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11 Ciri Organisasi Berkultur Peak Performance

Budaya suatu organisasi memberikan banyak sekali sinyal kepada kita tentang kemungkinan sukses dan survivenya suatu organisasi. Budaya organisasi terbentuk sebagai ekspresi sikap dan perilaku para pimpinan yang ada di organisasi tersebut. Organisasi yang memiliki budaya kinerja tinggi dapat dipastikan karena keberadaan para pimpinan yang tidak hanya mampu secara teknis namun juga memegang prinsip dan nilai-nilai yang universal. Pimpinan di organisasi berbudaya kinerja tinggi juga menunjukkan mindset leader yang kuat, teruji disaat kritis dengan membuat keputusan tepat walaupun berhadapan dengan dilema kepentingan ego pribadi dan perusahaan. Ciri khas organisasi berbudaya kinerja tinggi juga bisa terasa dengan adanya para leader yang berkomitmen serta dipercaya oleh anggotanya sebagai figur pimpinan. Kata kata mereka disimak dan menjadi petunjuk apa yang akan dilakukan oleh organisasi. Mereka mampu membangkitkan inspirasi melalui dialog, membangun motivasi, mendorong upaya tanpa kenal lelah disaat yang tidak mudah. Pimpinan ini juga mendorong terjadinya proses berkreasi melalui pola kolaborasi dan kemauan untuk memperbaiki diri secara sinambung. Pendek kata pimpinan di organisasi bebudaya kinerja tinggi ibarat dirigen orkestra yang mampu membawa ritme nada dan gerak team symphoninya mencapai sinkronisasi keindahan musik yang mampu membuat penontonnya terpesona. Mencapai taraf seperti ini tentu tidak mudah. Ada banyak tantangan, lika liku perjalanan, dan kompleksitas situasi yang harus diatasi serta dilalui oleh para pimpinan. Melalui tulisan ini kita akan membedah lebih dalam apa saja yang merupakan faktor kunci yang menentukan terwujudnya organisasi berbudaya kinerja tinggi.

Berikut adalah ciri-ciri organisasi yang Berbudaya Peak Performance:

  1. Organisasi yang pimpinan dan anggotanya saling memiliki trust. Dengan landasan trust yang kuat organisasi merespon cepat berbagai persoalan yang ada. Kordinasi untuk tindakan menjadi mudah dilakukan. Birokrasi menjadi minimal. Bonding atas perasaan satu satu keluarga menjadi kuat. Trust ini juga terbentuk karena di organisasi ini para leadernya dikenal memiliki integritas yang tinggi.
  2. Para atasan yang dihormati, dipercaya, diyakini karena kompeten dan konsisten. Para pimpinan ini juga terlihat mau berjuang dengan gigih bersama pasukannya dimedan pertempuran. Mereka ‘mau melebur’ menjadi satu dengan prajuritnya.
  3. Para pimpinan yang dekat dengan bawahan dan memasyarakat. Mereka tidak menjaga jarak dan mudah diakses oleh anggotanya. Kesan petinggi dan jarak hampir tidak dirasakan oleh orang orang di organisasi ini. Mereka dikenal memiliki empati, mau mendengar dan peduli terhadap apa yang sedang terjadi di lingkungan organisasinya.
  4. Kultur organisasi yang menanamkan perilaku fairness, objektifitas, dan keterbukaan (opennness). Mereka yang berprestasi dan berkontribusi akan naik. Loby dan kedekatan menjadi pertimbangan terakhir. Diatasnya adalah kompetensi, konsistensi, komitmen, dan integritas ketika sesi pemilihan pimpinan dilakukan. Jika anda di organisasi ini anda bisa memprediksi siapa siapa yang akan terpilih karena kriteria yang jelas dan proses yang transparan.
  5. Kultur organisasi yang menekankan efisiensi, efektifitas dan produktifitas. Perilaku atasan menunjukan contoh kesahajaan. Mereka tidak ‘memanfaatkan’ dan mengambil keuntungan pribadi dari fasilitas jabatan. Para karyawanpun sadar betul akan cost dan efisiensi. Mereka merasa ikut memiliki serta menjaga aset perusahaan.
  6. Kultur dimana para atasan amat responsive dan helpful terhadap apa yang dibutuhkan oleh rekan kerja dan juga anggota teamnya. Mudah meminta bantuan dan kerjasama. Tidak saling melempar tanggung jawab dan mencari kambing hitam jika ada permasalahan.
  7. Kultur kreatif, fleksibel dan adaptif. Mesin inovasi organisasi bergerak dengan cepat. Mereka kontinyu mengkalibrasi perkembangan dunia luar dan mencermati apa yang terjadi dengan kompetitor? apa yang berubah dengan selera konsumen? apa yang terjadi dengan perubahan regulasi atau teknologi? apa yang harus segera dilakukan sebagai terobosan organisasi? produk dan jasa apa yang perlu dimodifikasi atau bahkan diubah total?
  8. Organisasi yang para pimpinannya memiliki mindset pembelajar (tidak meganggap dirinya yang paling hebat, rendah hati dan mau mengakui kebenaran dari pendapat lain), peka, open terhadap perbedaan, mau mendengar, tidak larut dalam comfort zone, dan nyaman ketika dirinya diberi feedback atau kritik terbuka. Kita bahkan bisa melihat para top management organisasi ini mau duduk bersama karyawannya mengikuti sesi training ataupun fasilitasi bersama. Mereka menunjukan antusiasmenya untuk ikut dalam proses belajar. Karyawan juga merasa berkembang dalam dirinya baik dari sisi skills, knowledgenya dan opportunity yang ada. Mereka tidak merasa stuck di posisinya.
  9. Organisasi yang terisi oleh orang orang yang dipilih secara objektif. Ini bisa dilihat dari siapa siapa yang dipercaya memegang tampuk pimpinan. Mereka adalah para pekerja profesional sejati dan sarat dengan prestasi dalam pencapaian bisnis dan membangun kemampuan internal organisasi.
  10. Karyawan di organisasi tersebut merasa mereka ingin memberikan yang terbaik bagi perusahaan dan kontribusi mereka optimal. Karyawan merasa happy dan ada balance dalam menjaga kesehatan dan waktu untuk keluarganya disamping kesibukannya bekerja.
  11. Organisasi yang membangun keunikan unggul dalam industrinya dan menjadi benchmark bagi para pesaingnya. Organisasi ini berinvestasi ke people, teknologi, infrastuktur, proses bisnis dan melakukan strategic aliansi dengan pemain regional atau global.

