Management leadership savvy

Management and
Leadership Savvy
Wisnu Prasedyoko

Hello, my name is:
Wisnu Prasedyoko - HR professional/leader
• Education: Master in HR Management – Rutgers University
• Highlights of Positions
• Part time consultant - Jakarta
• Chevron:
• Manager Industrial Relations and Policy - Jakarta
• Manager HR Shared Services - Pekanbaru
• Team Manager HR Operations - Duri
• Manager HR Kalimantan Operations – Balikpapan
• Team Manager Performance Mgt – Jakarta
• Unocal:
• Consultant HR – Jakarta
• Sr Supv Manpower Planning – Balikpapan
• HR Specialist – Houston, Texas
• Coordinator HR - Balikpapan

Introduction
 What is management? Leadership?
 Taking Control of Your Work Life
 Essential Administrative Skills
 Vital Communication Skills
 Self-Empowerment and Self-Management

What are your challenges right now?
 Note down any things that bother you right
now?
 Work
 Relations
 Life

What is management?
man·age·ment*
/ˈmanijmənt/
noun
1. the process of dealing with or controlling things or people:
"the management of elk herds"
2. trickery; deceit:
"if there has been any management in the business, it has
been concealed from me"
* Oxford Dictionary

Leadership
1. the position or function of a leader, a person who g
uides or directs a group:
He managed to maintain his leadership of the party despite heavy
opposition.
2. ability to lead:
As early as sixth grade she displayed remarkable leadership
potential.
3. an act or instance of leading; guidance; direction:
They prospered under his strong leadership.
4. the leaders of a group:
The union leadership agreed to arbitrate.

Taking Control of Your Work/Life
 External and internal customer service
 Controlling, prioritizing and organizing your
work
 Streamlining your office systems
 Making your office user-friendly and efficient
 Using high leverage activities to achieve
more in less time

Customers – Group
Discussion
 Identify:
 Your internal customers
 Your external customers
 Make the list in order from the most influential
to the least
 Assess:
 Each satisfaction level from 1 (least) to 5 (most)

Who are your customers?
 Internal  External
 Food chain in customer
relations/hierarchy

Essential Administrative Skills
 Harnessing the power of the mind – through
Mind Mapping Techniques
 Right brain/left brain theory
 Decision-making tools
 Managing meetings effectively
 Working with more than one manager

Left/Right Brain Myth
Left
 Language
 Logic
 Critical thinking
 Numbers
 Reasoning
Right
 Recognizing faces
 Expressing emotions
 Music
 Reading emotions
 Color
 Images
 Intuition
 Creativity

Elements of Effective Meetings
 Announce the meeting:
 Time, place, purpose, attendees
(required/optional)
 Make clear agenda
 Start and end in timely manner
 Control the talkers:
 Make your thinking visible
 Make others’ thinking visible
 Make notes: decisions, action
items, follow-ups
 Ask for feedback before adjourning
the meeting

Problem Solving and Decision
Making
1. Define the problem
2. Look at potential causes for the problem
3. Identify alternatives for approaches to resolve
the problem
4. Select an approach to resolve the problem
5. Plan the implementation of the best alternative
(this is your action plan)
6. Monitor implementation of the plan
7. Verify if the problem has been resolved or not

Problem Solving and Decision
Making
 Cost/Benefit Analysis
 Blue print: “As Is” to “To Be”
 RCA (root cause analysis):
 Fish bone
 Y-Tree
 5 Wives and One Husband
 Systems thinking

Prioritizing Your Work
 Collect a list of all your tasks.
 No order, or number.
 Identify urgent vs. important.
 serious negative consequences?
 any high-pri dependencies?
 Assess value.
 Order tasks by estimated effort.
 starting the lengthier task first or lightest?
 Be flexible and adaptable.
 Know when to cut.

