The document provides information on various topics related to personal and social mastery, including emotional mastery and managing toxic emotions. It discusses the importance of vision, performing self-assessments, and developing strategies to strengthen strengths and correct weaknesses. Tips are provided on effective listening, giving feedback, and improving vocal cues and body language during conversations. The document aims to impart knowledge on developing oneself both personally and socially through mastery of emotions, vision, communication skills, and strategic planning.

1. Jide Williams

2. Personal Mastery
Leadership
Victory Voices Next Levels

3. Mastery
Emotional
Mastery
Physical
Mastery
Time
Mastery
Relationship
Mastery

4. Mastery:
Personal Mastery
Social Mastery

5. Personal
Mastery
Social
Mastery
Mastery

6. “Self-Knowledge is best learned not by
contemplation but by action. Strive to do your
duty, and you will soon discover of what stuff
you are made off” – Jonathan Goethe

7. Talent
Need
Conscience
Passion
VOICE
Unique personal
significance

8. Self Assessment SOWT Analysis
What are your Opportunities?
They come because of your strength.
What are your Threats?
Might be imminent because of your
weakness.

9. Every SWOT analysis should be followed by a scup
(Strengthening, Correcting, Utilizing, and
Preventing) process.
 SCUP provides the strategic action steps
for sustainability
 It is true that strength should be worked on
and improved. But it is more critical to
consider weaknesses too, by correcting
them.
SCUPING Strategy

10. STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
Speaking Disorganized Facilitation Bankruptcy
Writing Inconsistent Publishing Distrust
Motivated Reactionary Spiritual Projects Poor relationships
SWOT- Sample

11. STRENGTHS STRENGTHENING
Speaking  Improve presentation skills and dictation and
attend trainings
 Practice daily
Writing  Read widely
 Attend training
Motivated  Identify mentors
 Daily encourage self
WEAKNESSES CORRECTING
Disorganized  Identify problem areas
 Develop life plan
 Time management courses
Inconsistent  Identify principles and reasons to act
 Exposure to consequences (learning the hard
way)
Reactionary  Avoid issues that create reaction, get trained
OPPORTUNITIES UTILIZING
Facilitation  Start facilitating
Publishing  Write for business magazines
 Editing opportunities
Spiritual Projects  Active participation in spiritual activities
THREATS PREVENTING
Bankruptcy  Plan and be focused
Distrust  Speak less, listen more
Poor Relationships  Place more value on people
 Communicate real intentions positively.
SCUP - Sample

12. • What do you understand by a vision ?
• Why is it important to have a vision?

13. The future that you cannot picture, you
cannot feature in it.

14. Vision is seeing with the mind’s eye. It the
picture of a credible, beautiful, realistic future,
in people, tasks, in projects etc.
Visioning
All things are created twice.
“Imagination is more important than
knowledge.” – Albert Einstein.
Vision will always engender purpose.

15. What would you be remembered
for when you leave the choir?
Vision enables us to transcend our autobiography,
our past to rise above our memory.
What do you see about yourself?
What matters most is how you see yourself
and others

16. What is emotions and its purpose?
Emotional Hijack
How to manage toxic emotions

17. You always have the Choice to act wisely or
react unintelligently
Fools vent their anger, but the wise quietly
hold it back. Prov. 29:11 NLT
A hot-tempered man starts fights and gets
into all kinds of trouble. Prov. 14:17

18. Anger is strong emotion of irritation or
agitation that occurs when a need or
expectation is not met.
Anger is the most seductive of the
negative emotions, and it is the feeling
people are worst at controlling. It is the
most intransigent.

19. Anger Cycle

20. Indignation: is simmering anger
provoked by something appearing
unjust or unworthy and often
perceived as justified.
Wrath: burning anger accompanied
by a desire to avenge. Wrath often
moves from the emotion of anger to
the outward expression of anger

21. Fury: fiery anger so fierce that it destroys
common sense. It has the capacity to harm
and destroy.
Rage: Blazing anger resulting in loss of self-
control, often to the extreme of violence and
temporary insanity.

