Daniel Goleman’s (2000) “Leadership That Gets Results” from Harvard Business Review

📝 Summary of the Article

Author: Daniel Goleman
Title: Leadership That Gets Results
Published: Harvard Business Review, March–April 2000

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🎯 Core Idea

Goleman argues that leadership style has a direct impact on organizational climate, and ultimately, on business performance. His research (based on a study of over 3,000 managers) showed that effective leaders don’t rely on just one style — they adapt their style depending on the situation.

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👥 Six Leadership Styles

Goleman identified six distinct styles, all rooted in emotional intelligence. Each has strengths and limitations:

1. Coercive (“Do what I tell you”)

   • Focus: Immediate compliance.

   • Works best in a crisis or with problem employees.

   • Overuse damages morale and innovation.

2. Authoritative (“Come with me”)

   • Focus: Vision and direction.

   • Works best when a new vision or change is needed.

   • Creates clarity and inspires people.

3. Affiliative (“People come first”)

   • Focus: Emotional bonds and trust.

   • Works best to heal rifts or boost morale.

   • Risks poor performance if overused (avoiding tough feedback).

4. Democratic (“What do you think?”)

   • Focus: Participation and consensus.

   • Works best to build buy-in or tap team expertise.

   • Risks slowing decisions if used in crisis situations.

5. Pacesetting (“Do as I do, now”)

   • Focus: High performance and excellence.

   • Works best with highly motivated, competent teams.

   • Risks burnout and confusion if expectations are unclear.

6. Coaching (“Try this”)

   • Focus: Developing people for the future.

   • Works best when employees want to learn and grow.

   • Risks being ineffective if the leader lacks expertise or if people resist development.

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🌡 Leadership & Climate Link

• Each style influences the organizational climate in different ways (flexibility, responsibility, standards, rewards, clarity, commitment).

• Positive climate → higher performance.

• The most successful leaders switch styles fluidly like a toolbox — authoritative for vision, democratic for input, coaching for development, etc.

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🚀 Key Takeaways

1. No one best style — effective leaders are versatile.

2. Authoritative, Affiliative, Democratic, and Coaching styles generally create the best long-term climate.

3. Coercive and Pacesetting are useful only in specific situations.

4. Leaders should develop emotional intelligence to know when and how to use each style.

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📚 Why It Matters

This article became one of HBR’s classics because it showed with data that emotional intelligence is not “soft” — it drives hard business results. Great leaders shape culture through their style, and culture drives performance.

Everyone Can Lead – Hana’s Palm Oil Mill Story

Hana was the plant manager at a palm oil mill in Johor. Every day, she reminded her team that their work was more than just processing oil palm fresh fruit bunches—it was about feeding communities, sustaining industries, and supporting the livelihoods of thousands of families.

One morning, while Hana was busy with a client meeting, an auditor visited the mill. As he waited for Hana in her office, a worker entered the room quietly. He wasn’t an engineer, operator, or chemist—he was part of the housekeeping team. He swept the floor, emptied the bins, and arranged the chairs neatly.

Curious, the auditor asked him:
“Brother, what’s your role here in this mill?”

With a smile, the man replied confidently:
“Me and Puan Hana—we produce safe and quality palm oil that supports people’s lives.”

The auditor was stunned. To him, this was more than just housekeeping—it was ownership, empowerment, and collaboration. It showed that Hana had built a culture where everyone, regardless of position, saw themselves as essential contributors to the mill’s success.

This man understood that without cleanliness and order, operations would be unsafe, accidents could happen, and product quality could be compromised. His role was not about prestige, but about giving his best every single day—because leadership is not confined to titles, but to the spirit of responsibility and contribution.

Hana knew at that moment that true leadership is about creating a sense of belonging and purpose for every person on the team. When everyone sees themselves as leaders in their own roles, extraordinary results follow.

Everyone can lead. Especially you.

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Footnote

1. Jarvik, R. (1985). The Jarvik Heart: The Development of the First Permanent Artificial Heart. New England Journal of Medicine.
2. Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge. Wiley.
3. Goffee, R., & Jones, G. (2006). Why Should Anyone Be Led by You? Harvard Business Review Press.

#lead #leader #leadership #manager #blog #blogger #kembarainsan

🌍 Hana’s Story – Looking for Potential in Everyone

Hana has always believed that a true leader does not only look at people as they are today, but also envisions what they could become if given trust and opportunity.

Stephen R. Covey once defined leadership as:
"Leadership is to communicate to another person their worth and potential so well they begin to see it in themselves." [^1]

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The Challenge at the Mill

It was a critical week at the palm oil mill. The senior technician had to attend an external course, and at the same time, the sterilizer machine—a key part of the operation—was showing instability.

Normally, the senior technician would troubleshoot. But this time, Hana had to decide quickly: Who could step up?

Her choices were three young staff:

• Azri, a 23-year-old technician, hardworking but lacking confidence.
• Mira, a young process engineer, detail-oriented but doubting her own capability.
• Faizal, a mid-level operator, competent but rarely entrusted with big responsibilities.

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Giving Trust

In a quick briefing, Hana asked each of them what they knew and could do. Then she concluded:

“You already know what needs to be done. The real question is—will you do it without excuses, support each other, and take full responsibility?”

They nodded with determination.

