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S E C T I O N `` were * 5 P E R S I D A N G A N P E G A W A I - - PowerPoint PPT Presentation

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S E C T I O N `` were * 5 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 Life Cycle Costing Risk Management Crisis Management Increase Capacity and Credibility of Contractors

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SLIDE 1
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SLIDE 3

``

S E C T I O N

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SLIDE 5 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

*

were

5
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SLIDE 6 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

*

6
  • Life Cycle Costing
  • Risk Management
  • Crisis Management
  • Increase Capacity and Credibility of Contractors
  • Liberalization
  • Procurement Process
  • Project Management
  • S.O’s Roles and Responsibilities
  • Human Resource Capacity
  • Information Management
  • Reduce E.O.T.s/V.O.s
  • Increase Professionalism and Best Practices
  • IBS
  • Green technology
  • 1RoC System
  • Corporate Social Responsibility
  • LLM as a Regulator
  • Lifelong Learning/ Hands On Training
  • Job Enrichment
  • Standardization of Process of System
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SLIDE 7 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

*

7
  • Green Technology in Design
  • Asset Maintenance Cost
  • Increase Contractor’s Capacity
  • Reduce EOT
  • V.O Restriction
  • Life Cycle Costing
  • Road Safety
  • JKR Professional’s Integration
  • Procurement Process
  • Human Capital
  • Integration of JKR States and HQ
  • Authority
  • Accountability
  • Project Management Issues
  • Implementation of Outcome Based

Programs

  • NKRA and KPI Achievements
  • Liberalization and Globalization
  • Rakyat’s Expectations
  • IBS Implementation
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SLIDE 8 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

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8
  • Roads: Design, Development, and
Maintenance
  • Slope Management
  • Arbitrations: CIPAA
  • Workforce Competency
  • S.O. and Legal Accountability
  • Contract Re-look
  • Procurement Process
  • Project team Selection
  • ISO for Class A Contractors
  • Implement 1 RoC
  • Authority Enforcement
  • Integration of Database
  • Acts Ammendment (CIDB, LLM,LJM, LJBM,
LAM)
  • Critical Projects
  • Asset Inventory and Management
  • Privatisation
  • Liberalization
  • Assets Life Cycle
  • HNDP
  • Green Building
  • Renewable Energy
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SLIDE 9 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

*

9
  • Construction Industry Master Plan,

CIMP

  • Critical Projects (LPT2, ECER, IBS,

etc.)

  • Transparency in Procurement Process
  • Integration of Professionals
  • Project Management: Roles
  • Outsourcing
  • Increasing Privatisation
  • Maintenance and Asset Management
  • Integrated Database ( PIMS, CIS,

NeTI, 1 RoC)

  • Energy Efficiency
  • Recycled Materials for New Roads
  • IBS Road Map 2011-2015
  • IBS Standardization
  • New Era of Technology Training

Institute

  • Life Cycle Costing
  • HNDP Review
  • Public-Private Partnership Initiatives
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SLIDE 10 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

*

10
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SLIDE 11 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 11

 Projek Rancangan Malaysia Kesembilan (RMKe-9)  Projek Pakej Rangsangan Ekonomi Kedua 1 dan 2 (PRE)  Kajian Highway Network Development Plan (HNDP) bagi Sabah dan Sarawak  Pembukaan Lebuh Raya Baru

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SLIDE 12 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 12

 Pemberian Diskaun Tol Lebuh Raya  Pengurangan Kadar Kemalangan Disebabkan Faktor Kejuruteraan  Menaik Taraf Jalan-Jalan Strategik  Pemasangan Papan Iklan Dalam Rizab Lebuh Raya / Jalan Persekutuan  Pelarasan Gaji Penyelia Tapak

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SLIDE 13 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 13

 Pengurangan Pemberian Lanjutan Masa (EOT)  Penggunaan Polymer Modified Asphalt (PMA) dan Concrete Pavement  National e-Tendering Initiatives (NeTI)  Procurement Information Management System (PIMS)  Memorandum Persefahaman (MoU) India dan Malaysia  Program Bekerja Dari Rumah

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SLIDE 14 14
  • t h e r
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SLIDE 15 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1

15

    

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SLIDE 16
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SLIDE 17 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 17
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SLIDE 18 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 18

