Speaker A
We've had a course with you before, but this is a completely different one that, while aligned with your employability and teamwork, will complement it much more. So, give me a second to share my screen. Let me know if you can see it.
Explore how to become a trusted and valued team member by developing key teamwork skills and positive attitudes in professional settings.
Key Takeaways
- Effective teamwork requires continuous effort to build trust and positive relationships over time.
- Assertiveness and openness to diverse perspectives are crucial traits for being a valued team member.
- Taking initiative and communicating proactively increases one's influence and opportunities within teams.
- Self-awareness about one’s contributions helps improve personal and team performance.
- Overcoming fear and hesitation in new groups is essential for professional growth and success.
What the video covers
- Introduction to the importance of teamwork beyond academic settings, emphasizing long-term professional collaboration.
- Discussion on what qualities make colleagues desirable to work with, including assertiveness and openness to different viewpoints.
- Self-reflection on whether one adds value to a team or remains passive, highlighting the impact of mindset on participation.
- Challenges of integrating into new teams and strategies to overcome fear and hesitation in contributing ideas.
- The significance of proactive communication and taking initiative to build connections and be sought after in projects.
- Recognition of personal achievements and the importance of self-awareness in professional growth.
- Examples of different teammate personalities and how they influence group dynamics and productivity.
- Encouragement to develop patience, responsibility, and teaching skills as essential traits for effective teamwork.
- Advice on managing difficult team members with empathy and maintaining cordial relationships for long-term success.
- Motivation to overcome fear of engaging with leaders and peers by understanding shared experiences and building confidence.
Chapters
- 00:00Introduction and Course Overview
- 05:00Qualities of a Good Teammate
- 09:10Self-Reflection on Team Contribution
- 13:50Overcoming Fear in New Teams
- 14:30Importance of Initiative and Communication
- 21:40Recognizing Personal Achievements
- 26:40Managing Difficult Team Members
- 33:20Building Long-Term Professional Relationships
Full Transcript — Download SRT & Markdown
Speaker A
Give me a second. Yes, we can. Perfect. That's right. Okay. Great. Perfect, guys. So, let me introduce myself briefly. My name is Alexandra Chávez. As Gabi mentioned, I am a human resources specialist. I have worked in different areas of human
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resources, from recruitment and payroll to the various sub-areas we have in HR. And, basically, what did I want to complement or discuss today? It's, basically, how can we become the kind of people that companies or teams trust so we can achieve or be, rather, an
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excellent colleague throughout the journey whenever we need to do a project or work together. Because, while it's true, a team isn't like university, where we work for a day and then, you know what? You didn't work out for me, so I stop working with you.
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In professional life, it's completely different because the team stays together for years. The essential thing is learning to work with one another, and that is sometimes the hardest thing to achieve. So today, we are going to touch on that subject a bit more. Yes?
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So, as an objective for the course, first, we are going to look to strengthen teamwork skills. Why?
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Because if we don't consolidate the ability to work in a team, we don't advance. And later on, we will see how all of this influences or impacts things. Then, we will see the impact of our attitude, how we introduce
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ourselves to a team, and how we also learn to manage it, as well as the seven habits we need to be the kind of people chosen to work with, yes? With a large team or a small team, it doesn't
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matter how many people are in the group, the ideal is that they can always count on us. Yes? So, first of all, what makes people want to work with you? It's a question I'll throw out, for
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example, to Diego Pérez, whom I see is logged in. What kind of colleague would you enjoy working with, and with whom would you simply say, "No, I am not working with this person at all?" Well, can you hear me?
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We can hear you. Perfect. The type of colleague I would like to work with is, above all, someone assertive; that is, someone with whom one can talk about different points of view and have more effective communication. Uh, someone I
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wouldn't work with is the opposite of that, someone who seeks to impose their point of view or limits themselves to listening to other types of visions, especially if it's work-related. That, for me, I would prefer if possible not
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to work with that type of person. Perfect, Diego. Thanks. As we heard, Diego is very clear about who he would like to work with and who not, but sometimes we might not have it clearly defined yet, or we don't know what kind
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of teammates we are ourselves. So, to complement this question, I want to ask you a follow-up: do you consider that if you are on a team, you add to it or subtract from it? Are you the type of
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person who adds value because you dedicate yourself to giving ideas and contributing things that benefit the team, or are you the type who says, "You know what? I'll just write, you guys debate among yourselves, and I'll just focus on the writing." How do you
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see yourselves? Does anyone want to speak, or should I kindly call on a volunteer? For example, I have John here. John Kevin.
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John, is your audio working? Hello. Yes, good evening. Great, awesome. Yes, yes, yes, yes. I was talking with the mic off. Sorry. Go ahead. So, let me repeat the question for you. Do you consider that you add or subtract from
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a team? Does that mean you contribute ideas, or are you simply the type of person who prefers to stay on the sidelines and prefers to offer, uh, simple tasks, like, "I'll write, I'll do the PPT, I'll do something," but
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only once the project is already put together? Hm. Well, personally, I would say that in my case, it depends, it depends on what, I mean, on who I'm in the group with in this case. If they are classmates, for example, from
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university or people I know. Uh, I like to do, I mean, lead, see the idea of, I mean, of gathering all the ideas, compiling, distributing the work, or working collaboratively, I mean, finding a way for everyone to participate and do a good job, right?
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Even with a laugh here and there, right? Because, well, they are my acquaintances. However, when I, I mean, when I try to relate to new people, things change, and that's when I feel like I don't contribute because I'm
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just listening, just listening. I’m sometimes afraid to take the initiative to lead the group because I don’t know them, and sometimes I fear how they might react, and well, it’s mostly that, right? That would be my case.
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Okay, perfect. So, an important factor we're hearing from your classmate right now is that sometimes not knowing the group we're interacting with limits us from being ourselves and contributing ideas. So, we need to change our mindset there, and we'll see that a bit
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later because while it's true we might be in new groups—which usually happens because remember, you won't always be in the same job for years.
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You will look to be in different jobs, have different teams, or it could be that even within the same company, you might be directed to different areas.
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So, if it’s a new team, you need a shark mentality, let's put it that way; you need the ease of being able to communicate with other areas and the ability to start a conversation. Why?
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Because we are all equal, because we all have the same knowledge. Some know more about one area than others, but in reality, if we are in a company or a university, it's because we probably handle 90% of the information the other
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person does. Right? So don't limit yourself from speaking just because it's a new team or because you don't know them; because, believe me, speaking up, being the person who takes the initiative or is the person who is, so to speak, excessively participative,
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is one of the people who most often succeeds in connecting with other groups and is usually one of the most sought-after people for various occasions, projects, jobs, training, and so on. Yes. It sounds hard to believe sometimes, but many of the
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things we achieve depend on ourselves. Which is super difficult, because often we tell ourselves: "No, I achieved this because my parents gave it to me, because I worked hard and did it, because of this," but then someone asks
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: "Hey, how did you manage that?" Was it your own merit? How did you do it?