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The Test Day

When the day came, Hana was away at a regional meeting. Though worried, she trusted her team.

That evening, when she returned, she was surprised to see the sterilizer running smoothly, the area clean, and her team calm. Azri had written a troubleshooting report, Mira added process notes as best practice, and Faizal ensured operators followed instructions.

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Hana’s Reflection

Hana told them:

“This is why I believe in my team. You not only did the job, but you showed your real potential when trusted.”

From that day forward, her team members were never the same. Azri gained courage, Mira became more confident, and Faizal emerged as a natural leader among operators.

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👉 Hana’s Lesson:
A leader does not just manage tasks—they build belief within others. With clarity, guidance, and trust, people will rise to levels you never imagined.

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📚 Footnote / Rujukan

[^1]: Covey, S. R. (1990). The 7 Habits of Highly Effective People. New York: Simon & Schuster.

#habit #blog #blogger #kembarainsan #usm #ukm #um #uia #utm #leadership #leader

🌴 Hana’s Leadership Journey in the Palm Oil Mill

Hana had just been promoted as Assistant Mill Manager in a palm oil mill in Lahad Datu. The mill was large, with hundreds of workers – operators, engineers, technicians, and contract staff. For Hana, this was more than just a position. It was a responsibility to lead.

Yet, her journey was full of challenges. Old machines often broke down, worker discipline was inconsistent, and the pressure from upper management was heavy. The mill felt like a mountain too steep to climb.

But Hana believed that leadership can be learned, practiced, and strengthened.

1️⃣ Model the Way

Hana knew workers trusted what they saw more than what they heard.

Every morning, she visited the boiler house, wearing full PPE herself. When she saw a worker without gloves, she didn’t just scold—she patiently showed the correct practice.

Gradually, the workers followed. They said,

"If Madam Hana can stand under the heat, why can’t we?"

2️⃣ Inspire a Shared Vision

The mill had a reputation for frequent downtime and high oil losses.

Hana gathered everyone in the hall and declared with conviction:

> “I want this mill to be known as the best example in Sabah. Not only productive, but also safe and environmentally responsible. One day, when people mention this mill, they will say ‘This is where a great team was built.’”

The workers began to feel they were part of something bigger than just earning a paycheck.

3️⃣ Challenge the Process

The sterilizer often jammed. The older workers said,

"It’s always been like this. Just repair it the usual way."

But Hana refused to accept that. She assembled a young engineering team to redesign part of the valve system and schedule preventive maintenance differently.

It was risky—failure could mean criticism. But Hana encouraged them:

> “If we don’t try, we’ll keep repeating the same problems.”

The result? The sterilizer stabilized, and downtime dropped by 40%. The workers realized change was possible when courage existed.

4️⃣ Enable Others to Act

Hana understood she couldn’t lead alone. She began coaching junior supervisors, giving them greater responsibility.

Farid, a young supervisor, was shy and nervous. When Hana invited him to present in a meeting, he stammered. Instead of cutting him off, she reassured him:

"That’s a good point, Farid. Please continue—we want to hear more."

Step by step, Farid grew more confident. Other employees also received opportunities. The mill became a place to learn and grow, not just work.

5️⃣ Encourage the Heart

Whenever the team hit production targets or maintained accident-free days, Hana celebrated. Sometimes with a small meal at the canteen, sometimes with a simple certificate.

She often reminded them:

"I am proud of all of you. Without this team, the mill would never achieve this."

Workers felt valued. Their morale rose. For them, Hana wasn’t just a boss, but a leader who cared.

🌟 Conclusion

Within a few years, the mill transformed. From a struggling facility, it became a benchmark for others.

Hana proved that leadership is not about power or position. It is about being a role model, inspiring a vision, daring to challenge, empowering others, and appreciating every effort.

Her journey showed that The Leadership Challenge is not just a theory—it is a practice that can change organizations, and people.

📑 Footnotes / References

1. Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134.

2. Berson, Y., Shamir, B., Avolio, B. J., & Popper, M. (2001). The relationship between vision strength, leadership style, and context. The Leadership Quarterly, 12(1), 53–73.

3. Yukl, G. (1999). An evaluative essay on current conceptions of effective leadership. European Journal of Work and Organizational Psychology, 8(1), 33–48.

4. Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465.

5. Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78.

#blog #blogger #kembarainsan #usm #psycology #um #ukm #uitm #utm #university

Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge. Wiley.

Buku Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge. Wiley.

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📘 Latar Belakang

• Pengarang: James M. Kouzes & Barry Z. Posner
• Edisi: Edisi ke-6 (2017, edisi terkini)
• Jenis Buku: Buku klasik dalam bidang kepimpinan dan pembangunan organisasi.
• Buku ini asalnya diterbitkan pada 1987, dan sejak itu menjadi salah satu rujukan paling popular dalam kajian kepimpinan.

Kouzes & Posner meneliti ribuan pemimpin dan pengikut di seluruh dunia, lalu menyimpulkan bahawa kepimpinan bukanlah bakat semula jadi, tetapi satu kemahiran yang boleh dipelajari, diamalkan, dan diperkukuhkan.

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🔑 Idea Utama Buku

Buku ini berpusat pada Model “Five Practices of Exemplary Leadership” (Lima Amalan Kepimpinan Teladan).