KKR JKR CIDB LLM

but our…

  • ur organization

getting larger

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SLIDE 19 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 19

Maintenance : Policy, Guidelines Procurement Process Green Technology IBS Road Map Contractor (Bumiputra) Development 1RoC, SCORE, CIS Act Amendments Value Management Project Management RM10 : Rolling Plans Privatisation : New Financial Modalities/MLFF

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SLIDE 20
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SLIDE 21 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 21

6

Core Business

21 Strategies 60

Key Performance Indicators (KPIs)

Inputs from: 1. Persidangan Pegawai-pegawai Kanan KKR & Agensi (16-18 Julai 2009) 2. Seminar Khas Pengurusan Atasan Kementerian Kerja Raya & Agensi (5-7 November 2009) 3. Persidangan Perancangan Strategik 2010 Kementerian Kerja Raya Malaysia (17-20 Februari 2010) 4. Mesyuarat Perancangan Strategik Kementerian Kerja Raya (22-25 Julai 2010)
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SLIDE 22 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 22

1

Policy

  • 1. Highway Network

Development Plan (HNDP)

  • 2. Road Industry Master

Plan (RIMP)

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SLIDE 23 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 23

1

Systems & Procedures

  • 3. Centralised Information

System (CIS)

  • 4. Programme Management

Office (PMO)

  • 5. Revised Road Standards
  • 6. Reduced EOT
  • 7. Center for Road Management
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SLIDE 24 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 24

1

Technology & Innovation

8. Polymer Modified Asphalt (PMA) 9. Concrete Pavement

  • 10. LED Lighting
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SLIDE 25 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 25

2

Construction Industry Policy

11.Industrialised Building System (IBS) Roadmap 2011 – 2015 12.To revise Construction Industry Master Plan (CIMP) 2006 - 2015

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SLIDE 26 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 26

2

Procurement

13.National e-Tendering (NeTI) 14.Procurement Information Management System (PIMS)

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SLIDE 27 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 27

2

Total Management

15.Life Cycle Costing (LCC) 16.Value Management (VM)

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SLIDE 28 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 28

2

Acts & Regulations

  • 17. CIDB Act
  • 18. Construction Industry

Payment and Adjudication Act (CIPAA)

  • 19. Green Card
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SLIDE 29 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 29

2

Construction Environment

  • 20. Construction

Materials: Supply & Costing

  • 21. Certificate of

Approval (COA)

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SLIDE 30 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 30

2

New Technology

  • 22. National Green

Building Index

  • 23. Green Technology in

Construction

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SLIDE 31 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 31

3

Maintenance Policy & Directions

  • 24. National Asset

Management Master Plan

  • 25. Total Facility

Management

  • 26. National Slope Master

Plan

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SLIDE 32 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 32

3

Maintenance Policy & Directions

  • 27. Roads Database
  • 28. Gazetting Road

Reserve

  • 29. National Bridge

Maintenance Master Plan

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SLIDE 33 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 33

3

Strategic Roads Maintenance

  • 30. Black-spots
  • 31. Strategic Roads

Maintenance

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SLIDE 34 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 34

3

Enhance Building Maintenance

  • 32. Retro-fitting
  • 33. Energy Efficiency

(EE)

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SLIDE 35 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 35

4

Main Technical Advisor

  • 34. LLM Act
  • 35. New Financial

Model

  • 36. New concession

agreement

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SLIDE 36 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 36

4

Expand Highway Network

  • 37. 6 new highways
  • 38. Alternative Routes
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SLIDE 37 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 37

4

User Satisfaction

  • 39. Electronic Toll

Collection (ETC)

  • 40. Multi Lane Free Flow

(MLFF)

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SLIDE 38 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 38

5

Total Contractor Development Program

  • 41. Single Registration

(1RoC)

  • 42. SCORE System
  • 43. ISO 9001
  • 44. Contractor excellence

recognition

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SLIDE 39 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 39

5

Total Contractor Development Program

  • 45. Class F

specialization

  • 46. Work Distribution
  • 47. Financial Assistance
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SLIDE 40 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 40

5

Integrated Work Force Planning Program

  • 48. Construction

Industry Human Resource Master Plan

  • 49. Accreditation
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SLIDE 41 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 41

