SMART LEADERSHIP (Situational Leadership) Training
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Kanaidi, SE., M.Si (Penulis “Buku PERIKLANAN”, Service Quality and Motivation Trainer, Dosen Marketing Management, Praktisi Bisnis) email : kana_ati@yahoo.com atau kanaidi@yahoo.com atau kanaidi@poltekpos.ac.id atau kanaidi@posindonesia.co.id HP. 08122353284 PIN bb : 27CBC148 Facebook : Kanaidi Ken & Kanaidi Ken Part II
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SMART LEADERSHIP (Situational Leadership) Training
- 1. By : Kanaidi, SE., M.Si kana_ati@yahoo.com SMART LEADERSHIP (Situational Leadership) TRAINING
- 2. Tell about your best subordinate Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si kana_ati@yahoo.com22
- 5. 5 Which skills are demonstrated? Conceptual, Interpersonal and technical. Which attributes are implied by these observations? Really only mental, good desire, will and initiative. Any values implied here? Perhaps “duty” by ensuring the readiness of his equipment.
- 6. DEVELOPING SUBORDINATES Step Step 1 - Observe and record leadership actions Step 2 - Assess and compare what you see to performance indicators; classify the observations to determine if the behavior exceeds, meets, or fails to meet the standard Step 3 - Coach the subordinates - tell the subordinates what you saw and give them a chance to assess themselves Step 4 - Conduct developmental counseling
- 7. Assessment Methodologies to Evaluate Competencies or Motivation Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si kana_ati@yahoo.com77
- 8. Assessment Methodologies • Both assessment and development centers use a number of simulation techniques to evaluate competencies however any other effort for competency assessment can also use same methods or look for other appropriate ways to evaluate behaviors. • It would be interesting to explore a little about some of the most used methods and best practices for assessments in organizations across the world.
- 9. Assessment Methodologies : • Observing the candidate at his/her work. • Structured Interviews. • Simulation Exercises : - Role Play - In Basket - Case Study • Psychometric Assessments/Aptitude Tests • Appreciative Inquiry and Development Dialogue
- 10. Bandung, 03 - 04 Desember 2009 By : Kanaidi, SE., M.Si kana_ati@yahoo.com Coaching
- 11. Definition Coaching: • A directive process by a manager to train and orient an employee to the realities of the workplace and to help the employee remove barriers to optimum work performance. • In general, helping someone else expand and apply his or her skills, knowledge, and abilities. • A coach helps someone get from where they are now to where they want to be. • Coaching is an ongoing professional relationship that helps people produce fulfilling results in their personal and professional lives (International Coaching Federation)
- 12. Opportunities for Coaching • Appearing unmotivated. • Excessive errors. • Missing deadlines. • Falling below standards. • Displaying need to fine-tune skills
- 13. Benefits of Coaching • Coaching is the most effective way to develop your employees. • Coaching is the key to managing multiple priorities. • Coaching leads to improved employee performance, which leads to increased productivity and bottom-line results. • Coaching increases employees’ self-esteem and job satisfaction.
- 14. Coach as Guide • Defining “success” • Creating a vision of the future • Setting goals • Action planning • Evaluating progress
- 15. Leadership strategy for high/ low competency Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si kana_ati@yahoo.com1515
- 16. Guidelines for Developing Leadership Competencies • Keep them few and simple • Limit to the genuine priorities • Link to capability needs • Identify critical derailer competencies - Lominger does this • Embed throughout systems and processes • Continually revisit staying future focused
- 17. • Focused Drive • Emotional Intelligence • Trusted Influence • Conceptual Thinking • Systems Thinking • Change Management & Coaching/Mentoring • Communication & Negotiation • Problem Solving. 1717 Leadership Competencies:
- 18. By : Kanaidi, SE., M.Si kanaidi@yahoo.com Leadership strategy for high/low motivation
- 19. KERJA adalah RAHMAT Bekerja tulus & penuh syukur • Rahmat adalah kebaikan yang kita terima karena kasih sayang Sang Maha Pemberi. • Rahmat adalah fasilitas ilahi bagi pertumbuhan dan kemajuan kita menuju puncakpotensi diri kita sehingga kita bisa hidup sepenuh-penuhnya. • Rahmat adalah wujud kasih sayang Tuhan yang melimpah kepada kita. • Rahmat adalah sumber mentalitas berkelimpahan. • Rahmat adalah pangkal dari semua sikap dan pikiran positif. • Rahmat adalah segala yang membuat manusia dapat hidup dan tumbuh secara wajar. • Rahmat adalah fasilitator dan navigator keberhasilan. • Rahmat selalu bermaksud melindungi dan mendukung hidup kita menuju taraf yang lebih baik. Spirit :
- 20. KERJA adalah AMANAH Bekerja dgn benar & penuh tanggung jawab • Kita menerima amanah kehidupan dari Sang Pemilik Hidup, karenanya kita bertanggungjawab atas setiap detik hidup kita. • Kita semua adalah pemegang amanah. Tidak hanya satu tetapi banyak amanah. • Barangsiapa berhasil mengemban amanah kecil akan mendapat kepercayan mengemban amanah besar. • Tanggungjawab harus diwujudkan dengan benar, baik esensi, semangat, maupun teknis pelaksanaannya. • Tanggungjawab harus ditunaikan setara dengan bobot amanah yang dipercayakan. • Tidak ada tanggungjawab tanpa kesadaran amanah. Amanah melahirkan tanggungjawab Spirit :
