Being a highly effective key executive
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Get Things Done
Being a Highly Effective Key Executive
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Food for Thought Thinking Right Get Thing Done MODEL Achieving the Task
Lessons Learned Developing the
Individual Lessons Learned
Building and Maintaining the Team Lessons Learned
Presentation Content
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Food for Thought
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Give a man a fish and you feed him for a day. Teach a man to
fish and you feed him for a lifetime.
Chinese Proverb
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Thinking Right
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This is how good you want
to be!
To strengthen management skills of key executives of
Aston Cirebon.
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Reference: Good to Great by Jim Collins.People are not principal asset. The right people are.
Thinking Right
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Thinking Right
Groups Characteristics:
Disciplined PeopleDisciplined ThoughtDisciplined Action
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Thinking Right
Leaders with personal humility and
professional will.
Just because you have been doing it for years,
does not necessarily mean you can be the
best in the world at it.
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Thinking Right
Key Executive as a preferred coach!
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Thinking Right
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Thinking Right
The Story
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The Solution
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Thinking Right
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Thinking Right
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Thinking Right
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Thinking Right
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Thinking Right
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Thinking Right
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Thinking Right
Mind Map by Tonny Buzan will be used as one of creative learning tools.
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Thinking Right
People want to...Know that their
contributions make a significant impact or difference.
Be a part of something big.Feel a sense of belonging.Go on a meaningful journey.
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Thinking Right
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Thinking Right
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Building and maintaining
the team
Developing the
individual
Get Things Done MODEL
Achieving the Task
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Building and maintaining
the team
The Secret by Rhonda Byrne
Achieving the Task
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Achieving the Task
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Achieving the Task
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Achieving the TaskDefine the taskMake a planAllocate work and resourcesControl quality and tempo of workCheck performanceAdjust the plan
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Achieving the Task
Success Factor Question to Ask Yourself Always Often Rarely
Purpose Am I clear what task is?
Responsibilities Am I clear what mine are?
Objectives Have I agreed these with my superior, the person accountable for the group?
Programme Have I worked one out to reach objectives?
Working conditions
Are these right for job?
Resources Are these adequate ( Authority, money, materials)?
Target Has each member clearly defined and agreed with them?
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Achieving the Task
Success Factor
Question to Ask Yourself Always Often Rarely
Authority Is the line of authority clear ( accountability chart)?
Training Are there any gaps in the specialist skills or abilities of individuals in the group required for the task?
Priorities Have I planned the time?
Progress Do I check this regularly and evaluate?
Supervision In case of my absence, who covers for me?
Setting an Example
Do I set standards by my behaviors ?
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Achieving the Task
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Prior Planning Prevents Poor Performance
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Group Presentation on Pre-Course AssignmentAll group members do the
presentationDuration: Maximum of 30 minutesScoring will be given to each group
100 points: Excellent80 points: Very Good60 points: Good
Achieving the Task
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Achieving the Task
Lessons LearnedWhat did I do well?What could I improve?What mistakes to avoid?What problems that could have avoided?
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Prior Planning Prevents Poor Performance
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Developing the Individual
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Developing the Individual
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Developing the IndividualListen with understandingProvide necessary encouragement and support
Deal with individual challengesRecognize and utilize individual’s strengths or talent
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Developing the IndividualSuccess Factor
Question to Ask Yourself Always Often Rarely
Targets Have they been agreed and quantified?
Induction Does s/he really know the team members and the organization?
Achievement Does s/he know how his/her work contributes to the overall result?
Responsibilities
Has s/he got a clear and accurate jobs description? Can I delegate more to him/her?
Authority Does s/he have sufficient authority for his/him task?
Training Has adequate provision been made for training or retraining both technical and as a team member?
Recognition Do I emphasis on people’ s successes? In failure: is criticism constructive?
Growth Does s/he see the chance of development? Does s/he see some pattern of career?
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Developing the IndividualSuccess Factor
Question to Ask Yourself Always Often Rarely
Performance Is this regularly reviewed?
Reward Are work, Capacity and pay in balance?
The Task Is s/he in the right job? Has s/he the necessary resources?
The Person Do I know this person well? What makes him/her different from others?
Time / Attention
Do I spend enough with individuals listening, developing and counselling?
Grievances Are these dealt with promptly?
Job Security Does s/he know about pensions, redundancy and so on?
Appraisal Is the overall performance of each individual regularly reviewed in face-to-face discussion?
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Developing the Individual
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Executive of the past is a person who knows how to tell. The Executive of the
future is a person who knows how to ask.
The Practical Executive & Leadership, Dayle M. Smith, PHD
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Developing the Individual Work in pair 1st Round
Decide who will be the Coach and the Coachee
Coachee will share challenging issueCoach will use the Developing the
Individual Model
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Developing the Individual
Work in pair 2nd Round
The Coach will become the Coachee, and vise versa
Coachee will share challenging issueCoach will use the Developing the
Individual Model
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Developing the Individual
Lessons LearnedWhat did I do well?What could I improve?What mistakes to avoid?What problems that could have avoided?
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The limit of possibility is only in the brain.
Albert Einstein
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Building & Maintaining the Team
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Building & Maintaining the Team
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Building & Maintaining the TeamSet standardsBuild team spiritMaintain discipline and unityAchieve objectives by the group
Communicate within the groupDevelop and train the group
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Building & Maintaining the Team
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Success Factor Question to Ask Yourself Always Often Rarely
Objectives Objectives : Does the team clearly understand and rationally accept them?
Standards Standards : Do they know what standards of performance are expected?
Safety Standards Safety Standards: Do they know consequences of infringement?
Size of Team Size of team : is the size correct?
Team Members Team members : Are the right people working together? Is there a need for sub-groups to be constituted?
Team Spirit Team spirit : Do I look for opportunities for building teamwork into jobs? Do method of pay and bonus help to develop team spirit?
Discipline Discipline : Are the rules seen to reasonable? Do I take action on matters likely to disrupt the group?
Objectives Objectives : Does the team clearly understand and rationally accept them?
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Building & Maintaining the Team
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Success Factor Question to Ask Yourself Always Often Rarely
Consultation Is this genuine? Do I encourage and welcome ideas and suggestions?
Briefing Is this regular?Does it cover current plans, progress and future developments?
Represent Am I prepared to represent the feelings of the group when required
Support Do I visit people at their work when the team is apart? Do I then represent to the individual the whole team in my manner and encouragement?
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Building & Maintaining the Team
Create “Legacy Game” Group Actualization
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Building & Maintaining the Team
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Together we can achieve more, even it is perceived
as impossible to accomplish.
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Lessons LearnedWhat did I do well?What could I improve?What mistakes to avoid?What problems that could have avoided?
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Building & Maintaining the Team
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Get Things Done MODEL
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Any Questions?
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