Leadership&Teamwork FransSugiarta
LEADERSHIP & TEAMWORK
by
FRANS Sugiarta
@franssugiarta
www.unitedindiversity.org
www.presencing.com
MISSION
BUSINESS
Serve as an EDUCATIONAL
PLATFORM and to ACT AS A
CIVIL
SOCIETY
GOVERNMENT
CATALYST for trust-building and
cooperation among business, the
public sector, and civil society
through a LEARNING PROCESS
for SUSTAINABLE FUTURE and
betterment of Indonesia and world
The journey ahead of us is
increasingly becoming more
challenging and interesting
both for us as individuals and
also for our organisation
Sustainability
Collective
Intelligence
Innovation
Leadership
Entrepreneurism
“ We know that LEADERSHIP is very
much RELATED TO CHANGE.
As the pace of change accelerates,
there is naturally a greater need for
EFFECTIVE LEADERSHIP ”
- JOHN PAUL KOTTER Konosuke Matsushita Professor of Leadership, Emeritus, at the Harvard Business School,
e
g
n
a
h
C
n
o
i
t
a
m
r
o
f
s
n
a
r
T
CHANGE
perubahan
TRANSFORMATION
TRANSFORMASI
SEBUAH PERUBAHAN BERKUALITAS YANG TERJADI
DARI DALAM DAN BERDAMPAK KELUAR
(RIPPLE EFFECT)
EMPAT TINGKATAN TRANSFORMASI
Dari Human DOINGS
(Fokus pada TUGAS)
Dari EGO-SENTRIS
ke ECO-SENTRIS
ke Human BEINGS
(Fokus pada PERAN)
PERSONAL
ECO-SYSTEM
TRANSFORMASI
INSTITUSIONAL
Dari SILO
(TERKOTAK-KOTAK)
ke NETWORKED (KOLEKTIF)
SYSTEM
Dari EKSKLUSIF
ke INKLUSIF
United in Diversity | http://www.unitedindiversity.org
WHEN DO WE STOP
LEARNING?
WE STOP LEARNING WHEN……
FOCUS
TOO MUCH
ON
OURSELVES
FOCUS
TOO MUCH
ON
PROBLEM
FOCUS
TOO MUCH
ON
ROUTINES
HIGH
SADAR
COMPETENCE
TIDAK SADAR
PUNYA KOMPETENSI
PUNYA KOMPETENSI
BANYAK EXCUSE
PRODUKTIF - CREATIF
TIDAK SADAR
SADAR
TIDAK
PUNYA KOMPETENSI
TIDAK
PUNYA KOMPETENSI
SOTOY
PEMBELAJAR
HIGH
LOW
AWARENESS
COMPETENCE
KNOWLEDGE
Explicit (tersurat)
Tacit (tersirat)
ATTITUDE
Soft-skill
(Values)
OPPORTUNITY
Active
Passive
SKILLS
Hard-skill
(Technical)
FOUR (4) TYPES OF
COMPETENCE NEEDED
TODAY
TECHNICAL
COMPETENCE
MANAGERIAL
COMPETENCE
TECHNOLOGICAL
COMPETENCE
LEADERSHIP
COMPETENCE
LEADERSHIP
LEAD
ER
SHIP
Action
Subject
Process
Movement towards
a certain direction
a person who is under the
dominion or rule of a sovereign.
