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Empowering the Self > M1-M2 > Flashcards

M1-M2 Flashcards

1
Q

organized, consistent set of perceptions and beliefs about oneself

A

self-concept

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2
Q

does not always reflect reality or we may see ourselves differently from how others see us

A

self-image

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3
Q

This can be in a positive or negative way; also changes depending on the person we’re interacting with or the situation we are experiencing.

A

self-esteem

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4
Q

Just like in self-image, what you want to be may not be consistent with who you really are now and what you are experiencing in reality.

A

ideal self

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5
Q

where the self-image is similar to the ideal self

A

congruence

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6
Q

opposite of it has minimal similarities only

A

incongruence

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7
Q

true or false: Congruence can be achieved but it can be a rare scenario.

A

true

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8
Q

true or false: Reflecting on your self-concept is an important step towards self-empowerment.

A

true

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9
Q

includes your background such as educational attainment, income, wealth, family status.

A

socio-economic status

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10
Q

given to you can affect the way you look at yourself especially if these are based on physical aspects or characteristics and even your background

A

names and nicknames

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11
Q

This can be how you represent yourself such as the way you dress, your posture, your facial expression.

A

Appearance

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12
Q

Can be one of the biggest sources of our self-esteem and we give importance to it simply because this is the first thing that people will see

A

physical appearance

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13
Q

often the first and closest group of people we interact with on a daily basis and this is where we formed most of our natural and acquired personality.

A

Relationships in the Family

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14
Q

Can also influence our personality especially the acquired ones that’s why there is the concept of barkadas with good or bad influence

A

peers

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15
Q

cognitive skills, creativity, and other abilities can form a particular understanding of who we are, how we value ourselves, and who we want to be

A

intelligence and abilities

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16
Q

When an individual recognizes his or her abilities, strengths, beliefs, and traits and how these can change or influence certain events in his or her life, this is where ________________ comes in.

A

self-empowerment

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17
Q

you are able to take control of your life because you know you are capable of doing things, even making the toughest decisions, considering what’s good and better for you.

A

self-empowerment

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18
Q

Self-empowerment is helpful to you because it gives you the opportunity to be more responsible and accountable for your actions and decisions. You also have the chance to get to know yourself better, that even if you make mistakes, you recognize that it’s part of the learning process. You will learn not to blame others for things that are happening to your life.

A

You can be more responsible.

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19
Q

Sometimes, some of our decisions can give others the chance to re-evaluate their own. If you can do it, others can too.

A

You can empower others

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20
Q

When you are aware of what you are capable of, you can easily identify goals and achieve them. Both in moments of triumph and defeat, you are aware of how you got there and what you need to do more.

A

You can be motivated to achieve more

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21
Q

Taking charge of your life means taking control of the kind of connection you create with people. You know yourself well enough that you want to form social relationships that have a more significant foundation and are based on what is good for you.

A

You can create better relationships

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22
Q

Knowing what’s good and not so good for you will help you filter out things are not beneficial to your self-concept. If you know your strengths and weaknesses, you will focus more of your energy to improving what you can instead of doubting yourself.

A

You can improve your overall health

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23
Q

Not taking time to reflect hinders your ability to make certain decisions in your life. If you are not aware of what you can do and can’t do, you have no way of making things happen.

A

Lack of self-awareness

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24
Q

Empowering yourself doesn’t mean it’s all about yourself. It is all about beginning with yourself to influence different aspects of your life. Self-interest is not the goal of self-empowerment, rather, you recognize there are things you need to work on yourself in order to improve your decisions in life and relationships with other people.

A

Egoism

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25
Q

Empowerment will shift certain habits in your life and when you fear the changes it brings, you will keep doing the same things or keeping the same relationships, even if there is too much negativity in it. You’d rather stick to what is comfortable to you than evaluating what’s good for you even if it’s new.

A

Fear of change

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26
Q

important ingredients in your road towards self-empowerment

A

self-discovery
self-awareness
self-love

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27
Q

will shed some light on who you really are, both good and flawed

A

Self-awareness

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28
Q

Set your mind that if you want something to happen, you hold the most essential role in making it happen.

A

Take responsibility for your own growth.

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29
Q

celebrate small victories and admire your capabilities. Be the first person to believe in yourself.

A

Recognize your potentials and accomplishments.

30
Q

Nobody is perfect but there is always room for improvements.

A

Accept your weaknesses and limitations

31
Q

Be realistic in setting goals

A

Learn to prioritize things and set attainable goals

32
Q

any kind of relationship should have a significant foundation.

A

Enter into meaningful relationships

33
Q

For others, it might not be easy but we have to make it a habit to know and do what’s right especially if these are basic rules that can also help us.

A

Lead a virtuous life

34
Q

Everyone has different levels of sensitivity so learn to be sensitive to other people’s emotions.

A

Improve your emotional intelligence

35
Q

No matter how small, if you can help someone, extend a helping hand.

A

Deepen your concern for others

36
Q

Give importance to your spiritual life.

A

Grow in your prayer life

37
Q

Always seek to learn more beyond the corners of the classroom and beyond the requirements you need to work on.

A

Read literature

38
Q

“__________ are natural laws like gravity. If you drop something, gravity controls. If I don’t tell the truth, you won’t trust me; that’s a natural law.”

A

Principles

39
Q

principles are like “___________” and that “you don’t break them, you break yourself against them.”