5

Professionals ’ Accountabilit y

  • 50. LJM Act, LAM Act &

LJBM Act

  • 51. JKR Cadre
  • 52. Certified Project

Managers

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SLIDE 42 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 42

6

New market venture 53.Trade Missions 54.MoU 55.FTA

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SLIDE 43 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 43

6

Technical & Consultatio nAssistance

  • 56. International Office:

India

  • 57. Portals
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SLIDE 44 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 44

6

Promotion & Image Bulding

  • 58. MIIE
  • 59. Green Technology In

Construction Convention

  • 60. QS International

Conventional

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SLIDE 45
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SLIDE 46 46
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SLIDE 47 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 47
  • Set up Bahagian Dasar

Pembinaan Work Plans CIMP IBS Road Map Asset Management Plan Work force development plan Amendment CIDB Act LLM Act CIPPA Board Act Road Management Center Slope Management Work Plan Bridge Maintenance Plan

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SLIDE 48 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 48
  • KKR
TKSU - Pengurusan Dasar, Pembangunan dan Penswastaan Bahagian Dasar Pembinaan Bahagian Kawalselia dan Pengurusan Aset Bahagian Hubungan Antarabangsa JKR All Engineers to take professional status Job Rotation Technical to undertake technical jobs Jobs Assignment commensurate with grade Career path Succession Planning CIDB Ministerial Annual Dialogue with sector captain Construction Week MICEA ACEM/Archidex with MOW LLM Minister meeting with concessionaires
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SLIDE 49 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 49
  • KKR
JKR Structure that fits core business delivery Improved Support for state JKR SOS : Upgrade posts HR Mobilisation Mobilize Technical people to do technical J 41 to serve on ground CIDB Restructuring – with JPA LLM
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SLIDE 50 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 50
  • Procurement Process
Circular an consultants Pre assessment Use of NETI or PIMS Registration Single registration PKK status Project Management Reduced EOT, reduced VOP Enforce LAD Emphasis on value for money Professionals Enhance clerk of work competency Trained SO - in legal aspect Certified project managers Contractor competence enhancement
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SLIDE 51 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 51
  • e

e

  • e
  • MOW + JKR + CIDB +

LLM Data sharing System Owner Data Reliability and Consistency Regular Updating Stable System Integrity Security – confidentiality

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SLIDE 52 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 52

{ MOW - JKR - CIDB - LLM }

CORE BUSINESS ORGANISATIONAL STRUCTURE HR MOBILIZATION PROCESS IMPROVEMENTS IT SUPPORT SYSTEMS

  • Roads
  • Buildings
  • Construction
  • Highway
  • Maintenance
  • Work force
  • Principles
  • Authority  Power
  • Status
  • Common system
  • Decision making system
  • Accountability
  • Point of Reference
  • Span of control
  • Structure mobilizes
expertise
  • Job Assignment
commensurate with grade
  • Technical undertake
technical job
  • All engineers to take
professional status
  • Determine career path
  • Job rotation policy
  • Redeployment
  • Succession Planning

PERFORMANCE MANAGEMENT

  • KPI
  • Procurement
  • Contractor

Registration

  • Contract

Management

  • Crisis Management
  • CIS
  • PIM
  • NeTI
  • e-bidding
  • ePerolehan
  • ePembekal
  • Asset

Inventory

  • Land

Inventory

  • SKALA
  • HRMIS
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SLIDE 53
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SLIDE 54 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 54
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SLIDE 55 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 55
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SLIDE 56 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 56
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SLIDE 57 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 57
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SLIDE 58 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 58
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SLIDE 59 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 59
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SLIDE 60 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 60
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SLIDE 61

QUICK WINS

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SLIDE 62 62

KKR + JKR + CIDB + LLM

=

+

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SLIDE 63
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SLIDE 64 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 64
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SLIDE 65 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 65
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SLIDE 66 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 66

“Leaders are people who leave their footprints in their areas of passion” 50 – 70 percent of employees perception of the organisation’s climate can be traced to the leader. The boss creates the conditions that directly determines people ability to work well. Great leaders move us. They ignite our passion and inspire the best in us. Goleman

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SLIDE 67 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 67
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SLIDE 68 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 68
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SLIDE 69 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 69
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SLIDE 70
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SLIDE 71 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 71
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
slide-72
SLIDE 72 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
72

