead of time and then have a face-to-face meeting.
Communication Traps
2

5. SIGN-OFF

DO choose an appropriate sign-off for your audience by adapting to

the right level of formality:
• More formal: Sincerely; Thank you; Best; All the best; Best regards;
Kind regards
• Less formal: Talk soon; Cheers; See you

6. LANGUAGE AND TONE

DO account for tone. When you communicate in person, most of your

message is usually non-verbal. Email has no tell-tale body language! The reader
cannot see your face or hear the tone of your voice, so choose your words
carefully and thoughtfully. While first-person references and contractions are
usually acceptable in emails, jargon and slang should be avoided (as should
humour, which may be misinterpreted).

DON’T forget to check for spelling and grammar. An email you write
represents you. Poorly written messages may indicate a poor calibre of work in
other ways. Use proper capitalization, punctuation and usage, and always check
your spelling.

EXTRA: EMAIL WITH CONFIDENCE OR BEING MORE ASSERTIVE

• POV: Took a while but you can deal

Sorry for the delay
Thanks for your patience

• POV: Where are we on this?

Just wanted to check in
When can I expect an update

• POV: My schedule matters too

What works best for you?
Could you do...?

• POV: Yes, you are welcome

No Problem /No worries
Always happy to help

• POV: Do you get it?

Hopefully, that makes sense?
Let me know if you have questions
Challenges to reflect upon
2

Mandatory Assignment #2
Writing an application email
Written communication, when used well, is often the key to create new
opportunities and to solve problems throughout your career. The challenge of
composing effective emails will, inevitably, arise in any career path you
choose. For that reason, we created this assignment for you to start practicing
today your written communication through emails.
Our next class is going to be about job interviews. Frequently, businesses
and organizations lack standardized recruitment procedures, requiring a
proactive approach via application emails that support your application process.
In this sense, this assignment consists of a simulation of your application
for a specific job, and to do so you must follow the following steps:

(1) (2) (3) (4)

Company’s Use of Artificial Text Final
presentation Intelligence reflection email

1. To start, select a company or organization where you aspire to work,

along with a corresponding role you intend to apply for. Draft a brief
paragraph delineating the organization's mission, values, and the specifics of
the job description (websites such as Glassdoor can assist you in this
endeavor);

2. Then, consult ChatGPT or another AI tool to write your application email,

relating it, whenever possible, to the company you are applying to. Identify
the tool you used, the information you inserted (prompt), and the result
obtained (input and output);

3. Then, critically analyze the result obtained. Although AI tools are useful,
they sometimes fall into communication traps and email writing errors that
you learned to avoid in this course. Identify and explain three traps or
mistakes that the AI tool has fallen into and/or that it has circumvented.
Identify the concepts learned in class and explain how you can
personalize the email to more effectively introduce yourself to the
company you are applying for.

4. Finally, revise the email and present its final version. Do not forget to
personalize it. Refer that you will attach your CV and add it at the end of your
assignment. The CV quality is not going to be assessed, only its reliability.
Please, bring your CV to the next class (printed or digital).
Challenges to reflect upon
2

Mandatory Assignment #2
Writing an application email

Deadline: 2 weeks from the moment the assignment is communicated

EVALUATION CRITERIA:

• | 10% | 1st Part: choice of a real company/organization (the role can be

suggested, for example, a role that you think the organization needs and
that could be an added value), identification and description of the most
important characteristics of the company/organization and the position to
apply;

• | 10% | 2nd Part: identification of the AI tool used, input inserted (prompt)
and the result obtained. Careful, relevant and complete choice of the
inserted prompt(s);

• | 35% | 3rd Part : reflection, interpretation and analysis with a critical sense
of the results obtained, relating to both parties (1st and 2nd):
§ Explanation of three concepts learned in class (communication traps
and/or errors in writing emails), correctly and in the appropriate
context (see the Do's & Don'ts guide);
§ Reflection on the personalization of the email based on personal
characteristics (according to the attached CV), the role and the
company/organization to apply for;

• | 20% | 4th Part : presentation of the final version of the email based on
the critical reflection described above; structuring the email and effective
presentation of the candidate to the recruiter, highlighting the main
experiences/qualities, relating them to the organization's mission.
Compliance of personal aspects with the attached CV;

• | 10% | Structure and Comprehension: clarity in writing, conciseness,

logic in structuring the text and ability to tell a story with a beginning, middle
and end: storytelling;

• | 15% | Correct vocabulary, grammar and usage: spelling and

grammatical errors.
Challenges to reflect upon
2

Mandatory Assignment #2
Writing an application email

Presentation of the company/organization and job description: 1st Part

McKinsey & Company, founded in 1926, is a global management firm

and one of the three largest and most prestigious strategy consulting
firms in the management consulting industry. McKinsey's mission is to
help its clients make substantial, lasting improvements in their
performance. The firm collaborates with governments, corporations,
and non-profit organizations across various sectors to address their
most pressing challenges and opportunities.

McKinsey's diverse and talented team of consultants works with

clients to
develop innovative strategies, implement effective solutions, and drive
meaningful impact.
In 2023, McKinsey & Company is launching the third edition of the
Iberia Atrevete Scholarship. The aim of the scholarship is to recognize
and support talented students from both Spain and Portugal who are
completing their Bachelor's or Master's degrees and wish to develop
their potential and leadership skills while exploring the world of
consultancy.
The scholarship winners will receive a 2-day trip to Madrid to visit the
office and meet the team, a sponsorship of €1,000 to support academic
or professional development, the opportunity to participate in the
"Atrevete to become a consultant" workshop, a McKinsey mentorship
program for the next 6 months, and, finally, a direct invitation to
participate in their internship or full-time selection process.
Challenges to reflect upon
2

Mandatory Assignment #2
Writing an application email

AI tool used: 2nd Part

ChatGPT

Input inserted (prompt):

Provide me a compelling email to apply to the Atrevete

Scholarship by Mckinsey & company. In 2023, McKinsey &
Company is launching the third edition of the Iberia Atrevete
Scholarship. The aim of the scholarship is to recognize and
support talented students from both Spain and Portugal who
are completing their Bachelor's or Master's degrees and wish
to develop their potential and leadership skills while
exploring the world of consultancy. The scholarship winners
will receive a 2-day trip to Madrid to visit the office and
meet the team, a sponsorship of €1,000 to support academic
or professional development, the opportunity to participate
in the "Atrevete to become a consultant" workshop, a
McKinsey mentorship program for the next 6 months, and,
finally, a direct invitation to participate in their internship or
full-time selection process. I am qn economics student at
Nova SBE and my name is Beatriz Dias
The prompt must contain relevant information to obtain a better result
Challenges to reflect upon
2

