leadership & teamwork - lppm.ut.ac.id...

LEADERSHIP & TEAMWORKby

FRANS Sugiarta @franssugiarta

www.unitedindiversity.org www.presencing.com

BUSINESS

CIVIL SOCIETY GOVERNMENT

Serve as an EDUCATIONAL PLATFORM and to ACT AS A

CATALYST for trust-building and

cooperation among business, the

public sector, and civil society

through a LEARNING PROCESS for SUSTAINABLE FUTURE and

betterment of Indonesia and world

MISSION

The journey ahead of us is increasingly becoming more challenging and interesting both for us as individuals and

also for our organisation

CollectiveIntelligence Innovation Entrepreneurism

Sustainability

Leadership

“ We know that LEADERSHIP is very

much RELATED TO CHANGE.As the pace of change accelerates, there is naturally a greater need for

EFFECTIVE LEADERSHIP ”- JOHN PAUL KOTTER -

Konosuke Matsushita Professor of Leadership, Emeritus, at the Harvard Business School,

Change

Transform

ation

CHANGEperubahan

TRANSFORMATION

TRANSFORMASI

SEBUAH PERUBAHAN BERKUALITAS YANG TERJADI DARI DALAM DAN BERDAMPAK KELUAR

(RIPPLE EFFECT)

EMPAT TINGKATAN TRANSFORMASI

TRANSFORMASI

INSTITUSIONAL SYSTEM

ECO-SYSTEMPERSONAL

United in Diversity | http://www.unitedindiversity.org

Dari Human DOINGS (Fokus pada TUGAS)

ke Human BEINGS (Fokus pada PERAN)

Dari SILO (TERKOTAK-KOTAK) ke NETWORKED (KOLEKTIF)

Dari EKSKLUSIF ke INKLUSIF

Dari EGO-SENTRIS ke ECO-SENTRIS

WHEN DO WE STOP LEARNING?

WE STOP LEARNING WHEN……

FOCUS TOO MUCH

ON OURSELVES

FOCUS TOO MUCH

ON PROBLEM

FOCUS TOO MUCH

ON ROUTINES

HIGH

HIGHLOW

CO

MPE

TEN

CE

AWARENESS

TIDAK SADAR

TIDAK PUNYA KOMPETENSI

TIDAK SADARPUNYA KOMPETENSI

SADAR

TIDAK PUNYA KOMPETENSI

SADAR

PUNYA KOMPETENSI

BANYAK EXCUSE

SOTOY PEMBELAJAR

PRODUKTIF - CREATIF

COMPETENCE

KNOWLEDGE

SKILLS

OPPORTUNITY

ATTITUDE

Explicit (tersurat) Tacit (tersirat)

Active Passive

Hard-skill (Technical)

Soft-skill (Values)

TECHNICAL COMPETENCE

MANAGERIAL COMPETENCE

TECHNOLOGICAL COMPETENCE

LEADERSHIP COMPETENCE

FOUR (4) TYPES OF COMPETENCE NEEDED

TODAY

LEADERSHIP

LEAD ER SHIP

ProcessSubjectMovement towards a certain direction

a person who is under the dominion or rule of a sovereign.

(in control)

Actionthe journey

QUALITY

AWARENESS (purpose)

LEARNING (adaptiveness)

SHARING VISION (belief)

MAKING DECISION

(responsiveness)

LEADERSHIP

SHARING VISION (belief)

MAKING DECISION

(responsiveness)

LEARNING (adaptiveness)AWARENESS

(purpose)CONNECTIVITY

(relationship)

CONNECTIVITY (Relationship - Partnership)

POWER

Organisational (formal)

French & Raven, 1959

Personal (informal)Formal PowerLegitimate powerReward powerCoercive power

Personal PowerExpert powerReferent power

Transactional Transformational

IMPACTFUL LEADERSHIP

3H

TECHNICAL KNOWLEDGE KNOW - WHAT

(HEAD INTELLIGENCE)

PRACTICAL KNOWLEDGE KNOW - HOW

(HANDS INTELLIGENCE)

TRANSFORMATIONAL KNOWLEDGE KNOW - WHY

(HEART INTELLIGENCE)