(in control)
the journey
QUALITY
SHARING
VISION
(belief)
MAKING
DECISION
(responsiveness)
AWARENESS
LEARNING
(purpose)
(adaptiveness)
SHARING
VISION
(belief)
CONNECTIVITY
(relationship)
LEADERSHIP
AWARENESS
(purpose)
MAKING
DECISION
(responsiveness)
LEARNING
(adaptiveness)
CONNECTIVITY
(Relationship - Partnership)
POWER
Organisational (formal)
Formal Power
Personal (informal)
Legitimate power
Reward power
Coercive power
Expert power
Referent power
Transactional
French & Raven, 1959
Personal Power
Transformational
3H
IMPACTFUL
LEADERSHIP
TECHNICAL KNOWLEDGE
KNOW - WHAT
(HEAD INTELLIGENCE)
PRACTICAL KNOWLEDGE
KNOW - HOW
(HANDS INTELLIGENCE)
TRANSFORMATIONAL KNOWLEDGE
KNOW - WHY
(HEART INTELLIGENCE)
LEADERSHIP CAPACITY 2.0
LOOKING
at the ordinary
SEEING
the extra-ordinary
HEARING
problems
LISTENING
opportunities
TALKING
bla - bla - bla
SPEAKING
with conviction
REACTING
business as usual
CREATING
innovative
SHIFTS IN LEADERSHIP ATTRIBUTES & CAPACITY
Attributes & Capacity
FROM
TO
Awareness (Personal)
Doing
Being
Power (Organisational)
Centered
Distributive
Coordination (Societal)
Exclusive
Inclusive
Value Creation (Global)
Ego-centric
Ecosystem-centric
LEADERSHIP VALUE
FROM
TO
VALUES
image
authenticity
integrity
tradition
change
learning
nation-state
global
inclusion
homogencity
diversity
respect
solo
team
collaboration
LEADERSHIP VALUE
Speed
Responsiveness
Adaptiveness
Agility
Endurance
Fitness
Collaborative-ness
Cohesiveness
(Identity)
LEADERSHIP in the VUCA world
- why learning is at the centre stage of organisation’s
strategy in 21st century -
The Nature, speed, volume, magnitude and
dynamics of change (uncontrollable events)
source: UNC Kenan-Flagler Business School Studies 2012
Volatility
Ketidakseimbangan
VISION
Uncertainty
ketidakpastian
berlin wall, end of apartheid, financial crisis 2008, tsunami, arab
spring, H1N1 virus, SARS, 9/11, digitation, social media, trade
liberalisation, business model innovation…….
Lack of predictability in issues and events.
Long term planning becomes less important.
forecasting and decisions making process becoming more difficult
than before
UNDERSTANDING
C omplexity
kerumitan
unintended consequences and paralysis of analysis.
interconnected economies.
complex supply chain.
CLARITY
A mbiguity
kerancuan
Interdependencies of causes and effects of
an event is tremendously high
Lack of clarity about the meaning of an event
or issue
Things are not what they seem to be. Hard to know between
friends and foes.shifts in norms: GDP vs GNH (HPI)?
AWARENESS
“ Successful leadership in 21st
century depends on the
QUALITY OF INTENTION and
QUALITY OF ATTENTION “
- C. Otto Scharmer senior lecturer of MIT Sloan School of Management
author of Theory U
www.presencing.com
EIGHT (8) AREAS OF COLLECTIVE ATTENTION
(Capacity of Team Build - Work - Learn)
AREA
COORDINATION
NATURE
PARTNERING
CAPITAL
TECHNOLOGY
LEADERSHIP
GUIDING QUESTION
How might we create a web of value creation that allows all key players to see each other
and to navigate the system from an awareness of the whole (shared vision & shared values)?
How might we design economic cycles earth to earth based on zero waste and on returning
everything we take from nature at the same or higher level of quality?
How might we create platforms, of collaborative value creation based, on transparency, inclusion
and fairness, in order to allow all partners to realize their highest potential?
How might we create intentional capital, that is dedicated to generate value and wellbeing for all
(partners, community, planet, shareholders)?
How might we create technologies that empower people to collectively create?
In multi-stakeholder settings, how might we create the collective capacity of leaders to co-sense
and co-create the emerging future?
CITIZEN and CONSUMER
EMPOWERMENT
How might we, turn citizens into the source and users into co-creators of economic value
OWNERSHIP
How might we, create ownership structures that facilitate the best societal use of resources?
creation?
THANK YOU
Frans Sugiarta
@franssugiarta
E: frans.sugiarta@unitedindiversity.org
www.unitedindiversity.org
Source Literature
Theory U: Leading from the Future as It Emerges
January 1, 2009
by C. Otto Scharmer (Author)
Leading from the Emerging Future:
From Ego-System to Eco-System Economies
July 8, 2013
by Otto Scharmer (Author), Katrin Kaufer (Author)
http://www.amazon.com/Theory-Leading-C-OttoScharmer/dp/1576757633
http://www.amazon.com/Leading-Emerging-Future-EgoSystem-Eco-System/dp/1605099260
Source
C. Otto Scharmer, Peter M Senge, Dr Ben Chan, Frans Sugiarta
IDEAS (Innovative Dynamic Education & Action for Sustainability)
an MIT-UID executive education program.
