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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