Bataan, Philippines – Mekeni Food Corporation partnered with OSA Training and Education to conduct their Sales Rally and Team Development Programs. Conducted on April 19, 2023, at the La Jolla Luxury Resort, MFC’s Executive Team, senior and team leaders attended the event, which was facilitated by OSA’s Chief Learning Architect, Orly S. Agawin, and was co-facilitated by Gem T. Manalansang, Gege Cruz-Sugue, Joanna Katrina Magalong and Iris Samson.

The OSA team designed, prepared, and moderated exercises that encouraged Mekeni leaders, stakeholders, and team members to share their experiences and insights, creating a space for open dialogue and fostering a sense of community within respective groups. Through these activities, participants identified behaviors promoting inclusiveness, support for others, creativity and innovation, collaboration, and working towards one strategy.

The facilitators’ expertise and guidance proved invaluable as the participants gained newfound knowledge and skills, allowing them to work together more cohesively and productively than ever before.

Gem T. Manalansang, OSA’s Senior Learning Architect, said, “Our team was honored to work with Mekeni Food Corporation to help them achieve their sales and team development goals. We designed activities that were tailored to the specific needs of the group, and we were thrilled to see the participants engage with each other and gain new insights.”

Mekeni Food Corporation is one of the leading food manufacturers in the Philippines, providing quality products such as sausages, hotdogs, and other processed meat products. By partnering with OSA Training and Education, Mekeni Food Corporation is taking steps to strengthen its team and improve its sales strategies, ultimately aiming to provide even better products and services to its customers.

Aklan, Philippines – Leaders, team members and partners from Ant Savvy Creatives and Entertainment, Inc. attended a teambuilding event on March 28, 2023, at the Savoy Hotel, Boracay to optimize cross-functional teams through collaboration and interdependence. The event’s objectives were to build trust among and across teams, apply collaborative communications in daily interactions, achieve shared goals by sharing information and ideas, encourage cross-functional interdependence, and establish ownership and accountability.

Team members engaged in various activities to achieve these objectives, such as effective feedback sessions, brainstorming, and establishing group processes. The event encouraged cooperation, teamwork, trust, and interdependence among team members.

The event also promoted psychological safety within and among teams by creating an inclusive, safe space for participants. By establishing a clear and safe communication channel, participants were encouraged to provide feedback and clarity of communication within and among teams.

The 2-day exercise gave participants a deeper understanding of the importance of cross-functional teams and how they can work collaboratively through culture building, and psychological safety while achieving shared organizational goals.

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April 13, 2020, 3:00pm to 4:30pm

and 8:00pm to 9:30pm via


Probably by now, we have realized how the virtual workplace differs so greatly from a face-to-face work environment. As most of us abruptly transition to more remote working conditions, newer challenges in communications, capabilities and resources arise.

And with the recent COVID-19 Outbreak, we have witnessed the sudden shift of the workforce to a more remote, and virtual environments/capabilities.

But are our managers and leaders ready to transition in such a, relatively new, environment? Are our team members prepared to continue delivering outputs and pushing for results that will ensure achievements of our business goals?

OSA Training and Education’s Framework for LEADING VIRTUAL TEAMS Series

Jumping off from OSA Training and Education’s LEADING VIRTUAL TEAMS SERIES, this 1.5-hour FREE ONLINE WEBINAR on MANAGING AND INFLUENCING VIRTUAL TEAMS tackles how managers, team leaders and supervisors can still maximize their team’s full potential, despite working in remote locations and time zones.

This webinar offers time-tested techniques in virtual team communications, setting of expectations, giving instructions and follow-up, which you can immediately apply in your own virtual teams. By adopting these techniques, leaders can utilize their efficiency in still making virtual teams and environments up to par with previous face-to-face interactions.


The 1-hour webinar will use the Zoom Classroom Technology. Participants will have to install the Zoom app to watch, listen and participate. Interactions and sharing of insights will be very much encouraged.


To ensure interactivity and trainee focus, this Online Session shall only be limited to a manageable class size per session.

Due to high volume of registrations, we are opening two (2) classes on April 14, 2020 to accommodate more participants. You may choose which class you wish to join through the online registration form provided below.


ORLY S. AGAWIN has more than 25 years of experience in Learning and Development. A teacher by profession, Orly was part of the academe where he established various programs on skills and capabilities development. He soon transitioned to the BPO industry, spanning more than 15 years in Quality, Service Delivery, and Learning & Development. Through his BPO experience, Orly has developed leadership and management skills in handling virtual teams across multiple sites. His passion Learning and Development was soon recognized by the Philippines Society for Training and Development in 2010 when he was awarded with the BPO Excellence Award for Training Management.


April 6, 2020, 3:00pm to 4:00pm via


In the recent weeks, we are faced with more than just one unexpected concern. During these trying times, as brought about by the COVID-19 threat and the uncertainties we feel during the enhanced quarantine period, problems arise.

This is what makes problem solving a vital life skill that we need at work and in our personal lives. Fortunately, researchers, scientists, and designers have developed many approaches and techniques for problem solving. This 1-hour webinar synthesizes some of these approaches and techniques to 6 Basic Problem Solving Steps that you can apply to any situation in any environment. Whether you’re solving a recurring problem at work or a personal issue, these steps would help you find immediate fixes as well as long-term solutions to prevent reoccurrence.


The 1-hour webinar will use Zoom Classroom technology. Participants will have to install the Zoom app to watch, listen, and participate. There will be some interaction in select parts of the session and a Q&A at the end.

Upon registration, participants will receive a kit that will help them practice the technique during the webinar.