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Sometimes it's hard to recognize our own achievements. So stay calm, take a breath, because we are going to learn how to handle them. Yes. Now I'll go to someone else, Mark, I see you here.
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Mark, what kind of teammate do you think you are? If I had to ask you that question without adding anything, how do you consider yourself as a teammate, whether at work, at university, in your neighborhood, or at school? Good
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evening, Sandra. Uh, yes, I'm a very talkative person, but initially, when I'm with a new group of people, I start off kind of shy, but then I sort of break the ice and start talking, talking, talking, and sometimes there’s no moment where I
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can shut up, right? But okay, so to speak, right? I’m a very talkative person and I’m also quite cheerful. I consider myself cheerful, just like that, and I like that if I see someone quiet, I start maybe asking
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them things or interacting a bit; maybe if they don’t answer my question, I try another path so they start interacting too, and I like that everyone is conversing, talking, and interacting, so that in the end something good can be achieved, right?
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Perfect. Exactly. Often, and it's what I see, for example, is something very common. Uh, that is, of today’s youth, it’s the fact that we are people who have a thousand and one ideas, we want to take on the world, we know in
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our heads how to do it, but when it’s time to talk about how I want to
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keeping in mind what we have talked about just now, I want to share this with you so you can scan this QR code and put in a quality, a characteristic of an ideal teammate with whom, if you had to work tomorrow at a new company,
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what is it that you would take into account or what would you like this teammate to have on their first day of work, for example? So I’m scanning them. I am going to share here so that you can visualize the Menti. And here
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all the words you start entering will appear. So scan this QR code and a screen will appear, and what you’re going to do is enter one word, a definition of what your ideal teammate would be. So, don't be afraid, guys. We
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have eight responses and there are like 20 something of us, so let's go. Okay, let's look at the first few words. an empathetic person, a person with critical thinking, a reliable, participatory person, who takes initiative, who is communicative, who
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is responsible. What else? What else comes to mind? Look, let's see how the word communicative is getting bigger and bigger because it's one of the words, along with responsible, that you consider super important in an ideal teammate: that they be cheerful,
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assertive, participatory, joyful, a leader. What else do we see here? that they speak their mind, reliable, takes initiative, punctual, which is also very important. What else? Responsible, communicative, which is super huge, empathetic, fun, reliable, honest. And let's see more responses here. So, I'm
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going to enlarge this. So, guys, if I ask you, what you've put here are super important characteristics for a teammate you'd like to have on your first day of work, such as a person who is empathetic, responsible, committed,
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and probably patient. And all those words you mentioned are super vital for what we are going to analyze right now.
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I think no one, or probably only one or two people, put that they should be super intelligent or gifted, because that's not what we think about when we want an ideal teammate. I don't think, or it's not my first thought, that they
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should be a know-it-all, a genius, or have technical expertise, no. I prioritize that they are a patient person, someone who has, so to speak, the patience to teach me, someone who is empathetic. So, if you realize, and we go to the next slide, I will always
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prefer or try to have (for me it will be the ideal teammate) a person who has more soft skills than technical skills; because if you look at the Menti, almost no one mentioned that they should be a person who knows how to
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build a building, or, I don't know, a walking ChatGPT. No one. Everyone said they should be kind, friendly, empathetic, because as human beings and social creatures, we look for someone who has the ease to explain things to us, to be kind, and to be empathetic
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with us. So, you are always going to be given a choice between option A and option B. Yes, we’ll probably all choose option A without knowing what each refers to, because A sounds nice, like back in school when I got an A and
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not a B, because B was just okay and A was super good, but in this case, no.
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In this case, regarding why some people are favorite coworkers, I opt for B. Why? Because option A is you having 70% technical skills and 30%soft skills versus option B, where you have 70%soft skills and 30%technical skills. And why
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do I tell you it is super important that you leave behind the concept or option A and start changing your mind, transforming your mind toward option B?
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For the same reason you answered in the menti, which is that I don’t care, in short, I don’t care if you are a gifted person, I care that you have patience, that you know how to teach me , that you are responsible, that you
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are punctual. So, these are characteristics, not technical things, that influence me wanting you to be my ideal coworker. Yes. So, no matter how intelligent, how sharp, or how much of a number one we are in university or school, we will always prioritize soft
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skills. Something I tell everyone to whom I have given courses is that you prioritize learning much more, learning to develop your soft skills. I remember that when I was an intern, I took soft skills courses, I took coaching and
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mentoring courses, and not because they were useful to me at that moment, because as an intern I probably had no one to lead, no one to be a leader with , I had no team, so it was just me and
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my work. Yes. And it was a job that, while it’s true it’s often labeled as, "Oh, they're just an intern, they only do certain things." But believe me , starting as an intern you can demonstrate leadership, you can
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demonstrate that you have the capacity to provide coaching and to teach; because if you do it while being an intern, many of the people and leaders who get to know you will say: "This person, while being an intern, has all
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these qualities, all these soft skills, and on top of that, complements them with their technical skills." They’re a capable person, being so young, being someone, for example, right?,18, 17 years old, who is an intern just graduating and so on and so forth. So,
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when they grow into a leadership position—analyst, assistant, uh coordinator, supervisor, chief, manager —they will be someone who has all these concepts clear and applies them when they hold higher positions. Right?
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So it’s super vital that you take soft skills into consideration, because in university you are going to learn everything technical. You will head out ready to take on the world, knowing why , I don’t know, why the earth is
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round and you will be able to justify it. But if you don’t have soft skills , it’s like a little lost fish. A little fish lost in the water that doesn’t know how to handle all that information it has because it doesn’t
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know how to express it, because it doesn’t manage professional networks, because when it has to form a group with someone it stays silent because it has nothing to say, because it feels it’s not enough to be able to say
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something important. So, it is vital that you change your thinking from option A to option B, because it’s what will help you manage to empathize and have a good team, which is what we look for day by day. Right? So, as a
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self-diagnosis, what we are going to do right now is start thinking: what am I like as a coworker? And for those who haven’t worked, what am I like as a study partner? Because we have all been a partner at some point, perhaps a good
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partner, perhaps a bad partner, but right now what we must prioritize is self-evaluation. Let’s see, I remember at one point, in university, when I was studying and working, that maybe in some of my groups I wasn't the person who was 100%involved, and
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suddenly there was someone else who was , because they only studied, because they had that ease of being present, of being able to be in class. So, the first thing you are going to do is a self-evaluation. How do I perceive
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myself? I look in the mirror and say, " Let’s see, I’m going to reflect on the times I didn't deliver, didn't do the work, or the times I really was the driver behind the work, behind the project being delivered." So, first we
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are going to do a self-diagnosis, and the first thing you’ll do is evaluate how I am, and how that will lead to the next point: how can I improve what I might not be doing right now. So, to be
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able to self-evaluate, we first have to define what our strengths are and what areas we need to improve. Everyone, we all have strengths. And it's a very repetitive question in every interview you might have. What are your strengths
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? If I, for example, were in an interview right now with, let's see, I'll call someone at random, with Helen Fernández. Helen, I ask you right now, tell me three of your strengths. What would you tell me, for example? Good
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evening, Alessandra. Mine would be, I am a person with a lot of initiative, I am responsible for the group's messages as a teammate and I would also say that I am a person who is empathetic with the group because I
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like to organize them in a way and make sure we all have our duties up to date and submit them on time. Uh, those three.
