Kanaidi, SE., M.

Si (sebagai Pemateri) Photo Bersama para Peserta

“Pelatihan LEADERSHIP & MANAGEMENT SKILL” bagi Manajer & Supervisor
PT. Pertamina (PHE ONWJ), PT. CNOOC & PTTEP Malunda Limited - Jakarta
di Hotel Hyatt Regency-Bandung, 18-20 November 2015
Para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”
secara serius mengikuti Materi Pelatihan
di Hotel Hyatt Regency-Bandung, 18-20 November 2015
Para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”
secara serius mengikuti Materi Pelatihan
di Hotel Hyatt Regency-Bandung, 18-20 November 2015
Para Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”
secara serius mengikuti Games Pelatihan
di Hotel Hyatt Regency-Bandung, 18-20 November 2015
Penyerahan Sertifikat kepada Bpk. Willy Saputra (PHE ONWJ)
Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”
bagi Manajer & Supervisor
di Hotel Hyatt Regency-Bandung, 20 November 2015
Penyerahan Sertifikat kepada Ny. Deasyana P. Puspitasari (PT CNOOC)
Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”
bagi Manajer & Supervisor
di Hotel Hyatt Regency-Bandung, 20 November 2015
Penyerahan Sertifikat kepada Ny. Nandita Galuh Guamaradewi (PT CNOOC)
Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”
bagi Manajer & Supervisor
di Hotel Hyatt Regency-Bandung, 20 November 2015
Penyerahan Sertifikat kepada Bpk. Tommy Wibowo (PTTEP Malunda Limited)
Peserta “Pelatihan LEADERSHIP & MANAGEMENT SKILL”
bagi Manajer & Supervisor
di Hotel Hyatt Regency-Bandung, 20 November 2015
 Apa itu LEADERSHIP ?
• Leadership (Kepemimpinan) adalah seni atau proses
mempengaruhi orang-orang, sehingga mereka akan
berusaha mencapai tujuan kelompok dengan
kemampuan dan antusias.
• Kepemimpinan adalah proses mengarahkan dan
mempengaruhi kegiatan yang berhubungan dengan
tugas dari anggota kelompok.
• Kepemimpinan adalah proses mengarahkan orang
dan mempengaruhi aktivitas-aktivitas yang
berhubungan dengan tugas dari anggota-anggota
kelompok.
 Memimpin orang atau mengarahkan
orang atau mengatur orang dapat
dikatakan “gampang-gampang susah”
(bawahan sering mempunyai pendapat,
pengalaman, kematangan jiwa, kemauan,
dan kemampuan yang berbeda bahkan di
atas pemimpin)
 Memimpin vs Mengelola
Pemimpin (Leader) Manager

 Melakukan Inovasi  Mengurus

 Mengembangkan
 Memberikan Inspirasi
 Memiliki pandangan jangka
panjang
 Menanyakan apa dan
mengapa
 Memunculkan
 Menantang status quo
 Melakukan Sesuatu yang
benar
 Mempertahankan
 Mengendalikan
 Memiliki pandangan jangka
pendek
 Menanyakan bagaimana dan
kapan
 Mengawali
 Menerima status quo
 Melakukan sesuatu dengan
benar
 Gaya Kepemimpinan
• Pimpinan Bebas/laissez-faire
• Pimpinan Akomodatif/kekeluargaan
• Pimpinan Otoriter/diktator/kompetitif
• Pimpinan Kompromis/jalan tengah
• Pimpinan Demokratis/partisipatif/
kolaboratif

(Blake dan Mouton)

 Gaya KEPEMIMPINAN & PEMECAHAN Masalah

T
I S
N A
N
G G KOMPETISI KOLABORASI
K A
A T

T T
E
K G
A
E S
T KOMPROMI
E
G
K
A U
S R
A
A N
N G HINDAR AKOMODASI
T
E
G
A
TIDAK ADA KERJASAMA KERJASAMA SANGAT ERAT
S
TINGKATAN KERJASAMA
15
 Effective

