When Salahudin first joined the palm oil refinery as a junior engineer, he was eager, technical, and driven. Fresh from university, he believed that success came from logic, efficiency, and flawless execution. He spent long hours analyzing systems, solving problems, and optimizing plant performance. But despite his dedication, Salahudin noticed something was missing: team morale was low, turnover was high, and people often worked in silos.
He began to realize that engineering wasn't just about machines and flow rates — it was about people.
A Lesson in Empathy
One day, during a routine shift, Salahudin attempted to lighten the mood with what he thought was harmless humor — he startled a colleague, Hilmi, as a joke. But Hilmi didn’t laugh. In fact, he froze, then walked away quietly. Later, Hilmi approached Salahudin and, visibly unsettled, asked not to be startled again.
In the past, Salahudin might have brushed it off or even teased further. But something about Hilmi's tone struck him. He listened, really listened, and for the first time, he realized that his actions — even if unintentional — could affect others deeply. He apologized sincerely and never repeated the behavior.
That moment stayed with him. It wasn’t just about jokes. It was about recognizing how others felt, and honoring their boundaries.
From Engineer to Leader
As the years passed, Salahudin rose through the ranks. With each promotion, he carried that lesson forward. He began to notice when team members were overwhelmed or disengaged, and instead of offering technical advice first, he asked questions:
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“How are you handling your workload?”
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“What do you need from me to make this easier?”
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“Is there anything you'd like to learn more about?”
He understood that some needs were practical — a better shift schedule, clearer SOPs, or more training. But others were emotional: a desire to be valued, the need for teamwork, or the hope of growing in their roles.
His team started to respond differently. They trusted him. They came to him not just with problems, but with ideas. They supported him during plant shutdowns, peak harvest times, and audits — not because they had to, but because they wanted to.
Mentor in the Making
Salahudin also took on young engineers under his wing. He didn’t just teach them process control or troubleshooting; he helped them learn how to read people, how to listen without judgment, and how to lead with compassion.
He often told them, "Empathy isn’t weakness. It’s the strength that builds loyalty, trust, and excellence."
One of his protégés, a brilliant but quiet engineer named Farah, once said, "You’re the first person who asked me what I actually wanted to do in this role. That made all the difference."
Legacy of Empathy
By the time Salahudin became Engineering Manager, the culture of the department had transformed. People were more collaborative, turnover had decreased, and most importantly, the team felt seen. Salahudin’s ability to anticipate not just technical issues but human needs made him an exceptional leader.
His success wasn’t built on charisma or authority — it was built on empathy: listening, understanding, and responding with care.
Reflection
If you were to ask Salahudin what made him a good leader, he wouldn’t list his technical skills, his certifications, or his experience. He would simply say:
“I learned to care. And when you care, people will follow you not out of fear or duty — but out of trust.”
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