22. Periodically, everyone feels the heat of anger, but
how you handle it determines whether you are
misusing it. The small flame that lights a cosy
camp fire if left unchecked can become a
conflagration.

23. Prolonged Anger-the “Simmering Stew” :
This kind of anger is held in for a long time.
Resulting from an unforgiven heart from
some past offense
“See to it that no one fails to obtain the grace of
God and that no bitter root grows up and causes
you trouble, or many of you will become defiled”.
Heb. 12:15 ISV

24. Pressed Down Anger-the “The Pressure
Cooker” :
This denied or hidden anger.
Resulting from a fear of facing negative
emotions.
It creates a deceitful heart, and lead to
untruthfulness with others.
“For the person who wants to love life and see
good days must keep his tongue from evil and
his lips from speaking deceit”. 1Pet 3:10 ISV

25. Provoked Anger -“The Short Fuse” :
This Anger is quick and impatient
Instantly irritated or incensed.
Manifest in criticism and sarcasm under the
guise of teasing.
“Do not be quickly provoked in your
spirit, for anger resides in the lap of
fools”. Ecc. 7:9 NIV

26. Profuse Anger -The “Volatile Volcano” :
This Anger is powerful, destructive and hard
to control
Manifest in violence and abuse towards
others.
Manifest in criticism and sarcasm under the
guise of teasing.

27. Anger Cues: The Human Body has a physical
reaction when it experiences anger. The Anger
cues can alert you when you are beginning to feel
anger

28. Anger Cues: Examples
Do you have tense muscles?
Do you have increased perspirations
Do you use loud, rapid or high pitch speech
Do you practically shut down – Silence?

29. Anger Cues: Examples
Do you clench your teeth?
Do you use inappropriate language, harsh
words?
Do you twitch or exhibit anxious behaviors
(tapping pencil, shaking foot)?
Does your mouth get dry?
Do you pace back and forth?

30. Anger as an emotion is not a problem in itself.
Anger becomes a problem when left
unresolved.
It has a repercussion on your body – health
It damages relationships
It affects your spirituality

31. Examples of physical symptoms of anger.
High Blood Pressure
Heart Disease, as a result
Stomach Disorders
Intestinal disorders as a result
Headaches
Blurred Vision
Insomnia
Compulsive eating

32. Examples of Emotional symptoms of anger.
Anxiety
Fear
Bitterness
Insecurity
Compulsions
Hatred
Depression
Phobias

33. Examples of Spiritual symptoms of anger.
Loss of Perspective: Emotions distorting
your thoughts
Loss of Vision: Losing a sense of purpose for
life
Loss of Sensitivity: You can no longer
connect with your creator
Loss of Energy: Lacking Strength for service
to God and Humanity

34. Examples of Spiritual symptoms of anger.
Loss of Freedom: Becoming a slave of your
circumstance
Loss of Faith: Failing to trust that God is
working in your life
Loss of Identity: Becoming like the person
toward whom you are bitter
Loss of Energy: Lacking Strength for service
to God and Humanity

35. There are basically four sources of anger:
Hurt: Your heart is wounded
Injustice: Your Rights are violated
Fear: Your Sustainability/Future is
threatened
Frustration: Your performance is not
accepted

36. First be come self-aware:
Analyze your anger
What is the source of your anger
Who are you angry with

37. Appraise your Thinking:
Learn to challenge your thinking – give
benefit of the doubt
Mitigating information should be introduced
early in the anger cycle

38. Abandon your demands:
Do not depend on man to meet your inner
needs of love, significance and security
Address your Anger: Determine if it is really
justified:
Would it serve a good purpose if you
mention it?
Is it really fare to be angry on the issue?

