Post on 02-Apr-2019
1
TERIMA KASIH
sudah berkenanmengundang saya
basith57@yahoo.com
0811119736
4
REKOR MURI 2009 DAN 2010
77
KEMALASAN
MENTAL BURUH
10
SAFRIduo
Selamat berjumpa
SALAM SEJAHTERA BUAT
ANDA SEMUA
GIVE BIG HAND FOR
THE MOST IMPORTANT PERSON
IN THE WORLD12
ARE YOU READY ?
ARE YOU READY ?
YOUR
Abdul Basith,
LPPMS, 0811119736, basith57@yahoo.com
YOURYOURFind a
GREAT LEADER within YOU
Leadership
Softskills
PPT CCP P. 1
Dr. Ir. Abdul Basith, MSc.
Dept. of Management, Faculty of Economic and Management of IPB
Change is a constant
Management is coping with complexity.
Leadership is concerned with the management of change.
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Intrapersonal Skills
Transforming Character
Transforming Beliefs
Change management
Stress management
Time management
Creative thinking processes
Goal setting & life purpose
Accelerated learning
techniques
Interpersonal SkillsCommunication skills
Relationship building
Motivation skills
Leadership skills
Self-marketing skills
Negotiation skills
Presentation skills
Public speaking skills
Kesuksesan
ditentukan
Soft Skills
Pemain
Sepak Bola
Hard Skillso Berlari
o Mengoper bola
o Merebut bola
o Bertahan
o Menyerang
Soft Skills
Kerja Tim
Gigih dan berani
Sportif
Mengambil
Inisiatif
Berani
Mengambil
Keputusan
22
Attributes of a Peak
Performer
DEL WORKBOOK : PG 5
SoftSkills
Hardskills
80%
20%
BAGAIMANA CARA
TERBAIK
MENGAJARKAN
SOFTSKILLS?
LEWAT PERAGAAN !(dipraktekkan di sekolah Tsu Zi)
SIAPAKAH MEREKA ?
26
SOEKARNO
PRESIDEN RI27
MAHATMA GANDHI
PEMIMPIN INDIA28
29PRESIDEN AFSEL
ENTREPRENEUR30
B.J. HABIBIE
PRESIDEN RI31
32
J.F. KENNEDY
US PRESIDENT33
Susi Pujiastutik
Susi Air34
MEREKA ADALAH PARA
DREAMERS
(pemimpi)35
DUNIA INI
DIBANGUN OLEH
PARA
DREAMERDARI 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.
SYOBSHAPE
YOUR OWN
BUSINESS
OPEN MIND &
POSITIVE
THINKING
49
SYOBSHAPE
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 BAGUSDALAM 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?
• 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.
IQBAL MASIH
Craig Kielburger
(17 des 1982)
LEADERSHIP adalah …
LEADERSHIP IS INFLUENCE
(JOHN C. MAXWELL)
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
CopingManagement
Leadership Continuum
Coping is dominant
Leadership
Coping
Management
Coping is dominant when organizational behavior is:
• reactive
• often in “crisis management”
mode
• running to keep in place
Management is dominant
Leadership
CopingManagement
Management is dominant when organizational behavior is:
• more proactive and less reactive
• based on organization - as-
machine 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-living-
organism model
• cultivates change through
nurturing of values and
relationships
No change Systems
Maintenance
Crisis Leadership
Negative
Transformation
Systems
Improvement
No change
Positive
Transformation
Transformational
Leadership
Systems
Maintenance
Systems
Improvement
No change
Positive
TransformationTransformational
Leadership
Adaptive
LeadershipAdaptive
Learning
Systems
Maintenance
Systems
Improvement
Systems Improvement
False Changes
or
no real changes
Systems Maintenance
Deterioration
Negative
Transformation
Crisis
Leadership
Transformational
Leadership
Positive
Transformation
Adaptive
Leadership
Evolutionor
AdaptiveLearning
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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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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