By : Kanaidi, SE., M.Si , cSAP

kanaidi@yahoo.com ..08122353284
 The Service-Profit Chain
Internal External
Operating strategy and Service
Target Market
service delivery system Concept
Loyalty 4-7
Revenue
Customers growth
Satisfaction
Productivity Service 3 2 1
Employees and Satisfaction Loyalty
Value
Output
Quality Profitability
Capability

Service
Quality
• Workplace design Quality and • Attractive value • Lifetime value
• Job design productivity • Service designed • Retention
• Selection and development Improvements and delivered to • Repeat business
• Rewards and recognition yield higher meet targeted • Referral
• Information and communication service quality customers’ needs
• Tools for serving customers and lower costs
 Links in the Service-Profit Chain
1. Customer loyalty drives profitability and growth
2. Customer satisfaction drives customer loyalty
3. Value drives customer satisfaction
4. Employee productivity and retention drive value
5. Employee loyalty drives productivity
6. Employee satisfaction drives loyalty and productivity
7. Internal quality drives employee satisfaction
8. Top management leadership underlies chain’s success
 Leadership, Culture, and Climate (2)
• Organizational climate
– The tangible surface layer on top of the
organization’s underlying culture
– Factors of influence:
• Flexibility, responsibility, standards that people
set, perceived aptness of rewards, clarity people
have about mission and values, level of
commitment to a common purpose

• Creating a new climate for service, based

on understanding of what is needed for
market success, may require
– Radical rethinking of HRM activities,
operational procedures, and the firm’s
reward and recognition policies
 Bagan organisasi Modern Berorientasi Pelanggan

Customers
Top
Mgnt
Front-liner

Middle
Management Middle
Management
Front-liner
Top
Mgnt
Customers

a) Traditional Organization Chart (b) Modern Customer-oriented Organization Chart

Setting Goals

By : Kanaidi, SE., M.Si, cSAP

kanaidi@yahoo.com ..08122353284
HM MBT OKTOBER 2009 22 22
Goal Setting Ω Strategic Direction ►►► Conclusion
Ω Mapping Ω Problem Statement

WHY SHOULD YOU SET GOALS

• Establish your ultimate destination

• Identify the roads you can take to get there
• Know when you have arrived at your goal

“The person who starts out going nowhere,

generally gets there”
- Dale Carnegie
Goals can give employees control over their own jobs
and, at the same time, give managers a tool for
monitoring their employees’ performance.
Ω Mapping Ω Problem Statement Ω Strategic Direction ►►► Conclusion

“If I had 8 hours to

chop down a tree,
I’d spend 6 sharpening
my ax”
Abraham Lincoln
Why People Do Not Set Goals
Ω Mapping Ω Problem Statement Ω Strategic Direction ►►► Conclusion

• Do not understand the importance of goals.

• Do not know how to set goals.
• Fear of rejection.
• Fear of failure.
 What is a GOAL?
Ω Mapping Ω Problem Statement Ω Strategic Direction ►►► Conclusion

Goal :
The purpose toward which an endeavor is
directed; an end; an objective.

Goal Setting:
To set or adjust for proper functioning.
Setting goals is a means of identifying and plotting how
you are going to achieve your aims in life. By writing
down your goals you are committing yourself to
accomplishing them; therefore, make sure that your
goals are important to YOU!!!!!
Seven goal areas
Ω Mapping Ω Problem Statement Ω Strategic Direction ►►► Conclusion

Family/home
Social
Educational
Religious
Achievement/recognition
Career
Physical/health
 There are three types of people
Ω Mapping Ω Problem Statement Ω Strategic Direction ►►► Conclusion

1. Ones that make things happen

2. Those that let it happen
3. And the ones that don’t know what
happened.

What one are you going to be?

 LEADERSHIP & MANAGEMENT SKILL
TRAINING
“Work Planning &
Scheduling”
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..08122353284
 Pengertian PERENCANAAN
(PLANNING)
Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution

Perencanaan adalah menentukan sasaran

yang ingin dicapai, tindakan yang
seharusnnya dilaksanakan, bentuk organisasi
yang tepat utk mencapainya, dan orang-
orang yang bertanggung-jawab terhadap
kegiatan yang akan dilaksanakan.
Perencanaan adalah proses penetapan
tujuan dan cara-cara atau tindakan yang
tepat untuk mencapai tujuan (the process of
establishing goals and suitable course of
action for achieving those goals).
31
 Perencanaan menyangkut
tentang :
Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution

 Apa yang akan dilakukan ?

