🌴 Dari Ladang Sawit ke Dunia Kepimpinan: Sebuah Perjalanan 21 tahun 🌴

Semasa berumur 24 tahun, saya melangkah ke bumi Sabah buat pertama kali — jauh dari kampung halaman, membawa harapan dan tekad yang masih kabur. Saya tidak tahu ke mana arah hidup akan membawa saya, hanya mengikuti langkah yang terbuka di hadapan — melangkah masuk ke kilang sawit sebagai Kadet Jurutera.

Tiga tahun kemudian, di usia 27 tahun, takdir membawa saya ke satu tanggungjawab besar — dilantik sebagai Pengurus. Masih muda, masih mentah, namun realiti tanggungjawab memaksa saya belajar pantas. Mengurus manusia bukan semudah mengawal mesin. Ada jiwa, ada emosi, ada harapan di setiap wajah pekerja.

Tahun demi tahun, saya bertatih. Kadangkala tersungkur, kadangkala bangkit dengan luka yang belum sempat sembuh. Tapi langkah tetap diteruskan. Kini, hampir 19 tahun saya menakhodai organisasi dengan kekuatan 90 hingga 180 orang staf, melalui pelbagai gelombang — pasang surut ekonomi, cabaran operasi, dan juga ujian kepimpinan.

Namun saya sedar, untuk terus berdiri teguh, ilmu dan kemahiran tidak boleh berhenti di situ. Saya menyelami dunia komunikasi dan kepimpinan, menyertai Toastmasters, menghadiri kursus, dan lebih penting — belajar daripada pengalaman sebenar di lapangan.

Tahun 2014, saya tamatkan MBA, dan kemudian melangkah ke peringkat PhD dalam bidang komunikasi. Walaupun perjalanan PhD itu tidak sempat saya habiskan, namun hampir 500 jurnal ilmiah yang saya baca tentang kepimpinan dan komunikasi Rasulullah SAW telah meninggalkan kesan mendalam — membuka mata bahawa kepimpinan bukan tentang kuasa, tetapi tentang kasih, hikmah dan amanah.

Hari ini, apabila saya menoleh ke belakang, saya melihat bukan sekadar perjalanan kerjaya — tetapi perjalanan jiwa. Dari anak muda tanpa arah di Sabah, kepada seorang pemimpin yang belajar daripada setiap langkah, setiap jatuh, dan setiap kejayaan kecil.

Jika anda ingin menyelami lebih banyak kisah dan pengalaman saya sepanjang 19 tahun ini — tentang pengurusan manusia, komunikasi, dan kepimpinan sebenar di lapangan —
saya jemput anda membaca perkongsian saya dan terus membaca post seterusnya!

Selamat membaca, dan semoga sedikit pengalaman saya ini menjadi inspirasi kepada perjalanan anda juga. 🌿

#blog #blogger

📖 Kisah Hana – Mencari Potensi dalam Semua Orang

Hana selalu percaya bahawa seorang pemimpin sejati bukan sahaja melihat keadaan semasa seseorang pekerja, tetapi juga membayangkan siapa mereka boleh jadi jika diberi peluang dan kepercayaan.

Stephen R. Covey pernah mendefinisikan kepimpinan sebagai:

"Leadership is to communicate to another person their worth and potential so well they begin to see it in themselves." [^1]

Cabaran di Kilang

Hana dan pasukannya sedang menghadapi minggu yang kritikal kerana juruteknik kanan perlu menghadiri kursus luar bandar selama beberapa hari. Dalam masa yang sama, mesin sterilizer yang sangat penting dalam operasi kilang menunjukkan tanda-tanda tidak stabil.

Biasanya, juruteknik kananlah yang menjadi troubleshooter utama. Tetapi kali ini, Hana perlu membuat keputusan cepat – siapa boleh ambil alih tanggungjawab sementara?

Di hadapan Hana ada tiga staf muda:

Azri, juruteknik baru berusia 23 tahun yang rajin tetapi kurang keyakinan.

Mira, jurutera proses muda, sangat teliti tetapi sering rasa dirinya “belum cukup bagus.”

