Coaching
Decision
Mentoring
Making
Leaders
hip Skill
Change
Counselin
Managem
g
ent
Motivating
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• Dunia dewasa ini mungkin memiliki (pemimpin-
pemimpin), tetapi mereka berada di bawah bayang-
bayang para selebritis...
• Pemimpin dikenal karena prestasi mereka, selebritis
dikenang karena ketenaran mereka.
• Pemimpin mencerminkan kemungkinan-
kemungkinan hakikat manusia, selebritis
mencerminkan kemungkinan-kemungkinan pers dan
media.
• Kaum selebritis orang yang membuat berita,
pemimpin adalah mereka yang membuat sejarah.
(Daniel Boorstin, Majalah Parade, 6-8-1995).
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Pendahuluan
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What is leadership?
Leading people
Influencing people
Commanding people
Guiding people
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Jendral Napoleon Bonaparte:
Lebib baik punya pasukan kelinci dipimpin oleh seekor singa
daripada punya pasukan singa dipimpin oleh kelinci
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Managers vs. Leaders
Managers Leaders
• Do the things • Do the right things
right • Mengerjakan
• Mengerjakan (kepemimpinan)
(kerja) dengan yang benar
benar
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Managers vs. Leaders
Managers Leaders
1. Focus on things 1. Focus on people
2. Do things right 2. Do the right things
3. Plan 3. Inspire
4. Organize 4. Influence
5. Direct 5. Motivate
6. Control 6. Build
7. Follows the rules 7. Shape entities
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Empat Kemampuan Pokok
1. Consideration 2. Initiating structure
Tingkah laku yang dapat berkaitan dengan penentuan
menciptakan hubungan baik dan rancangan peran bagi
antara atasan dengan diri sendiri maupun
bawahan bawahan
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Empat Kemampuan Pokok
3. Decision Making 4.Interaction facilitation
berkaitan dengan cara and group integration
pengambilan keputusan upaya menfasilitasi
interaksi yang baik
diantara anggota
untuk tercapainya
integrasi kelompok
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Sikap Pemimpin Dunia yang Sukses
1. Jujur (honest)
2. Berpandangangan jauh (Forward looking)
3. Bisa memberi inspirasi (Inspiring)
4. Kompetent (competent)
5. Adil (Fair minded)
6. Mendukung (supportive)
7. Berpandangan luas (broad minded)
8. Cerdas (intelligent)
9. Terus terang (straight forward)
10. Berani (courages)
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Pendekatan Ketrampilan Kepemimpinan
Hard skill
(managerial skill)
Pendekatan
Soft skill (Human
skill
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Ketrampilan kepemimpinan
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1. Coaching
The Tao of Coaching- Max Landsberg
• Coaching aims to enhance the performance and learning
ability of others.
• It involves providing feedback, but it also uses other
techniques such as motivation, effective questioning and
consciously matching your management style to the
coach’s readiness to undertake a particular task.
• It is based on helping the coach to help her/himself through
dynamic interaction- it does not rely on a one way flow of
telling or instructing
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What Is Coaching?
1. Informal one-to-one or
small group interaction
2. Encouraging, advising,
motivating, and
developing
3. Essential
supervisory tool
4. Philosophy of
employee management
Purpose of coaching
17
Coaching Revolves Around A Corporate Purpose,
A Long Term Need
HIGH
E xt
A s s e rn a l
T rc
h e ss
me
a nt
I Se
M
E Benchmarking
Leadership
Development
Succession
Planning
D Int
As e ta l
E se r n a
ss
m
l D ev el
o pm e n
in g
en P la n n
M t
Internal
A Professional’s
N Focus
D
LOW
Good
Listener QUALITIES Observant
OF A
GOOD COACH
Good
Communicator Knowledgeable
Supportive
Empowering Patient
QUALITIES
OF A
GOOD COACH
(cont.)
Respectful Tactful
Effective Coaching: Is Immediate
– Coaching is often
spontaneous
– Coaching is most
effective when it
closely follows
events or behavior
Effective Coaching
Is Specific
• What
What isisdone
donewell
welland
andwhat
whatneeds
improvement
needs improvement
• Required skills
Required skillsand
andknowledge
knowledge
• Standards ofofgood
Standards good performance
performance
• Significance ofofthe
Significance jobjob
the
• Corrective action
Corrective action
Effective Coaching
Is Interactive
– Discuss rather
than lecture or
give orders
– Ask questions
– Listen to what the
employee has to
say
– Pay attention to
body language, too
Coaching Basics
•Do you
Do you understand:
understand:
• What coaching
– What coachingis?
is?
• Purposes
– Purposesofof
coaching?
coaching?
• Benefits of of
– Benefits coaching?