Mandatory Assignment #2
Writing an application email

Result obtained through the AI tool: 2nd Part

Dear McKinsey & Company Atrevete Scholarship Selection Committee,

I hope this message finds you well. I am writing to express my sincere
enthusiasm and deep interest in applying for the Atrevete Scholarship in
2023. It is my aspiration to be part of this exceptional program that recognizes
and empowers talented students from Spain and Portugal, providing them
with the tools and opportunities to embark on a journey of leadership and
consultancy.
As a dedicated student majoring in Economics at Nova School of Business
and Economics (Nova SBE), I have nurtured a profound passion for
understanding the complexities of our global economy. My academic journey
at Nova SBE has been characterized by unwavering dedication, consistently
striving for academic excellence, and demonstrating a keen capacity for critical
thinking and problem- solving.
The Atrevete Scholarship by McKinsey & Company presents a remarkable
opportunity that aligns perfectly with my aspirations and career goals. The
components of the scholarship, including the 2-day trip to Madrid,
academic/professional development sponsorship, the "Atrevete to become a
consultant" workshop, and McKinsey mentorship, are invaluable resources that
would not only facilitate my academic pursuits but also empower me to
develop the leadership skills necessary to excel in the world of consultancy.
What resonates deeply with me is McKinsey & Company's
commitment to excellence, innovation, and mentorship. I firmly believe in
these values and their power to drive positive change. Being part of
McKinsey's mentorship program would provide me with unparalleled insights
and guidance, which I am eager to apply in my academic and professional
endeavors.
In closing, I am truly grateful for your consideration of my application for the
Iberia Atrevete Scholarship. The opportunity to be a part of this esteemed
program and the chance to visit McKinsey's Madrid office, learn from your
team, and contribute to your mission is a dream I am eager to pursue.
Thank you for your time and attention. I look forward to the possibility of
becoming a scholar and an active participant in the McKinsey & Company
community.
Sincerely,
Beatriz Dias
Challenges to reflect upon
2

Mandatory Assignment #2
Writing an application email

Write your thoughts here: 3rd Part

After some reflection, I believe the AI tool did a reasonably good job, but
there is room for improvement. The AI generated a formal email and
addressed the committee appropriately since we don’t have more
Information about the committee. The subject line is concise and clearly
states the email's purpose (applying for the scholarship). The AI tool
follows the Direct Method of communication, starting with the main
point (applying for the scholarship), providing Information about the
scholarship, and concluding with gratitude for the opportunity to apply.
One advantage of using an AI tool is that the text is free from sarcasm
and is straightforward.
I've noticed that the AI tool has fallenl into a comunnication trap,
which is called the "lack of critical distance." Essentially, it happens
when someone tries to talk about something, but it’s they ser either too
much involved or too far away. In this case, the AI tool is too far away
because it doesn't really know much about me, so it can’t write
about me or my experiences in detail. This leads to the email not
feeling very personal. It keeps talking about things the company
probably already knows, like the benefits of the scholarship. We can
improve the email by explaining why these benefits matter to me
personally, why I think I deserve the scholarship, how I can help the
company if I receive it, and what I plan to do with the scholarship. Since
the AI tool doesn't know me personally, it struggles to distinguish me
from any other student, which might not convince the company that I
truly stand out from all the other students who might be applying.
Additionally, the email sounds a bit robotic and the email is more
extensive than necessary. It explores details that the company is likely
already aware of, such as the benefits of receiving the scholarship. , so
adding a personal touch, like a more friendly and human tone, could
make it more interesting and engaging.
To wrap it up, I should also include some information about my personal
journey and accomplishments, such as how I manage to work while
studying and my experiences during my semester abroad. This will give
the company a better sense of who I am and what I've achieved.
Mandatory Assignment #2: Writing an application email
2

Write your thoughts here:

Subject: Application for Atrevete Scholarship
Dear McKinsey & Company Atrevete Scholarship Selection Committee,
I hope this message finds you well. I am writing to express my sincere enthusiasm
and deep interest in applying for the Atrevete Scholarship in 2023. It is my
aspiration to be
part of this exceptional program that recognizes and empowers talented students
from Spain and Portugal, providing them with the tools and opportunities to embark
on a journey of leadership and consultancy.
My name is Beatriz Dias, and I am currently a last year student of
economics at Nova SBE. My university experience has been characterized by
unwavering dedication and resiliente. Notably, I have maintained part-time
employment alongside my studies, which has taugh me invaluables lessons in
efficency and time management, skills that I believe will serve me well in a career in
consultancy.
Furthermore, my semester abroad experience not only expanded my horizons
but also deepened my appreciation for diversity and cultural insights—values that
resonate strongly with McKinsey's mission to foster a more inclusive and
interconnected global business environment. This experience taught me to thrive in
diverse environments and adapt quickly to new challenges, making me a more
well-rounded and globally aware candidate, perfectly aligned with McKinsey's
commitment to excellence and inclusivity. The Atrévete Scholarship represents not
only financial support but also a gateway to a world of professional development
and growth. McKinsey & Company is renowned for its commitment to excellence
and being a part of this program would provide access to world-class training,
mentorship, and resources. These opportunities are invaluable for someone like me,
who is almost completing her economics bachelor's degree and is still exploring her
future career path.
While I appreciate the financial support, I plan to use it strategically to invest
in my future. Firstly, I aim to obtain an English proficiency certificate, enhancing my
communication skills and expanding my global career prospects. Secondly, I'll invest
in my master's degree, deepening my knowledge and increasing my
competitiveness in the job market. This scholarship represents not only an
opportunity but also a catalyst for my personal and professional growth, enabling me
to explore my future career path, gain insights from industry experts, and build
valuable connections.
Thank you for considering my application for the Atrevete Scholarship. I am
eagerly looking forward to the opportunity to contribute to and benefit from this
exceptional program.
Sincerely,
Beatriz Dias

If you need more space, duplicate this page as many times as you need.
Mandatory Assignment #2: Writing an application email
2

Your CV (add a photo/print screen):

Challenges to reflect upon
2

Optional Challenge #1
Communication Traps

Deadline: At the end of the semester with the delivery of the complete eJournal

Think about examples (at least one per trap) where you or another person
have fallen in one of these communication traps. Describe them, reflecting on
what could have been said or done, in order to avoid these traps. If possible,
design your strategy to avoid them in the future.

1. MISFIT BODY LANGUAGE

Write your thoughts here:

Optional Challenge #1: Communication Traps
2

2. POINTS OF VIEW ABSOLUTIZATION

Write your thoughts here:

3. LACK OF CRITICAL DISTANCE

Write your thoughts here:

Optional Challenge #1: Communication Traps
2

4. UNCONSCIOUS LINKS

After you have done the unconscious links exercise in class, post the picture
of your paper and the original paper that served as the basis for dictating this
dynamic. The contrast between the results obtained by the various students
and, in most cases, compared to the original paper is extraordinary. In this
way, it is possible to perceive the impact of unconscious links in our
communication. Take advantage of the following reflection spaces to share
some real examples where you fell into this trap.

The original paper (download on Moodle) Your paper

Write your thoughts here:

 3

Pitching Yourself
& Personal Brand
Pitching Yourself & Personal Brand
3

WHY SHOULD A COMPANY HIRE ME

We are never and will never be competing alone for a scholarship, a

professional internship, a job, a temporary opportunity or even a lasting
mission. Many others compete with us, from countless origins, with CVs as
good or better than ours.

The competition is fierce and who wins are those who distinguish
themselves by their authenticity and degree to which they prepare for a
job interview.

Knowledge of subjects and of areas of expertise is very important, but self-

knowledge is crucial. Academic preparation is necessary, but it is not all
because nobody is just his/her course, his/her master's degree or his/her
grades.

Authenticity matters, enthusiasm and motivation also, but what makes a

strong and decisive impression is the way we communicate and relate.

IT’S ALL ABOUT CONFIDENCE

Each individual’s originality, combined with technical preparation and self-

knowledge, is a very strong and, almost always, irresistible combination.
Someone who knows him or herself well, who feels confident and projects that
trust onto others, shows maturity and competence, traits which are highly
valued by recruiters from all market areas.