A

lighthouses

40
Q

three constant change in life

A

change
choice
principle

41
Q

what makes principles unique as well as challenging is that in order for an action or decision to be based on principle, you have to be __________ in doing it

A

consistent

42
Q

principles are objective or subjective

A

objective

43
Q

values are objective or subjective

A

subjective

44
Q

are social norms –they’re personal, emotional, subjective, and arguable.

A

values

45
Q

who wrote the book “Primary Greatness: 12 Levers of Success”

A

Stephen Covey

46
Q

is who you really are—your character, your integrity, your deepest motives and desires

A

primary greatness

47
Q

is popularity, title, position, fame, fortune, and honors

A

secondary greatness

48
Q

“The ethics dilemma is analogous to the quality dilemma… You can’t add quality to a product after it is finished; rather, you have to design and build it from the beginning, seeing everything you do through the lens of quality. Likewise, you can’t inspect ethics. When everybody accepts personal responsibility to behave in ethical ways, you hardly have to think about it, because ethical behavior is your nature, not the responsibility of some artificial department down the hall.”

A

The Lever of Integrity

49
Q

“Primary greatness is achieved by those who have a mission, a purpose to serve that is higher than themselves… ‘What does the world need from me? How can I contribute to the lives of others?’”

A

The Lever of Contribution

50
Q

“The key is not to prioritize what’s on your schedule, but to schedule your priorities… One way to stay focused on the important is to plan your week before you plan your day.” Covey says that your life may be unbalanced in the short term. “The long run is where you go for balance.”

A

The Lever of Priority

51
Q

“Primary greatness depends on synergy—the miracle that happens when everyone contributes their best thinking and nobody cares about getting credit. Primary greatness depends on the principle that we are better together than alone, that no one person can do it all, and that no one ever made a worthwhile contribution all alone. Burdened by ‘hidden agendas,’ too many of us are unwilling to sacrifice a little pride or ambition to serve the good of the whole. Yet, it is a much easier way to go, and ultimately more profitable for everyone.”

A

The Lever of Sacrifice

52
Q

“With people, the little things are the big things… They want to be called by name. They want to feel that the company representative really cares about them. That makes a huge difference; in fact, it’s often the deal maker or breaker.” Covey echoes Tom Peters when we writes, “The older I get, the more clearly I see the connection between the way employees are treated and how they treat customers. It’s a chain reaction.”

A

The Lever of Service

53
Q

“It’s easy to take responsibility for the good things in our lives, but the real test comes when things aren’t going well. Those who shrug off responsibility for their lives, blaming circumstances or other people for their situation, become professional victims. Those who practice primary greatness know that their quality of life depends on their own choices, not on the choices of others or even their circumstances.”

A

The Lever of Responsibility

54
Q

“When you defend the integrity of a person who is absent, what does that say to those who are present? It says that you would do the same thing for them.”

A

The Lever of Loyalty

55
Q

“Those who believe in secondary greatness want to tip the scales of every human interaction in their favor—their motto is ‘WIFM’: What’s in it for me? By contrast, those who live by the principle of reciprocity know there is no win in life if others do not win too.”

A

The Lever of Reciprocity

56
Q

“Many companies struggle as they adopt diversity programs because the leaders, while self-aware enough to know they need to be more diverse, make careless hiring and promotion decisions… You may get tokenism, or worse, a total bombshell where people aren’t prepared for key assignments. That which we desire most earnestly, we believe most easily. And if we desire diversity so earnestly that we grab it whenever and wherever we find it, we’ll have more divisiveness than synergy… There needs to be a real commonality on core issues, not just difference for differences sake.”

A

The Lever of Diversity

57
Q

“The principle of balance is key to continuous learning. I recommend a balance between personal and organizational development; between current job-related needs and future requirements… Your learning should balance theory with practice; arts with sciences… Security lies in the power to continually learn.”

A

The Lever of Learning

58
Q

“You can’t achieve primary greatness by neglecting yourself—your health, your mind, your emotional and spiritual life. Each of these vital areas of your life needs constant, even daily, renewal.”

A

The Lever of Renewal

59
Q

The Lever of Teaching

A

“You simply learn better when you teach… You are far more motivated to learn something when you know you are responsible to teach it.” Covey adds, “Much of the money spent on training and development is wasted because participants come away with very little take-home value. Most learning evaporates overnight because few learners teach the material to a broader audience.”

60
Q

essence of leadership

A

creativity

61
Q

our set of beliefs, our point of view, or the way we see and perceive different things

A

paradigm

62
Q

happens when you develop a habit of looking and seeing things differently, not just based on your beliefs.

A

paradigm shift
or
stepping outside the box

63
Q

who invented Johari Window

A

Joseph Luft

Harrington Ingham

64
Q

totality of qualities and traits that are peculiar to a specific person

A

Personality

65
Q

s the pattern of collective character – behavioral, temperamental, emotional and mental traits of a person

A

personality

66
Q

It is the sum total of all the natural and acquired traits that an individual possess.

A

personality

67
Q

Known to you And Known to others

A

Open

68
Q

Known to others But Unknown to Self

A

Blind

69
Q

Known to the Self Unknown to Others

A

Hidden

70
Q

It awaits to be known

A

Dark

71
Q

defined as the ability to bounce back from failure and adversity

A

resiliency

72
Q

Latin word “resilio” means

A

to bounce back or retaliate

Empowering the Self (1 decks)

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