ksu equatorial penang 02.pdf · pengurangan pemberian lanjutan masa (eot) penggunaan polymer...

``

SE

CT

IO

N

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1*

were

5

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1* 6

Li fe Cyc le Cost ing

Risk Management

Cr is is Management

Increase Capac i ty and Cred ib i l i t y o f Cont rac tors

Libera l iza t ion

Procurement Process

Pro jec t Management

S.O’s Ro les and Respons ib i l i t ies

Human Resource Capac i ty

In format ion Management

Reduce E.O.T.s /V.O.s

Increase Pro fess iona l ism and Best Prac t ices

IBS

Green technology

1RoC System

Corporate Soc ia l Respons ib i l i t y

LLM as a Regula tor

Li fe long Learn ing/ Hands On Tra in ing

Job Enr ichment

Standard iza t ion o f Process o f Sys tem

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1* 7

• Green Technology in Design

• Asset Maintenance Cost

• Increase Contractor ’s Capaci ty

• Reduce EOT

• V.O Restr ict ion

• Life Cycle Cost ing

• Road Safety

• JKR Professional ’s Integrat ion

• Procurement Process

• Human Capita l

• Integrat ion of JKR States and HQ

• Author i ty

• Accountabi l i ty

• Project Management Issues

• Implementat ion of Outcome Based

Programs

• NKRA and KPI Achievements

• Liberal izat ion and Global izat ion

• Rakyat ’s Expectat ions

• IBS Implementat ion

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1* 8

Roads : Des ign , Deve lopment , and

Ma in tenance

Slope Management

Arb i t ra t i ons : C IPAA

Work fo rce Competency

S.O. and Lega l Accoun tab i l i t y

Cont rac t Re - look

Procurement P rocess

Pro jec t team Se lec t i on

ISO fo r C lass A Con t rac to rs

Imp lement 1 RoC

Author i t y En fo rcement

I n teg ra t i on o f Da tabase

Ac ts Ammendment (C IDB, LLM,LJM, LJBM,

LAM)

Cr i t i ca l P ro jec ts

Asse t Inven to ry and Management

Pr i va t i sa t ion

L ibera l i za t ion

Asse ts L i fe Cyc le

HNDP

Green Bu i l d ing

Renewab le Energy

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1* 9

• Const ruct ion Indust ry Master P lan,

CIMP

• Cr i t ica l Pro jects (LPT2, ECER, IBS,

etc . )

• Transparency in Procurement Process

• In tegrat ion of Profess ionals

• Project Management : Roles

• Outsourc ing

• Increas ing Pr ivat isat ion

• Maintenance and Asset Management

• In tegrated Database ( PIMS, CIS,

NeTI , 1 RoC)

• Energy Eff ic iency

• Recyc led Mater ia ls for New Roads

• IBS Road Map 2011-2015

• IBS Standard izat ion

• New Era of Technology Tra in ing

Inst i tu te

• Li fe Cyc le Cost ing

• HNDP Review

• Publ ic -Pr ivate Par tnersh ip In i t ia t ives

Subsidy Rat ional izat ion Issues

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1* 10

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 11

Projek Rancangan Malaysia

Kesembilan (RMKe-9)

Projek Pakej Rangsangan Ekonomi

Kedua 1 dan 2 (PRE)

Kajian Highway Network

Development Plan (HNDP) bagi

Sabah dan Sarawak

Pembukaan Lebuh Raya Baru

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 12

Pemberian Diskaun Tol Lebuh Raya

Pengurangan Kadar Kemalangan

Disebabkan Faktor Kejuruteraan

Menaik Taraf Jalan-Jalan Strategik

Pemasangan Papan Iklan Dalam

Rizab Lebuh Raya / Jalan

Persekutuan

Pelarasan Gaji Penyelia Tapak

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 13

Pengurangan Pemberian Lanjutan Masa

(EOT)