Faizal, operator berpengalaman sederhana, cekap tetapi jarang diberi tanggungjawab besar.

Memberi Kepercayaan

Dalam satu mesyuarat ringkas, Hana bertanya seorang demi seorang apa yang mereka tahu dan mampu lakukan. Akhirnya, dia berkata:

> “Kalau begitu, sebenarnya awak semua dah tahu apa yang perlu dibuat. Cuma tinggal satu perkara saja – sanggup tak awak semua buat kerja ini tanpa banyak alasan, saling tolong, dan ambil tanggungjawab penuh?”

Mereka bertiga mengangguk penuh yakin.

Hari Ujian

Hari itu akhirnya tiba. Juruteknik kanan tiada di kilang, Hana pula perlu menghadiri mesyuarat luar. Walaupun risau, Hana percaya pasukannya mampu berdiri sendiri.

Petang itu, apabila Hana kembali ke kilang, dia dapati sterilizer bukan sahaja beroperasi stabil, malah kawasan kerja lebih kemas. Azri tunjuk laporan troubleshooting, Mira tambah catatan kawalan proses, dan Faizal pastikan semua operator patuh dengan arahan.

Refleksi Hana

Hana berkata kepada mereka:

> “Inilah sebabnya saya percaya dengan pasukan saya. Kamu semua bukan sahaja buat kerja dengan baik, tapi tunjukkan potensi sebenar bila diberi peluang.”

Sejak hari itu, Hana semakin yakin bahawa dengan bimbingan, kejelasan, dan kepercayaan, seseorang akan naik ke tahap yang kita tidak sangka.

👉 Pengajaran Hana:

Pemimpin bukan sekadar mengurus kerja, tetapi membina keyakinan dalam diri orang lain. Bila kita letakkan trust dengan kawalan risiko yang wajar, kita akan terkejut dengan potensi yang muncul.

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

🌴 Hana’s Story: Building Trust in Her Palm Oil Mill

Hana had been managing her palm oil mill for nearly a decade. She knew that technical expertise alone was not enough to keep the plant running smoothly. Machines could be repaired, boilers could be overhauled, but human trust—once broken—was much harder to fix.

One day, during a scheduled maintenance shutdown, a major issue surfaced. The workers discovered cracks in one of the key boiler components. Some employees whispered that management might cover it up to save costs. Hana sensed the tension in the air.

Instead of hiding, Hana gathered her team in the workshop. With sincerity, she explained the issue openly, acknowledged the risks, and invited suggestions on how to proceed. She emphasized that safety would always come before profits. The room was silent at first, but slowly, voices began to rise. Technicians shared their concerns, operators suggested preventive steps, and the maintenance head proposed a long-term plan.

By involving her team, Hana demonstrated cognitive-based trust (confidence in their competence) and affective-based trust (valuing their relationships and emotions)¹. The workers saw that she trusted their expertise and respected their input.

Weeks later, when the boiler was safely repaired, Hana noticed a transformation. Employees worked with renewed energy, communication flowed more openly, and even small tasks were carried out with greater care. Trust had become the “lubricant” that kept her mill’s organizational engine running without unnecessary friction².

Hana realized that her true role was not just to manage machines, but to build an environment where people trusted each other and their leader. That trust, once nurtured, turned into collective strength that no technical failure could easily break.

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

📌 Apa yang artikel ini bincangkan:
Artikel ini ialah literature review yang sangat berpengaruh dalam bidang psikologi organisasi & pengurusan, khususnya tentang peranan kepercayaan (trust) dalam tempat kerja.

🔑 Isi utama artikel:

1. Definisi Trust

   • Trust dilihat sebagai kepercayaan bahawa orang lain akan bertindak dengan niat baik, jujur, dan boleh diandalkan walaupun ada risiko.

   • Mereka tekankan bahawa trust bukan sekadar emosi, tapi melibatkan ekspektasi terhadap tingkah laku pihak lain.

2. Dua Dimensi Trust

   • Cognitive-based trust → berdasarkan kompetensi & kebolehan. Contohnya, seorang pekerja percaya kepada jurutera senior sebab tahu dia mahir.