Vital Communication Skills
 Common communication mistakes
 Different styles of communication
 Communicating with confidence
 Win-win conflict resolution
 Exercises

Role playing - 1
 With your partner, tell him/her about your
saddest story and make enough details of
your story: when, where, why, what, and how
 Hear/look for his/her reactions/non-verbals
(gestures)

Two way communications
 Two-way information sharing process where
one sends a message that is easy for the
receiver to understand
Tips
 Practical
 Factual
 Concise and clear
 Persuasive

Conflict Resolutions
 Make sure that good relationships are a
priority.
 Respectful, courteous, constructive
 Separate people from problems.
 Listen carefully to different interests.
 Listen first, talk second.
 Set out the "facts."
 Observable facts
 Explore options together.

Self-Empowerment and Self-
Management
 Understanding the main causes of stress
 How to build self-confidence and to
strengthen the ability to respond to difficult
situations
 Transforming fear and negativity and
reactiveness
 Continuing Professional Development -
where to go from here

Confidence – Group Discussion
Confidence is a key ingredient in leading effectively. Unfortunately,
sometimes it’s easier to know your weaknesses than your strengths.
 What do you do well? Make a list of your strengths. These
items are not the same as the accomplishments on your résumé;
they are what made those accomplishments possible. How will your
strengths lead you to future success?
 Why should people follow you? Look at situations where
you mobilized yourself and your team to face a particularly tough
challenge. Why did people believe in your ability to get things done
and trust that you were the one to follow?”

Fundamentals to Success
 Shape the future. Articulate where your company or
division is going and be sure everyone around you
understands the direction.
 Make things happen. Once you know where you’re
headed, focus on how. Again, be sure all of your people
know what executing will take. Process matters!
 Engage today’s talent and build tomorrow’s talent.
Make the most of your people; engage and inspire them to
do their best. Find and build the talent you need for future
success.
 Invest in yourself. You can never be a perfect leader;
find ways to continually build your skills and become
better.” Quoted from Management Tips from Harvard Business Review

Future Leaders - Qualities
 Change management. As markets and technologies shift and
advance, organizations and strategies must continually change and
adapt. The leaders of the future will need to be masters at managing
change.
 Deep familiarity with emerging markets. Tomorrow’s
leaders will need to identify and seize the new possibilities created
as emerging markets take center stage in the global economy.
 The ability to inspire and motivate. In a future marked by
constant change, the ability to inspire and motivate others to work
together to achieve common goals will be critical. Without alignment,
change initiatives stand little chance of success.
 Lean management. Leaders will need to operate in—and
create—lean, flexible organizations that optimize efficiencies without
sacrificing quality.”
Quoted from Management Tips from Harvard Business Review

Tips
 Leadership and management must go hand
in hand.
 Workers need their managers not just to
assign tasks but to define purpose.
 Managers must organize workers, not just to
maximize efficiency, but to nurture skills,
develop talent and inspire results.

Managing/Leading across
generations
 The Baby Boomers are roughly during the years 1946 to
1964. In the years following WWII many western nations
experienced a spike in births as they slowly recovered from
the economic hardships experienced during wartime.
 Generation X were born between the mid 1960’s and the
early 1980’s. Gen X was shaped by global political events that
occurred during this generation’s youth.
 Generation Y are born between the 1980’s and the year
2000, sometimes referred to as Gen Y, the Millennial
Generation, or simply Millennials. Generation Y has been
shaped by the technological revolution that occurred
throughout their youth.
 Generation Z is born after the Year 2000. They are predicted
to be highly connected, living in an age of high-tech
communication, technology driven lifestyles and prolific use of
social media.
http://www.talentedheads.com/2013/04/09/generation-confused/

Manager vs Leader
 administers;
 is a copy;
 maintains
 focuses on systems and
structure;
 relies on control;
 has a short-range view;
 asks how and when;
 has his or her eye always on
the bottom line;
 imitates;
 accepts the status quo;
 is the classic good soldier;
 does things right;
 innovates
 is an original
 develops
 focuses on people
 inspires trust
 has a long-range perspective
 asks what and why
 eye is on the horizon
 originates
 challenges it.
 is his or her own person.
 does the right thing.

Management leadership savvy

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