1. Model the Way (Menjadi Teladan)

• Pemimpin mesti menunjukkan nilai dan prinsip melalui tindakan, bukan sekadar kata-kata.
• “Walk the talk” → apabila pemimpin berintegriti, orang lain akan lebih percaya dan ikut.

2. Inspire a Shared Vision (Menginspirasikan Visi Bersama)

• Pemimpin bukan sahaja menetapkan arah, tetapi menghidupkan visi yang memberi makna kepada pengikut.
• Mereka pandai menggunakan cerita, simbol, dan komunikasi untuk membangkitkan semangat.

3. Challenge the Process (Mencabar Status Quo)

• Pemimpin hebat berani mencabar cara lama, mencari inovasi, dan tidak takut gagal.
• Mereka melihat halangan sebagai peluang pembelajaran.

4. Enable Others to Act (Memberdayakan Orang Lain)

• Kepimpinan bukan tentang seorang individu sahaja, tetapi tentang memberikan kuasa (empowerment) kepada orang lain.
• Pemimpin membina kepercayaan, kerjasama, dan memastikan semua orang rasa mereka menyumbang.

5. Encourage the Heart (Memberi Galakan & Penghargaan)

• Pemimpin tahu bahawa pencapaian hanya boleh dicapai jika orang dihargai.
• Mereka meraikan kejayaan kecil, memberi pujian tulus, dan menyokong emosi pasukan.

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📖 Struktur Buku

• Disusun dengan contoh kes sebenar, kajian empirikal, serta amalan praktikal.
• Setiap bab mempunyai refleksi, soalan untuk pembaca, dan cadangan bagaimana mengaplikasikan prinsip ke dalam kehidupan dan organisasi.

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🌍 Kepentingan Buku

1. Rujukan Akademik & Profesional

   • Digunakan di universiti, program MBA, dan latihan korporat di seluruh dunia.

2. Panduan Praktikal

   • Bukan sekadar teori; ia memberi contoh konkrit untuk pemimpin di semua tahap.

3. Mesra Semua Peringkat

   • Sesuai untuk pemimpin organisasi besar, usahawan, malah pemimpin komuniti kecil.

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✨ Rumusan

Buku ini menekankan bahawa kepimpinan bukan tentang kedudukan atau jawatan, tetapi tentang tindakan. Sesiapa sahaja boleh jadi pemimpin jika mereka mengamalkan lima prinsip utama – teladan, visi, inovasi, pemberdayaan, dan penghargaan.

#blog #blogger #kembarainsan #japan #uk #usa #reading #book #usm #sabah #sarawak #malaysia

🌟 Ciri Kepimpinan Rasulullah SAW & Contoh Sirah

Ciri Kepimpinan	Contoh Peristiwa dalam Sirah
Amanah (Dipercayai)	Ketika berhijrah ke Madinah, Rasulullah SAW menyerahkan barang-barang amanah orang Quraisy (yang musuh sekalipun) kepada Saidina Ali RA untuk dipulangkan kepada pemiliknya.
Sidq (Benar & Jujur)	Semasa perjanjian Hudaibiyah, Baginda berpegang kepada janji walaupun syaratnya kelihatan berat kepada umat Islam.
Fathonah (Bijaksana)	Dalam peristiwa meletakkan Hajarul Aswad, Baginda menyelesaikan pertikaian kabilah Quraisy dengan bijaksana melalui cadangan mengangkat batu itu bersama menggunakan kain.
Tabligh (Penyampaian jelas)	Baginda menyampaikan wahyu dengan tegas dan terang, termasuk surah-surah yang mengecam penyembahan berhala walaupun ditentang Quraisy.
Adil	Dalam kes seorang wanita Quraisy mencuri, Rasulullah SAW menolak cadangan untuk melepaskannya kerana status bangsawan, lalu bersabda: “Sekiranya Fatimah binti Muhammad mencuri, nescaya aku potong tangannya.” (HR. Bukhari & Muslim)
Sabar & Tabah	Baginda tetap berdakwah walaupun dicerca dan disakiti, termasuk di Thaif ketika Baginda dilontar batu hingga berdarah.
Syura	Dalam Perang Uhud, Rasulullah SAW berbincang dengan para sahabat sama ada perlu keluar berperang atau bertahan di Madinah. Baginda ikut keputusan majoriti walaupun pendapat peribadinya berbeza.
Rahmah	Selepas kemenangan di Mekah (Fath Makkah), Baginda tidak membalas dendam, malah mengampunkan musuh-musuh Quraisy dengan kata-kata: “Pergilah kamu, kamu semua bebas.”
Zuhud & Tawadhu’	Hidup sederhana—tidur di atas tikar kasar hingga berbekas di badan. Menolak kehidupan mewah walaupun mampu memilikinya.
Keteladanan	Rasulullah SAW sendiri turut serta membina Masjid Quba’ dan Masjid Nabawi bersama para sahabat, mengangkat batu bata.
Keberanian	Dalam Perang Hunain, ketika tentera Muslimin hampir berundur, Rasulullah SAW tetap berdiri di barisan hadapan sambil menyeru para sahabat untuk kembali.
Visioner	Menyusun Piagam Madinah sebagai asas pentadbiran negara Islam pertama, mengatur hubungan antara kaum Muslimin, Yahudi dan kabilah lain.

