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TERIMA KASIH sudah berkenan mengundang saya
[email protected]
0811119736 4
REKOR MURI 2009 DAN 2010
7 7
MENTAL BURUH
KEMALASA
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SAFRIduo
Selamat berjumpa SALAM SEJAHTERA BUAT
ANDA SEMUA
GIVE BIG HAND FOR
THE MOST IMPORTANT PERSON
IN THE WORLD
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ARE YOU READY ?
YOUR Find a GREAT LEADER within YOU Abdul Basith, LPPMS, 0811119736,
[email protected]
Leadership Softskills Dr. Ir. Abdul Basith, MSc.
Dept. of Management, Faculty of Economic and Management of IPB PPT CCP
P. 1
Change is a constant Management is coping with complexity. Leadership is concerned with the management of change.
Intrapersonal Skills
Transforming Character Transforming Beliefs Change management Stress management Time management Creative thinking processes Goal setting & life purpose Accelerated learning techniques
Interpersonal S
Communication skills Relationship building Motivation skills Leadership skills Self-marketing skills Negotiation skills Presentation skills Public speaking skills 19
Kesuksesan ditentukan
Soft Skills
Pemain Sepak Bola Hard Skills o Berlari o Mengoper bola o Merebut bola o Bertahan o Menyerang
Soft Skills Kerja Tim Gigih dan berani Sportif Mengambil Inisiatif Berani Mengambil Keputusan
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80% SoftSkills
Attributes of a Peak Performer
20% Hardskills DEL WORKBOOK : PG 5
BAGAIMANA CARA TERBAIK MENGAJARKAN SOFTSKILLS? LEWAT PERAGAAN ! (dipraktekkan di sekolah Tsu Zi)
SIAPAKAH MEREKA ? 26
SOEKARNO
PRESIDEN RI 27
MAHATMA GANDHI
PEMIMPIN INDIA 28
PRESIDEN AFSEL 29
ENTREPRENEUR 30
B.J. HABIBIE
PRESIDEN RI 31
32
J.F. KENNEDY
US PRESIDENT 33
Susi Pujiastutik
Susi Air 34
MEREKA ADALAH PARA DREAMERS (pemimpi) 35
DUNIA INI DIBANGUN OLEH PARA
DREAMER DARI BERBAGAI ASPEK KEHIDUPAN 36
The problems that we face cannot be solved by the same level of thinking that created them. Albert Einstein
Why look inward? • 1. Real and meaningful change often come from within. • 2. We can always change ourselves. • 3. Who are you?
As we are liberated... • “Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. • And as we let our own light shine, we unconsciously give other people permission to do the same. • As we are liberated from our own fear, our presence automatically liberates others.” •
Nelson Mandela
To change others... • “Be the change you want to see in the world.” •
Mahatma Gandhi
Credo for Development Go to the people Live among the people Learn from the people Plan with the people Work with the people Start with what the people know Build on what the people have Teach by showing, learn by doing Not a showcase but a pattern Not odds and ends but integrated approach Not to conform but to transform Not relief but release
AVOID
IK IK Syndrome
"I Know" "I Know"
The remedy is to have an open mind And positive thinking.
SYOB
SHAPE YOUR OWN BUSINESS
OPEN MIND & POSITIVE THINKING
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SYOB
SHAPE YOUR OWN BUSINESS
Ubah negatif menjadi POSITIF NEGATIF
POSITIF
Saya tidak ingin gagal
Saya ingin berhasil
Nak, jangan jadi penakut
Nak, jadilah pemberani
Jangan takut memulai usaha
Beranilah memulai usaha
Hai, jangan ribut dong !
Hai, diam dong !
Ayo, jangan menyerah nak !
Ayo, terus berjuang nak !
Mau jadi pengusaha? Kalau gagal bagaimana?
Jadilah pengusaha, siapa tahu berhasil !
Saya tidak berbakat bisnis
Saya belum pernah mencoba dengan serius
? ?
SEORANG LEADER HARUS BAGUS DALAM HAL : • • • • •
KOMPETENSI (KNOWLEDGE AND SKILLS) PERSONALITY (CARE TO OTHERS ETC) PENGALAMAN INTUISI IQ/EQ/AQ
LEADERSHIP adalah …
BAKAT, TURUNAN, ATAU HASIL BELAJAR DAN LATIHAN ?
LEADERSHIP IS ABOUT CARE
BACA: WHO CARES, WIN.
APA KESAN ANDA SETELAH MEMBACA BERITA BERIKUT INI? DAN KEMUDIAN ANDA AKAN MELAKUKAN APA?
IQBAL MASIH
• When Iqbal Masih was four years old, his father sold him to a carpet weaver for $12. That's how Iqbal became a slave, a bonded worker who could never make enough money to buy his freedom. He was chained to his loom, and worked 12 hours a day making carpets. • At the age of 10, Iqbal escaped and he began to speak out against child labour. People listened, not only in Pakistan where Iqbal lived, but around the world. In 1994, Iqbal went to North America, where he visited Broad Meadows Middle School in Massachusetts* and talked to North American children about child labour. • A few months after returning to Pakistan from his visit to the USA, Iqbal was murdered. He was shot while he was riding his bicycle with his friends. He was 12 years old.