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Perfect, Helen. And considering that you tell me you are an empathetic person and have a lot of initiative, what do you consider to be your areas for improvement? I won't call them weaknesses because we don't call them weaknesses nowadays, but rather aspects
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you have to improve, which we all have. So, what do you consider is lacking that you need to improve? I think sometimes I'm a bit soft and I, uh, lack a bit more leadership, so to speak , that that is to say, because there
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are classmates who work and the classmates who work sometimes don't turn in their work on time, so it would be, uh, to be a bit more emphatic. I think that would be my weakness, Your area for improvement, because
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watch out, a weakness is probably something we might say is very hard for me to improve, but an area for improvement is something I can manage, because just what Helen mentioned: it may be that I am too soft, that this
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meshing is missing, wait, no one is soft in their life. We have all at some point been or haven't been able to deal with a person and we have exploded, so that about being soft is probably something we have inside. Yes, but in
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reality, we all have a very well-defined character. So, what would be missing in this case, Helen, specifically? It is developing your leadership skills, which is what you mentioned. I feel like I lack, for example, being more of a leader, more
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of, hey, do this, do that. But, what happens if, for example, I don't know, you take a leadership course, you are already super focused on leadership and you tell someone, it's your turn to do this. And the person tells you, no,
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I’m not going to do it, I don't want to do it. Then a feeling arises that goes, for example, against what Helen mentioned, which was one of her strengths: patience. Because when a person comes along and tells you, "I'm
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not going to do it, I don't want to do it." And just because you tell me so, I'm not going to do it, "patience transforms into impatience, it transforms into anger. So, all those strengths that we have start to get
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distorted, and what we don't want is for that to happen. Therefore, we must have a connection between our strengths and our areas for improvement, because although they don't go hand in hand.
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Why? Because one has to do with the things we already are and have potentially developed, and the others we have yet to develop. So, it is important to be clear that strengths and our areas for improvement, while they may have something in common, we
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have to keep in mind that the area for improvement must be well-defined. For example, I can be a person who has a lot of patience, who knows how to breathe, that when they tell me," Calm down, everything is going to be fine. "
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I faithfully believe that everything will be fine, but for example, I can say that an area for improvement of mine is that I get angry easily, for example. Then you stop to think how am I going to improve or how am I going to
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say my strength, for example, is that I have patience if my area for improvement is anger. So there we see that there is no match, right? So you have to take that into consideration.
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Our areas for improvement must have, or rather, must not have—when stating them, for example, if you were in an interview—they must not be related to the strengths you mention at that moment, because if one contradicts the other, we are left thinking:" Which one
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do I believe? "Yes. So, that as a point of self-diagnosis. Start analyzing, because it will always be one of the questions they ask you when you want to get hired: what are your strengths, what is an area for improvement? And
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have that ease of speech, to be able to express yourself a bit more and to see that one doesn't clash with the other, that the strength doesn't crush the area for improvement and the area for improvement doesn't crush your strength
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. Yes? And as a final point, what perception might others have of me? Because often, we suffer from impostor syndrome. I think I'm no good at anything, that I have no hard or soft skills, that, man, honestly, if I get
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hired, it would be a miracle from God, because my mom prayed to all seven gods . Yes, but no, because when I go and ask, for example, my leader, my teacher , professor, or boss, etc.," How do you
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think I am at teamwork? "" How do you think I am at working alone? "" How do you think I am purely at my job? "And they might say," Hey, you're a very participatory person, you're someone who isn't afraid to speak up. "So you
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start to realize that the problem isn't actually us; I mean, the problem is that we are self-sabotaging internally.
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So, what is it that we must analyze first? It's one, first learn to do a quick and easy self-assessment. What do I need to improve? What are my strengths? What are my areas for improvement? And what perception might
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others have of me? How can you manage this perception? The perception you have of yourself will be very different from the perception others have of you.
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Believe your moms when they tell you:" You are the best, you are going to be, uh, I don't know, number one at whatever you set your mind to, because it is true, you and...and it only depends on you (which goes back to the
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initial point), it only depends on you what you want to achieve. "And it sounds harsh many times because it's complicated, sometimes difficult to say ," Oh, man, it depends on me. "And of course, it no longer depends on your
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mom, it doesn't depend on your dad, it doesn't depend on the teacher, it doesn't depend on anyone; it depends purely on you, and that's where the challenge begins, because you are going to be the drivers of the project you
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want to build, the venture you want to undertake, whatever you truly desire, but if you don't start, you will never be able to achieve it. So, first step, start. Yes. Next, we will look at the seven habits of people everyone wants
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to work with. First, and this is super, mega important, they are people who keep their promises. And this, yes, this starts back in college. Watch out, guys. What if I, for example, made a commitment to my group—since I almost
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never attend class, I say," Guys, don't worry, keep moving forward and I'll do the PPT, "but the day of the presentation arrives and the PPT isn't there? So, do you think anyone else will want to work with me? No. It’s
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likely they’ll tell me," You know what? You let me down; I’m not forming a group with you again. "And from university on, we start building our network. It is important that people know our work so that if at some
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point that person is the recruiter, the boss, or the owner of the company we are applying to, they remember our university days and say:" Hey, this person was great, very participatory, the professors loved them, I’m going to hire them. "Yes. So, it’s not that
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after university I will build my network or after university I will change the way I am—no, this starts in university. So if you have classmates, if you have people or teams , start treating them better and better . And not just because, hey, I'm
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thinking with the mentality that they are going to hire me, no. It’s that, naturally, we must be good people; but keep in mind that our network starts with people from school, people from university—which happens more because we already have a group that studies
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and does the same as us—and it comes naturally at work, when we are working with people who are sometimes difficult , but whom we must learn to manage so we don't seem problematic and simply manage to empathize with the team. Yes.
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Then, two: communicate with respect. It will be very different if, even if it is someone's job, I go up and say," Hey , you have to do this, this, this, this , this, okay? "and walk away. Compared to," Hey, I know you have to handle
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this topic, that topic, and so on. "" Please, I would ask you to help me with this because it is very important, since we have to achieve the project as a team. "Ta-da. Thank you very much.