Confidence, in a pitch situation, is reinforced through the preparation

and mastery of subjects related to your area of specialization, but also
through your self-knowledge, which is born from your own life
experience, as well as from your ability to interpret facts, understand
events and relate them to each other.

Your individual brand will be more captivating the more authentic and
interesting it is.

Good answers are always a guarantee of effectiveness and success, in the

sense that they reveal coherence, consistency, relevance and even surprise.

We cannot anticipate what the interviewer's style will be like, but we can
always control what comes out of us. The preparation of the interview always
involves reinforcing knowledge and focusing on self-knowledge.
Pitching Yourself & Personal Brand
3

FIRST IMPRESSION

There are no two opportunities to make a good first impression. It is important

to cultivate an attitude of openness, motivation and enthusiasm.
Body language, dress code, the way we present ourselves, the handshake,
good manners, the ability to listen carefully to what is being said, the
dynamism in the responses, the freedom to ask what you feel it makes sense,
but also to admit that there are things you don’t know (but you’ll inform
yourself and get back in touch, even if via email), all make a good first
impression.

TELL ME ABOUT YOURSELF

This is the most open question, the most general and the most predictable,
but at the same time the most disconcerting for those who have just sat down
to start being interviewed and still do not feel comfortable to start talking
about themselves. The most infallible strategy is to state one or two striking
traits or the motivation that makes you run. Nothing else! This is enough
to have a ‘foundation' for the conversation. Never start by telling your story,
from school or high school to the present day, because that is a trap where
many fall at the beginning of the conversation and where they start to lose
points, for speaking too much and taking too long to realize that that was not
the interviewer’s intention, who just wants to get the conversation started.

WHY THIS COMPANY?

Very frequent and, in certain contexts, inevitable. The most important aspect
has to do with the value that you can add to the organization, but it is crucial to
know the company you are applying for well. Knowing not only the core
business, but social responsibility and/ or sustainability projects, the
company's history and, if possible, knowing the organizational chart, career
progression and even salary expectations, just in case.

WHERE DO YOU SEE YOURSELF IN A FEW YEARS?

Might be a question coming from someone who is interested in you, but it can
also be a trap, in the sense that the organization needs to be sure that you
project your future within the company, creating bonds and building on loyalty.
In other words, even though it is legitimate that in the future you want to be
doing other things outside this organization, the question is always asked to
know how you project your evolution within the company you are applying for.
Pitching Yourself & Personal Brand
3

AUTHENTICITY

What you see is what you get. The act of hiring someone always implies a clear
and unequivocal bet on the talents and skills revealed throughout the
recruitment process. In this logic, the more authentic you are, the more
chances of success you will always have.

The opposite of authenticity is artificialism. We can consider artificial

certain language expressions and postures, but also when you give answers
just to match others’ expectations, even when it goes against your nature, your
convictions or even your own expectations. In this sense, authenticity involves
speaking the truth, revealing who you are, how you think and act, your basic
motivations and, if applicable, your humility when admitting that you have no
answer to a question that you are asked or exercise that you can't solve.

COHERENCE

Authenticity always reveals strength, coherence, consistency and trust. And, as

mentioned above, everything plays at this level. There are many ways to check
the coherence of the person who is being interviewed and, therefore, it is
worth not missing the truth or failing in authenticity. It seems like a repeated
story, but it is just another important underline.

GOOD ANSWERS

What captivates and sometimes fascinates those in the role of the recruiter is
the ability to get good answers from the questions that are asked. If you, as
an interviewee, show yourself interesting (and not just interested), the
conversation flows and evolves in a way that is infinitely more favourable
and comfortable. And it is in this flow, in this dialogue, that there is space for
you to direct the interview a little, taking the conversation to where you think it
is most expressive, in the sense of making yourself known in what you feel is
most remarkable in you and you absolutely want them to know about you.

It is not a matter of you asking many questions, trying to lead the interview,
nor of answering vaguely or evasively to avoid a topic, trying to reach another
one that may interest you more. The strategy that works is to prepare and
take with you a collection of relevant stories, experiences, knowledge
and facts, in order to illustrate the conversation and not just stay on a
conceptual or abstract level. So, good answers are those that are surprising for
the knowledge and self-knowledge demonstrated (always read as a sign of
maturity, note!), and that you illustrate intelligently, linking them to your
experiences.
Pitching Yourself & Personal Brand
3

QUALITIES VS. FLAWS = STRENGTHS VS. AREAS UNDER IMPROVEMENT

Terminology counts. The words we use also define us and capture the
attention of those who try to get to know us. In this logic, the ideal is to
assume that our flaws are areas under improvement.

Whenever you talk about your weaknesses using the terminology of areas
under improvement, you are revealing a tremendous knowledge of yourself,
and this has a huge impact on whoever interviews you.

We all have a natural inclination to be too strict with ourselves so,

therefore, pay close attention to your perfectionism, but, above all, avoid
self-depreciation. If you are asked to say a flaw/ weakness, don't say three.
But be prepared because someone, someday, may ask you to say three or
even five weaknesses and it would be very strange if you were not able to say
the number that you are asked for. It might even seem arrogant from your
side.

As for the areas under improvement, using your terminology and not that of
the interviewer, remember to always communicate them in the past and
with a sense of vigilance. This, in order not to leave defeated, assuming only
your ‘weakness’ without showing signs that you are paying attention and using
strategies to improve, or even overcome them.

Regarding qualities, you can use this terminology or use the word
'strengths', you decide what best suits you, because unlike the concept of
‘flaws’ or ‘weaknesses’, the word 'qualities' does not contain anything negative
nor reduces you to the minimum expression, which is the risk you take when
you let yourself be defined by flaws.

In any case, strengths must always be communicated by a person or

context. Instead of just saying what you feel you are good at, try to frame that
knowledge of yourself in a concrete situation or mention a reference person
who validated those same strengths.

An example - instead of communicating that you are a leader, try to say

something like: "I realized that I had leadership capabilities in a summer camp
or when I was a team captain, or ...” opt to give a concrete example of a
situation/ experience or reference that has helped you realize this about
yourself. Remember that people who reference you, in a professional
context, cannot be parents, friends or family, but they can be teachers,
coaches, peers, bosses, teammates, etc.
Pitching Yourself & Personal Brand
3

NO GO!

Throughout the interview you have to keep in mind the ‘no go’s’ to avoid at all
costs. You shouldn’t talk for too long, unless you realize that the other
person is really interested in knowing more about a particular topic.
You should not hesitate, because if you hesitate a lot, it reveals little
confidence and little knowledge of the subject. And if the matter is yourself,
what you know and the attitude with which you live, it is very strange that you
hesitate in the answers.

There are little tricks that 'cover up', which help covering the slight
hesitations that are natural and stem from a situation of 'ongoing
thinking', in which we cannot control what is going to be asked. Remember
to use good ‘helpers’ because we always have ‘helpers’, but we have to
improve them throughout life.

In order not to be hesitating or repeating the ‘ããã’ from those who try to
situate themselves and think about what to answer, good ‘helpers’ can be:

• very interesting...
• I hadn't thought that way...
• in that perspetive...

Anyway, everything is better than the awkward silence or a succession of 'ããã’.

Try to find your own ‘helpers’, you don't have to use these because you
will surely find better and more authentic ones for yourself.