Penggunaan Polymer Modified Asphalt

(PMA) dan Concrete Pavement

National e-Tendering Initiatives (NeTI)

Procurement Information Management

System (PIMS)

Memorandum Persefahaman (MoU) India

dan Malaysia

Program Bekerja Dari Rumah

14

o t h e r

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 15

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 17

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 18

KKR

JKR

CIDB

LLM

but our…

our organization

getting larger

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 19

Maintenance : Policy,

Guidelines

Procurement Process

Green Technology

IBS Road Map

Contractor (Bumiputra)

Development

1RoC, SCORE, CIS

Act Amendments Value

Management

Project Management

RM10 : Rolling Plans

Privatisation : New Financial

Modalities/MLFF

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 21

6 Core Business

21 Strategies

60 Key Performance Indicators (KPIs)

Inputs from:

1. Persidangan Pegawai-pegawai Kanan KKR &

Agensi (16-18 Julai 2009)

2. Seminar Khas Pengurusan Atasan Kementerian

Kerja Raya & Agensi (5-7 November 2009)

3. Persidangan Perancangan Strategik 2010

Kementerian Kerja Raya Malaysia (17-20 Februari

2010)

4. Mesyuarat Perancangan Strategik Kementerian

Kerja Raya (22-25 Julai 2010)

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 22

1Policy 1. Highway Network

Development Plan

(HNDP)

2. Road Industry Master

Plan (RIMP)

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 23

1Systems &

Procedures

3. Centralised Information

System (CIS)

4. Programme Management

Office (PMO)

5. Revised Road Standards

6. Reduced EOT

7. Center for Road Management

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 24

1Technology &

Innovation

8. Polymer Modified Asphalt

(PMA)

9. Concrete Pavement

10. LED Lighting

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 25

2Construction

Industry

Policy

11.Industrialised Building

System (IBS) Roadmap

2011 – 2015

12.To revise Construction

Industry Master Plan

(CIMP) 2006 - 2015

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 26

2Procurement 13.National e-Tendering

(NeTI)

14.Procurement Information

Management System

(PIMS)

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 27

2Total

Management

15.Life Cycle Costing (LCC)

16.Value Management (VM)

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 28

2Acts &

Regulations

17. CIDB Act18. Construction Industry

Payment and Adjudication Act (CIPAA)

19. Green Card

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 29

2Construction

Environment

20. Construction Materials: Supply & Costing

21. Certificate of Approval (COA)

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 30

2New

Technology

22. National Green Building Index

23. Green Technology in Construction

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 31

3Maintenance

Policy &

Directions

24. National Asset Management Master Plan

25. Total Facility Management

26. National Slope Master Plan

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 32

3Maintenance

Policy &

Directions

27. Roads Database28. Gazetting Road

Reserve29. National Bridge

Maintenance Master Plan

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 33

3Strategic

Roads

Maintenance

30. Black-spots31. Strategic Roads

Maintenance

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 34

3Enhance

Building

Maintenance

32. Retro-fitting33. Energy Efficiency

(EE)

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 35

4Main Technical Advisor

34. LLM Act35. New Financial

Model36. New concession

agreement

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 36

4Expand

Highway

Network

37. 6 new highways38. Alternative Routes

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 37

4User

Satisfaction

39. Electronic Toll Collection (ETC)

40. Multi Lane Free Flow (MLFF)

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 38

5Total

Contractor

Development

Program

41. Single Registration (1RoC)

42. SCORE System43. ISO 900144. Contractor excellence

recognition

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 39

5Total

Contractor

Development

Program

45. Class F specialization

46. Work Distribution47. Financial Assistance

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 40

5Integrated

Work Force

Planning

Program

48. Construction Industry Human Resource Master Plan

49. Accreditation

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 41

5Professionals

’

