LEADERSHIP & TEAMWORK
by
FRANS Sugiarta
@franssugiarta
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
The journey ahead of us is
increasingly
becoming more
challenging
and
interesting
Collective
Intelligence
Innovation
Entrepreneurism
Sustainability
“
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
Cha
nge
Tra
nsf
orm
atio
CHANGE
TRANSFORMASI
SEBUAH PERUBAHAN BERKUALITAS YANG TERJADI
DARI DALAM DAN BERDAMPAK KELUAR
EMPAT TINGKATAN TRANSFORMASI
TRANSFORMASI
INSTITUSIONAL
SYSTEM
ECO-SYSTEM
PERSONAL
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
HIGH
HIGH
LOW
COMPETENCE
AWARENESS
TIDAK SADAR
TIDAK
PUNYA KOMPETENSI
TIDAK SADAR
PUNYA KOMPETENSI
SADAR
TIDAK
PUNYA KOMPETENSI
SADAR
PUNYA KOMPETENSI
BANYAK EXCUSE
SOTOY
PEMBELAJAR
COMPETENCE
KNOWLEDGE
SKILLS
OPPORTUNITY
ATTITUDE
Explicit (tersurat)
Tacit (tersirat)
Active
Passive
Hard-skill
(Technical)
Soft-skill
TECHNICAL
COMPETENCE
MANAGERIAL
COMPETENCE
TECHNOLOGICAL
COMPETENCE
LEADERSHIP
COMPETENCE
FOUR (4) TYPES OF
LEAD
ER
SHIP
Process
Subject
Movement towards
a certain direction
a person who is under the
dominion or rule of a sovereign.
(in control)
Action
the journey
QUALITY
AWARENESS
(purpose)
LEARNING
(adaptiveness)
SHARING
VISION
(belief)
MAKING
DECISION
LEADERSHIP
SHARING
VISION
(belief)
MAKING
DECISION
(responsiveness)
LEARNING
(adaptiveness)
AWARENESS
(purpose)
CONNECTIVITY
CONNECTIVITY
(Relationship - Partnership)
POWER
Organisational (formal)
French & Raven, 1959
Personal (informal)
Formal Power
Legitimate power
Reward power
Coercive power
Personal Power
Expert power
Referent power
IMPACTFUL
LEADERSHIP
TECHNICAL KNOWLEDGE
KNOW - WHAT
(HEAD INTELLIGENCE)
PRACTICAL KNOWLEDGE
KNOW - HOW
(HANDS INTELLIGENCE)
TRANSFORMATIONAL KNOWLEDGE
KNOW - WHY
LEADERSHIP
CAPACITY 2.0
LOOKING
at the ordinary
the extra-ordinary
SEEING
HEARING
problems
TALKING
bla - bla - bla
REACTING
business as usual
CREATING
innovative
SPEAKING
with conviction
LISTENING
SHIFTS IN LEADERSHIP ATTRIBUTES & CAPACITY
Attributes & Capacity
FROM
TO
Awareness (Personal)
Doing
Being
Power (Organisational)
Centered
Distributive
Coordination (Societal)
Exclusive
Inclusive
LEADERSHIP
VALUE
FROM
TO
VALUES
image
authenticity
integrity
tradition
change
learning
nation-state
global
inclusion
homogencity
diversity
respect
LEADERSHIP VALUE
Speed
Responsiveness
Adaptiveness
Agility
Endurance
Fitness
Collaborative-ness
Cohesiveness
LEADERSHIP in
the
VUCA
world
- why
learning
is at the centre stage of organisation’s
strategy in 21st century -
V
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
“ 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
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 returningeverything 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, inclusionand 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-senseand 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?