“Being responsible sometimes means pissing people off”

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SLIDE 73 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
73

“The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership”

slide-74
SLIDE 74 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
74

“Don’t be buffaloed by experts and elites. Experts often possess more data than

  • judgment. Elites can become so inbred

that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world”

slide-75
SLIDE 75 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
75

“Don’t be afraid to challenge the pros, even in their own backyard”

slide-76
SLIDE 76 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
76

“Never neglect details. When everyone’s mind is dulled or distracted the leader must be doubly vigilant”

slide-77
SLIDE 77 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
77

“You don’t know what you can get away with until you try”

slide-78
SLIDE 78 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
78

“Keep looking below surface

  • appearances. Don’t shrink from

doing so (just) because you might not like what you find”

slide-79
SLIDE 79 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
79

“Organization doesn’t really accomplish

  • anything. Plans don’t accomplish anything
  • either. Theories of management don’t much
  • matter. Endeavours succeed or fail because of

the people involved. Only by attracting the best people will you accomplish great deeds”

slide-80
SLIDE 80 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
80

“Organizations charts and hence title count for next to nothing”

slide-81
SLIDE 81 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
81

“Never let your ego get so close to your position that when your position goes, your ego goes with it”

slide-82
SLIDE 82 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
82

“Fit no stereotypes. Don’t chase the latest management

  • fads. The situation

dictates which approach best accomplishes the team’s mission”

slide-83
SLIDE 83 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
83

“Perpetual

  • ptimism is a

force multiplier”

slide-84
SLIDE 84 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
84

“Powell’s Rules for Picking People – Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done”

slide-85
SLIDE 85 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
85

“Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand”

slide-86
SLIDE 86 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
86

Part I : “Use formula P = 40 to 70, in which P stands for the probability of success and the numbers indicate the percentage of information acquired” Part II: “Once the information is in the 40 to 70 range, go with your gut”

slide-87
SLIDE 87 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 18. Command is lonely.
87

“The commander in the field is always right and the rear echelon is wrong, unless proved

  • therwise”
slide-88
SLIDE 88 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 88
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 19. Command is lonely.

“Have fun in your command. Don’t always run at a breakneck pace. Take leave you’re earned it. Spend time with your families” Corollary : “Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard”

slide-89
SLIDE 89 P E R S I D A N G A N P E G A W A I K A N A N K K R & A G E N S I T A H U N 2 0 1 1 89
  • 1. Being responsible sometime means
pissing people off.
  • 2. The day soldiers stop bringing you their
problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
  • 3. Don’t be buffaloed by experts and
  • elites. Experts often possess more data
than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
  • 4. Don’t be afraid to challenge the pros,
even in their own backyard.
  • 5. Never neglect details. When
everyone’s mind is dulled or distracted the leader must be doubly vigilant.
  • 6. You don’t know what you can get away
with until you try.
  • 7. Keep looking below surface
  • appearances. Don’t shrink from doing so
(just) because you might not like what you find.
  • 8. Organization doesn’t really accomplish
  • anything. Plans don’t accomplish
anything either. Theories of management don’t much matter. Endeavours succeed
  • r fail because of the people involved.
Only by attracting the best people will you accomplish great deeds.
  • 9. Organizations charts and hence title
count for next to nothing.
  • 10. Never let your ego get so close to
your position that when your position goes, your ego goes whit it.
  • 11. Fit no stereotypes. Don’t chase the
latest management fads. The situation dictates which approach best accomplishes the team’s mission.
  • 12. Perpetual optimism is a force
multiplier.
  • 13. Powell’s Rules for Picking People –
Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
  • 14. Great leaders are almost always great
simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
  • 15. Part I : Use formula P = 40 to 70, in
which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: Once the information is in the 40 to 70 range, go with your gut.
  • 16. The commander in the field is always
right and the rear echelon is wrong , unless proved otherwise.
  • 17. Have fun in your command. Don’t
always run at a breakneck pace. Take leave you’re earned it. Spend time with your families. Corollary : Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
  • 19. Command is lonely.

“Command is lonely”

slide-90
SLIDE 90

“If there is no struggle, there is no progress”

Frederick Douglass