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The way we communicate is vital for the people around us to perceive us as empathetic when we speak. Even if it’s my job, I must prioritize that the other person feels good when I address them. Yes, because we cannot
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allow ourselves to lose respect for one another. We are all equals, we all handle the same information, perhaps we have different roles, but it is vitally important that we all treat each other with respect, because opportunities that may come later on start from
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respect. It may be that the person I disrespectfully asked to please pass me the pencil moves to another company later on, and when they ask for references about me, they will say," No , hey, so-and-so worked at such-and-such company where, for
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example, Maria worked. "We have to ask Maria what kind of person he was, what he was like as a person. They ask Maria and Maria says," No, you know what? He was a very disrespectful person, he wouldn't even say please. "So, with
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that, you are buried and cast aside, because they will say," No, if this person is disrespectful and has these ways of treating people, we'd better not hire him. "Yes. So, look how a simple" good morning "starts the change
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in how we are perceived within a team or our network of contacts, and then listening before responding. It has happened to me many times that I have teams where, for example, we have to do a project and it's like, hey, you know
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what? I have to do a project for and then the intrusive person comes in and says," Oh, for such a thing, "no, wait, I'm going to speak. No, but let's give that space for the person to elaborate and then if we have questions, we can
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ask, because sometimes by being overly participative we also interrupt when a person is talking and that, believe it or not, is a lack of respect. So, let's try in every aspect, both when speaking and when addressing others, to always
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try to be the most respectful people possible, because the way others perceive us depends on that. Yes, help without expecting recognition. What that means and implies applies to everything, really. Don't expect them to give you a medal because you helped
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finish a report. Don't expect a medal because you helped finish a project. Why? Because sometimes those acts of help, although it's true they may not be recognized at that moment, are recognized in the future, they are recognized by your colleague, your
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colleague starts to value what you did for him, for her. So, maybe the recognition doesn't come with a medal or a diploma, but having the other person know that you helped complete it , that you were participative, influences a lot how they start to
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perceive you. So don't always expect a medal, a diploma, or a shout-out on LinkedIn, right? Sometimes it's just a matter of your colleague knowing, and that's enough because you never know where this person might end up later on
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. And perhaps they are one of the people who could influence your hiring for a different role, helping you achieve those improvements we all hope for. Yes. Next, handling conflicts well , which was something I mentioned to you. Often we have difficult people we
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have to work with, and just because they’re difficult, it doesn't mean I should respond rudely or ignore them, right? Because in a team, unfortunately , there are people who are hard to deal with, and we have to learn how to
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manage that. And managing it doesn't mean I stop responding because I know they're difficult; no, on the contrary, I have to try to be as pleasant as possible and understand why they are that way. Yes, it's hard because
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suddenly they respond poorly, they don't thank me, they aren't empathetic, or they don't like to teach things, so I look for a way to solve it. They don't want to teach me, maybe there's someone else who can, or you know what,
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I talk to this person, I give them feedback, I tell them how we can adapt.
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The idea is that you don't come across as the problematic ones, because while it's true there are difficult people, you shouldn't stoop to their level. You always have to strive to be better than them, and being better doesn't mean you
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have to trample on them or do things that go against what we need to accomplish. It's simply a matter of adapting and learning how to handle them. Every colleague is difficult.
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We've had classmates in university or school who were difficult to deal with, but in the end, we probably became friends or managed to handle it. It has to be the same in the working world.
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Yes. Next, you have to be responsible, which goes hand in hand with the first point, which is keeping your promises.
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If you are responsible, if you deliver what's indicated on time, if you submit the report you were asked for on time, if you deliver what's asked of you on time, not only will you shine in the workplace, but people will know you are
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responsible both inside and outside of the projects and work you perform. So this is super vital. And finally, convey a good attitude. This is super important, which is what we were mentioning. For example, in the Menti.
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You may have many technical skills, but if you don't convey a good attitude, if you don't arrive at work with a super positive attitude like," Hi, how are you? How are you doing? How's it going?
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What's up? How have you been? ", etc. It’s just as if you didn't exist, as if you were ghosts at work, as if you were ghosts at the university. Has it happened to you at some point that you’ve had classmates you don’t
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even remember, versus other classmates you remember 100%because they were participative, because they talked, because they arrived, because they said hello. You have to aim to be those classmates, the ones who convey a great attitude, those who have the ease of
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being able to talk, converse, and say hello. Sometimes, and nowadays, many times almost no one says hello, and that's the truth. So start setting your mind that everything starts with a greeting, a greeting with a good attitude, and believe me, people will
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start to remember you, and that is what you have to aim for: to be remembered wherever you go. Yes? Next, what behaviors destroy teamwork? And always keep this in consideration. One is constant complaining. Two, blaming others and not taking responsibility.
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Hey, you know what? I made a report and instead of doing number one, I did number two, but I know, I’m going to blame it on the keyboard being broken so they don't say I made a mistake. No,
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learn to take responsibility. Your leaders take responsibility when they make mistakes or when you, for example, let's imagine you are assistants and you have a leader. When you make a mistake in something, the person who is going to take responsibility is the
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leader. And the leader, being a person with higher hierarchy and greater expertise, learns and knows how to own those mistakes. You should also learn to own the mistakes you might happen to make, and that will help cement your
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path to becoming good leaders. Everyone should aim for a leadership position, right? It can't be that you aim for a position, for example, just an assistant position, just a position below a leader, right? Because that is what you are studying for, that is why
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you are supplementing with the workshops you receive. So, we must all aim for leadership, and it's something I also encourage so that you can continue to complement yourselves and adapt. Yes? Then there is the lack of commitment in a team; there will always
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be one person who is super participative and one who says," Oh, I'd rather not respond so I don't have to participate, or be part of it, and just be the ghost of the team. "You be the participative ones, be the people
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who are always there, be one of the people your leaders can count on because they know you'll participate, because they know you'll motivate the team, and you're simply the light the team sometimes needs. Yes. Then avoid gossip, avoid ego. Leave gossip for, I
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don't know, Monday through Friday at 9 PM on Magali, but please avoid it in the professional world. It is super important to avoid gossip and ego because, believe it or not, this is frowned upon by human resources and
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among the team leaders themselves. Why? Because it's like," Hey, are you going to work or are you going to gossip? "So , let's leave gossip for after our working hours and try to keep complementing each other, try to keep
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being those people who are committed to the team. Yes. Then the lack of empathy . Keep in mind that not everyone learns at the same pace as we do. It may be that we already know our process inside
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and out, but maybe my coworker doesn't know it. So I put myself in their shoes and you know what? I'll schedule 10 minutes to teach you so you can know the same things I know. Yes, guys, nobody is going to steal your job for
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teaching, because sometimes the old mentality is," I won't teach someone 100%because they'll probably steal my job, or I'll probably be let go because they learned it. "No, believe me, that doesn't happen in big companies. On the contrary, what happens in big companies
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? Leaders teach 100%, they are super transparent with their teams in case something happens, in case the leader moves to another company, or if the leader gets sick. Why? Because we already have that ease. In this century we are in, we no longer have that fear
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of our position being stolen, which is all in quotes. On the contrary, we have the ability to teach and pass on knowledge, which is what you will likely encounter with the leaders you have nowadays. And finally, poor communication. Let's be clear with what
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we say and what we transmit, because often we say something, but it is interpreted in a different way. So, let's keep in mind that poor communication is a factor that destroys a team. If you are on a team, for
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example, right? I go and tell Maria," Maria, I need to do a report. "And Maria goes and tells Juan," Hey, uh, Alexandra has to do a report and she has to turn it in by tomorrow. "And it just becomes like a game of telephone,
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and in the end, the report is never done because no one took responsibility and there was poor communication in the team. In the end, what is going to happen? That, for example, the leader doesn't deliver the report, the team
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looks bad, so let's try to have good communication within the team. It is super vital to be able to learn to communicate and also learn to be assertive with what we say. Let's be clear with what we say and what we also
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wish to convey. And finally, guys, I leave you with a super important reflection, and having worked in human resources for years, I see it all the time. Companies hire for knowledge. Yes , it's true. I can easily deceive, for
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example, the human resources person and say that I am a person who knows how to work in a team; I am a person who knows my job inside and out, that I know everything, that I have, uh, values,
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that I know how to say:" Please, thank you, "that I am a very good person.