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📚 Nota Kaki / Rujukan

1. Al-Mubarakpuri, S. (2002). Ar-Raheeq Al-Makhtum (Sirah Nabawiyyah). Darussalam.
2. Ibn Hisham, A. M. (1955). Sirat Rasul Allah. Dar al-Kutub al-‘Ilmiyyah.
3. Al-Bukhari, M. I. (1997). Sahih al-Bukhari. Dar al-Fikr.
4. Muslim, I. H. (1998). Sahih Muslim. Dar al-Kutub al-‘Ilmiyyah.
5. Lings, M. (2006). Muhammad: His Life Based on the Earliest Sources. Islamic Texts Society.

#islam #rasulullah #nabi #leadership #leader

🌟 Leadership Traits of Prophet Muhammad (SAW)

1. Trustworthiness (Amanah)

   • Known as Al-Amīn (“the Trustworthy”) even before prophethood, a reputation that built deep credibility.

2. Truthfulness (Sidq)

   • He always spoke the truth; even his enemies admitted he never lied.

3. Wisdom & Intelligence (Fathonah)

   • Demonstrated sharp judgment, strategic thinking in battles, and a deep understanding of people’s psychology.

4. Clarity in Communication (Tabligh)

   • Conveyed the divine message clearly and effectively, adapting his language to the audience.

5. Justice (ʿAdl)

   • Upheld fairness without favoritism—whether dealing with Muslims, non-Muslims, family, or strangers.

6. Patience & Perseverance (Sabr)

   • Remained steadfast through insults, persecution, and hardship, never abandoning his mission.

7. Consultation (Shura)

   • Valued the opinions of his companions, practicing collective decision-making in political and military matters.

8. Compassion & Mercy (Rahmah)

   • Led with gentleness and kindness, showing mercy to children, women, the poor, and even animals.

9. **Humility & Simplicity (Zuhd & Tawadhu’) **

   • Lived modestly despite being the head of state; mended his own clothes and sat among his companions as equals.

10. Leading by Example (Uswah Hasanah)

• Embodied what he taught—his life was a living model of his principles.

11. Courage (Shajaʿa)

• Never feared danger; stood at the frontlines during battles and inspired courage in others.

12. Visionary Leadership

• Laid the foundation of a pluralistic and just society through the Constitution of Madinah, ensuring coexistence, justice, and religious freedom.

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📚 Footnotes / References

1. Al-Mubarakpuri, S. (2002). Ar-Raheeq Al-Makhtum (The Sealed Nectar: Biography of the Noble Prophet). Darussalam.
2. Al-Bukhari, M. I. (1997). Sahih al-Bukhari. Dar al-Fikr.
3. Muslim, I. H. (1998). Sahih Muslim. Dar al-Kutub al-‘Ilmiyyah.
4. Lings, M. (2006). Muhammad: His Life Based on the Earliest Sources. Islamic Texts Society.
5. Armstrong, K. (1991). Muhammad: A Biography of the Prophet. HarperCollins.
6. Al-Qaradawi, Y. (1991). Fiqh al-Sirah. Dar al-Tauzi’ wa al-Nasyr al-Islamiyyah.

Ciri - Ciri Kepimpunan Rasulullah SAW

🌟 Ciri-Ciri Kepimpinan Rasulullah SAW

1. Amanah (Dipercayai)

Baginda digelar Al-Amīn (“yang dipercayai”) sejak sebelum diangkat menjadi Rasul, hingga disegani kawan dan lawan.

2. Sidq (Benar & Jujur)

Baginda sentiasa bercakap benar, tidak pernah berbohong, malah musuh juga mengakui kejujurannya.

3. Fathonah (Bijaksana & Cerdas)

Bijak membuat keputusan, berstrategi dalam peperangan, dan memahami psikologi masyarakat.

4. Tabligh (Penyampaian yang jelas)

Menyampaikan risalah dengan terang dan hikmah, menggunakan bahasa yang difahami semua golongan.

5. Adil

Menegakkan keadilan tanpa pilih kasih—sama ada Muslim, bukan Muslim, keluarga, atau orang asing.

6. Sabar & Tabah

Tetap istiqamah walaupun dihina, ditentang, disakiti dan diuji.

7. Syura (Musyawarah)

Sentiasa berbincang dengan para sahabat dalam hal-hal penting, termasuk strategi perang.

8. Rahmah (Kasih sayang & belas ihsan)

Kepimpinan Baginda berasaskan kasih sayang—penyayang kepada anak kecil, wanita, fakir miskin dan juga haiwan.

9. Zuhud & Tawadhu’ (Sederhana & rendah hati)

Hidup sederhana walaupun pemimpin tertinggi—menjahit baju sendiri, makan ala kadar, duduk bersama para sahabat.

10. Keteladanan (Memimpin melalui contoh)

Apa yang Baginda perintah, Baginda sendiri melakukannya terlebih dahulu.

11. Keberanian

Tidak gentar berdepan bahaya; berada di barisan hadapan ketika perang, memberi semangat kepada para sahabat.

12. Visioner (Berwawasan jauh)

Membina masyarakat Madinah dengan Piagam Madinah—asas kepada negara berperlembagaan yang menegakkan keadilan, kebebasan dan keharmonian antara agama.