Having a collection of good examples, good stories, good memories of

your experiences is an infallible trick to avoid hesitation. You can
integrate them intelligently and surprisingly. It always works well, as
long as they are told with objectivity and confidence, without talking for
too long.

Another trick for when you feel that you are taking too long or being
inconclusive, it is to make a kind of underline/ final catch, with a summary
sentence about what you were trying to say. It always works.

Confidence always generates more confidence.”

“
Never forget that this is infallible math.
Pitching Yourself & Personal Brand
3

BOARD OF ADVISORS

We almost always associate the Board of Advisors with companies/

organizations, whether from the corporate world or others. You also must
have your own Board and you must start the process of 'recruiting’ one or, at
least, identify it, from now on.

What do you need a Board of Advisors for? To always have someone who
validates and values your talents and skills; to be able to have good
conversations about your ideas and projects; to exchange thoughts and
opinions; to reinforce convictions, contrasting them with people who are a
reference for you, and even the market where you want to enter; to count on
these people to fill you with confidence and never let you give up on your
dreams and purpose.

You belong to the generation that will have and develop dozens of activities
throughout its professional life. Surely more than 25 and probably even 40,
some of them sequentially, but many in a disruptive logic. This is also why you
need a Board of people and professionals who will always be there to
lighten your path, to rescue your confidence, to help you think and
maintain critical distance.

BRAIN TEASERS: “HOW MANY HAIRS DOES A DOG HAVE?”

You will always realize the 'weird' question that can differentiate you in an
interview. It can be a mental puzzle, it can be a question with no apparent
answer, a dilemma, a brain teaser or even a seemingly 'silly' or uninteresting
question, one that does not feel like spending time answering.

These questions, or quizzes, are really important to differentiate yourself in the

sense that they are a possibility to access your reasoning, but above all, an
opportunity to see how you lead, manage and resolve the unforeseen.

Do not devalue these questions and do not resist giving an answer. Remember
that they can be decisive in hiring you or not. It is very important that you
realize that some require you to delimit a universe and calculate probabilities.
Others require other types of reasoning and responses, but all require you to
voice your thoughts out loud. No more doing the math in your head and
giving the final result. Never do that, because the idea is to see, hear, how
you think and how you react. This is because your entire professional life
will require you to respond to unforeseen situations. Recruiters always
need to know how you solve unexpected problems. With what tools. And
how do you put the means to achieve the ends.
Pitching Yourself & Personal Brand
3

HOW MUCH DO YOU WANT TO EARN?

This question rarely comes up in the first contact, in the first interview, but
sooner or later they will want to know and you have to have an answer.

Nobody wants to be excluded from the process for asking too much, but
neither does anyone like to be included for asking below what they think
they deserve. What's more, if more people are hired for functions similar to
yours and those people earn more than you because they negotiated better,
you will feel enormous frustration and, over time, there might be an erosion
that weakens your performance and collaboration.

You have to know how much the market pays and you also have to try to
inform yourself about the salaries paid in the company you are applying
for. Once this value is fine-tuned and because it is rarely an absolute value, a
good answer is to say something like:

"I know that this company pays between X and Y and I want to do my best, so I can
earn the maximum in the future."

This way, you don't commit to a specific amount and establish a win-win
contract. Everyone wins because whoever hires you knows, in principle, that
you will do your best. And you focus on the maximum you might earn on that
position.

FINAL QUESTIONS

Many recruiters like to give the candidate the opportunity to ask a few
questions or to clarify something before completing the interview.
Prepare for this and remember that questions that have to do with the
universe of the company, the nature of the function you are applying for, the
impact of your arrival or about what you do not expect, but the recruiter can
share, are welcome questions because they make sense and do not blur the
main topic.

LAST BUT NOT LEAST

Whatever happens throughout the interview, never lose sight of the fact
that there are things about you that you want them to know. Remember
to use examples, tell episodes, share stories or underline knowledge in an
intelligent way, without any presumption of superiority or arrogance (much
less distress or hesitation), but also without bringing these topics into the
conversation very artificially.
Pitching Yourself & Personal Brand
3

READY?

To help you prepare in the best way for your next job interviews, here are
some tips to consider before, during and after the interview.

BEFORE THE INTERVIEW:

o Make sure you have correctly saved the day and time of the interview;

o Do a formal research about the company (look for information on the

website, in the news from the last 12 months, on social networks and see
how they communicate with the public);

o Do an informal research (talk to friends or friends of friends who work at

this company, ask for information and tips about the atmosphere, structure
and ways of working at that company);

o Prepare your answers to the possible questions that you will be asked. The
ideal is to prepare a collection of stories that relate episodes where you
demonstrate your values, personality and skills developed. (Example: Tell us
about an episode that demonstrates your problem-solving skills.);

o Choose an outfit appropriate to the company's style (if you are not used
to wearing suit shoes or high heels, do not wear them for the first time in
the interview. You will be uncomfortable, and this image may pass to the
interviewer);

o Prepare a list of things you want to take with you to the interview
(water bottle, pad/paper and pen, and some questions for the interviewers);

o In person: look for the interview location on Google Maps to be sure

where it is and, on the day of the interview go with time and take the
opportunity to have a coffee near the company to relax;

o Online: ensure that you have a quiet place, with good lighting, a stable
internet connection and a suitable chair for the interview. Don't forget to
test the sound, your image and the internet connection well in advance.
Pitching Yourself & Personal Brand
3

DURING THE INTERVIEW:

o Be nice and cordial;

o Maintain eye contact and an adjusted body language;

o If the interview involves two or more people, make sure that you speak to
everyone, involving each person with your eyes;

o Answer the questions in a conversational perspective, don't turn the

interview into a marathon of questions and answers;

o Make sure you don't talk too little nor too much. Preparing your answers
to possible questions is crucial, so practice in the mirror, with a friend or
family member;

o Don't forget that you can (should!) also ask questions. Make sure you
don't leave the interview with doubts about the company and/or role you
are applying to. The interview’s purpose is also for you to understand if you
want to work in that company and with that team.

AFTER THE INTERVIEW:

o Thank the interview and the opportunity to get to know each other
(you should do it at the end of the interview and at the end of the day you
can send a cordial email to reinforce your gratefulness);

o Wait for feedback. If they didn't give you a timing for the response, after a
week you can always send (or resend) a thank you email and ask for
feedback. If they told you that they will contact you, wait for a response.

If you want more tips on job interviews, we invite

you to read the Nova Skills Association article.
Click on the image on the left to access the article.

The Careers @ Nova SBE team is committed to

guide students and provide key resources when
planning their professional path. If you need more
information: careers@[Link]
BREAK A LEG!

