Kanaidi, SE., M.Si (Penulis “Buku PERIKLANAN”, Service Quality and Motivation Trainer, Dosen Marketing Management, Praktisi Bisnis) email : kana_ati@yahoo.com atau kanaidi@yahoo.com atau kanaidi@poltekpos.ac.id atau kanaidi@posindonesia.co.id HP. 08122353284 PIN bb : 27CBC148 Facebook : Kanaidi Ken & Kanaidi Ken Part II

1. By : Kanaidi, SE., M.Si
kana_ati@yahoo.com
SMART LEADERSHIP (Situational Leadership)
TRAINING

2. Tell about your best subordinate
Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si
kana_ati@yahoo.com22

3. 3
“KNOW”
Skills
Tactical
TechnicalInterpersonal
Conceptual

4. 4
Operating
Planning
Executing
Assessing
Influencing
Communicating
Decision Making
Motivating
Improving
Developing
Building
Learning
Leader Actions
“DO”

5. 5
Which skills are demonstrated?
Conceptual, Interpersonal and technical.
Which attributes are implied by
these observations?
Really only mental, good desire, will and initiative.
Any values implied here?
Perhaps “duty” by ensuring the readiness of his equipment.

6. DEVELOPING SUBORDINATES Step
Step 1 - Observe and record leadership actions
Step 2 - Assess and compare what you see to performance
indicators; classify the observations to determine if
the behavior exceeds, meets, or fails to meet the
standard
Step 3 - Coach the subordinates - tell the subordinates
what you saw and give them a chance to assess
themselves
Step 4 - Conduct developmental counseling

7. Assessment Methodologies
to Evaluate Competencies
or Motivation
Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si
kana_ati@yahoo.com77

8. Assessment Methodologies
• Both assessment and development centers use a
number of simulation techniques to evaluate
competencies however any other effort for
competency assessment can also use same
methods or look for other appropriate ways to
evaluate behaviors.
• It would be interesting to explore a little about
some of the most used methods and best
practices for assessments in organizations across
the world.

9. Assessment Methodologies :
• Observing the candidate at his/her work.
• Structured Interviews.
• Simulation Exercises :
- Role Play
- In Basket
- Case Study
• Psychometric Assessments/Aptitude Tests
• Appreciative Inquiry and Development
Dialogue

10. Bandung, 03 - 04 Desember 2009 By : Kanaidi, SE., M.Si
kana_ati@yahoo.com
Coaching

11. Definition
Coaching:
• A directive process by a manager to train and orient an
employee to the realities of the workplace and to help the
employee remove barriers to optimum work performance.
• In general, helping someone else expand and apply his or
her skills, knowledge, and abilities.
• A coach helps someone get from where they are now to
where they want to be.
• Coaching is an ongoing professional relationship that helps
people produce fulfilling results in their personal and
professional lives (International Coaching Federation)

12. Opportunities for Coaching
• Appearing unmotivated.
• Excessive errors.
• Missing deadlines.
• Falling below standards.
• Displaying need to fine-tune skills

13. Benefits of Coaching
• Coaching is the most effective way to develop
your employees.
• Coaching is the key to managing multiple
priorities.
• Coaching leads to improved employee
performance, which leads to increased
productivity and bottom-line results.
• Coaching increases employees’ self-esteem and
job satisfaction.

14. Coach as Guide
• Defining “success”
• Creating a vision of the future
• Setting goals
• Action planning
• Evaluating progress

15. Leadership strategy for high/
low competency
Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si
kana_ati@yahoo.com1515

16. Guidelines for Developing
Leadership Competencies
• Keep them few and simple
• Limit to the genuine priorities
• Link to capability needs
• Identify critical derailer competencies -
Lominger does this
• Embed throughout systems and processes
• Continually revisit staying future focused

17. • Focused Drive
• Emotional Intelligence
• Trusted Influence
• Conceptual Thinking
• Systems Thinking
• Change Management & Coaching/Mentoring
• Communication & Negotiation
• Problem Solving.
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Leadership Competencies:

