nsc2015 - understanding myself

UNDERSTANDING MYSELF@fabsyaz

@muhammadhusnii

OBJECTIVE

• Have reflection about myself• Understand my value and how it affect my

future• Clear vision about my dream based on my

value

EXPECTATION SETTING

Be on your most comfortable place around the plenary

Let go of your defenseBe honest to yourself

LEADER

HAVE YOU UNDERSTAND YOURSELF?

Name 3 people that has big impact to your life…

Name 3 books / songs / movie that you love the most…

What was your bad experience that change you a lot?

Write down your values…

How could my values affect my life?

STRATEGIC LEADERSHIP STYLES

PROPHETSBest when organization are getting started or are entering period major restructuring and renewal.

- Strong belief in new products and services- High standard and do not believe in the

abilities of people outside their own small group

CREATIVE

IDEALISTIC

VISIONARY

command

If you work for, Prophets- Do not expect them to provide specific

objective or instructions- Do not expect them to follow up on details of

your work- Seek out them for advice and ideas- Be tolerant of their latest ideas, even if they

seem illogical and inconsistent (lead them to brainstorm)

- Realize that prophets do not expect you to share their characteristics (love person who organize and accomplish their ideas for them)

If Prophets, work for you:- Recognize their creative abilities and reinforce and

encourage those talents. Do not demand that they be well organized or conform to standard procedures

- Listen to them. They need to know that their visionary ideas are important to you

- Help prophets distinguish between their regular jobs and their creative activities Prophets may need to justify their salaries with mundane work

- Protect them from bureaucrats. Remember that in mature organizations prophets are all too often ignored or eliminated

- Have patience. Prophets work not for this quarter’s results but for the impact they can have the long run.

BARBARIANSExcel when organizations are struggling to survive or to broaden their base or attempting to diversify. Barbarians see themselves as being in life-or-death struggles to accomplish the Prophet’s objective.

- High control and direct action- Want others to join the team or move out the way- Prefer to establish a few simple systems and

structures while stressing a high degree of task flexibility

IMPLE-MENTE

RACTION

ORIENTEDTO THE POINT

command

If you work for, Barbarians- Straight to the point and take action

- Do not expect to be involved in long meetings or consensus decision making.

- When they ask for your input, be completely honest and direct.

- Go to Barbarians; do not wait for them to come to you.- If you want to discuss be straightforward

If Barbarians, work for you:- Be sure that their assignments are appropriate

for command and single minded action- Leave no confusion about their areas of

responsibility and what you expect to them- Take advantage of their greatest talent;

working in turnaround situations and managing organization units that are growing fast and need quick decisions.

- Help them make the transition to the next management stage by encouraging them to involve their people more, delegate more and to consider longer-range factors and outcome

BUILDERSare most valuable when successful organizations are confronted by many opportunities growth and diversification.

- Believe in the organization’s product and services- They are interested in the means of production,

although their focus their energies on making those means more efficient

- Detailed oriented- Concerned with short-range numbers- Initiate leadership shift from ‘command’ to

‘collaboration’DETAIL

ORIENTED

BRIDGING COMMAND

TO COLLABOR

ATION

NEED CLEAR

DIRECTION

collaboration

If you work for, Builder- Offer clear, specific, written objectives. They

hate surprises and believe that you should have a blueprint of your activities

- Realize that they are not world greatest communicators. Help them by initiating they need of communication.

- Do not expect a great deal positive reinforcement. They take satisfaction from the quality and volume of the products that go out the door and they expect you will, too

- Realize that they appreciate creativity within bounds. They more interested in ‘HOW’ than in ‘WHAT’ or ‘WHY’

If Builders,work for you:- Help them to think long term- Help them to understand the need for

involving people below them in decision making

- Remember they responds to rewards improving in processes (HOW) more than results (WHAT)

- Do not burden them with too much central-staff help. Offer help, but do not impose it

EXPLORERSsimilar to Builders, but they place their emphasis on increasing the efficiency.