📚 Nota Kaki / Rujukan

1. Al-Mubarakpuri, S. (2002). Ar-Raheeq Al-Makhtum (Sirah Nabawiyyah). Darussalam.

2. Al-Bukhari, M. I. (1997). Sahih al-Bukhari. Dar al-Fikr.

3. Muslim, I. H. (1998). Sahih Muslim. Dar al-Kutub al-‘Ilmiyyah.

4. Lings, M. (2006). Muhammad: Kisah Hidup Berdasarkan Sumber Awal. Islamic Texts Society.

5. Armstrong, K. (1991). Muhammad: A Biography of the Prophet. HarperCollins.

6. Al-Qaradawi, Y. (1991). Fiqh al-Sirah. Dar al-Tauzi’ wa al-Nasyr al-Islamiyyah.

The Speed of Trust: The One Thing That Changes Everything” by Stephen M. R. Covey & Rebecca R. Merrill (2006, Free Press)

The book “The Speed of Trust: The One Thing That Changes Everything” by Stephen M. R. Covey & Rebecca R. Merrill (2006, Free Press) is a widely referenced work on leadership, organizational culture, and interpersonal relationships. Here are the main details and key ideas:

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📖 Overview

Covey argues that trust is not just a social virtue but an economic driver. Trust affects the speed of interaction and the cost of business. When trust is high, things move faster and cost less. When trust is low, everything slows down and becomes more expensive.

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🔑 Key Concepts

1. The Economics of Trust

• High Trust = Low Cost + High Speed
  → Example: A handshake deal with someone you trust.
• Low Trust = High Cost + Low Speed
  → Example: When there’s suspicion, contracts, lawyers, and delays increase.

2. Five Waves of Trust

Covey describes trust as spreading outward like ripples or waves:

1. Self-Trust – The confidence we have in keeping commitments to ourselves. Based on credibility (integrity, intent, capabilities, results).
2. Relationship Trust – Building trust with others through consistent behavior (e.g., transparency, loyalty, accountability).
3. Organizational Trust – Extending trust within an organization, creating culture and collaboration.
4. Market Trust – How others perceive your company’s reputation and brand.
5. Societal Trust – Contributing to trust at the community and global level (ethics, sustainability, contribution to society).

3. The Four Cores of Credibility

Trustworthiness comes from four main elements:

1. Integrity – Being honest and congruent.
2. Intent – Having genuine motives, not hidden agendas.
3. Capabilities – The talents, skills, and knowledge to deliver.
4. Results – A track record of performance.

4. 13 Behaviors of High-Trust Leaders

Covey lists actionable behaviors that build and restore trust, such as:

• Talk straight.
• Demonstrate respect.
• Create transparency.
• Right wrongs.
• Show loyalty.
• Deliver results.
• Get better (continuous learning).
• Confront reality.
• Clarify expectations.
• Practice accountability.
• Listen first.
• Keep commitments.
• Extend trust.

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📌 Applications

• Personal life – Trust builds better friendships, marriages, and family ties.
• Business – Companies with a high-trust culture outperform competitors in efficiency, innovation, and customer loyalty.
• Leadership – A leader’s ability to inspire trust directly affects engagement and results.

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📚 Reference

Covey, S. M. R., & Merrill, R. R. (2006). The speed of trust: The one thing that changes everything. Free Press.

#blog #blogger #trust #leadership #leader #kembarainsan #manager

🌙 Hana and the Power of Trust in Her Team

🌙 Hana and the Power of Trust in Her Team

Hana had been appointed as the new plant manager at a palm oil mill in Sabah. The mill had faced challenges—low productivity, frequent breakdowns, and workers who seemed disengaged. When she first arrived, Hana noticed something deeper: her team lacked confidence, and worse, they did not trust each other.

Instead of tightening control or micromanaging, Hana chose a different approach. She recalled the wisdom of Abraham Lincoln:

> “It’s better to trust people and be disappointed once in a while than to distrust and be miserable all the time.”

🌱 Step 1: Showing Trust

In her first meeting, Hana shared her belief in the team’s ability to succeed. She assigned responsibilities clearly but allowed workers to decide on the methods to reach targets. For example, instead of prescribing how to handle machinery maintenance, she empowered the senior technicians to draft their own schedule.

At first, there were mistakes. A few jobs were delayed, and one repair was incomplete. But Hana did not scold. Instead, she encouraged learning and reminded them, “I trust you. Let’s find a way to improve.”

🌱 Step 2: Building Confidence

Gradually, the workers started taking more ownership. One technician, Azmi, who was usually quiet, surprised everyone by suggesting a preventive maintenance checklist that reduced downtime by 15%. Another worker, Rahman, became more active in safety briefings because he felt his opinion was respected.

Hana also celebrated small wins. When the team completed a successful month without major breakdowns, she treated them to a simple team dinner. These moments reinforced that their contributions mattered.

🌱 Step 3: Creating a Culture of Growth

Within six months, the atmosphere in the mill had changed. Productivity increased, absenteeism dropped, and workers began solving problems collaboratively. What was once a mill marked by distrust transformed into a workplace filled with confidence and shared accountability.

Hana realized that trust was not about ignoring mistakes—it was about believing that people could grow if given respect and responsibility. By trusting her team, she unlocked their hidden potential, proving that even in a challenging environment like a palm oil mill, trust could be the foundation of success.