To ensure interactivity and focus, this Online Session shall be limited to only 30 Participants per class.



  1. Defining
  2. Investigating
  3. Brainstorming
  4. Evaluating
  5. Deciding
  6. Implementing


MS. GEGE CRUZ-SUGUE is a graduate of the University of the Philippines in Diliman. She has built a constantly evolving career that has covered marketing, organization development, communication, and education. Just recently, Gege received her certification as a Neuro Linguistic Programming (NLP) Practitioner. Her edge in the NLP provided her with newer techniques in effective communications and interactions through her training programs.

Gege now writes and edits communication materials for corporate clients, provides consulting and coaching services in the fields of marketing and communication, and develops and conducts training programs.


The challenge for managers of multi-cultural teams is to build an atmosphere of camaraderie, mutual respect, effective communication, and productivity despite differing worldviews and physical environments. In essence, as a manager or team leader, you must take a disparate group of people and cultures, and developing culture that is a culmination of the best of each culture and strength but the individual team members bring with them.

Leaders can facilitate building a team culture by doing the following:

Providing Resources for periodic one-on-one meetings.

If the project is going to last for more than a year or is highly complex, budget for periodic one-on-one meetings For at least the functional leads. In addition, the project manager should plan to visit each of the other locations at least once during the project.

Facilitate an open discussion about being expectations.

During the initial meeting, after some teambuilding time, ask team members what kind of team they want to be and what they want the work environment to be like. This helps identify what the team member expects from themselves, each other, and you. Encourage team members to speak freely by using active listening and by incorporating suggestions into the team guidelines.

Be explicit with rules and expectations.

One challenge to working with other cultures is that the rules are generally implicit; that is, “everyone knows to do X, not Y.” however, in multicultural teams, behavior X might not be the same in situations why for everyone. For example, the importance of being on time varies from culture to culture, as do many other aspects of doing business. Making these expectations explicit in the beginning helps to alleviate potential conflicts.

Encourage social interactions.

People tend to be more productive when they feel a connection to their teammates. Fun, social interaction builds that connection and encourages proactive communication with other team members. Such interactions can range from checking in at the beginning of a meeting to an offsite team-building event. Be creative. One team we know, always collected souvenirs when traveling and send them to team members.

Be proactive.

The biggest complaint in post-project evaluations is communication. It is impossible to over-communicate. Follow conversations with an email summarizing agreements and action items, and ask recipients to confirm his or her understanding. Identify potential challenges and opportunities, and plan as a team for the possibilities. Check-in regularly with the team because they do so helps maintain the team connection and keeps remote team members from feeling isolated. Random acts of kindness for members of the team will also help.

Recognize both team and individual efforts.

Recognizing a job well done is an important aspect of team leadership. It is important to provide recognition thoughtfully and carefully. The old adage “to praise in public, chastise in private,” becomes more important in virtual and multicultural teams. Be sure, when you recognize the efforts, that you shouldn’t leave everyone who participated in the activity for which the reward is being given. Leaving someone out even inadvertently will cause more problems than not giving recognition at all. Be careful how you recognize individual team members. You do not want to set up a competition between members. Whatever you do, do not cost one of your team members to lose face, especially in a public situation. If you have an issue with someone, discuss it privately, as you would do in a co-located space.

Provide a centralized collaboration tool for the team.

Place team-related projects and communications in a single collaboration/communication tool for everyone to access and interact. This will establish a common virtual space for everyone in the team.

How can you create accountability among the people in your virtual teams? Fortunately, there are many best practices from experienced virtual managers – working managers like yourself. Here are some of their practical suggestions.

As you read this list, choose a few items that resonate with your situation, and try them out with your team.

  • Get senior support from the beginning
  • Solicit people who have subject matter expertise (SME) and know what is involved
  • Make sure your people have the authority to make decisions
  • Be clear with your communications – clarity creates commitment!
  • Set expectations up front regarding what needs to be achieved and who does what (i.e. have a clear definition of ownership) and provide deadlines so that everyone knows and is committed
  • Have each person’s or each sub team’s deadlines roll up to the multiple-page plan
  • Conduct regular reporting on tasks: Are they done? If not, why not?
  • Have regular successive meetings set on the calendar even if you don’t have much to talk about
  • Conduct one-on-one (1:1) meetings where you can ask softer questions: “What needs to be done? Who did it today? If delayed, why? What help do you need? How is that XYZ report we need coming along? What problems are you having with it?
  • Check results regularly and create a feedback loop. Some virtual teams give daily status reports while other teams send emails at the end of the day to review progress
  • Make one person own a core responsibility. Organize due dates around that person and make sure the person reports back
  • Create a share point on the Internet or a shared drive on your servers, or find another tool that helps everyone stay informed and share data
  • Integrate work tools to help clarify ownership on projects and enable virtual teams to make decisions quickly as business needs change
  • If and when things don’t work out, don’t hide or blame someone else. Take responsibility; jump in and raise your hand

Accountability is about getting things done and following through. But setting guidelines for accountability becomes even more important for virtual teams because clarity creates commitment. And commitment creates dependability. Dependability builds trust, and behind accountability is trust – the energy that sustains our operations.

Trust is the foundation upon which accountability sits. And trust develops when team members realize that other members are reliable and can be held accountable. So, if you say you are going to something, do it!

Pullan, P. (2016). Virtual leadership: Practical strategies for getting the best out of virtual work and virtual teams. London: KoganPage.
Zofi, Y. S. (2012). A manager’s guide to virtual teams. New York, NY: American Management Association.