If you need our help to prepare for an interview, we will always be here to
help within our possibilities. J
Challenges to reflect upon
3

Mandatory Assignment #3
Listen to Lead
Since this semester’s topic is Human Communication, we would like to
challenge you to talk to a leader who has a strong personal brand and who
is, for you, an inspiring example of having reinvented and/or adapted his/her
way of acting/leading in a new context.
The purpose of this assignment is for you to step out of your comfort zone
and, at the same time, have an immersive learning experience. We believe
that it can be very advantageous for your future to start today creating
relationships and networking with inspiring people with experience in the
job market. In this sense, we emphasize that you are not supposed to simulate
an imaginary conversation or choose someone just because they are more
comfortable/accessible for you (example: family, friends of friends, etc.).
We want this conversation to be impactful for you and for you to learn good
leadership lessons through this assignment. Try to contact leaders who can
add something to you as a person and/or help with your academic and
professional journey. LinkedIn is an excellent tool for doing this and, no matter
how busy and important people may be, they may be able to have 10 minutes to
talk to you, in person or on a call. This assignment is divided into three parts:

(1) (2) (3)

Identification of the Formalization of Reflection on the
inspiring leader invitation by email conversation / Podcast

1. The first step is to identify an inspiring leader to carry out this

assignment. You can make first contact via LinkedIn, cell phone or use your
contact network. If you see that the person you initially chose does not
respond in a timely manner, make sure you have a second option so as not to
compromise delivery timings;

2. Then you must make the invitation official and schedule the
conversation about leadership via email to the person you want to talk to.
In this email you must reinforce the context of the invitation and explain
your motivations. This email will be evaluated so it must be sent with the
copy (Cc) of your professors (Professor Catarina and the respective TA);

3. Once you have identified the inspiring person and scheduled the
conversation, you have two options to complete this assignment:
§ Option A: Talk to the leader and write a reflection text;
§ Option B: Talk to the leader at the Nova SBE studio (Podcast).
Challenges to reflect upon
3

Mandatory Assignment #3
Listen to Lead
Option A:

Start by talking to the inspiring leader about leadership and other related
topics that you consider relevant. Then, you should reflect this conversation
in a written text that contains a brief contextualization of the leader, the
reason for your choice, why you consider him/her inspiring, what are the
characteristics of his/her leadership/personal brand and some concrete
examples of his/her reinvention (personally and/or as a leader). To carry out
this reflection you can use text, images, photographs, drawings, clippings,
quotes, diagrams, mind maps, links, etc. We challenge you to be as creative
and visual as possible!

Option B:

Start by inviting the person you consider inspiring to record a conversation

about leadership and other related topics that you consider relevant in the
Nova SBE studio, in Podcast format. Then, you should prepare a script to
help you guide the conversation with the guest. This preparation is
fundamental: create an initial moment that introduces the leader and
contextualizes the people who will listen to the Podcast (a brief biographical
description), choose interesting and pertinent questions that give space to the
guest, and seeks that the guest share his/her experience and what leadership
characteristics he/she consider fundamental, examples of situations where
his/her leadership was put into practice and/or had to reinvent him/herself.
Finish the conversation by summarizing the main lessons and key
messages, thanking the guest, and sharing the impact this conversation had on
you. This option is in-person and limited to 20 students.

If you want, you can listen to the

inspiring conversations that our
students had in previous semesters!

Click on the image on the left to access

our Podcast:

Listen to Lead
Challenges to reflect upon
3

Mandatory Assignment #3
Listen to Lead

Deadline:
1st and 2nd Part : 2 weeks from the moment the assignment is communicated;
3rd Part: 2 weeks after the 1st and 2nd part (i.e., 4 weeks from the moment the
assignment is communicated in class).

EVALUATION CRITERIA:

• | 05% | 1st Part: careful and relevant choice of the leader demonstrating
proactivity in expanding the network of contacts (networking);

• | 15% | 2nd Part: formalization of the invitation to the leader via email:
§ Structure (organization of the email respecting a logical sequence of
formal email invitation);
§ Content (clear and concise message that provides context to the
guest);
§ Correct use of vocabulary, language and grammar (spelling and
grammatical errors).

• | 45% | 3rd Part: analysis and materialization of the conversation about

leadership:
§ | 10% | presentation of the leader and his/her strong personal brand,
justification of the reasons that make him/her inspiring;
§ | 15% | characteristics that make him/her a leader, relevant examples
of the leader's reinvention; justifying with leadership characteristics;
§ | 20% | personal reflection on the leader’s leadership lessons and the
impact of the conversation.

• | 10% | Creativity and Originality: innovation and ability to carry out the
assignment in a visual, appealing and creative way;

• | 10% | Structure and Comprehension: clarity in writing, conciseness,

logic in structuring the text and ability to tell a story with a beginning, middle
and end: storytelling;

• | 15% | Correct vocabulary, grammar and usage: spelling and

grammatical errors.
Desafios para
Challenges to reflexão
reflect upon
3

Assignment Obrigatório #3
Mandatory Assignment #3
Listen
Listen to
toLead
Lead

Escreve aqui
Write your as tuas reflexões:
thoughts here:

O líder que escolhi como foco para

este assignment foi o diretor Paulo
Sousa. Paulo Sousa atua, atualmente,
como diretor na SUCH. Iniciou a sua
jornada acadêmica na área de
advocacia, mas durante o período de
estágio, tomou a decisão de se
inscrever no curso de Economia na
Faculdade de Economia da
Universidade do Porto (FEP).
No entanto, antes de concluir seus estudos em economia, uma
oportunidade desafiadora surgiu quando lhe foi confiada a gestão
do Hospital de Viana de Castelo. Essa oportunidade levou-o a
interromper os seus estudos em economia, evidenciando a sua
vontade de adquirir experiência prática no campo da saúde.
Posteriormente, Paulo Sousa desempenhou funções estratégicas
como adjunto e assessor da Ministra Leonor Beleza, usufruindo
de uma exposição valiosa ao cenário político e regulatório da
saúde em Portugal. Após o término de seu mandato nesse cargo,
ele ingressou na SUCH, onde inicialmente trabalhou em funções
operacionais. A sua competência e comprometimento foram
reconhecidos, e ele foi convidado para integrar a administração
da SUCH na região norte do país.
A partir desse ponto, Paulo Sousa ascendeu na organização,
tornando-se Diretor da Região Norte e, subsequentemente,
Diretor-Geral da SUCH.
Mandatory Assignment #3: Listen to Lead
3

Write your thoughts here:

A sua carreira é, então, um testemunho da sua capacidade de

liderança e dedicação ao setor de gestão de saúde. Esta trajetória
inspiradora serve como exemplo sólido para aqueles que, como eu,
aspiram seguir uma carreira na gestão de saúde e foi a principal
razão da minha escolha para este assignment. Até ao dia de hoje,
Paulo Sousa foi o único diretor da SUCH que ascendeu ao cargo de
diretor vindo do meio operacional.
A sua marca pessoal está fortemente associada a valores como
dedicação, trabalho árduo e persistência e acredita que o sucesso
vem da combinação de esforço constante e não desviar do
objePvo. Esses valores foram desenvolvidos ao longo do tempo, à
medida que ascendia na sua carreira, os objePvos se alteravam e a
responsabilidade era cada vez maior. O que o diferencia dos outros
na sua área é o profundo conhecimento do negócio, uma vez que
também trabalhou como operacional, permiPndo-lhe transmiPr
credibilidade e confiança. Isso é essencial para construir
relacionamentos sólidos e ter um impacto duradouro.
Enfrentou desafios na construção e manutenção da sua marca
pessoal, especialmente no que diz respeito à sua teimosia. No
entanto, esses desafios foram superados com persistência e
adaptabilidade, encontrando maneiras de reinventar a sua
abordagem quando necessário e deu como exemplo o
aparecimento do covid e o sucesso obPdo durante a pandemia. O
diretor acredita também que o importante é aPngir o objePvo
quando ele é necessário e que não importa se o caminho é mais
turbulento ou mais longo. Em relação às caracterísPcas que
considera essenciais num líder, o diretor acredita que um líder deve
ser um oPmista realista e que deve desenvolver uma capacidade
de inspirar e liderar pelo exemplo, criando uma cultura de adesão e
inspiração dentro da equipa.
If you need more space, duplicate this page as many times as you need.
Challenges to reflect upon
3

Optional Challenge #2
Interview Script

Deadline: At the end of the semester with the delivery of the complete eJournal

Consider that a script for professional or academic interviews is an ongoing

exercise that can last for years and be revised and improved over a
lifetime, because it has the potential to continuously take your
preparation process to the next level.