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Okay. But that might actually not be so real once you join the company. So, here is the full phrase:" Companies hire for knowledge, but fire for behavior. "So, what was the use of giving a good interview if a month went
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by and they really discovered that I didn't even know how to say thank you, that I was, uh, super apathetic, that I didn't even say hello, that I behaved badly with my leaders, that I answered them rudely, if after a month they are
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going to end up firing me because I didn't meet the company's expectations? Yes. So, remember that this is super vital. Which is what I mentioned regarding option A and option B. Let's strive, because right now you already have the knowledge, uh, almost 70%of
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your technical skills, but let's try to flip this, so your soft skills surpass your technical skills, because you already have the technical ones. No one is going to take away what you have learned, no one. You already have the
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full knowledge, but what you need to supplement it with is ensuring your soft skills outweigh your technical skills when interviewing or working in a team, because that is what determines your ability to establish yourself in the professional world. For those
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already working, you probably know that when you go to an interview, the first filter with HR, you have to show that you are friendly, that you have soft skills, and that you are excellent people to work with; then comes the
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interview with the leader, which is where you demonstrate all your technical skills. So, you must strike a balance between soft skills and technical skills. Because if, for example, I have an interview with you, you might talk to me about what you
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know and everything, but I won't understand a thing because it's not a language I speak, but your leader will.
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So, keep this in mind; it's a tip that will serve you for your entire life.
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Human Resources evaluates soft skills, that’s always the case. And the leader is the one who will evaluate the technical skills. So, keep in mind that there must be a mix of both so that you can become employable, manage to work
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in a good team, and be able to develop in any company you want. Because this doesn't just apply to the private or public sector; it applies to every company where you want to work, whether you're independent or an employee. So,
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take this into serious consideration. Anyway, guys, that’s all for now. I also wanted to know if you had any questions or doubts regarding this, because in the professional world you will encounter many different scenarios , and the idea is that you can clear up
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your doubts beforehand, because when the time comes, you'll be trying to swim upstream, and we don't want you to drown in the process; on the contrary, we want you to have all the tools so you can join a good team and be a
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valuable asset. So, Gabi, I don't know if there are any questions. Yes. Well, for now, Alexandra, maybe we can give them a few minutes to finish typing any questions they might have, or otherwise , they can also turn on their
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microphones and ask whatever they wish. Um, feel free, but I see Rufino has his hand raised.
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Oh, great. Let's see. Yes, how’s it going? Uh, good evening . Uh, rather, I'm grateful for the, uh, presentation today. My question is regarding what you mentioned, uh, a little while ago, about the difficult colleagues we sometimes have to deal
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with, right? Colleagues who perhaps have a lot of problems like many, but, uh, they bring those problems to work, perhaps, right? To the project, to university work. I'll, I'll put it in a university context. Right.
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Okay. Who, as you say, don't want to do it, or make excuses, right? Like when they tell me," No, man, I'm working, please, uh, I won't be able to do it, right? "Or sometimes they simply don't respond, right? Uh, they don't check
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WhatsApp or sometimes they leave you on read, I don't know, and the time to hand in the work is getting closer, right? One day left, a few hours left, and sometimes, sometimes with 10 minutes left they are still shameless,
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they say," No, okay, what's my part or what should I do? "" No, "I mean, there are only minutes left, so what to do with those kinds of colleagues who who are in the group, right? In the team, how to deal with them.
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That is a question I am habitually asked, because while it is true that in university we can be simplistic and say ," You know what? I'm taking you out of the group, you're not with me anymore, I'll solve it, I'll do everything. "And
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what's more, I'm going to tell the professor that I'm no longer counting on you, but in professional life it is completely different. You cannot remove a person from a team, no matter how difficult they are, no matter if they
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don't do anything, because it doesn't depend on us, I mean, it depends on the manager, it depends on the person above us. So, while it is true we have the easy option, which is to tell them," You know what? Get out of my group and
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I'm never counting on you again. "Or option two is simply learning how to handle it, saying," You know what? I'm going to self-regulate, I'm going to take 50 breaths, and I'm going to start writing the work. "Because in the end,
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believe me, guys, we teachers and those of us dedicated to education, we realize who the person is that really worked and who is the person that simply contributed 1%of the work and said thanks. So, we will determine that
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at the moment of submitting the assignment or at the moment of giving the presentation. So, be calm about that, because you will have the full confidence that you will be graded according to what is real. That's from the student perspective, but on a more
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personal note, you already know, for example, right? If you formed a group with Johnny, who was the one who didn't advance anything, probably the second time you won't make a group with Johnny because you already know how he is. So,
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the person who will look good because they did the work will be you, even if they make you angry, even if you say," But I did everything, he didn't do anything. "And all the things that might go through your head, in the end,
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you, and keep this in mind, if you explode at that person," Hey, you know what? "" You didn't do anything, you're very irresponsible and everything. "In the end, you will look like the troublemakers, because they will always play the victim. Yes, it usually
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happens that it's," Oh, but I couldn't because my puppy got sick, because my mom got sick, because I had a lot of work. "So you look like, have you seen those little dogs and the big dogs that bark at them? And you will end up
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looking like the big dogs barking at the innocent little dog. Yes. So, let's avoid those types of conflicts, let's avoid that and simply learn to manage them." Hey, you know what? "" You couldn't do it. "" Don't worry, I'll do
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it this time. "" I'll do everything. "" We'll submit it and don't worry. "Done.