   • Affective-based trust → berasaskan hubungan & emosi, contohnya percaya sebab ada hubungan baik, sokongan, dan empati.

3. Kesan Trust dalam organisasi

   • Kerjasama meningkat – pekerja lebih rela berkongsi maklumat & bekerjasama.

   • Prestasi lebih baik – pasukan dengan tahap trust tinggi lebih inovatif & berdaya tahan.

   • Konflik berkurang – kerana ada rasa saling percaya dan tidak mudah salah sangka.

   • Kepimpinan lebih berkesan – pemimpin yang membina trust lebih mudah menggerakkan orang lain.

4. Trust sebagai “lubricant” organisasi

   • Mereka gunakan analogi bahawa trust ibarat pelincir dalam mesin organisasi: ia tidak kelihatan, tetapi tanpa trust, semua proses jadi lambat dan penuh geseran.

5. Model Cadangan

   • Artikel ini mencadangkan rangka kerja (framework) tentang bagaimana trust terbina, faktor yang mempengaruhi, dan akibatnya terhadap hasil organisasi.

📖 Kenapa penting?

• Artikel ini sering dijadikan rujukan utama (highly cited, lebih 10,000 citation di Google Scholar) dalam kajian kepimpinan, kerjasama pasukan, HR, dan komunikasi organisasi.

• Ia bantu pemimpin & pengurus faham bahawa membangun trust lebih penting daripada sekadar mengawal atau memerintah.

#hana #blog #blogger #trust #leader #leadership #manager #management 

🌱 Hana and the Power of One “Yes”

One evening, after a long day at the mill, Hana read an article about J.K. Rowling — a single mother who wrote Harry Potter in the midst of hardship.

Rejected by 12 publishers, she refused to give up. At last, one small publisher, Bloomsbury, said “Yes”. That single decision transformed Rowling’s life and the lives of millions of readers.

Hana closed the magazine and reflected:

"If Rowling could write in the middle of struggle, why should I stop when facing setbacks at the mill? If she endured rejection after rejection, why should I quit when my proposals are declined or when my ideas are overlooked?"

🌟 Turning Inspiration into Action

The next day, Hana carried that lesson into her workplace.

When her safety proposal was rejected, she returned with stronger data.

When her wastewater treatment plan was ignored, she presented an alternative.

When production targets fell short, she reminded her team:

👉 “We may fall 12 times, but one breakthrough can change everything.”

🌴 The Leadership Lesson

Over time, Hana discovered that Rowling’s resilience was not only about writing — it was about leadership.

She often told her young managers:

> “Success isn’t about how many times you’re rejected. It’s about how long you keep moving until you hear that one ‘Yes.’ Sometimes, one open door is all you need to change your destiny.”

💡 Leadership Takeaways

Rowling’s story gave Hana three lasting lessons:

1️⃣ Rejection is not the end – rejection is part of the journey, not the destination [1].

2️⃣ Consistency beats talent – discipline and persistence create breakthroughs more than raw talent [2].

3️⃣ One Yes can change destiny – perseverance ensures you’re still standing when opportunity arrives [3].

📚 References

[1] Gladwell, M. (2008). Outliers: The Story of Success. Little, Brown & Company.

[2] Duckworth, A. (2016). Grit: The Power of Passion and Perseverance. Scribner.

[3] Grant, A. (2016). Originals: How Non-Conformists Move the World. Viking.

Amir’s Life Truths by Age 40

1. Leverage, Not Just Hard Work

Amir once worked 16-hour days in the mill, but his salary barely changed. Only when he learned to delegate, train others, and create systems did his value multiply. He realized wealth wasn’t about working harder, but about leveraging time and talent [1].

2. Distraction is an Assassin of Dreams

Living in a remote estate, Amir sometimes drowned in distractions — endless TV shows, idle chatter. He failed his steam engineer exam more than once. Each failure was a painful reminder that distractions silently kill ambition [2].

3. Choose Voices Carefully

Everyone had advice for him — some said, “Leave the palm oil industry, it’s too hard.” But Amir chose to listen only to mentors who had walked the same road. Their wisdom carried weight, while others’ opinions were just noise [3].