 Bagaimana melakukannya ?
 Kapan melakukannnya ?
 Siapa yang akan melakukan ?
 Mengapa dilakukan ?
 Dimana akan dilakukan ?
32
Unsur-Unsur Perencanaan
Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution

 Sasaran
 Peramalan
 Pembuatan Keputusan
 Pemilihan Pendekatan

33
Pentingnya Perencanaan
Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution

 Mengurangi ketidakpastian dan

perubahan-perubahan di waktu yad.
 Memusatkan perhatian kepada sasaran.
 Menjamin proses pencapaian tujuan
terlaksana secara ekonomis.
 Memudahkan pengawasan.

34
 Proses PENGENDALIAN
Membetulkan
penyimpangan
4
Tidak

Apakah
Penetapan Pengukuran prestasi sdh
sesuai dengan
Standar prestasi kerja 3 standar
1 2

Tidak berbuat Ya
apa - apa
35
 Penetapan Tujuan
Ω Problem Statement Ω Strategic Direction ►►► Conclusion ►►► Solution

Tujuan adalah suatu sasaran atau

hasil akhir yang ingin dicapai oleh
suatu organisasi di masa depan
(Goal is a future target or end result
that an organization wish is to
achieve).

36
Diagnose your Time Utilities
Ω Mapping Ω Problem Statement Ω Strategic Direction ►►► Conclusion

Presented by :
Kanaidi, SE, M.Si
kanaidi@yahoo.com

?1
The Value of Time
Ω Mapping Ω Problem Statement Ω Strategic Direction ►►► Conclusion

A resource for all leaders

(Time is) the most valuable thing a man can spend.
Theophrastus

“An inch of time cannot be bought with an inch of gold.”

Chinese proverb

Dost thou love life? Then do not squander time, for that’s the
stuff life is made of. Benjamin Franklin

Time is the coin of your life. It is the only coin you have, and
only you can determine how it will be spent. Be careful lest
you let other people spend it for you.
Carl Sandburg
The Utility of Time ►►► Conclusion
Ω Mapping Ω Problem Statement Ω Strategic Direction

– There is never enough time, unless you’re serving it.

Malcolm Forbes
– Employ thy time well, if thou meanst to get leisure.
Benjamin Franklin

– To save time is to lengthen life.

Author Unknown

– It usually takes a long time to find a short way.

Anonymous

– “It has been my observation that most people get ahead

during the time that others waste.”
Henry Ford
 KENALI KARAKTER
SANG WAKTU
Ω Mapping Ω Problem Statement Ω Strategic Direction ►►► Conclusion

Waktu terus berjalan ke depan

Waktu menciptakan perangkap bagi
mereka yang gagal

Hubungan waktu dan manusia

bersifat subjektif

“Bad time management = STRESS”

Time and Priorities
Ω Mapping Ω Problem Statement Ω Strategic Direction ►►► Conclusion

 “Set priorities for your goals. A major part of

successful living lies in the ability to put first
things first. Indeed, the reason most major goals
are not achieved is that we spend our time doing
second things first.”
Robert McKain
Tick When I Should Tock?
(bergerak bila seharusnya Anda bergerak)
HUKUM PARETO
Ω Mapping Ω Problem Statement Ω Strategic Direction ►►► Conclusion

80/20 Rule :
 20 % kegiatan
menyumbang pada
80% hasil,
 dan 80% dari
kegiatan
menyumbang 20%
hasil sisanya.
 SKALA PRIORITAS
Ω Mapping Ω Problem Statement Ω Strategic Direction ►►► Conclusion

Mana yang Anda prioritaskan?

– Yang menyenangkan ATAU
– Yang menguntungkan
Laksanakan kegiatan berdasarkan urutan
prioritasnya
Benefits of Effective Time
Management?