- They are the organizational members most in touch with customers

- Highly competitive and enjoy keeping score- Interpersonal relationships are important to them- Enthusiastic and intuitive- Hate paperwork and do little or no managing

SOCIAL BUTTERFL

Y

EXPLOSIVE IN + WAY

EFFICIENT

collaboration

If you work for, Explorer- You will win points for producing

results and gaining new business – things an Explorer understands the most

- Tell them about your plans. They want to know that their staffs have high objectives and expectations and projections

- Do not tell them what cannot be done or what should have been done. Keep your level of enthusiasm high and frame your comments in a positive context

If Explorers,work for you:- Remember, that they appear to need your approval

more than others do, because they are ‘out in the wilderness’ most of the time. When they come back to office, they need your praise, let them have it

- Do not shoot them down, when they seem overly optimistic. Help them to develop more realistic expectations and projections

- When they want you to spend more time in the field with customers than you can afford, work with them on making the best use of their time

- When they do not have the best relations with those whose support they need in production, help them understand the importance of these members of their team. They often have difficulty along this time.

SYNERGISTdo not favor a single leadership style. Instead, they incorporate the different styles of leadership required to succeed throughout an organization’s life cycle.

- Seek social unity, balance teamwork and continuous improvement of products and service (total quality management)

- Emphasize positive behavioral reinforcement by using symbols, participative decision making, interpersonal skills and high levels of technical competence

FLEXIBLE BALANCE

EYE OF THE

STORM

collaboration

If you work for, Synergist- Be sensitive of their need to blend and

balance the characteristics of Prophets, Barbarians, Builders, Explorers, and Administrators

- Do not expect consistency. Demonstrate flexibility in your own approach to problems

- Demonstrate ability in team work, participation, delegation and constant improvement of products and services

- Appreciate the synergist’s need for emphasizing both the material and spiritual aspects of organizations

If Synergists work for you:■ Reward them for achieving a balance between the preservation of creativity andthe need for order.■ Realize that Synergists may want you to increase the amount of time that youspend with personnel in production areas instead of staff areas. Although this isgenerally a good idea, there is still a need to take care of the administrativeaspects of the organization.

ADMINISTRATOR•Contribute most when organizations have entered a secure stage•Believe in efficiency and I maximizing the financial side of the organization•Perfecting management-control systems•Tend to take organization’s products and services for granted.•Not effective in dealing with people•Make decisions based on data and spend lots of time seeking ‘correct’ answer•Under Administrators, line managers lose power while staff gains it.

CONTROL

EFFICIENT

ORIENTED

SOLO PLAYER

collaboration

If you work for an Administrator:■ Realize that he or she is more likely to reward you for conforming than forcreating.■ Understand his or her essential need for administrative control and discipline.When that control becomes stifling, you must help the Administrator to recognizeyour situation.■ Recognize who you are and what your ambitions are. If you always work for anAdministrator, you can develop the same characteristics, which may or may notbe the best for you.

If Administrators work for you:■ Remember that Administrators are good at taking care of details; reward them forthat. Also help them to see the larger picture, direction, trends, and reasons. Keepthem in touch with what is important to the organization.■ Help Administrators to see their jobs as serving those whose performance shouldbe enhanced by their systems: the Builders and Explorers.

BUREAUCRAT•Most visible in diversified organizations (primary products and services are viewed as being mature ‘cash cows’)•Growth occurs through acquiring younger organizations and cost cutting•Confront no problems that cannot be overcome through sound financial management and controls.•Place little emphasis on creativity and are more concerned with numbers than people•Like written reports, cultivate the flow of paper•Seek to increase autocratic command, often resulting in overorganization, overspecialization, and a lack of trust between levels.

ORDER ACT AS BUFFER

COMPLAIN

disintegrate

If you work for a Bureaucrat:■ Remember that the Bureaucrat tends to focus on performance that fits the system,without asking whether it is the right performance. Help him or hereby askingquestions that will lead to a consideration of more creative responses.■ As a Bureaucrat needs order and conformity, do not make him or her nervous bybeing “weird.” It is difficult to work for a nervous boss, particularly if you are theone who makes the boss nervous.■ Serve as a buffer for your subordinates. Manage them to produce creativeresponses without interference from your Bureaucratic supervisor. Do not makeyour own problem your subordinates’ problem

If Bureaucrats work for you:■ Remember that Bureaucrats are better in staff jobs, not line jobs.■ Make sure that they do not spin a web of stifling systems and structure aroundothers.■ As Bureaucrats constantly complain about others who are violating the sanctity oftheir systems, learn to ask, “So what?”■ Reward them for developing and managing the most efficient administrativeprocesses. Define “efficient” as meaning the fewest possible staff requiring theleast amount of time from line managers.