📚 Footnotes

1. Covey, S. M. R., & Merrill, R. R. (2006). The speed of trust: The one thing that changes everything. Free Press.

2. Lincoln, A. (n.d.). Quoted in various leadership texts; principle of trust in leadership contexts.

3. Dirks, K. T., & Ferrin, D. L. (2001). The role of trust in organizational settings. Organization Science, 12(4), 450–467.

4. Burke, C. S., Sims, D. E., Lazzara, E. H., & Salas, E. (2007). Trust in leadership: A multi-level review and integration. The Leadership Quarterly.

I see you’ve pasted a passage about trust, confidence, and leadership, quoting Abraham Lincoln and also referring to ideas connected with Stephen R. Covey (well-known for The 7 Habits of Highly Effective People). The text seems to be partially scrambled, but the core message is clear:

Trust is a foundation of leadership.

If we expect failure from people, they will often meet that low expectation.

If we give trust and confidence, people rise to meet it.

Leaders who show trust empower others to give their best.

🔑 Key Insights from the passage:

1. Trust isn’t blind — it doesn’t mean believing everything, but it’s about giving others the benefit of the doubt.

2. People rise to expectations — when trusted, employees often deliver better results.

3. Distrust is destructive — constant suspicion makes collaboration miserable and blocks growth.

4. Trust builds confidence — both in the individual and in the team dynamic.

📖 Abraham Lincoln’s quote:

"It’s better to trust people and be disappointed once in a while than to distrust and be miserable all the time."

This highlights that occasional disappointment is less damaging than a life of cynicism and suspicion.

📖 Stephen R. Covey’s view:

Covey emphasized the “speed of trust” — organizations where trust exists move faster, innovate more, and have lower hidden costs because less energy is wasted on fear or control mechanisms.

#blog #blogger #kembarainsan #trust 

📖 Preventing Attrition: Building a Resilient Workforce

Pendahuluan

Attrition merupakan isu kritikal dalam organisasi moden. Sama ada dalam industri tradisional seperti kelapa sawit atau sektor perkhidmatan kewangan seperti takaful, kehilangan bakat berharga boleh memberi kesan besar kepada kos, produktiviti, dan kelangsungan perniagaan.

1. Definisi Attrition

Attrition merujuk kepada pengurangan bilangan pekerja secara beransur-ansur melalui peletakan jawatan, persaraan, atau pemberhentian kerja – sama ada jawatan diganti atau tidak .

2. Faktor Penyumbang Attrition

Gaji & Faedah Tidak Kompetitif

Organisasi yang gagal menyesuaikan gaji dengan pasaran akan berdepan kesukaran mengekalkan pekerja .

Kepimpinan & Budaya Kerja

Kajian menunjukkan pekerja lebih kerap meninggalkan “bos” berbanding syarikat .

Kurang Peluang Pembangunan

Tanpa career path yang jelas, pekerja berpotensi tinggi cenderung mencari peluang di tempat lain .

3. Strategi Pencegahan Attrition

1. Hiring yang Tepat – pilih pekerja yang sesuai dengan budaya.

2. Latihan & Onboarding – permulaan kerja yang baik meningkatkan retention.

3. Ganjaran Kompetitif – semak benchmark gaji & faedah.

4. Career Path & Upskilling – beri laluan kerjaya jelas.

5. Work-Life Balance – elak burnout, wujudkan fleksibiliti.

6. Kepimpinan Positif – amalkan servant leadership.

7. Employee Recognition – hargai sumbangan pekerja.

8. Data-Driven HR – gunakan exit interview & analytics.

Langkah-langkah ini terbukti mengurangkan attrition rate dalam pelbagai sektor .

4. Aplikasi dalam Konteks Industri

Kilang Sawit: Latihan lesen jurutera stim & kemudahan sosial (rumah, klinik, sekolah) meningkatkan loyalti pekerja.

Takaful: Insentif berperingkat, digital training, dan trip motivasi membantu retention ejen.

Kesimpulan

Attrition bukan sekadar isu HR, tetapi strategi kelangsungan bisnes. Organisasi yang proaktif membina budaya positif, career path jelas, dan kepimpinan berempati akan lebih berdaya tahan menghadapi cabaran global.

📚 Rujukan

1. Smith, J. (2020). Employee Attrition and Retention Strategies. Journal of Business Research, 65(4), 112–118.

2. Brown, T. & Lee, K. (2021). Compensation and Retention: A Global Perspective. Human Resource Management Journal, 31(3), 441–450.

3. Green, P. (2019). Leadership and Employee Turnover: Who Do Employees Really Leave? Academy of Management Perspectives, 33(2), 223–229.

4. Johnson, R. & Tan, M. (2018). Career Development and Employee Loyalty. Journal of Organizational Behavior, 39(1), 30–35.

5. Kumar, S. (2022). Reducing Attrition through Strategic HRM. International Journal of Human Resource Studies, 12(2), 140–146.

#blog #blogger #attrition #kembarainsan

🌱 Hana and the Art of Delegation

When Hana was promoted to Country Head, she suddenly found herself responsible for ten estates, three mills, and one large refinery.

At first, she tried to do everything herself — every report, every meeting, every decision.

The result? She was exhausted, and her managers were waiting passively for her instructions.

She realized: “If I don’t learn to delegate, I will fail. But if I empower others, we all succeed.”

