Sevellino , Arman A.

Mr Reno Regachuelo
HUMSS 11

Portfolio Output No.21 : Reflection on Leadership an Membership

I am fortunate to reflect on leadership and management concepts regularly, but not because
these ideas are necessarily “new.” Many leadership concepts may be simple, but they are not just
“common sense”; if that were the case, why don’t we see them being practiced more frequently? In my
experience, I’ve found that great leadership requires intentional reflection on key concepts; here are a
few that are important to me.

Effective management and leadership begins with being self-aware. This simply means that you
need to work hard to intimately understand your strengths and weaknesses, model ways in which your
values are congruent with your behavior, and develop a culture of respect for yourself and for others on
your team. Recently, a new employee said to me: “Although I already had a strong sense of my core
values before joining this organization, working here has pushed me to practice a higher level of
professionalism. Our organization’s culture doesn’t just teach leadership to our students, but expects
faculty and staff to model what leadership actually looks like on a daily basis. We are responsible for an
array of excellent courses, effective programs, and skill-building events, but the most personally
rewarding aspect of my work is participating in an internal culture that is congruent with our external
message.” Explicit and implicit in this employee’s observation is the way in which our team practices
shared management and leadership with awareness and authenticity.

Consider also what integrity means to you as a manager or a leader and why it matters. Integrity
has been defined and described in many ways, but there is one idea that has stuck with me: A person’s
integrity is a matter of the value of his or her word, nothing more and nothing less. If you keep your
word for every task, large or small, people will naturally trust you with more complex responsibilities.
Responsibility
and trust create credibility, which then makes the conditions ripe for leading people towards
achieving common goals. This is how your organization and your role within it can grow. So consider
developing a habit of keeping your word — to yourself and to others. I know from personal experience
that this is not an easy thing to do all the time. If you break your word — to yourself or to another
person — apologize and figure out a way to fix the problem you might have created by breaking your
word.

Finally, as a leader, pay attention to self-care. Taking care of your team starts with taking care of
yourself. Understand your limits and what you can reasonably accomplish in a finite period of time.
Identify tasks only you can accomplish and delegate other tasks in ways that will engage your team
members and encourage their development.

These are my reflections on self-awareness, integrity, and self-care. What do these concepts
mean to you?
Sevellino , Arman A. Mr Reno Regachuelo
HUMSS 11

Portfolio Output No.23: Reactions to the Emotional,Social and Spiritual Legacy

It surprises me how many leaders don’t spend enough time thinking about their
legacy – what they will leave behind for the organization and the people they serve.
Webster’s dictionary defines legacy as, “anything handed down from the past, as from
an ancestor or predecessor.” Legacy is not bound by age or time served. Legacy
represents your body of work at each stage of your career as you establish the
foundational building blocks and accumulate the required wisdom to contribute to
growth, innovation and opportunity both in and outside of the workplace. Your legacy
grows with each new experience, with each previously untested idea and bold ideal that
you are courageous enough to deploy, and each time you inspire others to see
something through to fruition.

For many, leaving a legacy is associated with the end rather than the beginning or
the next phase in one’s career. Your leadership is not shaped and your legacy is not
defined at the end of the road but rather by the moments shared, the decisions made,
the actions taken, and even the mistakes overcome throughout the many phases of
your career. Leadership done rightly is a reinvention process – a continuous discovery
that informs your mindset, new skill sets and aptitudes. At each stage of your career,
you learn how to keep creating sustainable impact and influence. With each step you
take, you will identify new ways of mastering the fundamentals, which in turn provides
you with greater clarity and depth of thought to further improve your leadership
approach and communication style.
Sevellino , Arman A. Mr Reno Regachuelo
HUMSS 11

Portfolio Output No.24: Insights on Relationship And Tribute to My Family

You can begin to assess your relationships by asking yourself what a good
relationship looks like for you. Often when people create relationships with others, they
don't ask that question. They just say that they are friends, but they never look closely
at the relationship as a whole. When you know what a good relationship looks like, then
you can begin to define what you want and what you need to get out of it.

Start by looking at the quality of the relationship and examine what needs
improvement. Do you need help with communication? Is the lack of quality time an
issue? When you understand what you truly want from the other people in your life,
you can assess what kind of role they all play.

Not everyone in your life is going to be a close confidant. You may have
relationships with some people only because of certain situations, like if your children
share an activity. Just spend some time figuring out what you need and want from each
of your relationships and then communicate that clearly to those in your life. If you
don't communicate your wants and needs, then the relationship will suffer, but you
have to understand your own needs and wants before you can begin to communicate
them.
Sevellino , Arman A. Mr Reno Regachuelo
HUMSS 11

Portfolio Output No.25: Career Wheel

Write about your career wheel. Answer the following questions:

1. How did you go about naming events, situations, needs and facts about yourself? Were there
challenges in doing this? If so, what are these challenges?
Answer:
It isn’t really kind of hard thing to name since I often
times think about my desired career. Everytime I feel nostalgia, thinking about my future will pop up
into my mind. So I can say,
I didn’t have hard time naming events, needs and facts about m
yself in regard to this activity.

2. Looking at these many facets in your life, which among them do you think are major considerations
when deciding on future career options? Why would you consider these as a source of great impact?
Answer:
Personality and Interests. For me this aspects brings a great impact in my future career options since
this defines my mechanism and every way I am. Whatever skills, family influence, conditions and etc. I
have, still my personality (traits) and my interest will overrule.
“
At the end of the day, your manner and happiness matters the most not your skills/abilities in the field.
”

3. Which are the areas that will really work to your advantage in relation to the career options that you
are considering? How will these impact your choices?
Answer:
Interest in troubleshooting computer related stuffs. When I was a kid, computer really fascinates me to
the point that I consider it as the most amazing thing in the world. This area of career interest will
somehow be my leisure activity. Thus, it will greatly bring an effect in my career choice. My mechanism
with this area will lead to my career choices in favor to my interests.

4. What are you realizations after this exercise?

PORTFOLIO
IN
PERDEV

Submitted by:
Sevellino,Arman A.
HUMMS-11

Submitted to:
Sir.Reno Regachuelo
Sevellino , Arman A. Mr Reno Regachuelo
HUMSS 11