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The next time we have a group in another course or we have another group to form, simply what I'm going to do is ," You know what? "" I'm going to choose a group that is more responsible and that's it. "Now, if it's a group I
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have to work with for the whole year or for the whole term, better said, then let's learn to handle it. As I was telling you, option one is," Hey, you know what? "" I'll do the work this time because you must be super busy
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with work, with your problems, and everything, and you'll do it next time. "" You know, I'm realizing they aren't doing it? "We start applying pressure just like at work. I mean, at work, remember, first I move forward, I see
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how it’s progressing, and based on that, I complement it. But if it doesn’t happen, we must also have a backup, a way to fix things. Avoid being labeled as the problematic one, and I don't mean by that," Hey, you
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know what? Don't let them take you for a fool or make you look stupid. "No, quite the contrary, just avoid conflict because conflict only causes more conflict. So, let’s look for a way to handle it in the most peaceful way
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possible. A classmate, at least in university, is not forever. Yes, it's for one semester at most, and then in the next semester, you’ll be able to change partners. At work, it’s not like that. At work, it can go on for
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years and years and years. And how do we learn to handle it? In the most cordial and pleasant way possible, because it’s someone you’ll have to see for the rest of the years you work there. Yes, although it sometimes
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sounds hopeless, believe me, once you learn to handle it, it will just be someone who exists, but you’ll be able to work without them hindering your job. So, I think that in both the student world and the work world, it
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will help you a lot with those doubts that come up or that urge to want to murder someone, right? Because it often happens that this person is even in my prayers, right?" Dear God, give me patience because if you give me
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strength, I'll kill them, "right? You have to keep the mindset of" calm down, stay cool, "I'm going to take a breather, have a soda, and start writing the project because this person isn't going to do it. But in the end,
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the ones who gain the knowledge and the respect of the rest of the team are you , because they see you're responsible, and believe me, irresponsible people don't end up succeeding in life like you see in the movies. Ultimately, the
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responsible person, the person who is proactive and committed, is the one who ends up succeeding in the professional world.
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Any other questions, guys, over here? Yes, some more questions were left here , Alexandra. Alright, in order of arrival, there is Alejandro's question, which is, well, to break the ice, what questions could I ask when starting in a new work group, right? I mean, I
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understand that you're just starting, which is likely the case for many here in their first internships, right? So, yeah, I mean, one of the key questions to break the ice is actually number one, and this is vital, which is first
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saying hello, right? Of course, introduce yourself, hi, how are you? How are things? How's it going? But one of the first things we usually talk about in the work world, and it's a super classic question, is, how long
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have you been at the company? Uh, and it's a classic question that many ask like, how long have you been with the firm? Oh, two years. And from there, you start creating your own thread; I mean, you start pulling and pulling,
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because there are people you might want to talk to who are perhaps shyer than you, and they probably won't give you any personal information because they are a shy person. So, what can you focus on talking about at work at the
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beginning? How long have you been at the job? How are things with the team?
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Uh, who do you get along with best? Who do you empathize with more? What time is lunch? Where is the kitchen? I mean, ask things that are easy to answer, but so the other person sees that ease in
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you asking and that you have that, that , that participative mode. Also, don't go asking," Hey, how many dogs do you have? Are you married? "Because those are very personal questions and for the other person, they can be very invasive
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. So, as empathetic as we want to be, let's start slowly with question topics , let's start small and keep advancing more and more, because I don't know, imagine you sit down with your colleague and the first thing you ask
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them is," Are you married? "The first thing they'll think is," This person is hitting on me, they want to have a partner, or they have a crush on me. " So, that is going to be one of the
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questions we shouldn't ask. Let's ask questions from least to most personal. How is the company treating you? How long have you been here? What do you like most about the company? Uh, I don't know, who is the most
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participative colleague? Whose birthday is coming up? Ask strictly work-related questions, and then, once you start building trust with that person, you can start asking about more personal things. For example, maybe you both like cats; that’s a question that,
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man, you really bond if you spend all day talking about cats, but let’s not start with those personal questions because just imagine, right? What if you ask," Do you like cats? "And their cat passed away yesterday, then they’re going to start crying and all
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your questions are just stuck there. So , go from least to most personal, focusing mainly on work topics, and then gradually move into personal stuff little by little. Very good, Alexandra.
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Uh, well, the next question is from Brando, who says," Good evening. In a work scenario, what would be an appropriate technique for team collaboration when the deliverable is a report, right? That you are going to share, that you are going to divide up,
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right? So that’s what Brandon is commenting. Okay. In this case, Brandon, and I’m sorry to disappoint you, in the professional world, uh, reports aren't usually like in college, for example, where it’s "I’ll do half and you do half." It doesn't usually look like
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that in reality, but it is a very collaborative, team-based effort. So, there is always an owner, an owner of the project, for example, an owner of the task. So, if, for example, Alexis and Helen are doing a task together, uh
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, because they have to submit a report, you have to know who is the actual owner of this report. So, Alexandra is the owner of the report, but the information needed comes from Helen. So , who is doing the drafting? Alexandra,
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in coordination with what Helen is sending over. What happens? If Helen doesn’t send the information, Ale is going to be like, "Hey, please, send it to me, please, let’s go." Or simply forget about how it was in college, for
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example, like, "Oh, I messaged you on WhatsApp and you didn't answer, I emailed you and you didn't answer." At work, you'll be in the same space where you can go up to the person and say, " Hey, I sent you 50 messages and you
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didn't pay attention, but I need to get this done now." Because obviously, if the report isn't delivered, uh, the person in charge—because there’s always someone in charge of the report —is the person who will be held responsible. And if this doesn't get
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delivered, well, you could say that person is the one who bears the consequences. But in reality, it's not like in college where you'd say, "Hey, you know what?" The consequences in college are that you fail, right? At work, it’s just: hey, you didn't turn
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in the report, and you start having, if not issues with your leader, you start appearing irresponsible, and that somehow causes a buildup of factors that make them see you as unreliable.
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So, what needs to happen? You, as the process owner, as the owner of the research, have to go and seek out the answers. The answers aren't going to come to you. So, keep that in mind when you have to work with someone in the
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professional world, because in college, sure: I do half, you do half, you probably did your half writing it and the other person used ChatGPT, you put it together and it came out a mess, but it came out, eh, but at work, no. At
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work, the information literally has to come out polished and perfect, so you have to be in constant communication.
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So that is super important to be able to have a finished and good job that can be delivered to your leader.