Accountabilit

y

50. LJM Act, LAM Act & LJBM Act

51. JKR Cadre52. Certified Project

Managers

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 42

6New market

venture

53.Trade Missions54.MoU55.FTA

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 43

6Technical &

Consultatio

nAssistance

56. International Office: India

57. Portals

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 44

6Promotion &

Image

Bulding

58. MIIE

59. Green Technology In Construction Convention

60. QS International Conventional

46

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 47

•

•

•

•

•

•

Set up Bahagian Dasar

Pembinaan

Work Plans

CIMP

IBS Road Map

Asset Management Plan

Work force development

plan

Amendment

CIDB Act

LLM Act

CIPPA

Board Act

Road Management Center

Slope Management Work Plan

Bridge Maintenance Plan

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 48

•

•

•

•

•

•

•

•

•

KKR

TKSU - Pengurusan Dasar, Pembangunan

dan Penswastaan

Bahagian Dasar Pembinaan

Bahagian Kawalselia dan Pengurusan Aset

Bahagian Hubungan Antarabangsa

JKR

All Engineers to take professional status

Job Rotation

Technical to undertake technical jobs

Jobs Assignment commensurate with grade

Career path

Succession Planning

CIDB

Ministerial Annual Dialogue with sector

captain

Construction Week

MICEA

ACEM/Archidex with MOW

LLM

Minister meeting with concessionaires

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 49

•

•

•

•

•

•

•

KKR

JKR

Structure that fits core business delivery

Improved Support for state JKR

SOS : Upgrade posts

HR Mobilisation

Mobilize Technical people to do technical

J 41 to serve on ground

CIDB

Restructuring – with JPA

LLM

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 50

•

•

•

•

Procurement Process

Circular an consultants

Pre assessment

Use of NETI or PIMS

Registration

Single registration

PKK status

Project Management

Reduced EOT, reduced VOP

Enforce LAD

Emphasis on value for money

Professionals

Enhance clerk of work competency

Trained SO - in legal aspect

Certified project managers

Contractor competence enhancement

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 51

•

•

•

• e e

• e

•

•

•

•

MOW + JKR + CIDB +

LLM

Data sharing

System Owner

Data Reliability and

Consistency

Regular Updating

Stable System

Integrity

Security – confidentiality

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 52

{ MOW - JKR - CIDB - LLM }CORE BUSINESS ORGANISATIONAL

STRUCTUREHR MOBILIZATION

PROCESS IMPROVEMENTS IT SUPPORT SYSTEMS

Roads Buildings Construction HighwayMaintenanceWork force

Principles Authority Power

Status

Common system Decision making system

Accountability

Point of Reference

Span of control

Structure mobilizes expertise

Job Assignment commensurate with grade

Technical undertake technical job

All engineers to take professional status

Determine career path Job rotation policy Redeployment Succession Planning

PERFORMANCE MANAGEMENT

• KPI

Procurement Contractor

Registration Contract

Management Crisis Management

CIS PIM NeTI e-bidding ePerolehanePembekal

Asset InventoryLand

InventorySKALA HRMIS

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 54

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 55

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 56

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 57

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 58

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 59

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 60

QUICKWINS

62

KKR

+

JKR

+

CIDB

+

LLM

= +

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 64

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 65

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 66

“Leaders are people who

leave their footprints in

their areas of passion”

50 – 70 percent of

employees perception of

the organisation’s climate

can be traced to the leader.

The boss creates the

conditions that directly

determines people ability to

work well.

Great leaders move us.

They ignite our passion and

inspire the best in us.

Goleman

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 67

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 68

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 69

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 71

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

72

“Being responsible sometimes means pissing

people off”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

73

“The day soldiers stop bringing you

their problems is the day you have

stopped leading them. They have either

lost confidence that you can help them or

concluded that you do not care. Either

case is a failure of leadership”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

74

“Don’t be buffaloed by experts and elites.