39. Cooling down: cooling off physiologically by
waiting out the adrenal surge caused by anger
thus de-escalating it. While cooling of you put
brakes on the thoughts that escalate anger, by
seeking out distractions
Avoid catharsis – giving vent to rage

40. Note: Lashing out at people may sometimes
provoke positive actions, when it restores a
sense of control or rights an injustice for
instance, but the decision to discipline
someone shouldn’t be taken during the
moment of anger-CMAD

41. Nutrition
Exercise
Water
Sunshine
Temperance
Air
Rest
Trust in God

45. Performance Management needs a high level of
influencing skills to achieve result
Motivation is a driver of influence
Authoritarian style of leadership will not help
You will need another kind of skill-set to
influence someone towards a set of self-defined
objectives

46. What we have to recognize is that in other
to influence others, we need to:
Understand what motivates or drive them
There are different influencing strategies.
You need to understand the impact of
those strategies on ourselves and others

47. Before using any of the influencing styles, we
first need to be
1. Clear on the outcomes you want to see
2. Analyse the situation you are facing
3. Seek to get the perspective of others.
Apparent

48. Logic and Data Analysis
Aggressive
Use of Status
Friendship & Empathy
Supportive Approach
Listening/ questioning to obtain opinions/ views
Being open and revealing oneself

49. In any influencing situation, it is the person
who possesses the greatest flexibility in the
range of styles that will succeed in
influencing the other person.

51. Underperformance, or poor performance, is when
an employee isn't doing their job properly, or is
behaving in an unacceptable way at work. It
includes:

52. Problem
Person
Excuse
Giver
Slow
Learner
Fault
Finder
Inept

54. Since feedback recognizes success, or
incompetence about someone's professionalism,
its important it is accurate
Feedback can of course be based on clear
performance standards or opinions. With the
latter, it must be based on facts, if not, conflict
or dispute may arise

55. Start with a positive comment
Be specific and focus only on the individual’s
behaviour
Describe the event
Use I statement

56. Ask whether the other person can see your point
of view
Don’t Overload – Research shows that people
can only handle three pieces of negative
feedback in one session
End with a Positive Comment

57. Avoid Selective hearing how;
Listen First postpone any initial reaction
Be clear about what’s been said
Probe until there is something you can act on
Check with others to verify the validity of the
comments

58. Offer feedback on what you saw not what you
think
Offer description of what you saw and how you
felt
Focus on behaviour which can be changed
Select behaviours or issues that are critical –
limit your self to those

59. Ask questions of the other person, rather than
make statements
Establish the ground rules in advance – tell people
what yardstick they are being measured with
Comment on the positives and the issues. Be
sincere
Relate feedback to specific behaviour
Observe Personal Limit – don’t overload
Before offering feedback, consider its value for the
receiver.

60. Finally, remember to keep any negative
feedback you give private and confidential –
preserve people’s integrity and self-respect

63. Attention span is reducing drastically

64. 80% of waking hours are spent in
communicating. 45% are spent on
listening
After 10 minutes of presentation, we only
hear, understand evaluate and retain
approximately 50% of what was said. After
48 hours this can fall to as low as 25%

65. Selective Hearing – based on past
experience
Response to what is heard depends upon
interpretation of what is heard
Incorrect interpretation as a result of
incorrect hearing, leads to incorrect
conclusion and conflict

66. Information Overload
Complex information
Lack of interest
Disagreement with information received
You don’t like the information giver
Selective hearing

67. Avoid selective listening. Question your
assumptions
Don’t subject information received to your
values or prejudices
Give your undivided attention
Show that you are listening
Provide Feedback – “what I am hearing is”
Defer judgment

68. Until People feel heard, they will fight to be heard.
But once they are heard, there is little left to fight
for, and then we can move on, not as “us vs.
them” but simply as “us”
HBR ‘How to really Listen’ – Peter Bregman

69. Action speaks Louder than words
It carries the real Message
It should enhance your message not
detract from it

70. Vocal cues to be aware of:
Volume: attention, authority versus confidence
and calm
Pace: Nervousness versus importance
Tone: Interest, enthusiasm
Mumbling: Not being able to assert

71. Impact on Body Language
Nervousness
Hostility or defensiveness
Sighing before conversation