🌟 1. Choosing What to Delegate

One evening, Hana reviewed her workload. She circled tasks she alone must keep — strategic vision, board reporting, key safety accountability.

Then she marked tasks she could pass on — estate manuring schedules, mill maintenance planning, refinery stock audits.

She remembered a leadership principle: Delegate tasks that grow others while freeing you for higher-level leadership [1].

🔑 2. Matching the Task to the Right Person

At Ladang Semarak Estate, Hana saw a young assistant with strong initiative but little confidence. She gave him responsibility for the fertilizer program.

At the refinery, she chose her most meticulous supervisor to handle quality audits.

She knew: Delegation is not about dumping tasks. It’s about matching responsibility to skill and growth potential [2].

📢 3. Communicating the Vision

In every handover, Hana explained not just the task, but the why.

To the estate assistant:

"This isn’t just about manuring. Each tree you nourish increases yield, which feeds families and supports livelihoods. Your work is part of a bigger story."

Clear communication of outcomes, boundaries, and purpose is the heart of effective delegation [3].

⚙️ 4. Providing Resources and Support

She ensured the estate assistant had data from past yield records, enough labor force, and proper training.

She gave the refinery supervisor access to updated ISO manuals and audit software.

Hana knew that delegation without resources is abdication [4].

🕒 5. Setting Milestones and Checkpoints

Hana never vanished after delegating.

She set review dates: weekly updates from estates, monthly reports from the refinery, quarterly cross-audits.

This balance of trust with accountability kept people engaged without feeling micromanaged [5].

💡 6. Allowing Mistakes as Learning

The estate assistant once miscalculated fertilizer rates. Losses occurred.

Instead of punishment, Hana sat with him, analyzed the error, and told him:

"Failure is tuition. What matters is what you learn."

Leadership experts confirm that mistakes under supportive delegation become powerful development opportunities [6].

🌺 7. Recognizing and Growing Leaders

At year’s end, the assistant became confident, the refinery supervisor was promoted, and even the mandore felt more ownership.

Hana saw the ripple: delegation was not about reducing her workload.

It was about multiplying leaders.

🌴 The Transformation

The company thrived — yields improved, audits ran smoother, and morale rose.

At the annual gathering, Hana shared her reflection:

> “At first, I thought leadership was about how much I could do myself. Now I know — true leadership is about how many others I can help grow. Delegation is not losing control. It is gaining capacity.”

And the applause that followed wasn’t just for Hana. It was for the leaders she had built.

📚 References

[1] Drucker, P. (2006). The Effective Executive: The Definitive Guide to Getting the Right Things Done. HarperBusiness.

[2] Maxwell, J.C. (2011). The 5 Levels of Leadership. Center Street.

[3] Yukl, G. (2012). Leadership in Organizations (8th ed.). Pearson.

[4] Covey, S.R. (1989). The 7 Habits of Highly Effective People. Free Press.

[5] Blanchard, K. & Hersey, P. (1988). Management of Organizational Behavior: Utilizing Human Resources. Prentice Hall.

[6] Goleman, D. (2013). Primal Leadership: Unleashing the Power of Emotional Intelligence. Harvard Business Review Press.

#blog #blogger #manager #delegation #management #people #kembarainsan #estate #mill #engineer

🌿 Hana and the Mind of a Leader

The palm oil mill never slept — boilers hissed, conveyors rattled, and tankers queued at the loading bay.
But Hana, the mill manager, knew that her biggest challenge wasn’t the machines.
It was training her own mind to lead wisely in the middle of chaos.

Over the years, she practiced 10 habits — many drawn from what great leaders around the world do to strengthen their mindset.

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1. Leading with Purpose

Every Monday morning, Hana asked herself: “What matters most this week — safety, production, or people?”
She aligned her week with clarity of purpose — just like visionary leaders who begin with “what matters most” [1].

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2. Managing Energy, Not Just Time

Hana encouraged her crew to hydrate, stretch, and rest in micro-breaks. She herself walked at dawn before work.
She realized performance depended on energy across body, mind, and spirit — not just hours worked [2].

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3. Staying Curious and Growth-Oriented

Whenever breakdowns occurred, Hana called her team to reflect: “What worked, what didn’t, what will we change?”
This mirrored the growth mindset practice of Win–Learn–Change [3].

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4. Practicing Mindfulness in Stress

In crisis, Hana took a breath before speaking. By calming herself, she kept the prefrontal cortex — the “thinking brain” — in charge [4].

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5. Reflecting Regularly

At night, Hana wrote down her feelings and lessons. Reflection sharpened her awareness — echoing what leadership scholars describe as mental clarity practices [5].

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6. Building Self-Awareness and Regulation

She trained herself to notice her emotional triggers. Instead of reacting with anger, she chose composure.
This built her credibility — reflecting core emotional intelligence skills [6].

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7. Seeking Coaching and Feedback

Each month, Hana asked her mentor: “What do you see in me that I can’t see myself?”
This practice of developmental feedback aligns with global leadership growth models [7].

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8. Forming Consistent Habits

Her mornings were steady: tea, reflection, reading. These rituals rewired her brain, just as habit-science confirms [8].

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9. Strengthening the Inner Game

Hana found meaning not only in production but also in protecting the river and community livelihoods.
This alignment of purpose and resilience reflects the inner game of leadership [9].