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Excellent. Well, the last question is from Gele, who says, "As an intern, how should I request support from my superiors?" It's just that sometimes, when starting out, it's very scary to ask for things, right? " Exactly. And we are going to analyze
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two scenarios. One, that you are, for example, the intern, we have an assistant or an analyst and then your manager, or that you are simply the intern and report directly to your manager. If it's intern, assistant, and leader, remember that you can always
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turn to the person in between, in this case the analyst or the assistant, to help and guide you on what to say. Now, we have to get rid of that mindset, because I’ve already heard three people in this session talk about the"
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fear mindset "—guys, the fear is built by yourselves in your own minds. We shouldn't be afraid to go talk to our manager, our leader, our boss, because believe me, they have been through the same situations as you. We
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all go from being students to entering the working world, which can be quite scary, but we should have the confidence to talk and ask questions.
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Why? And always keep this in mind. It is better to be a curious person who asks about something 50 times. Mind you , it's not the same, because one thing is asking, for example, right?" Hey, should I follow this process for this?
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"" Should I do the process for such and such like this? "" Or why do I do this this way? "Versus a person who asks you the same thing 50 times. So, a person who asks the same thing 50 times starts
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to become a bit annoying, right? Because it's like," I already explained that to you, huh? "But a person who asks different things to avoid making mistakes, believe me, is much more valued than someone who doesn't ask and just executes, because it's better to
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ask and avoid errors than to simply execute because it was the first thing that came to mind and what you thought, only to make constant mistakes. Because while it's true that in the working world we are graded or considered by
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the way we deliver our work. We are considered not for just putting in our hours, because you can go to work from eight to five and that's it, but suddenly you haven't made any progress, and I am evaluated by objectives. You
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are evaluated by objectives. So, if your goal is to make a report and you didn't do it, that's what you will be judged on as an individual. So, let's keep in mind that your leader will be super happy if you ask them 50
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questions and deliver the work clean and without any feedback, rather than not asking anything and, when you hand it in, they say," Hey, but this isn't what I asked for, I asked for something else, I asked for something completely
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different. "So, before falling into that, let's ask; believe me, the leader is not a monster, the leader is not, I don't know, someone superior to us, right? I mean, let's have the ease to ask. Managers today are offered many
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leadership and coaching courses so they have the ability to talk, just as they speak with leaders, directors, and so on. They talk with interns, with cleaning staff, with anyone equally, because literally we are all the same.
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Don't be afraid, lose that fear of speaking to someone in a higher position than you, because believe me, that person probably held the same position as you at some point. So lose the fear, speak up, learn to talk, to
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have the confidence to be able to say," Hey, I have a question. "And you'll see , take the risk. The first time you ask a question, you'll probably feel a terrible dread about saying it, but the second, third, or fourth time, you'll
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say it so naturally that you'll forget the first day you had that fear of asking. So relax, be patient.
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Alright, Alesandra. Well, it seems we've opened it up for questions and people won't stop asking. Uh, let's see , John mentions, well, he asks, what aspects or rules are good to define when starting a team to carry out
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projects, right? And I actually just got a question privately, uh, perhaps more or less related to this.
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Or it has something to do with it as well, and it was about when some work is done, even in university, it happens that some classmate doesn't complete their part and you, not wanting to deal with trying to fix it, or we already
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know they're difficult or don't contribute much, so you take it on, right? I mean, you assign that work to yourself, and sometimes the same thing happens at work, perhaps, they say, right? Uh, at work, too, someone doesn't do their part well, and in
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order to move forward and present the project, right?,you take on that responsibility, right? So, in the end, it's like you're always doing double the work or something extra, which obviously stresses you out, right? To this classmate who was talking, it's
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something similar and I can't escape it , right? He says," From university to work I've carried, I've dragged that habit, but well, anyway, I understood something related to this question from John. "" Alexandra, I'm going to be, well, sincere because
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I could give you an answer that isn't as sincere, but in reality, in work life, this is going to happen, I mean, it will be disappointing, honestly, but it will happen. I mean, it will happen that many times there are people who
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don't complete the part that actually corresponds to them, but that was precisely where the previous answer was headed. As the owner of the process, as the owner of the work or the report, even if the other person doesn't make
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progress, you have to complete it because you will be measured by the information you submit. While it's true that in college we can tell the professor, "Oh, but he didn't hand in such-and-such, so therefore it didn't get done." And you sort of wash your
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hands of it, right? Eh, it just stays there. But not at work, because at work your leader isn't going to say to you, "Hey, why didn't you do it?""Oh, because so-and-so didn't finish the information or didn't pass it to me."
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Your boss isn't going to say, "Oh, well , okay, I forgive you." No, on the contrary, they'll say, "But why didn't you manage it?""Why didn't you follow up?""Why didn't you let me know?""Why didn't you send me an email?""Why
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didn't you resolve it at the time to have this information by the date I asked for it?" So, it sounds very sad sometimes, but yes, sometimes we have to face or take on what I was just telling you, right? Avoiding conflict
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doesn't mean, hey, don't tell them they didn't do it or don't expose that they didn't do it. Eh, it's simply learning to deal with it because you're going to have to do it and also try to set deadlines, right? I know, for example,
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no, I have to submit this report on Friday, I'm not going to tell them, if I already know they're an irresponsible person, that you have to hand it to me on Friday, no. I'm going to tell them they have to hand it to me on Tuesday,
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to see if they actually give it to me on Tuesday; and if they don't give it to me on Tuesday, say: "Hey, I told you by Tuesday, but since I'm a nice person , give it to me by Wednesday." So you
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are going to have to learn to manage these situations because not everyone is like you. While it's true, us responsible people—and I'll put that in quotes because sometimes we are and sometimes we aren't in other aspects— we try to keep all information up to
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date. By the day they ask for it, if they ask for it on Friday, I have it ready on Wednesday because that's how I am, because I am a responsible person.
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But not everyone has that mindset, not everyone thinks the same way. So, what does that leave for us? To be cautious.
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So, having these, uh, capabilities to anticipate that if that doesn't happen, okay, I will have to find a solution in different ways, through different paths ; but it can't happen that on the day of delivery you tell your leader: "I
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don't have it because so-and-so didn't give it to me." Because in professional life, unfortunately, the one who takes the fall is the person who owned the process. In this case, you.