www.unitedindiversity.org
by
FRANS Sugiarta
@franssugiarta
www.unitedindiversity.org
www.presencing.com
MISSION
BUSINESS
Serve as an EDUCATIONAL
PLATFORM and to ACT AS A
CIVIL
SOCIETY
GOVERNMENT
CATALYST for trust-building and
cooperation among business, the
public sector, and civil society
through a LEARNING PROCESS
for SUSTAINABLE FUTURE and
betterment of Indonesia and world
The journey ahead of us is
increasingly becoming more
challenging and interesting
both for us as individuals and
also for our organisation
Sustainability
Collective
Intelligence
Innovation
Leadership
Entrepreneurism
“ We know that LEADERSHIP is very
much RELATED TO CHANGE.
As the pace of change accelerates,
there is naturally a greater need for
EFFECTIVE LEADERSHIP ”
- JOHN PAUL KOTTER Konosuke Matsushita Professor of Leadership, Emeritus, at the Harvard Business School,
e
g
n
a
h
C
n
o
i
t
a
m
r
o
f
s
n
a
r
T
CHANGE
perubahan
TRANSFORMATION
TRANSFORMASI
SEBUAH PERUBAHAN BERKUALITAS YANG TERJADI
DARI DALAM DAN BERDAMPAK KELUAR
(RIPPLE EFFECT)
EMPAT TINGKATAN TRANSFORMASI
Dari Human DOINGS
(Fokus pada TUGAS)
Dari EGO-SENTRIS
ke ECO-SENTRIS
ke Human BEINGS
(Fokus pada PERAN)
PERSONAL
ECO-SYSTEM
TRANSFORMASI
INSTITUSIONAL
Dari SILO
(TERKOTAK-KOTAK)
ke NETWORKED (KOLEKTIF)
SYSTEM
Dari EKSKLUSIF
ke INKLUSIF
United in Diversity | http://www.unitedindiversity.org
WHEN DO WE STOP
LEARNING?
WE STOP LEARNING WHEN……
FOCUS
TOO MUCH
ON
OURSELVES
FOCUS
TOO MUCH
ON
PROBLEM
FOCUS
TOO MUCH
ON
ROUTINES
HIGH
SADAR
COMPETENCE
TIDAK SADAR
PUNYA KOMPETENSI
PUNYA KOMPETENSI
BANYAK EXCUSE
PRODUKTIF - CREATIF
TIDAK SADAR
SADAR
TIDAK
PUNYA KOMPETENSI
TIDAK
PUNYA KOMPETENSI
SOTOY
PEMBELAJAR
HIGH
LOW
AWARENESS
COMPETENCE
KNOWLEDGE
Explicit (tersurat)
Tacit (tersirat)
ATTITUDE
Soft-skill
(Values)
OPPORTUNITY
Active
Passive
SKILLS
Hard-skill
(Technical)
FOUR (4) TYPES OF
COMPETENCE NEEDED
TODAY
TECHNICAL
COMPETENCE
MANAGERIAL
COMPETENCE
TECHNOLOGICAL
COMPETENCE
LEADERSHIP
COMPETENCE
LEADERSHIP
LEAD
ER
SHIP
Action
Subject
Process
Movement towards
a certain direction
a person who is under the
dominion or rule of a sovereign.