Craig Kielburger (17 des 1982)
LEADERSHIP adalah …
LEADERSHIP IS INFLUENCE (JOHN C. MAXWELL)
TRUE LEADER
Klik: Vertical limit
On Leadership
“The first responsibility of a leader is to define reality. The last is to say ‘thank you.’ And in between, the leader is a servant.” Max DePree
LEADERSHIP adalah …NATURAL BEING A LEADER IS LIKE BEING A WOMAN. IF YOU STILL HAVE TO TELL OTHERS THAT YOU ARE WOMAN THEN YOU ARE NOT. (MARGARETH THATCHER)
LEADERSHIP adalah … TENTANG MEMPENGARUHI ORANG LAIN MELALUI CONTOH.
FOLLOW THE LEADER ARTINYA: LEADER BERADA DI DEPAN
LEADERSHIP adalah … DI DEPAN TENGOK KE BELAKANG. JIKA ADA YANG MENGIKUTI ANDA MAKA ANDA SEORANG LEADER. (ANONIM)
LEADERSHIP adalah … ALL ROUND ING NGARSO SUNG TULODO. ING MADYO MANGUN KARSO. TUT WURI HANDHAYANI. (KI HAJAR DEWANTORO)
LEADERSHIP ADALAH
THOSE WHO CAN STEPS ON SOME ONE’S SHOE WITHOUT REMOVE ITS SHINY.
The Leadership Continuum • Coping • Management • Leadership
Coping • Reactive response to problems.
Management • More proactive planning and action.
Leadership • The skill of cultivating change through: • 1. Personal mastery • 2. Mental models • 3. Team learning • 4. Systems thinking • 5. Shared vision •
Leadership Continuum Leadership
Management
Coping
Coping is dominant Leadership Management
Coping
Coping is dominant when organizational behavior is: • reactive • often in “crisis management” mode • running to keep in place
Management is dominant Leadership
Management
Coping
Management is dominant when organizational behavior is: • more proactive and less reactive • based on organization - asmachine model • “directing” change through a linear plan and “fixing” mode
Leadership is dominant
Leadership
Coping
Management
Leadership is dominant when organizational behavior is: • mostly creative • based on organization- as-livingorganism model • cultivates change through nurturing of values and relationships
Crisis Leadership
Systems Improvement
No change
Systems Maintenance
Negative Transformation
Transformational Leadership
Positive Transformation
Systems Improvement
No change
Systems Maintenance
Transformational Leadership
Positive Transformation
Adaptive Learning
Adaptive Leadership
Systems Improvement
No change
Systems Maintenance
Positive Transformation
Systems Improvement
False Changes or no real changes
Systems Maintenance
Evolution or Adaptive Learning
Transformational Leadership
Adaptive Leadership
Crisis Leadership
Deterioration
Negative Transformation
Key Question What can we do to develop leadership and strengthen leadership behavior?
Leadership requires both • Science and art • Logic and intuition • Rules and judgment
Premise 1 - We need leaders at all levels of a system. • We need to develop leadership at all levels of a system, not just at the top.
Premise 2 - We need leaders who seek lasting change • Lasting change and sustainability require changes in: • 1. Values • 2. Resources • 3. Processes or practices
Examples of values • • • • •
1. Preventive vs curative 2. Client-centered vs program-centered 3. Enabling vs control 4. Teamwork vs competition 5. Trust vs suspicion
Examples of resources • 1. Material • • 2. Non-material •
Material resources • Financial resources • Human resources • Equipment and other materials
Non-material resources • • • • • • •
Leadership and management Morale and esprit de corps Confidence and “can do it” spirit Vision and discipline Creativity and openness Values Culture
Non-material resources are more important • 1. You don’t need an act of Parliament or donor agency to allocate them. • 2. Non-material resources multiply with use. • 3. When non-material resources increase, material resources grow as well.
Examples of processes or practices
• 1. Decentralized planning vs centralized planning • 2. Engaging everyone vs doing it alone. • 3. Clear vision vs “muddling through”
Premise 3 - We need leaders who promote learning. • An effective leader shapes the social architecture needed to generate intellectual capital --ideas, know-how, innovation, knowledge and expertise.
STARGUIDE Framework GUIDE • 1. Analysis • 2. Strategy design • 3. Strategy development • 4. Implementation and accountability • 5. Evaluation
STARGUIDE FRAMEWORK • • • • • •
STAR 1. Personal mastery 2. Mental models 3. Team learning 4. Systems thinking 5. Shared vision
Effective leaders seek personal mastery • Personal mastery goes beyond competence and skills. It means approaching one’s life as a creative work, living life from a creative as opposed to reactive viewpoint. It involves: • 1. Knowing what is important. • 2. Seeing reality more clearly.
Effective leaders continuously improve their mental models. • Improving our mental models require two basic skills--the skills of inquiry and advocacy. When inquiry and advocacy are combined, the goal is no longer “to win” the argument but to find the best argument.
Effective leaders promote team learning. Team learning is vital because teams, not individuals, are the basic learning units of effective organizations. From the Fifth Discipline Peter Senge
A learning organization • Where people team up to become lifelong learners.
• Old model: The top thinks, and the bottom reacts
• New Model: All think, all act
Effective leaders foster systems thinking. • Systems thinking means to see how everything fits, to appreciate the whole not its component parts.
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Understanding Systems
Understanding Systems
Understanding Systems
Effective leaders inspire a shared vision. • Shared vision is vital for the learning organization because it provides the focus and energy for learning. It is a force in people’s hearts. It answers the question --• “ What do we want to create?”
A learning organization: • • • • •
1. Rewards outstanding performance. 2. Shares lessons from successes. 3. Sees mistakes as learning opportunities. 4. Encourages innovation and experimentation. 5. Changes course when necessary.
Leader as learner
• An effective leader sees leadership from the perspective of a steward, not of a hero or expert. By fostering learning, a leader promotes commitment, not compliance.
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