More than a script, this document can become a self-knowledge journey,

as you are invited to continuously explore all dimensions of your life in a
way that others understand who you are, your values, unique gifts and talents,
what moves you and, of course, your skills and competencies – all this
illustrated with the stories you collect from your experience throughout life.

This script should work almost as a diary, where you can keep registering
stories, learnings, insights, and even new questions you are asked in
interviews that you want to get better prepared to answer next time. It is a
document where you can write down everything that seems relevant to
you and that can help you to prepare future application processes.

In this exercise we are not asking you to create an exhaustive interview script,
but we will challenge you to answer a few questions that can be the trigger for
you to start your own script, adjusted to your personality and purpose:

1. Tell me about yourself (remember they already have your CV!).

2. Remember and share 3 short stories that illustrate what you consider
to be your key strengths.

3. Enunciate 3 episodes/stories that illustrate what you consider to be

your areas under improvement.

4. How would you describe your personal brand? What moves you?
(remember what your colleagues told you in class on the first day, during the
cross presentation).

5. What would be the last thing you would say at the end of an interview?
(think about it as a closing statement with what you consider to be essential
for others to know about you).
Challenges to reflect upon
3

Optional Challenge #2
Interview Script

Write your thoughts here:

Optional Challenge #2: Interview Script
3

Write your thoughts here:

If you need more space, duplicate this page as many times as you need.
 4

The Power of Stories

& Feedback
The Power of Stories & Feedback
4

STORYTELLING

Why is it important?

Much of our personal, academic and professional life is spent on motivating or

trying to persuade others. The most persuasive communication involves
combining conventional rhetoric (conceptual, discursive and rational, widely
used in academia and in professional contexts) with storytelling (a more
affective and, therefore, also very effective narrative).

If we want to inspire others, we cannot do it only through conventional

rhetoric. The rational is important, it is logical, and it becomes understandable,
but it is not enough to trigger action.

Storytelling always reinforces the message we intend to convey, capturing

more attention by combining reason and emotion. The things we hear and
understand through reason can stay with us or not, but the impact of what
descends from reason to the heart remains with us forever. We can even
forget the words and the way everything was communicated, but we will never
forget how it made us feel.

Stories of others always echo in our history, and it is this affective,

emotional bond, triggered by the testimony, the sharing or the narrative of real
stories and episodes that always reinforces the message. What moves us is
often what is moving. The rational is important to help us understand, but
the emotional side is decisive to make us act.

“The magical science of storytelling”

When we attribute an affective dimension to things,
they come to have a very different value for us, and
for that reason we are also willing to act differently.
Through his own stories, presentation expert
David JP Phillips shares key neurological insights into the power of storytelling,
explaining how it can be used to our benefit.

“It’s a beautiful day and I can’t see it”

We all understand what blindness is and we all
know that there are blind people, but this man's
message calls for generosity and makes people act
because it reveals his story in a surprising way.

Click on the images to see the videos

The Power of Stories & Feedback
4

FEEDBACK

Feedback was born at NASA, due to the imperative need to correct the orbit of
satellites and space missions to the millimetre (NASA lost over €100m just
from a satellite it sent to Mars that disappeared into space. Why did it get lost?
Because there were two teams, in two different countries, both responsible for
this mission, that communicated with each other using different unit
measures, so the satellite ended up going in the wrong direction and getting
lost)*. Through a retrovision mechanism - feedback - it became possible to
correct any and every deviation from orbit.

* [Link]

Behaviouralists, i.e.. behavioural scientists, adopted the concept of feedback

and brought it into interpersonal relationships due to the millimetre tuning it
holds and the impact that this same tuning has on changing individual
attitudes, as well as transforming the behaviours and performances of an
entire team or organization.

We all disagree, and we should not be afraid to disagree, because there are
and there will always be differences between us. It is natural and human, given
the diversity of people, cultures, motivations, attitudes, ways of thinking, acting
and reacting. We should just be afraid of not understanding each other
again.
The most effective tool to get back to a platform of understanding is feedback.

It turns out that not all feedback is rescuing. Quite the opposite!

We live in the illusion that we are frank and direct people; we easily believe
that the truth goes through saying everything we think about someone; we
think it is legitimate to call attention, to reprimand or criticize those who make
mistakes, at the precise moment when they make mistakes. Worse, we are
capable of shouting, calling names, sticking labels or pointing accusatory
fingers at others and we get to be verbally aggressive without paying attention
to who is present, who is watching our exercise of criticism, so often done in a
harsh, angry and damning tone.
The Power of Stories & Feedback
4

FEEDBACK

If they live in your house, if they gravitate within your perimeter, if they are
family or friends and you cannot escape from them, avoid being like them!
It is important to learn these subjects in the first person.

Feedback from these kind of people is always devastating. It ruins

confidence, it kills safety, it destroys the ability to believe that improvement is
possible. It does not generate change, but only frustration, revolt,
discouragement or even despair.

The only feedback that generates change is the one that is rescuing,
which rescues from failure, which does not reduce anyone to his/her failure,
which meets the context and circumstances of those who make mistakes and
waits for the right timing to intervene, to communicate in order to restore
confidence . To correct the 'orbit'.

People who think they are frank and direct because they always say
everything they have to say, whoever they are, cause even more deviations
and disturbance.

Whoever applies the rules of a rescuing feedback, always manages to

generate change and have a positive impact. It is impressive to observe
these two realities and to see how they translate into opposite results.

EXCELLENT EXAMPLE OF RESCUING FEEDBACK:

The orchestra conductor waited for the

right time, attended to her internal and
external circumstances, took care of
those who were present and did not
expose the failure, instead he filled her
with confidence: You can do it!

Click on the image to see the video

The conductor could have humiliated or even remained silent (murderous

silence, which kills all confidence), ignoring the difficulty and letting M. João
Pires fail alone across the board. Not only did he not do it, but he
empowered her to overcome this hardship and reach a level that
seemed humanly impossible in those circumstances.

His rescuing feedback allowed her to rescue even the memory of a full
concert, without a single flaw. What's more, it has forever reinforced a bond
of trust and commitment between the two musicians.
The Power of Stories & Feedback
4

FEEDBACK: TWO RULES AND FIVE CRITERIA

TWO RULES:

1. Being constructive, as opposed to being destructive.

Not to be confused with complimenting. It can be a criticism; it just cannot
destroy the person who is receiving feedback;

2. Being given taking into account who receives it and if it is within one’s
power to change.
And not who gives it, in the sense of relief of conscience or in the name of
'openness’. We cannot give feedback on something that the other is not able to
change, such as a tic or a particular circumstance.

FIVE CRITERIA:

1. Internal and external timing, with respect and a sense of opportunity

(chronological timing - here and now, or later? - And what is the inner
timing of those who are receiving feedback?);

2. Context (personal, internal circumstances, of those who receive

feedback. And external context: who is present at the time of the feedback?);

3. Descriptive, to be concrete and never vague. Descriptive for not making

generalist value judgments (“you will be no one!” or “you will not go far”);

4. Free silence, to create a safe harbour and not to underline failure. Never
the silence that humiliates, betrays or kills confidence;

5. Counter-feedback, because no feedback will be truly effective unless we let

the other person justify his or her actions, frame his or her words and
motivations.