 

Ke-11 point diatas merupakan indikasi adanya budaya berkinerja tinggi suatu organisasi. Semakin banyak simptom yang ditunjukan oleh organisasi yang mirip dengan ke-11 point diatas, semakin dekat suatu organisasi memiliki kultur peak performance.

Kultur suatu organisasi tidak terbentuk dalam masa yang pendek. Namun kultur yang telah dipupuk dan dibangun bertahun tahun dan menjadi soko guru praktek organisasi yang baik, bisa lebur atau terkikis dengan kedatangan top leader yang mempraktekan apa yang menjadi kebalikan dari ke-11 ciri-ciri diatas.

Tidak sedikit organisasi yang saya temui dalam pekerjaan saya selaku fasilitator transformasi, dimana para leadernya merupakan faktor utama yang menjadi pemicu kultur organisasi menjadi loser (kalah dalam peta persaingan bisnis).

Untuk membangun kembali kultur suatu organisasi agar menjadi peak performance syrat yang mutlak adalah adanya mindset para leader yang sinkron menuju kedekatan dengan ciri-ciri kultur peak performance. Ini bisa dibangun melalui upaya transformasi di sisi Mindset, Capabilities dan System support yang saling sinkron.

Leksanath@hotmail.com

 

 


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Leadership Development – What is the first step to make it works?

“A leader is someone who marches his people towards a better future”, Marcus Buckingham said it in his book Discover Your Strength. Research on how good corporations perform better than their competitors revealed that leadership is a pivot point. Sustainable high performance of a corporation in over twenty years have been associated with the existence of strong leadership and successions of talents (Mc Kinsey’s publication on The War for Talent in 2001). If every company knows that leadership is so important for its success and survival what make many corporations being mediocre or even fail at it?

NOTICING – FINDING BLINDSPOTS OF AN ORGANISATION

Since 1970 there have been many theories and approaches on how to develop an effective leader. Academics, consultants and trainers have claimed their approaches are superior than others. Many perspectives in how to develop human capital have stemmed from approaches in sports, educations, neuroscience, philosophy, cognitive psychology, family therapy, management fads, spirituality and religions. From my observations and empirical evidence, I have learnt that what works best is when we have a holistic understanding of what an organisation truly needs given the context of its culture, ambition and capacity to grow. Adopting best practice without knowing the inside out of an organisation dynamics often led to roving without tangible progress.

WHY MINDSET ALIGNMENT IS FUNDAMENTAL?

Values and belief are foundation that drive reactions, decisions and actions of an individual. Value is a belief about what has to be followed or fulfilled as it is regarded of importance. Belief is about how someone sees the world. How someone foresees possibilities and limitations. How someone perceives events and gives meaning to them. Values and belief are often called mindset that manifest in corporate culture. Leadership development efforts that over emphasise on knowledge and skills without superseding mindset alignment will not produce leaders that can take new actions.