• Basic coaching
coaching?
techniques?
– Basic coaching
techniques?
Your Role as a
Successful Coach
• Observe employees
– Observe employees
at work
at work
• Show
– Showconcern
concernforfor
them as as
them individuals
individuals
• Find out what
– Find out what
motivates them
motivates them
• Focus on cooperation,
– Focus on
notcooperation,
competition
not competition
Coaching Top Performers
BUSINESS
BUSINESS
ENVIRONMENT
ENVIRONMENT
ORGANIZATIONAL
ORGANIZATIONAL
ORGANIZATIONAL
ORGANIZATIONAL
STRATEGY
STRATEGY
ENTERPRISE
CULTURE
CULTURE
PERFORMANCE
BUILDING
BUILDING
EFFECTIVE
EFFECTIVE LEADERS
LEADERS
35
MENTORING VS COACHING
• MENTORING:
– IS THE USE OF A SENIOR EXECUTIVE OR DIRECTOR
– TO OVERSEE CAREER PROGRESSION OF A JUNIOR PERSON
– OVER A LONG PERIOD OF TIME
• COACHING:
– IS WORKING WITH A SENIOR EXECUTIVE OR EXTERNAL
BUSINESS COACH
– TO ACHIEVE SPECIFIC BUSINESS SOLUTIONS
– IN A FOCUSED, SHORT TERM EFFORT.
36
THE PROS AND CO®NS
• MENTORING:
– PROS:
• GIVES THE JUNIOR PERSON A SHEET ANCHOR
• THE REGULAR ( BUT NOT FREQUENT) MEETINGS ALLOWS
A BETTER PERSPECTIVE
• OF CAREER PATHS WITHIN THE ORGANISATION
• ORGANISATION LEARNING IS HIGH
– CONS:
• CAN BECOME A POLITICAL TOOL
• CAN DEGENERATE IF MENTOR USES MENTEE AS A
POLITICAL “PAWN” IN POWER PLAYS.
37
2. Mentoring
Pengertian
• Hubungan timbal balik yang dinamis yang
mengarah ke perubahan yang positif,
baik untuk pengembangan karir dari
individu-individu yang terlibat maupun
perkembangan budaya Departemen
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Titik Kritis dalam Mentoring
Titik Kritis
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Karakteristik Mentoring
Relationship Benefits
may last for mutually
years accrued
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4 Stages of Mentorship
Preparing: Negotiating:
• mentor and mentee must • agree on goals, define
prepare individually and in content and process of
partnership relationship
Enabling: Closing:
• develop a quality • evaluating, recognizing
mentorship relationship and celebrating
and promote learning achievements of the
relationship
Relationship not
Conflict of interest Boundary violations
working out
4 Key Mentorship Skills:
Providing
Empathetic
Support /
Listening
Challenge
Reflection Feedback
3. Counseling
Pengertian Dasar
• Manusia adalah makhluk reaktif yang tingkah
lakunya dikontrol/dipengaruhi oleh faktor- faktor
dari luar
• Manusia memulai kehidupannya dengan mem-
berikan reaksi terhadap lingkungannya dan interaksi
ini menghasilkan pola-pola perilaku yang kemudian
membentuk kepribadian
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Konsep Dasar Konseling
Tingkah laku seseorang
ditentukan oleh banyak dan
macamnya penguatan yang
diterima dalam situasi hidupnya
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Lanjutan …
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Lanjutan …
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Karakteistik Konseling Behavioral
Cermat dan
Berfokus pada
operasional dalam
tingkah laku yang
merumuskan
tampak
tujuan konseling
Menghapus/menghilangkan
tingkah laku mal-adaptif
(masalah) untuk digantikan
dengan tingkah laku baru yaitu
tingkah laku adaptif yang
diinginkan klien.
Proses Konseling
Assessment:
• Mendapatkan informasi apa yang menjadi sumber masalah
Goal Setting:
• Berdasarkan informasi yang diperoleh dari langkah assessment
konselor dan klien menyusun dan merumuskan tujuan yang ingin
dicapai dalam konseling
Technique implementation
• menentukan dan melaksanakan teknik konseling yang digunakan
untuk mencapai tingkah laku yang diinginkan yang menjadi tujuan
konseling
Evaluation termination
• melakukan penilaian apakah kegiatan konseling yang telah
dilaksanakan mengarah dan mencapai hasil sesuai dengan tujuan
konseling
Feedback
• memberikan dan menganalisis umpan balik untuk memperbaiki dan
meingkatkan proses konseling.
