Belum Merasa Percaya Diri. Nih Tip Agar Memiliki Percaya Diri

Allah menciptakan manusia sebagai makhluk yang paling sempurna. Allah memberikan manusia akal agar manusia berpikir dan senantiasa melakukan perbaikan-perbaikan untuk kehidupannya di masa yang akan datang.

Untuk itulah manusia harus senantiasa belajar dan bertindak untuk meningkatkan kualitas hidupnya.

Ketika manusia ingin berubah menjadi lebih baik, maka hal yang terlebih dahulu harus dilakukan adalah ia harus memiliki konsep diri yang positif. Jika ia memiliki konsep diri yang positif, maka ia akan memiliki persepsi yang positif atas dirinya. Konsep diri positif ini akan berdampak pada tingginya percaya diri. Jika seseorang memiliki rasa percaya diri yang tinggi, maka ia akan mampu untuk melakukan optimalisasi pada potensi diri yang dimilikinya. 

Tips meningkatkan rasa percaya diri:

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Tips-Tips Mementor

Banyak aspek-aspek yang beririsan antara satu tipe mentoring dengan tipe mentoring lainnya. Meskipun begitu tiap metode memiliki aspek uniknya tersendiri. Untuk membantu Antum memahami hal-hal unik tersebut Saya sarikan beberapa tips dari kalangan ahli yang sudah lama mengenyam asam garam dunia mentoring.

MENTORING one-to-one (Da’wah Fardiah)

Prison mentoring 'a success'

A pilot programme focusing on mentoring prisoners to encourage them to come up with business ideas has been deemed a success by prison authorities.

The programme was funded by the Learning and Skills Council (LSC) and Business Link, and aimed to alleviate the pressure of securing a job on ex-offenders by giving them the ability to set up their own businesses.

The pilot, called ‘Could you give yourself a job?’ ran at Springhill Open Prison and Grendon Secure Prison in Buckinghamshire. It consisted of one-to-one mentoring which ran alongside voluntary workshops, and focused on the elements of coming up with a realistic business concept such creative thinking, personal skills, goal setting, market research and feasibility.

It has been found that unemployment is a key factor in re-offending, as individuals feel forced to turn to crime for an income when they are unable to support themselves financially.

One of the participants at Springhill Open Prison commented: “The course looked into the individual, and helped us to highlight our own strengths and weaknesses.

“The programme resulted in every student not only walking away with an idea for their future but more importantly left us with a better understanding of ourselves and our potential”.

Whether the pilot will be rolled out to other prisons is as yet unknown.

http://www.mentoring-uk.org.uk/community121/communityarticles/view_article.asp?id=176

History and methods of The Prince's Trust

Set up in 1976 by the Prince of Wales, The Prince’s Trust is a charity that works with disadvantaged young people aged 14 to 30. One in five young people in the UK are not involved in work, education or training, and it is this significant minority that The Prince’s Trust targets. It employs 700 staff and over 7,000 volunteers and spends over £40 million a year on its charitable projects – its corporate sponsors include the European Social Fund and the Home Office.

It provides financial support and practical skills development to people who have been underperforming in education, been in fostering and childcare or been in trouble with the law – its activities include cash awards for individuals and funding and advising young people in small businesses and community projects. An example of the latter is the innovative ‘Team’ initiative, where a group of young people are given a twelve week community project, such as the re-decoration of a local hall, which they fundraise for and organise themselves. At the end of the project they receive a nationally recognised Certificate in Personal, Team Work and Community Skills.

Working in partnership with organisations such as the Fire Service, The Royal Bank of Scotland and numerous FE colleges, the Prince’s Trust claims a high rate of success, with 70,000 young people set up in business since 1983 and more than 550,000 helped since its foundation. When quizzed on his reasons for setting up the trust, the Prince of Wales stated that: “It would be criminally negligent of me to go around this country and not actually want to try and do something about what I find there.”

Find out more at: www.princes-trust.org.uk.

Coaching and Mentoring: Explained

Coaching and Mentoring

In the world of corporate training, we are forever bombarded with new training schemes that promise to provide a framework that can be applied to restructure the organisational capacities of a company. With names like ‘Japanese 5 steps approach’, ‘Train to Gain’ & ‘Achievement Training’ which all claim to offer differentiated services, it is hard to see through the grey areas and overlap that each service purports to provide. For an individual or company looking to obtain advice tailored to their needs there are a range of methods out there from Training experts to Consultancy’s, which provide group based support.

However a one size fits all approach when attempting to maximise individual, group and company potential provides a limited framework that can not achieve maximum results, and so Mentoring and Coaching (both praised for their flexibility, broad ranging scope and adaptability) are being turned to time and again.

Ideally a service needs to be able to mutate and tailor itself to the individual needs of the employee or company. But more than this it needs to provide a model which can grow and adapt with each individual whilst at the same time resting on core principles, like a genetic blue print.

So, what do they offer and how do they differ?

Coaching offers a flexible, target oriented service that enables the client to maximise their performance. Unlike mentoring the coach neither has nor needs to have any experience of the client’s professional field. The coach relies on objectively measurable techniques which will identify the client’s individual strengths, and more significantly, certain thought processes that have and are continuing to have a negative impact on goal attainment. The objective of coaching is to foster a spirit of independence as opposed to dependence, through short but frequent sessions consisting of constructive questions and prompts which target the root of the problem redirecting thought processes. The client and coach have a mutual accountability but it is ultimately the client who can take the credit for his short term achievements, and longer term achievements at the end of the day as it is the client who has change aspects of his approach to life, work and achievement, while the coach has…well…coached!

Whilst mentoring descends from and utilises coaching techniques it involves a more peer orientated relationship where the mentor assumes an advisory role to a protégé within a shared professional capacity or company. Although mentoring sessions are generally shorter and less frequent than coaching sessions they are directed to achieving a very specific goal that is less about internal or psychological barriers and thought processes than social, physical and experiential barriers. Companies using mentoring schemes might utilise senior staff to act as mentors to employees with less experience as it is essential that the mentor has a sound knowledge of the expectations and foreseeable demands of the client’s long term career path. Mentoring takes place at work in a live environment, and has a more directive approach than coaching. This is because a big part of the mentor’s job is to act as a role model, consultant, confidant, advocate and broker to the client. Often acting as a PR spokesperson for their protégé, the approach also offers confidentiality and support in over coming related psychological barriers.