To be effective, to generate change and to achieve good results, feedback

must always be constructive, rescuing. Destroying the other does not help
him or her grow, it only serves to create revolt and provoke defensive
attitudes. And we all know that the best defence is attack... People grow in
trust, mutual respect and in their ability to collaborate, if feedback is given in a
constructive way, coming from those who want to build, recover, rescue,
improve.

Common understanding is always a result of the way we overcome

disagreements. Feedback is an essential tool in communication because it
allows us to calibrate expectations, overcome conflicts and disagreements,
solve problems and consolidate good relationships.
The Power of Stories & Feedback
4

FEEDBACK: CENTER FOR CREATIVE LEADERSHIP METHODOLOGY

Tips for practicing the SBI methodology:

We know that it is not always easy to structure and prepare the moment
to give feedback. For this reason, we share with you a methodology that is
well known and used in the day-to-day life of several companies around
the world, for developmental feedback.

The Situation-Behavior-Impact (SBI) is a three-step model developed,

taught, and practiced at CCL®. SBl is designed to be the start of a
developmental conversation to identify ineffective behavior or to encourage
and reinforce effective behavior. It aids in delivering developmental
feedback to others and empowers the recipient to take ownership of the
feedback. SBI provides a structure that helps keep your feedback focused
and relevant while increasing the likelihood it will be received in a clear, no
defensive manner by the recipient.

All rights reserved by Center for Creative Leadership - [Link]

The Power of Stories & Feedback
4

FEEDBACK: CENTER FOR CREATIVE LEADERSHIP METHODOLOGY

Starting today, use this tool whenever you need to structure your thinking
and want to better prepare yourself to give feedback to someone in a more
organized way:

All rights reserved by Center for Creative Leadership - [Link]

Challenges to reflect upon
4

Optional Challenge #3
Giving and receiving Feedback

Deadline: At the end of the semester with the delivery of the complete eJournal

We give and receive feedback every day, but if we do not reflect and are
not aware of how we are giving and receiving these same feedbacks, we
run into the risk of not correcting the 'orbit' of relationships.

We lose effectiveness and, many times, we even lose reason. Worse still,
we can destroy others or irreversibly degrade a team's environment.

This is an invitation for you to become more attentive to the way you give
feedback, but also to how you receive it. This is because we do not always
know how to accept criticism, even when its intention is to be constructive.

1. Describe a concrete situation in which you received rescuing feedback

and talk about the positive impact it had on you or your attitude.

2. On the other hand, describe an episode of destructive feedback you

received and explain how it affected you or the negative impact it had
on you.

3. Knowing what you know now about the effectiveness and power of
feedback, what advice would you give to someone who invariably
chooses to give destructive feedback?

4. From now on, what aspects will you always take into account when
giving feedback?

5. Let's practice feedback, using the SBI model. Think about someone
you would like to give developmental feedback to and use the three-
steps to structure what you want to say. In the, end, share with us
how was the experience of organizing your feedback in this way.
Optional Challenge #3: Giving and receiving Feedback
4

Write your thoughts here:

1. The first time I went to a job interview, the recruter asked me if in

the end I wanted his feedback. I said yes, so in the end he gave me. This
made me feel good about the situation, because it was very polite from
him asking if that was going to make a difference for me or no and if it
was the apropriate moment to do that. In the end of the interview, he
gave me the feedback. He said both positive things that I should keep
doing and aspects I could improve. This had a really positive impact in
me and the way I saw the recruter. I felt confident and capable, but also
I was aware of what I could improve in my next interview, and that was
really valuable for me.
2. In the other hand, sometimes we receive destructive feedbacks. An
episode in my life that reminds me of one, happend during my driver
license’s exam. My examinador remained silend and looked away the
entire journey. I perceived this as a destructive feedback, because I felt
like he didn’t trust my habilities to drive. This only intensified my
anxiety, insecurity and destroyed my confidence. The exam was already
challeging for me, and his absence of encouragement or positive
feedback, made it even more difficult, and unfortunately, I ended up
failing.
3. Firstly, I would adviced them to consider the impact of destructive
feedback in confidence. Then, I would made them questionate if they
think that the other person can really growth/ improve from the
feedback and if the way that they are giving the feedback cannot be
improved in order to not demoralize the other person and ultimately,
ask if it is the right moment for both to give the feedback.
4. I will take into account the relationship I have with the person, so I
don’t mix personal life with feedback. I will take into account what the
other person is going through and also who is present in the moment of
the feedback.

If you need more space, duplicate this page as many times as you need.
 5

Becoming a
Leader for Life
Becaming a Leader for Life
5

WHAT IS THE MEANING OF CONTEMPORARY LEADERSHIP?

We bring everything in us: vision, the power of ideas, the power of dreams,
lucidity, the criteria for discernment, the ability to make things happen but,
above all, the desire to add value. Our value.

“No leader is an island”. We hear this sentence over and over again that it
ends up becoming a cliché, a buzzword that makes perfect sense to us, but at
times seems empty of content.

And yet, it is the key to access the essence of leadership.

We stressed in classes that the world is an immense system of

collaboration and delivery, so that we never forget to find points of
collaboration in the diversity that we will always find in organizations.

This is how it is in academia, you are already called to collaborate with peers,
with teachers, with the School, with everyone, in the logic of adding value and
reaching results.

Your entire professional life will be lived in this way: collaborate more to
deliver better.

Throughout this semester we have been reinforcing an awareness of the key-

aspects of communication and acquiring some powerful tools. Now that we
have opened a new chapter on leadership, it is also worth opening this
toolbox, so to speak, to know which tools will be truly essential in the exercise
of our leadership, that is, our ability to influence a group to achieve a common
goal. And the ones you’ll have to use the most are constructive feedback, the
ability to fine tune your body language, clarity in communication
(minimizing unconscious links), the critical distance to know how to judge
without precipitation, openness to ideas, values and logics of others, the
ability to motivate yourself and motivate those around you, proximity,
authenticity and, last but not least, active listening.

I am the size of what I see and not the

size of my own stature.”
“
- Alberto Caeiro, Fernando Pessoa’s heteronym
Becaming a Leader for Life
5

SHORT PARENTHESIS ON KEY-ASPECTS OF OUR COURSE

We purposely talk about our leadership to make each person's capabilities

more evident: leadership goes beyond the C Level, a strategic role or a
leadership position. This type of leadership can be ephemeral or, if it
continues over many years, it can even serve to crystallize bad habits and
perpetuate bad practices. This is because whenever someone considers him or
herself a leader just because he or she has been given that status and has the
power to manage people and lead projects, he or she can even use that power
very badly. Unfortunately, recent and history is full of examples of bad leaders
who misused their ability to lead. And we close the parenthesis.

LEADERSHIP IS INFLUENCE
(not to be confused with internet influencers)

We all have leadership skills, in the sense that we all influence each other.
Nothing we say or do, nothing we keep silent is harmless. Everything
always has an impact on others. For this very reason, the golden rule is
that we must know how to manage ourselves.

It is as important to know how to regulate our emotions, as to how to order

priorities, use time well or find a purpose. It is crucial to know how to listen to
others and to be open to knowing them, but it is also critical to have the
capacity to make ourselves known with authenticity and without artificialities.
No poses or defences. Without being on the attack, without making quick
judgments, without rushing to react and, above all, without creating tags and
cultivating preconceptions.