ARISTOCRAT•Most evident when the organization’s primary products and services are declining because of a lack of attention, investment, and creativity; when organizational components are being eliminated and divested; and when cash is desperately needed.•Cynicism permeates all parts and levels of the organization•Increasingly surround themselves with expensive tokens of their positions (“perks”) and view their primary mission as preventing further organizational erosion.•Have aloof management style•Doesn’t like making decisions•If forced to make decisions, generally use a highly autocratic style.•Organization are burdened with excessive layers of management, poor communication, little clarity of mission, low motivation, lots of internal warfare, and ineffective formal structures.ALOOF INDECISIV

EAUTO-CRATIC

disintegrate

If you work for an Aristocrat:■ Quit.■ If you cannot quit, consider the Aristocrat’s objectives but create your own independently. Hope that the Aristocrat’s successor appreciates your efforts.

If Aristocrats work for you:■ Encourage them to leave.■ If they will not quit, ask them specific questions about their efforts to improve the organization, the quality of their products and services, and their plans for creative developments. Let them know that their jobs depend on a change in behavior.

EXPERT

TEAM ROLES

TEAM PLAYERANALYSTDRIVER

EXPLORERINNOVATORCOMPLETERCHAIRMANEXECUTIVE

EXPERT

TEAM ROLES

The expert has the skills and expertise required for the specific task at hand. He or she has a strong focus on the task and may get defensive when others interfere with his or her work. The expert prefers to work alone and team members often have a great deal of trust and confidence in him or her.

TEAM PLAYER

TEAM ROLES

The team player is caring, avoids conflicts, and fosters harmony. Being someone who likes to help other people, the team player is generally considered agreeable and friendly. He or she is diplomatic and emphasizes solidarity and team cohesion

ANALYST

TEAM ROLES

The analyst has a tendency to be reserved and critical. The analyst will also react to plans and ideas in a rational and sensible way. He or she will favor a prudent approach to matters and will evaluate them according to their accuracy before acting.

DRIVER

TEAM ROLES

The driver is generally very ambitious and energetic. He or she may appear as impatient and impulsive. The driver is a strong motivator and will challenge others at crucial times. Although the actions of the driver may sometimes seem somewhat emotional, they do play a crucial role in pushing the team forward to succeed.

EXPLORER

TEAM ROLES

The explorer is generally an extrovert by nature. He or she is cheerful, gregarious. The explorer is also investigative, interested and curious about things. Because explorers like to improvise and communicate with others, they will have little problem presenting ideas to the team and developing new contacts.

INNOVATOR

TEAM ROLES

The innovator is often the creative generator of a team. He or she has a strong imagination and a desire to be original. The innovator prefers to be independent and tends to approach tasks in a scientific way. As an creative individual the innovator may play a crucial role in the way a team approaches tasks and solves problems.

COMPLETER

TEAM ROLES

The completer is very conscientious and feels responsible for the team's achievements. Completers are concerned when errors are made and they tend to worry because of their controlling nature. The completer is also known as the finisher because they are most effectively used at the end of a task, to polish and scrutinize the work for errors, subjecting it to the highest standards of quality control.

CHAIRMAN

TEAM ROLES

The chairman has a strong coordinating role. With an emphasis on procedures, the chairman will try to bring and keep the team together. He or she is communicative and deals with the members of the team in a respectful and open-minded way.

EXECUTIVE

TEAM ROLES

The executive is sometimes also referred to as the organizer. The executive is generally disciplined and eager to get the job done. He or she is efficient, practical, and systematic. Executives are well organized and diligent, and quickly turn the ideas of a team into concrete actions and practical plans.

TEAM ROLESType 1    Perfectionism

Type 2 Helpfulness

Type 3 Image Focus

Type 4 Individualism

Type 5 Intellectualism

Type 6 Security Focus

Type 7 Adventurousness

Type 8 AggressivenessType 9 Calmness

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