18. By : Kanaidi, SE., M.Si
kanaidi@yahoo.com
Leadership strategy for
high/low motivation

19. KERJA adalah RAHMAT
Bekerja tulus & penuh syukur
• Rahmat adalah kebaikan yang kita terima karena kasih
sayang Sang Maha Pemberi.
• Rahmat adalah fasilitas ilahi bagi pertumbuhan dan
kemajuan kita menuju puncakpotensi diri kita sehingga
kita bisa hidup sepenuh-penuhnya.
• Rahmat adalah wujud kasih sayang Tuhan yang melimpah
kepada kita.
• Rahmat adalah sumber mentalitas berkelimpahan.
• Rahmat adalah pangkal dari semua sikap dan pikiran
positif.
• Rahmat adalah segala yang membuat manusia dapat hidup
dan tumbuh secara wajar.
• Rahmat adalah fasilitator dan navigator keberhasilan.
• Rahmat selalu bermaksud melindungi dan mendukung
hidup kita menuju taraf yang lebih baik.
Spirit :

20. KERJA adalah AMANAH
Bekerja dgn benar & penuh tanggung jawab
• Kita menerima amanah kehidupan dari Sang Pemilik Hidup, karenanya
kita bertanggungjawab atas setiap detik hidup kita.
• Kita semua adalah pemegang amanah. Tidak hanya satu tetapi banyak
amanah.
• Barangsiapa berhasil mengemban amanah kecil akan mendapat
kepercayan mengemban amanah besar.
• Tanggungjawab harus diwujudkan dengan benar, baik esensi, semangat,
maupun teknis pelaksanaannya.
• Tanggungjawab harus ditunaikan setara dengan bobot amanah yang
dipercayakan.
• Tidak ada tanggungjawab tanpa kesadaran amanah. Amanah melahirkan
tanggungjawab
Spirit :

21. KERJA adalah IBADAH
Bekerja serius & Penuh Kecintaan
– kerja itu Ibadah, yang intinya adalah tindakan memberi atau membaktikan
harta, waktu, hati, dan pikiran kepada dia yang kita abdi. Melalui
pekerjaan, kita bertumbuh menjadi manusia yang kualitas kepribadian,
karakter, dan mentanya berkembang kearah yang ilahi.
– Beribadah berarti berbakti dengan segenap hati, mengabdi tuntas penuh
totalitas, dan berserah pasra dengan segenap cinta.
– Ibadah yang benar harus dilakukan dengan khusuk, serius, dan sungguh-
sungguh. Bengitu pula bekerja yang benar.
– Ibadah memerlukan pengorbanan, namun pengorbanan untuk suatu
idealisme adalah kebahagiaan, dan pengorbanan yang didorong oleh rasa
cinta adalah suka cita.
– Makna ibadah adalah persembahan diri, pemasrahan diri, penyerahan diri.
Spirit :

22. KERJA adalah PELAYANAN
Bekerja sempurna & penuh kerendahan hati
• Apa pun pekerjaan kita sesungguhnya kerja adalah untuk melayani. Secara
sosial pelayanan adalah yang mulia, karena itu hakikat pekerjaan kita pun
mulia dan sebagai makluk pekerja kita semua adalah insan yang mulia.
• Cara umum untuk memperoleh kemuliaan ialah dengan melayani sebaik-
baiknya untuk khalayak seluas-luasnya
• Ciri utama kemuliaan adalah karakter yang altruistik, yaitu sikap tidak
mementingkan diri sendiri bahkan rela berkorban demi melayani orang lain.
• Dengan melayani di dalam dan melalui pekerjaan kita maka aspirasi
kemuliaan kita terpenuhi sekaligus harkat profesi kita pun bertambah
mulia.
• Melalui pelayanan maka pekerjaan kita termuliakan sebagaimana juga
akhlak, kepribadian, dan budipekerti kita.
Spirit :