Experts often possess more data than

judgment. Elites can become so inbred

that they produce hemophiliacs who bleed

to death as soon as they are nicked by

the real world”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

75

“Don’t be afraid to

challenge the pros,

even in their own

backyard”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

76

“Never neglect details. When

everyone’s mind is dulled or

distracted the leader must be

doubly vigilant”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

77

“You don’t know what you can

get away with until you try”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

78

“Keep looking below surface

appearances. Don’t shrink from

doing so (just) because you might

not like what you find”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

79

“Organization doesn’t really accomplish

anything. Plans don’t accomplish anything

either. Theories of management don’t much

matter. Endeavours succeed or fail because of

the people involved. Only by attracting the

best people will you accomplish great

deeds”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

80

“Organizations

charts and hence

title count for next

to nothing”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

81

“Never let your

ego get so

close to your

position that

when your

position goes,

your ego goes

with it”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

82

“Fit no stereotypes.

Don’t chase the

latest management

fads. The situation

dictates which

approach best

accomplishes the

team’s mission”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

83

“Perpetual

optimism is a

force

multiplier”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

84

“Powell’s Rules for Picking

People – Look for

intelligence and judgment

and, most critically, a

capacity to anticipate, to

see around corners. Also

look for loyalty, integrity, a

high energy drive, a

balanced ego and the drive

to get things done”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

85

“Great leaders are almost always

great simplifiers, who can cut

through argument, debate and

doubt, to offer a solution everybody

can understand”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

86

Part I : “Use formula P = 40 to 70, in

which P stands for the probability of

success and the numbers indicate the

percentage of information acquired”

Part II: “Once the information is in the

40 to 70 range, go with your gut”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

18. Command is lonely.

87

“The commander in the field is

always right and the rear

echelon is wrong, unless proved

otherwise”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 88

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

19. Command is lonely.

“Have fun in your command. Don’t always

run at a breakneck pace. Take leave you’re

earned it. Spend time with your families”

Corollary : “Surround yourself with people who

take their work seriously, but not themselves,

those who work hard and play hard”

P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 89

1. Being responsible sometime means pissing people off.

2. The day soldiers stop bringing you their problems is the day you have stopped

leading them. They have either lost confidence that you can help them or concluded that you do not care. Either

case is a failure of leadership.

3. Don’t be buffaloed by experts and elites. Experts often possess more data

than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are

nicked by the real world.

4. Don’t be afraid to challenge the pros, even in their own backyard.

5. Never neglect details. When everyone’s mind is dulled or distracted

the leader must be doubly vigilant.

6. You don’t know what you can get away with until you try.

7. Keep looking below surface appearances. Don’t shrink from doing so

(just) because you might not like what you find.

8. Organization doesn’t really accomplish anything. Plans don’t accomplish

anything either. Theories of management don’t much matter. Endeavours succeed

or fail because of the people involved. Only by attracting the best people will

you accomplish great deeds.

9. Organizations charts and hence title count for next to nothing.

10. Never let your ego get so close to your position that when your position

goes, your ego goes whit it.

11. Fit no stereotypes. Don’t chase the latest management fads. The situation

dictates which approach best accomplishes the team’s mission.

12. Perpetual optimism is a force multiplier.

13. Powell’s Rules for Picking People –Look for intelligence and judgment and,

most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced

ego and the drive to get things done.

14. Great leaders are almost always great simplifiers, who can cut through

argument, debate and doubt, to offer a solution everybody can understand.

15. Part I : Use formula P = 40 to 70, in which P stands for the probability of

success and the numbers indicate the percentage of information acquired.

Part II: Once the information is in the 40 to 70 range, go with your gut.

16. The commander in the field is always right and the rear echelon is wrong ,

unless proved otherwise.

17. Have fun in your command. Don’t always run at a breakneck pace. Take

leave you’re earned it. Spend time with your families.

Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and

play hard.

19. Command is lonely.

“Command is lonely”

“If there is no

struggle, there is

no progress”Frederick Douglass