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