KNOWING DOES NOT MEAN DOING – MINDSET IS THE DRIVER

When you interview a leader of his opinions to solve a problem, intellectually he can provide some good answers. In reality does he practice what he just has answered? A leader who says he prefers delivering positive feedback is not necessarily a good coach. A leader that says he is open to new ideas and critics may not be a good listener. The gap of knowing and doing is immense. It is driven by what the leaders believe right to do in his most daring circumstance. A good leader will be tested what his true mindset during a critical situation. A leader that has personal safety as his top value will have a very different response with one that has responsibility as his top value. The difference in ‘stated’ and ‘practiced’ values is emergent only through a crisis.

INTERNAL CULTURE THAT SABOTAGES LEADERSHIP DEVELOPMENT

A manager can acquire and practice new knowledge when conditions in his organisation supports his learning journey. Pressurising, indecisive, narcissistic, ego maniac, yes man, hypocrite superiors are the obstacles for a manager to practice what they have learnt. Many corporations also sow unhealthy culture when leaders at the top play favouritism. Selections and promotions are driven by know who. Rewards and performance evaluations are tools for managers to exercise power over their subordinates. People who are good at sucking up their bosses are those who remain after restructuring an organisation. This all in all conveys a message that to grow and be successful in the organisation you do not need to practice what you have learnt. In other words, these organisations have failed at developing leaders due to lacking of role models and unsupportive culture.

NEW CONVERSATION OF A LEADER IS A SEED TO A LEARNING JOURNEY

HR development best practices have been progressing so vast and quickly in the last two decades. Adopting them cannot be done through participation of a seminar or workshop. It demands rigorous, integrated and coherent approaches. Developing an effective leader starts with how the company aligns its culture. The process often requires senior leaders to start learning how they can have different conversations. Leaders need to learn how they waft new moods and embody new being. This means that the leaders learn engaging new conversations that open up possibilities, generate new mood of hopes and excitements, and sow trust and confidence. Without them, any developmental effort at the content and process level will be likely futile. Through new conversations a leader imbues a new mindset, generates moods of openness and welcomes differences. This is the spark of a learning and developmental journey in an organisation.

leksanath@hotmail.com1375077_549354581803864_1649529872_n


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9 Types of Bosses Who Create Disengagements

We often talk about how to engage employees and make an organisation a better place to work. We forget that the engagement process of the employee is actually driven by the attitude of the boss. There are 9 most common type of bosses that show attitude which disengage their teams.

Here are the 9 type of those bosses:

1. A boss that deals with politics and power in an unprofessional way. Some bosses do not expect their people to have strong team bonding. They fear that their team will someday act against his position and power. Bosses like this often uses tactics such as splitting power, use gossips and rumours to create internal conflict. They believe that conflicts give them advantage of taking control his/her power.

2. A boss that becomes jealous upon seeing his/her subordinates showing better thinking or capabilities. This type of bosses has an inferiority complex that is hidden under his power and his need to always be in power. This type of bosses often does not want to see his/her subordinate getting a better career or surpass his/her position.

3. Negative talks that generate a mood of resentment among the team member. Cynicism, condescending tone, arrogance will make his/her team grow resentful. When people are in this mood, they want to get even or retaliate. This is not a good way of instilling support and building positive energy in the organisation.

4. Excessive use of fear and threat to drive people into action. At first workers seem to improve their performance when fear is imposed. However, in the long run it grows similar to cancer which saps morale and energy of people in the organisation. Worse, people will do their job only under surveillance. At best, they just do what is written in the SOP. Creativity will be crippled and fear presents itself.

5. Authoritarian leadership style. When people cannot express their mind freely the organisation will breed blind followers. The unintended side effects are: disloyal employees, field problems are kept from being known by upper layer, and growing ignorance among employees.

6. A boss that can not control his/her emotion and often uses YTS: ‘Yelling, Threatening and Swearing’ . In the long run good people will leave and the remaining will be lethargic after prolonged stress. Some of them still work because they can not find a better place. Their purpose of work is only for economical survival. They will not care if bad things happen to the company.

7. A boss who demands full loyalty of his/her people. This type of bosses demands his/her team to fulfil his/her request at once. He/she needs a constant assurance that nobody betrays him/her. Working for this type of boss is a type of modern slavery, with the chains not in the form of handcuffs, but salary, perks and benefits.

8. A boss who says and believes that he/she is always right. This Mr Right is astute at diplomacy and word war at meeting room. He/she knows how to build coalitions which he/she needs to cling onto for support and power. Working under him will surely depreciate self respect and self values. Often high blood pressure and depression are pervasive among his/her team.

9. A boss who does not grow nor groom his/her team. This boss treats his/her people as his/her possessions. Good team members are kept and not allowed to work cross-functionally. He/she rarely coaches, mentors or teaches. There is practically no transfer of skills to his/her team member.