LEADERSHIP CAPACITY 2.0LOOKING

at the ordinarySEEING

the extra-ordinary

HEARINGproblems

TALKINGbla - bla - bla

REACTINGbusiness as usual

CREATINGinnovative

SPEAKINGwith conviction

LISTENINGopportunities

SHIFTS IN LEADERSHIP ATTRIBUTES & CAPACITY

Attributes & Capacity FROM TO

Awareness (Personal) Doing Being

Power (Organisational) Centered Distributive

Coordination (Societal) Exclusive Inclusive

Value Creation (Global) Ego-centric Ecosystem-centric

LEADERSHIP VALUEFROM TO VALUES

image authenticity integrity

tradition change learning

nation-state global inclusion

homogencity diversity respect

solo team collaboration

LEADERSHIP VALUE

SpeedResponsiveness

Adaptiveness

Agility

EnduranceFitness

Collaborative-nessCohesiveness

(Identity)

LEADERSHIP in the VUCA world- why learning is at the centre stage of organisation’s

strategy in 21st century -

VUCA

V

U

C

A

olatility

ncertainty

omplexity

mbiguity

The Nature, speed, volume, magnitude and dynamics of change (uncontrollable events)

berlin wall, end of apartheid, financial crisis 2008, tsunami, arab spring, H1N1 virus, SARS, 9/11, digitation, social media, trade

liberalisation, business model innovation…….

Lack of predictability in issues and events.Long term planning becomes less important.

forecasting and decisions making process becoming more difficult than before

Interdependencies of causes and effects of an event is tremendously high

unintended consequences and paralysis of analysis. interconnected economies.

complex supply chain.

Lack of clarity about the meaning of an event or issue

Things are not what they seem to be. Hard to know between friends and foes.shifts in norms: GDP vs GNH (HPI)?

source: UNC Kenan-Flagler Business School Studies 2012

VISION

UNDERSTANDING

CLARITY

AWARENESS

Ketidakseimbangan

ketidakpastian

kerumitan

kerancuan

“ Successful leadership in 21st century depends on the

QUALITY OF INTENTION and QUALITY OF ATTENTION “

- C. Otto Scharmer - senior lecturer of MIT Sloan School of Management

author of Theory U www.presencing.com

EIGHT (8) AREAS OF COLLECTIVE ATTENTION (Capacity of Team Build - Work - Learn)

AREA GUIDING QUESTION

COORDINATION How might we create a web of value creation that allows all key players to see each other and to navigate the system from an awareness of the whole (shared vision & shared values)?

NATURE How might we design economic cycles earth to earth based on zero waste and on returning everything we take from nature at the same or higher level of quality?

PARTNERING How might we create platforms, of collaborative value creation based, on transparency, inclusion and fairness, in order to allow all partners to realize their highest potential?

CAPITAL How might we create intentional capital, that is dedicated to generate value and wellbeing for all (partners, community, planet, shareholders)?

TECHNOLOGY How might we create technologies that empower people to collectively create?

LEADERSHIP In multi-stakeholder settings, how might we create the collective capacity of leaders to co-sense and co-create the emerging future?

CITIZEN and CONSUMER EMPOWERMENT

How might we, turn citizens into the source and users into co-creators of economic value creation?

OWNERSHIP How might we, create ownership structures that facilitate the best societal use of resources?

THANK YOU

Frans Sugiarta@franssugiarta

E: frans.sugiarta@unitedindiversity.orgwww.unitedindiversity.org

Source Literature

Theory U: Leading from the Future as It Emerges January 1, 2009

by C. Otto Scharmer (Author)

http://www.amazon.com/Theory-Leading-C-Otto-Scharmer/dp/1576757633

Leading from the Emerging Future: From Ego-System to Eco-System Economies

July 8, 2013 by Otto Scharmer (Author), Katrin Kaufer (Author)

http://www.amazon.com/Leading-Emerging-Future-Ego-System-Eco-System/dp/1605099260

Source

C. Otto Scharmer, Peter M Senge, Dr Ben Chan, Frans Sugiarta IDEAS (Innovative Dynamic Education & Action for Sustainability)

an MIT-UID executive education program. www.unitedindiversity.org