- 21. KERJA adalah IBADAH Bekerja serius & Penuh Kecintaan – kerja itu Ibadah, yang intinya adalah tindakan memberi atau membaktikan harta, waktu, hati, dan pikiran kepada dia yang kita abdi. Melalui pekerjaan, kita bertumbuh menjadi manusia yang kualitas kepribadian, karakter, dan mentanya berkembang kearah yang ilahi. – Beribadah berarti berbakti dengan segenap hati, mengabdi tuntas penuh totalitas, dan berserah pasra dengan segenap cinta. – Ibadah yang benar harus dilakukan dengan khusuk, serius, dan sungguh- sungguh. Bengitu pula bekerja yang benar. – Ibadah memerlukan pengorbanan, namun pengorbanan untuk suatu idealisme adalah kebahagiaan, dan pengorbanan yang didorong oleh rasa cinta adalah suka cita. – Makna ibadah adalah persembahan diri, pemasrahan diri, penyerahan diri. Spirit :
- 22. KERJA adalah PELAYANAN Bekerja sempurna & penuh kerendahan hati • Apa pun pekerjaan kita sesungguhnya kerja adalah untuk melayani. Secara sosial pelayanan adalah yang mulia, karena itu hakikat pekerjaan kita pun mulia dan sebagai makluk pekerja kita semua adalah insan yang mulia. • Cara umum untuk memperoleh kemuliaan ialah dengan melayani sebaik- baiknya untuk khalayak seluas-luasnya • Ciri utama kemuliaan adalah karakter yang altruistik, yaitu sikap tidak mementingkan diri sendiri bahkan rela berkorban demi melayani orang lain. • Dengan melayani di dalam dan melalui pekerjaan kita maka aspirasi kemuliaan kita terpenuhi sekaligus harkat profesi kita pun bertambah mulia. • Melalui pelayanan maka pekerjaan kita termuliakan sebagaimana juga akhlak, kepribadian, dan budipekerti kita. Spirit :
- 24. MOTIVATION What is motivation? MOTIVATION = Value of outcome x expectation of achieving it Motivation is a desire to achieve a goal, combined with the energy to work towards that goal. Motivasi merupakan satu penggerak dari dalam diri seseorang untuk melakukan atau mencapai sesuatu tujuan Motivasi adalah kekuatan pendorong yg akan mewujudkan suatu perilaku guna mencapai tujuan kepuasan dirinya Motivasi adalah proses yang menjelaskan intensitas, arah, dan ketekunan seorang individu untuk mencapai tujuan tertentu
- 25. Relationship Extrinsic & Intrinsic Motivation
- 26. 1. Cultivate meaning awareness Positive work environment, vision, purpose, relevance, wholeness of tasks 2. Develop a sense of choice Delegated authority, trust, security, clarity, information 3. Develop a sense of competence Knowledge, positive feedback, skill recognition, challenge, standards 4. Develop a sense of progress Collaboration, milestones, celebrations, access to customers, improvement measures Intrinsic Motivation Four Building Blocks Intrinsic more powerful and readily available – Growth opportunities, meaningful work, teamwork, positive work environment.
- 27. Model of Intrinsic Motivation - Ken Thomas Employees are intrinsically motivated when rewards an employee gets from work result from: Choice – the ability to freely self-select and perform task activities. Competence – the sense of accomplishment from skillfully performing chosen tasks/activities. Meaningfulness – pursuing a task that matters in the larger scheme of things. Progress – the feeling of significant advancement in achieving the task’s purpose.
- 28. Situational Leadership Theory Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si kana_ati@yahoo.com2828
- 29. Hersey–Blanchard Situational Leadership Model – A model aims to provide a practical way for a leader to decide how to adapt his or her style to the task. – Model focuses on four leadership styles: • The delegating style lets the members of the group decide what to do. • The participating style asks the members of the group what to do, but makes the final decisions. • The selling style makes the decision but explains the reasons. • The telling style makes the decision and tells the group what to do.
- 32. Situational Leadership Managerial Leadership Styles Adapted from “Leadership and the One Minute Manager”, Kenneth Blanchard 1000ventures.com DIRECTIVE BEHAVIOR SUPPORTIVEBEHAVIOR Low High High EMPOWERING Turning over responsibility for day-to-day decision-making For people who have High Competence High Commitment SUPPORTING Praise, listen, and facilitate For people who have High Competence Variable Commitment DIRECTING Structure, control, and supervise For people who have Low Competence High Commitment COACHING Direct and support For people who have Some Competence Some Commitment
- 33. Maturity Level Most Appropriate Leadership Style M1: Low maturity S1: Telling/Directing M2: Medium maturity, limited skills S2: Selling/Coaching M3: Medium maturity, higher skills but lacking confidence S3: Participating/Supporting M4: High maturity S4: Delegating/Empowering Situational Leadership
- 34. 1000ventures.com 1 Managers makes decision and announces it 2 Manager “sells” decision 3 Manager presents ideas and invites questions 4 Manager presents tentative decision subject to change 5 Manager presents problem, gets suggestions, makes decision 6 Manager defines limits; asks group to make decision 7 Manager permits subordinates to function within limits defined by superior Adapted from: “The Tannenbum and Schmidt Leadership Continuum” Managing by directing Leading by empowering Situational Leadership Continuum of Leadership Behavior that Emphasizes Decision Making T e a m m a t u r i t y
- 35. 35 Contact Us : Kanaidi, SE., M.Si (Trainer & Dosen, Penulis, Peneliti, dan PeBisnis) e-mail : kana_ati@yahoo.com atau kanaidi@yahoo.com Telp : 022-2009570 ext.118 Fax : 022-2009568 HP. 0812 2353 284 BBm : 27CBC148 www.ken-kanaidi.blogspot.com www.ken-sukses.blogspot.com www.pemimpin.unggul.com www.google.com “Sukses kanaidi” www.formulabisnis.com/?id=ken_kanaidi Ω Problem StatementΩ Mapping Ω Strategic Direction Conclusion 3535