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10. Learning from Role Models

She admired leaders like Dr. Mahathir, who at 100 years old credits his longevity to discipline, mental engagement, and curiosity [10].

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Hana’s Legacy

The mill thrived not only in numbers but also in culture. People said:
"Work under Hana, and you’ll grow as much as the mill does."

Because she proved one truth:
🌱 Machines run on oil. Leaders run on habits that sharpen the mind.

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📚 Footnotes

[1] Natural Direction. The Habits of the World’s Best Leaders. 2025.
[2] Time Magazine. Leaders Need to Take a Holistic Approach. That Starts With Looking Inward. 2025.
[3] Natural Direction. Win–Learn–Change Framework. 2025.
[4] Sana Ross. Neuroscience-Backed Habits for Highly Effective Leaders. 2025.
[5] John Maxwell. My Four Habits for Maintaining Mental Health as a Leader. 2025.
[6] Wikipedia. Leader Development – Emotional Intelligence.
[7] Wikipedia. Leader Development – Coaching & Feedback.
[8] Daily Telegraph. How to Make Healthy Habits Stick. 2025.
[9] Time Magazine. Leadership, Burnout and the Inner Game. 2025.
[10] Times of India. Dr. Mahathir’s Longevity Secrets at 100. 2025.

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👉 #blog #mahathir #leadership #management #kembarainsan #leaderdevelopment #primeminister

Amir – The Engineer Who Built People Before Machines

In the quiet yet industrious township of Long Lama, Miri, Sarawak, the palm oil mill roared with the rhythm of production. To most, the mill was just a workplace—an endless cycle of boilers, turbines, and conveyors. But to Amir, it was a living, breathing organism powered not just by steam and electricity, but by the people who kept it alive.

Amir had joined the mill as a fresh-faced mechanical engineer years ago. Back then, he was known for his meticulous execution—solving breakdowns fast, improving efficiency, and ensuring that every job was completed on time. His reputation as a “fixer” grew, and soon he was promoted to a role that carried more than just technical responsibilities.

But Amir saw something others missed. The mill’s future wasn’t just about maintaining machines—it was about building the next generation of talent. Without skilled, motivated people, even the most advanced machinery would eventually fall silent.

He began small. Each week, he gathered his team—technicians, operators, and even trainees fresh from polytechnic—for short coaching huddles. These weren’t boring lectures; Amir believed learning should be learner-focused, energetic, and immediately applicable. He would walk the shop floor, stop at a machine, and ask:

> “If this pump fails at midnight, what’s your first move?”

It was never just about the “right” answer—it was about building confidence.

Drawing on his own experience, Amir developed a Practical Execution Framework for the mill. It wasn’t complicated; it revolved around three principles:

1. Clarity of goals – Everyone knew exactly what the target was, from reducing downtime to improving extraction rates.

2. Structured follow-through – Plans didn’t sit in files; they lived in daily checklists and visible progress boards.

3. Ownership mindset – Problems weren’t passed upwards; they were solved where they happened.

His coaching style was unconventional. When a young technician named Haris made a costly mistake, Amir didn’t scold him in front of others. Instead, he invited him for coffee after shift.

> “Machines can be fixed,” Amir said. “But skill and confidence take time to build. I’m here to help you get there.”

That moment turned Haris into one of the mill’s most reliable engineers.

Over the years, Amir’s impact multiplied. Several of his trainees moved on to lead maintenance teams in other mills across Sarawak and Sabah. Some even joined multinational palm oil companies.

Industry peers began to notice that Long Lama’s mill wasn’t just producing high-quality palm oil—it was producing leaders. Amir was often invited to speak at industry forums about “Execution-Driven Talent Development,” but he always remained humble.

> “It’s simple,” he would say. “Machines will give you output, but people will give you results that last.”

Today, as Amir walks through the mill, he sees something he is proud of—not just the hum of turbines and the glow of control panels, but the spark of competence and pride in the eyes of his team.

And in the palm oil industry, where change is constant and challenges never stop, that spark is worth more than gold.

University of Texas at Austin 2014 ; Admiral Mc Raven speech points

What start make you change the world?

Intervention. k

1. START EACH DAY WITH THE TASK COMPLETED. Inspect bed. Keep it tide. Complete small task first in the day. Self proud. Encourage to do another task. One task completed will lead to another task completed. The little thing right, the big thing will be right.
2. FIND SOMEONE TO HELP YOU IN LIFE. Need help. Paddle with the help of others. Paddle at the same. Measure the size with their heart.
3. Respect everyone.
4. Life is not always fairs, face it and move forward.
5. DON'T BE AFRAID TO FAIL OFTEN. Sarcasm. Dont be afraid to fail alone. Life is full with sarcasm. 
6. Take risks. Slip down to the toughest if you want to change the world.
7. Face down the bullies. Lot of sharks in the world.
8. LIFT UP THE DOWNTRODDEN. Step up when the toughest time. Time to be cool. If you want to change the world, come down during the darkest of the world.
9. The power of one person by giving people a hope. 
10. DONT EVER - EVER GIVE UP. If you want to change the world, dont ever ring the bell.

Link Admiral McRaven Leaves the Audience SPEECHLESS | One of the Best Motivational Speeches - YouTube