Speaker A
Good, Alessandra. And finally, well, we'll wrap it up there. Uh, the last question is from Sergio who says, "Well , it seems he's commenting on a situation, right? Like, it happens to me that they ask me for a report, for
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example, on valuations with a lot of information. Obviously, it's like the final product every month of construction work and, uh, but perhaps they provide me with incomplete information, right? Uh, sometimes even incorrect, because for the valuations he has to gather it from several areas,
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right? He doesn't do it alone. And well , even though it was communicated, even though it was communicated that it would come back with observations, they still demand that I have zero, zero errors, right? I didn't quite understand this part about even though
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I communicate that it will come back with observations, they still demand that I have zero errors. Sergio, I don't know if you can perhaps clarify, I don't know if you can turn on your microphone so that uh, you can complete
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the question. Sergio, are you there? It says," I notify the company that it will come back with observations when the client or entity reviews or approves the valuation. "I understand it to a certain point, still, Sergio, flesh out the question for us so we can
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understand 100%whether it's, you know what? I have to make a report and I depend on several areas, but not all areas give me the information I need 100%. They give it to me, for example, I don't know, 40%and 60%is missing. And
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of course, since I don't have all the complete information, I submit the report and they tell me," It's wrong, it won't pass because you don't have all the information. "I think it goes something like that. So, first of all, you have to sit down
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calmly and start analyzing why they don't give you the information 100%. Hey, why don't they give it to me? One, because they don't want to; two, because they don't have it. Three, what could be the factor? So, the first
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thing I can advise is that if it's a specific area, go to the person who gives you this information and give them feedback. I mean, I think sometimes we don't have those conversations with the teams, and as a
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result, we just ask ourselves why, simply limiting ourselves to" hey, they're irresponsible, they don't give me all the information, they just don't do it. "Why don't they do it? I don't know, they just don't do it, and it
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hurts me. But I ask you, have you ever approached the area and said," Hey, you've been giving me incomplete information, and I need it complete. " Tell me why it's not complete. I mean, why does this happen? So you can
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empathize with that person and understand the" why. "Because if you don't understand why they aren't giving you 100%of the information, you'll just limit yourself to saying," They're unreliable, they're irresponsible. "But if, perhaps, the person giving you the information says," Hey, it's because, I
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don't know, you're asking for the info on the 15th, but all that data arrives on the 18th. "Then, it starts to make a little more sense why they don't give you all the information when you need it. And by having all this information
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in detail, you know and can explain why , for example, right? If it were a case of dates, why can't they deliver by those dates? Because they only receive the information after you have to make your own delivery. Or, for example, if
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they tell you," You know what? I'm not giving you the info because, man, I'm short on time, and honestly, I can't give it to you that day because I have to do, I don't know, another report. " But if you don't go and ask why, and
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you don't know the reason, the background of the situation, especially with areas where you have frequent issues, you'll never know, and we'll just stick with the answer:" Oh, they're just unreliable, and that's it.
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"Let's look for, let's learn to look for the" why, "let's learn to analyze the" why. "Why are they delayed? Oh, because they just feel like taking their time. So, let's look at other corrective ways to improve this: perhaps with their leader, who is the
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person that can obviously have a higher hierarchy and tell them:" Hey, you have to comply, because we all depend on this, because when it rains, everyone gets wet, "or simply, if it's something you can fix with the person sending you
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the information, fix it between yourselves and improve the process. But as I tell you, if you don't go and talk , don't have this feedback meeting, this meeting or this one-on-one so you can talk to this person and understand
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the why, then you'll simply be left with the answer:" They are non-compliant, they don't do the work, and I'm the one affected. "So, you have to dig a little deeper into the matter to be able to understand it 100%.
Speaker A
Well, thank you very much, Alexandra. With this, we are reaching the end of our workshop. Uh, it has been, well, it has always been great to have you with us. Let's see, ah, yes, I understand, says Ser. Okay. Uh, thanks for joining
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us today and for sharing the space with our ambassadors. Uh, we hope that everything discussed, as well as the answers you gave to all the questions left, will be very useful, and I am sure it will be. Uh, and that they can
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apply this, especially since there have already been questions from people who are surely doing their first internships, right? So, they are already running into the reality that it is perhaps a bit different from university, or some have also been
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asking about the university topic. And uh, thank you all for joining us and participating tonight. Before we say goodbye and leave for a Saturday where you surely have plans, let's take a group photo, so we ask you to please
Speaker A
turn on your cameras so we can have a memory of this workshop. Turn on your cameras, please, we'll wait a minute, uh, to take a photo and then we'll say goodbye. Let's see, we're waiting for you to turn on your camera. I don't
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know if you could help me there, Alexandra, uh, to take it. Aha, there it is. Perfect.
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Let's see, we're waiting for the others to keep turning on their cameras. Let's see, let's see. Well, there are the, the, thank you very much. It has been quite an interesting topic, Alexandra.
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Uh, I think those are the questions that have been asked. Surely if I had been there at that moment, I would have loved an answer as well.
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Exactly. You learn that the hard way later on. Exactly. That’s why, as I was telling you just now while everyone turns on their cameras, it’s often good to ask questions during the workshops, because you will have different workshops, so
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ask them in the moment. I mean, don't be afraid to participate, because when it comes time to work, you won't have the option to ask questions, as it’s just you versus your lead. So, ask everything you need to ask in every
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workshop you have. Anyway, I’m going to leave my LinkedIn right now so that you always remember to post absolutely everything, because you’re also going to create and learn to develop your personal brand, which was a workshop we had previously. So, if you don't try to
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consolidate your personal brand, then we’re in trouble, because it depends on you—going back to the same point —to build your personal brand and achieve everything you set out to do and become employable. So, if you have any questions regarding personal
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branding, or anything else you need, I’ll leave my profile for you to reach out. Feel free to message me and say," Hey, Ale, I remember taking a course with you and I'm dealing with this situation now, "and I'll be able
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to help so you have that ease of getting your questions answered that maybe Gabi and I didn't have at the time. Yes, even Alexandra, they have already posted; I'm sure several people here have already posted the workshop that was held, and I shared that there
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as well. I'll share it again in the WhatsApp group so you have it. Well, now that you're finishing turning on your cameras, I want to mention that a certificate of participation will be shared with those who have been present
Speaker A
so you can post it on your LinkedIn, and you already have the link to Alexandra's LinkedIn, so tag her. Got it. Okay, then we’ll stick with those who have their cameras on; for those who don't—surely, I don't know, maybe
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some are traveling—they sometimes write to me privately saying," No, I'm just traveling, so I can't turn on my camera, the whole bus will be visible.
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"So, it's fine, uh, turn on your, uh, react, right? Just give us some kind of reaction and that's it. Ready. Okay. So , well, let's take a first photo. Since we don't know which photos we'll be in, I'll let you know when I'm taking a
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photo, then we pose, and I'll move on to the next one. There are only two little photos to be taken. Okay, ready.
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Let's see, one, two, three. Let's see, this is the first photo. Very good. And let's see, one last one, please. Just a second more. It's here. Let's see the next photo. Let's go. One, two, three.
Speaker A
Perfect. Okay. Well, that would be all from me and also from Alexandra. Thank you all very much and we'll see you next week. Have a great weekend. See you. Thanks.
Speaker A
Thanks, guys. Bye. Bye.
Topics:teamworkprofessional developmentteam collaborationcommunication skillsassertivenessself-awarenessleadershipteam dynamicsworkplace skillsemployee engagement