All of this has been the subject of our classes and is the substance of the C&L
course, because there is no relationship without communication, nor is there
any effectiveness in communication if we do not cultivate the relationship with
those around us, especially in a professional context. We cannot have
'directive', bossy communication with our teams or with our peers.

Be the change you want to see in the world.”

“ - Gandhi
Becaming a Leader for Life
5

Being a leader, in the true sense of the word, is within reach for
everybody and always involves positively influencing others, living with
the certainty that our words, our gestures, our silences and 'unspoken’
words have an impact and are never innocuous.

Nothing of what you say or what you don't say is innocuous. Everything
you say and do, and the way you do and say impacts others.

Leading involves knowing how to motivate, encourage and rescue those with
whom we work, but it also involves having a vision, knowing how to give
direction to one's own life and the projects we have with others. Leading
implies cultivating trust and projecting that trust on others.

Being a leader is NOT: being a controller and a micromanager, being a

punisher, being too severe with those who fail, being blind in managing
deadlines and resources, being scarce in words, giving destructive feedback,
exposing others in their mistakes, communicating with unconscious links or
ignoring the impact of body language. A leader can never suppress the talents
of others.

YOU ARE BORN A LEADER

For all these reasons, the good news of this class 5 is to know that you too
are a natural leader. You can and should practice your skills, but it is good
to know that true leadership of influence and proximity does not depend on
being more introverted or more extroverted.

It is vital and urgent to internalize that being a leader for life comes
down to how you create impact in the world, how you exert your
influence on others, how you use your individual brand, how you become
trusted, how you regulate your emotions and moods, how you involve
others in your ideas and build on the ideas of others, how you add value,
how you give feedback, how you multiply your talents, how you cultivate
authenticity and proximity.

Your leadership, in order to be effective and reap good results, needs to go

hand in hand with impeccable ethics, clear communication and a deep
knowledge of your core areas, but specially with the ability to collaborate and
mobilize others in a constructive way.

This is what it means to be a true leader. And it is available to everybody!

Becaming a Leader for Life
5

SERVANT LEADERSHIP

It is urgent to rethink and refine the way we lead and are led. The way we
communicate and collaborate. The attitude and motivation with which we
serve. And it is because we are living in a time of great uncertainty, in which
the near future is, more than ever, a tremendous unknown, that we must also
investigate the concept of servant leadership. Leadership for service. At the
service of others, be it our family, the community, an organization, a country or
all of humanity.

“Servant leadership represents the power of love rather than the love of power,
in which being the servant is simply the act of identifying and meeting the
legitimate needs of people entrusted to your care. Therein the secret of
leadership. When you identify and meet the legitimate needs of others, you will
build influence with them. It is the Law of the Harvest – you reap what you sow.”

- Jim Hunter

AND INFLUENCE, AS YOU KNOW, IS THE ESSENCE OF LEADERSHIP

Leadership is a skill that you can practice like going to the gym.

We go to the gym and do sports out of vital need, but leadership is also a
muscle that we must develop. The most important qualities of great leaders
are: humility, respect, self-control, honesty, commitment, selflessness,
determination, gratitude, communication and relationship skills.

Rationally, we all agree that these are the key principles of leadership, but not
all of them are internalized and put into practice. The biggest challenge is to
bring these principles from reason to heart. It is important to create good
habits and not to miss workouts, because the effectiveness of leadership is
practiced in the same way that an athlete practices to win a competition.

In short, being an effective leader requires a permanent focus on self-

knowledge and a relentless commitment to inner growth.

Leadership depends, above all, on how we manage ourselves. That is, your
personal and professional fulfilment will always depend much more on the
knowledge of your internal circumstances than on the possibility of controlling
external circumstances.
Becaming a Leader for Life
5

The most foolproof trick not to miss any of the opportunities that you will be
given throughout your life to make an impact and have a positive influence in
the world is to be very attentive to your gifts and talents, your values and your
convictions.

It is a demanding task, but it is a reflection that will always help you find
your purpose and live with more enthusiasm.

Always try to discover what really matters to you and that adds value to others,
in all realities you move through.

Try not to become a man of success.

Try to become a man of value.”
“
- Albert Einstein
Challenges to reflect upon
5

Final Presentation and eJournal delivery

Last but not least

Our seventh and final C&L class is a class dedicated to your final group
presentations, which represent a significant part of your final grade.

As such, it is necessary to prepare and deliver, in the eJournal, the

respective script (to be submitted by all group members) that will support
your presentation (both mandatory: presentation and script).

In this class you also have to deliver your final and complete eJournal:

• Submit the eJournal in PDF on Moodle (6th class tab) until the end of
the day of our last class.

Until then, you can improve it and/or edit some parts that you think are
essential. Do it creatively and freely, even if it means changing something
you've previously submitted. No one but you and us, professors, will have
access to your eJournal.

EJOURNAL DELIVERY EVALUATION CRITERIA:

• | 60% | Completeness: delivery of the complete eJournal with all chapters

(five parts), completion of the four Mandatory Assignments and completion
of at least one of the Optional Challenges;

• | 20% | Creativity and Originality: innovation and ability to deliver the

eJournal in a visual, appealing and creative way;

• | 20% | Correct vocabulary, grammar and usage.

Challenges to reflect upon
5

Final Presentation
Human Communication

Regarding the final presentation, as a group, you will have 7 minutes to

talk about this semester's theme: Human Communication.

Interpersonal communication is all about human interaction and putting

humans first, and in an era of AI and automated answers, that becomes even
more critical. But these web of relationships we create through
communication is simultaneously strong and fragile.

The final presentation output can be anything: a song, a role play, a

presentation, a dance and you can bring almost anything - important that we
leverage all our resources, work together (group work) and remain creative!

Some provoking questions:

• Are we communicating better because of all the tools we have? Is the

TikTok and POV generation being able to connect and see things from
different points of view (POV:)?

• If not, should we blame Covid’s confinement, AI or ourselves?

• What can we do to engage and communicate better?

Have fun going through the final stage of this path!

And count on the whole class to support you, as we always did throughout
the semester!
Challenges to reflect upon
5

Final Presentation
Human Communication

FINAL PRESENTATIONS EVALUATION CRITERIA:

• | 20% | Analysis and Reasoning: identification of a topic and its exploration

demonstrating analysis, learning and evolution. Performance of the
presentation fulfilling the requests of this final presentation on “Human
Communication”;

• | 10% | Relevance and Credibility: relevance of the presentation supporting

it with connections to classes and other external sources that make sense to
enrich the presentation;

• | 05% | Visual Aids: use of appropriate supporting materials (digital or non-

digital), design and effective management during the presentation;

• | 05% | Structure and Time Management: performance of the presentation

within the stipulated time (7 minutes);

• | 20% | Creativity and Originality: innovation and ability to make a

presentation in a visual, appealing and creative way;

• | 30% | Individual Body Language: the verbal message (eye contact, facial
expressions, hand gestures and overall balance) and use of vocal variety
(volume, range and rythm) to heighten and maitain the audience interest;

• | 10%| Peer Evaluation.

Challenges to reflect upon
5

Final Presentation Script

Human Communication

Write your thoughts here:

Challenges to reflect upon: Final Presentation Script
5

Write your thoughts here:

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