(in control)
the journey
QUALITY
SHARING
VISION
(belief)
MAKING
DECISION
(responsiveness)
AWARENESS
LEARNING
(purpose)
(adaptiveness)
SHARING
VISION
(belief)
CONNECTIVITY
(relationship)
LEADERSHIP
AWARENESS
(purpose)
MAKING
DECISION
(responsiveness)
LEARNING
(adaptiveness)
CONNECTIVITY
(Relationship - Partnership)
POWER
Organisational (formal)
Formal Power
Personal (informal)
Legitimate power
Reward power
Coercive power
Expert power
Referent power
Transactional
French & Raven, 1959
Personal Power
Transformational
3H
IMPACTFUL
LEADERSHIP
TECHNICAL KNOWLEDGE
KNOW - WHAT
(HEAD INTELLIGENCE)
PRACTICAL KNOWLEDGE
KNOW - HOW
(HANDS INTELLIGENCE)
TRANSFORMATIONAL KNOWLEDGE
KNOW - WHY
(HEART INTELLIGENCE)
LEADERSHIP CAPACITY 2.0
LOOKING
at the ordinary
SEEING
the extra-ordinary
HEARING
problems
LISTENING
opportunities
TALKING
bla - bla - bla
SPEAKING
with conviction
REACTING
business as usual
CREATING
innovative
SHIFTS IN LEADERSHIP ATTRIBUTES & CAPACITY
Attributes & Capacity
FROM
TO
Awareness (Personal)
Doing
Being
Power (Organisational)
Centered
Distributive
Coordination (Societal)
Exclusive
Inclusive
Value Creation (Global)
Ego-centric
Ecosystem-centric
LEADERSHIP VALUE
FROM
TO
VALUES
image
authenticity
integrity
tradition
change
learning
nation-state
global
inclusion
homogencity
diversity
respect
solo
team
collaboration
LEADERSHIP VALUE
Speed
Responsiveness
Adaptiveness
Agility
Endurance
Fitness
Collaborative-ness
Cohesiveness
(Identity)
LEADERSHIP in the VUCA world
- why learning is at the centre stage of organisation’s
strategy in 21st century -
The Nature, speed, volume, magnitude and
dynamics of change (uncontrollable events)
source: UNC Kenan-Flagler Business School Studies 2012
Volatility
Ketidakseimbangan
VISION
Uncertainty
ketidakpastian
berlin wall, end of apartheid, financial crisis 2008, tsunami, arab
spring, H1N1 virus, SARS, 9/11, digitation, social media, trade
liberalisation, business model innovation…….
Lack of predictability in issues and events.
Long term planning becomes less important.
forecasting and decisions making process becoming more difficult
than before
UNDERSTANDING
C omplexity
kerumitan
unintended consequences and paralysis of analysis.
interconnected economies.
complex supply chain.
CLARITY
A mbiguity
kerancuan
Interdependencies of causes and effects of
an event is tremendously high
Lack of clarity about the meaning of an event
or issue
Things are not what they seem to be. Hard to know between
friends and foes.shifts in norms: GDP vs GNH (HPI)?
AWARENESS
“ Successful leadership in 21st
century depends on the
QUALITY OF INTENTION and
QUALITY OF ATTENTION “
- C. Otto Scharmer senior lecturer of MIT Sloan School of Management
author of Theory U
www.presencing.com
EIGHT (8) AREAS OF COLLECTIVE ATTENTION
(Capacity of Team Build - Work - Learn)
AREA
COORDINATION
NATURE
PARTNERING
CAPITAL
TECHNOLOGY
LEADERSHIP
GUIDING QUESTION
How might we create a web of value creation that allows all key players to see each other
and to navigate the system from an awareness of the whole (shared vision & shared values)?
How might we design economic cycles earth to earth based on zero waste and on returning
everything we take from nature at the same or higher level of quality?
How might we create platforms, of collaborative value creation based, on transparency, inclusion
and fairness, in order to allow all partners to realize their highest potential?
How might we create intentional capital, that is dedicated to generate value and wellbeing for all
(partners, community, planet, shareholders)?
How might we create technologies that empower people to collectively create?
In multi-stakeholder settings, how might we create the collective capacity of leaders to co-sense
and co-create the emerging future?
CITIZEN and CONSUMER
EMPOWERMENT
How might we, turn citizens into the source and users into co-creators of economic value
OWNERSHIP
How might we, create ownership structures that facilitate the best societal use of resources?
creation?
THANK YOU
Frans Sugiarta
@franssugiarta
E: frans.sugiarta@unitedindiversity.org
www.unitedindiversity.org
Source Literature
Theory U: Leading from the Future as It Emerges
January 1, 2009
by C. Otto Scharmer (Author)
Leading from the Emerging Future:
From Ego-System to Eco-System Economies
July 8, 2013
by Otto Scharmer (Author), Katrin Kaufer (Author)
http://www.amazon.com/Theory-Leading-C-OttoScharmer/dp/1576757633
http://www.amazon.com/Leading-Emerging-Future-EgoSystem-Eco-System/dp/1605099260
Source
C. Otto Scharmer, Peter M Senge, Dr Ben Chan, Frans Sugiarta
IDEAS (Innovative Dynamic Education & Action for Sustainability)
an MIT-UID executive education program.
www.unitedindiversity.org