Good people do not leave their organisation.They leave bad bosses. Not surprisingly, the type of bosses as illustrated above often survive for long in the company. They may grow their power base since the early establishment of the organisation. The main task of human capital as a policy maker is to be aware about the existence of such individual. The efforts of people development or culture change will not produce desired results when this type of boss presence.

The challenge of HR or Human Capital is to design a system, process and practice that do not allow such individual to exist or even thrive in the organisation.

(leksana th)Bad Bosses


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IT’S NOT MY PROBLEM ! MY PEOPLE IS THE PROBLEM !

The root of a robust and sustainable performance of an organisation lies in how its leaders balance the expression of their care and concerns throughout their actions in leading the life of an organisation.

A leader that expresses too much concerns and displays little care through his leadership conversations will likely generate repercussions like lethargic mood, distrust, low morale or even resentment in his entire organisation.A leader sets the tone of an organisation’s culture and contributes to the vibrancy of his organisation.  You can feel how a leader has built his organisation culture by his presence and sensing the mood of his people after having a typical daily conversation with him.

As Marshall Goldsmith pronounced in his masterpiece “what got you here won’t get you there”. He highlights that a leader with too strong an urge to tell his people about what is right, has unintentionally created a culture of dissociation and has strongly conveyed an “I’m the boss” kind of attitude. Amazingly, many leaders have been living in this blindspot without being aware of it. Some are even proud of their acumen to “show the right direction”.

So when the people in his organisation are slow to respond and good people leave the organisation, very few rising stars can be picked as the next leaders (external leaders have to always be recruited), bottom up ideas almost unheard of and errors and patterns of similar problems persist. All these are symptoms for living in the blind spot of transparency for far too long.How do you deal with this if you are the leader? For sure, you will be compelled to seek advice from a professional.

You will likely to hear some inputs encompassing initiatives such as reorganisation, process review, aligning HR system and so on.  These are all good opinions with good intentions. However, how many of them will effectively address the heart of the matter ?To have a true revealing discussion that is fruitful and generating the most viable outcomes, we should start with a candid conversation that exudes a mood of openness, candor and flexibility.

As Ram Charan said in his book “Execution”, “the task of a leader is to have a conversation that is based on the reality of what has happened in the field and how a leader has contributed to a circumstance he dealt with”. To have this kind of conversation, one should have strong confidence and courage that is based on the capacity to coach someone in the calibre of a CEO. Questions that challenge the status quo, shift perspectives, and side the curtain of conversation to be avoided are parts of the scenario.Some organisations resort to internal resource for having a belief that they know more about themselves.

It will be a very difficult task, if not impossible, for someone living in the organisation to be tasked with starting or facilitating this conversation with the leader. The aura of historical discourse and cultural relationship can be a great impediment for the revelation. An independent and seasoned facilitator with deep cultural understanding and capabilities to ask powerful questions is a good choice to cradle the conversation of possibilities.

Solving problems and reacting to a challenge often could unintentionally lead to the creation of more problems.  This is true when we do not or can not address the real issues that has created the problems or challenges in the first place: how the top leader thinks and responds.


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Seventy Years Ago Today: Utah Beach, Normandy

Hugh Nibley [off the record]

Photo of American soldiers onboard a ship approaching the coast of Normandy. American soldiers wait onboard their ship as they approach the coast of Normandy, June 6, 1944. Photo: National Archive

There was a big French battleship blazing away right next to us, and the Germans zeroed in on us with their 88s as we put the rope over the side and started to swarm down into the landing craft. As soon as I got down the rope ladder, the very spot where I should have been waiting on the ship was hit by an 88, and half a dozen tankmen were blown up. The chaplain I had been talking to was wounded. 

The landing craft went in as far as it could, and then there were still a couple of hundred yards – quite a way to go yet. I climbed in the Jeep and revved her up. I had packed it with sandbags so we could get some hold on…

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What’s your idea of fun? Contribute to a TED crowdsourced video

have fun !…

TED Blog

Fun: it comes in many shapes, sizes, temperatures and forms. What does fun mean to you?

We are creating a crowdsourced video about what fun looks like all over the world, and would love to see your contribution! This week, take a few minutes to make a video of fun in action and send it to us. You might see your definition of fun on ideas.ted.com soon.

Watch the video above to see what kind of footage we’re looking for. Ideally, we’d like clips that are 5 to 15 seconds long, that show fun as it happens rather than someone talking about it after the fact. HD footage of activities is preferred, but we are open to anything … as long as you keep it clean. Bonus points if you show something unique to your town or your country! We’ll be accepting submissions through Monday, July 7th.

Here are four…

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