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DESKRIPSI PROSES KONSELING
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Pendekatan Motivasi Isi
Teori
Motivasi
Berprestasi Dan lainnya
David
McClelland
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Teori Motivasi Pross
Teori Motivasi
Penguatan
kembali
Teori
Dan lainnya
Keadilan
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Teori Hirarki Kebutuhan Maslow
Kebutuhan
Aktualisasi Diri
Kebutuhan Harga
Diri
Kebutuhan Sosial
Kebutuhan Fisiologis
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Perspektif Motivasi
Kebutuhan
Dasar
Motivasi
Kebutuhan
Tumbuh
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Membangun Motivasi Intrinsik
Ekst
Intri
rinsi
nsik
k
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5. Decision Making
• The work of managers, of scientists, of engineers,
of lawyers
– The work that steers the course of society and its
economic and governmental organizations
– It is largely work of making decisions and solving
problems.
• It is work of choosing issues that require
attention, setting goals, finding or designing
suitable courses of action, and evaluating and
choosing among alternative actions.
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Type of Problem
70
Research Development Focus
Tool and
Human machines
head or
computer
71
Problem Solving
Fixing
agendas
Designing Setting
goals
72
Decision Making
Evaluating Choosing
73
Pembuatan Keputusan
74
Pembuatan Keputusan
• menurut kebiasaan,
Keputusan- aturan atau prosedur.
keputusan • Rutin dan berulang-ulang,
yang bisa tertulis atau tidak
diprogram tertulis yg memudahkan
(programmed keputusan berulang
decisions) : • Misal: penetapan gaji
76
Tipe Keputusan 2
77
Keputusan-keputusan yang diprogram
78
Keputusan-keputusan yang tidak
diprogram
Semakin tinggi
kedudukan seorang
dalam hirarki
Banyak pelatihan
organisasi, dibutuhkan
untuk pengambilan
kemampuan untuk
keputusan yang tidak
membuat keputusan-
diprogram
keputusan yang
diprogram yang lebih
tinggi
79
Teknik pembuatan keputusan
Tipe-tipe Teknik Tradisional Teknik Modern
keputusan
Diprogram: Keputusan- 1. Kebiasaan 1. Teknik-teknik Riset
keputusan rutin dan 2. Kegiatan rutin: prosedur- Operasi: Analisis
berulang-ulang. Organissi prosedur pengoperasian Matematika, Model-
mengembangkan proses- standard model simulasi komputer
proses khusus bagi p 3. Struktur Organisasi 2. Pengolahan Data
enanganannya Pengharapan Umum Elektronik
Sistem Tujuan Saluran-
saluran Informasi yang
disusun dg baik
80
Kondisi Pengambilan keputusan
Kondisi
Kondisi
Kondisi ketidak
Kepastian
resiko (risk) pastian
(certainty)
(uncertainty)
81
Kondisi Pengambilan keputusan 1
82
Kondisi Pengambilan keputusan 2
83
Kondisi Pengambilan keputusan 3
84
Proses pembuatan keputusan
Pemahaman dan perumusan masalah
Pengembangan alternatif-alternatif
Evaluasi alternatif-alternatif
Implementasi keputusan
86
Berbagai Gaya Pembuatan Keputusan
trias.setiawati@uii.ac.id 87
6. Change Management
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Lewin’s Change Model
He conceived of change as modifications of
those forces keeping a system’s behavior stable
Three Stages of Concern to The two
Lewin’s change group:
process: • Those striving to maintain When 2 group are
• Unfreezing: psychological the status quo equal current
disconfirmation • Those pushing for change
behavior are
• Moving: shifts the
behavior of the
maintained “quasi
organization stationary
• Refreezing: Stabilizes the equilibrium”
organization at a new state
of equilibrium
89
Traditional phases of planned change
Identification Convention
Organization Evaluation
90
4. Use of knowledge and experience
• Use of • Plans implementations
consultant’s
knowledge & • Recommends & or
experience prescribes
• Proposes criteria
• Identifies available options
• Feed back data
• Probes & gathers data
• Clarifies and interprets
• Use of Client’s • Listens and reflects
knowledge
and • Refuses to become involved
Experience
91
A Role Episodic Model of Ethical Dilemmas
ANTECEDENTS PROCESS CONSEQUENCES
Role of
The
Change
Agents Ethical Dilemmas
_____________
Value Role Episode •Misinterpretation
Goals _____________ •Misuse of Data
Needs • Role Conflict •Coercion
Skills/ •Role Ambiguity •Value and
Abilities Goal Conflict
Role of •Technical Ineptness
The
Client
System
92
Peran Pemimpin dalam Manajemen
Perubahan
Menumbuhkan Meyakinkan
Menumbuhkan
“Sense of karyawan akan
kebersamaan
Urgency” hasil perubahan
Melakukan
Memberikan
Memberikan resiko negosiasi pada
keunggulan
perubahan yang menolak
perubahan
perubahan
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Terima Kasih
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