23. Intrinsic
Motivation

24. MOTIVATION
What is motivation?
MOTIVATION = Value of outcome x expectation of
achieving it
Motivation is a desire to achieve a goal,
combined with the energy to work
towards that goal.
 Motivasi merupakan satu penggerak dari dalam diri
seseorang untuk melakukan atau mencapai sesuatu
tujuan
 Motivasi adalah kekuatan pendorong yg akan mewujudkan suatu perilaku guna
mencapai tujuan kepuasan dirinya
 Motivasi adalah proses yang menjelaskan intensitas, arah, dan ketekunan
seorang individu untuk mencapai tujuan tertentu

25. Relationship
Extrinsic & Intrinsic Motivation

26. 1. Cultivate meaning awareness 
Positive work environment, vision, purpose, relevance, wholeness of
tasks
2. Develop a sense of choice
Delegated authority, trust, security, clarity, information
3. Develop a sense of competence Knowledge,
positive feedback, skill recognition, challenge, standards
4. Develop a sense of progress Collaboration,
milestones, celebrations, access to customers, improvement measures
Intrinsic Motivation Four Building Blocks
Intrinsic more powerful and readily available
– Growth opportunities, meaningful work, teamwork, positive work
environment.

27. Model of Intrinsic Motivation
- Ken Thomas
Employees are intrinsically motivated when
rewards an employee gets from work result from:
 Choice – the ability to freely self-select and perform task activities.
 Competence – the sense of accomplishment from skillfully performing
chosen tasks/activities.
 Meaningfulness – pursuing a task that matters in the larger scheme of
things.
 Progress – the feeling of significant advancement in achieving the task’s
purpose.

28. Situational Leadership Theory
Jakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si
kana_ati@yahoo.com2828

29. Hersey–Blanchard
Situational Leadership Model
– A model aims to provide a practical way for a
leader to decide how to adapt his or her style
to the task.
– Model focuses on four leadership styles:
• The delegating style lets the members of the group
decide what to do.
• The participating style asks the members of the
group what to do, but makes the final decisions.
• The selling style makes the decision but explains the
reasons.
• The telling style makes the decision and tells the
group what to do.

30. Situational Leadership Theory

31. Situational Leadership Theory

32. Situational Leadership
Managerial Leadership Styles
Adapted from “Leadership and the One Minute Manager”, Kenneth Blanchard 1000ventures.com
DIRECTIVE BEHAVIOR
SUPPORTIVEBEHAVIOR
Low High
High
EMPOWERING
Turning over responsibility for
day-to-day decision-making
For people who have
 High Competence
 High Commitment
SUPPORTING
Praise, listen, and facilitate
For people who have
 High Competence
 Variable Commitment
DIRECTING
Structure, control, and
supervise
For people who have
 Low Competence
 High Commitment
COACHING
Direct and support
For people who have
 Some Competence
 Some Commitment

33. Maturity Level Most Appropriate
Leadership Style
M1: Low maturity S1: Telling/Directing
M2: Medium maturity,
limited skills
S2: Selling/Coaching
M3: Medium maturity,
higher skills but
lacking confidence
S3: Participating/Supporting
M4: High maturity S4: Delegating/Empowering
Situational Leadership

34. 1000ventures.com
1 Managers makes decision and announces it
2 Manager “sells” decision
3 Manager presents ideas and invites questions
4 Manager presents tentative decision subject to change
5 Manager presents problem, gets suggestions, makes
decision
6 Manager defines limits; asks group to make decision
7 Manager permits subordinates to function within limits
defined by superior
Adapted from: “The Tannenbum and Schmidt Leadership Continuum”
Managing by
directing
Leading by
empowering
Situational Leadership
Continuum of Leadership Behavior that Emphasizes Decision Making
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Contact Us :
Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,
Peneliti, dan PeBisnis)
e-mail : kana_ati@yahoo.com atau
kanaidi@yahoo.com
Telp : 022-2009570 ext.118
Fax : 022-2009568 HP. 0812 2353 284
BBm : 27CBC148
www.ken-kanaidi.blogspot.com
www.ken-sukses.blogspot.com
www.pemimpin.unggul.com
www.google.com “Sukses kanaidi”
www.formulabisnis.com/?id=ken_kanaidi
Ω Problem StatementΩ Mapping Ω Strategic Direction Conclusion
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