4. No Hero is Coming

During his early days in Lahad Datu, Amir injured his hand while repairing a mill gate. No one came to rescue him. He endured the hospital nights alone, learning that no savior would appear. His destiny rested in his own hands [4].

5. Less Reading, More Doing

Amir loved motivational books, but soon realized theory alone couldn’t save him. Progress came only when he acted — joining Toastmasters, sitting for exams, and writing his blog. Discipline, not theory, moved him forward [5].

6. The Power of Sales

Though an engineer, Amir once worked as a sales engineer. Learning how to persuade, connect, and sell ideas helped him rise faster in management. He saw that sales was not just about products — it was about influence [6].

7. People Think of Themselves More Than You

For years Amir feared sharing ideas, worrying about criticism. Later he learned: most people were too busy with their own lives to think about him. Once he realized this, he stepped forward boldly into leadership [7].

8. Walk Beside the Wise

At first Amir envied senior managers. Then he humbled himself, walked beside them, and asked questions. Slowly, their wisdom rubbed off, shaping him into a stronger leader [8].

9. Smoking Steals Clarity

Amir never smoked, but he saw its effects on colleagues — sluggish thinking, clouded judgment, tired faces. He decided early: nothing that stole clarity was worth the cost [9].

10. Comfort is a Poison

Life in plantations was comfortable enough — steady salary, simple living. But Amir knew staying too long in comfort would poison his growth. He chose discomfort — moving mills, taking exams, facing change. That discomfort built his resilience [10].

11. Guard Your Privacy

Since 2009, Amir wrote blogs. But he never shared everything. Family conflicts, office politics — he kept private. Peace, he realized, was worth far more than public curiosity [11].

12. Avoid Alcohol

As a Muslim, Amir never touched alcohol. Yet he saw brilliant men humiliated in one night because of it. That was enough lesson: dignity once lost is hard to regain [12].

13. Hold Your Standards High

When tempted with jobs that paid more but clashed with his principles, Amir refused. Standards mattered more than convenience. His worth, he believed, was not negotiable [13].

14. Build Your Family with Intention

Amir didn’t just admire other families. He built his own intentionally — loving his wife Arni, raising five children with values and faith. For him, true success was measured at the dinner table, not just in the boardroom [14].

15. Take Nothing Personally

Amir faced criticism, gossip, and betrayal. Early in his career, he took everything personally. But maturity taught him: not every battle was his to fight. By letting go of ego, his peace grew stronger [15].

16. Faith First

Through failures, betrayals, depression, and victories, Amir returned to faith. By placing God first, he found clarity in chaos. Everything else eventually aligned [16].

Reflection

By age 40, Amir’s truths were not just lessons — they were scars, experiences, and faith woven into his journey. His story reminds us: wisdom is not read, it is lived.

References

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

[2] Newport, C. (2016). Deep Work: Rules for Focused Success in a Distracted World. Grand Central Publishing.

[3] Maxwell, J. (2007). The 21 Irrefutable Laws of Leadership. Thomas Nelson.

[4] Frankl, V. (1946). Man’s Search for Meaning. Beacon Press.

[5] Duhigg, C. (2012). The Power of Habit. Random House.

[6] Carnegie, D. (1936). How to Win Friends and Influence People. Simon & Schuster.

[7] Brown, B. (2012). Daring Greatly. Gotham Books.

[8] Collins, J. (2001). Good to Great. HarperBusiness.

[9] WHO (2019). Global Report on Tobacco Use. World Health Organization.

[10] Grant, A. (2021). Think Again. Viking.

[11] Nissenbaum, H. (2010). Privacy in Context. Stanford University Press.

[12] National Institute on Alcohol Abuse and Alcoholism (2018). Alcohol’s Effects on the Body. NIH.

[13] Rumelt, R. (2011). Good Strategy Bad Strategy. Crown Business.

[14] Chapman, G. (1992). The 5 Love Languages. Moody Publishers.

[15] Carnegie, D. (1948). How to Stop Worrying and Start Living. Simon & Schuster.

[16] Holy Quran, Surah Al-Baqarah 2:2.

#blog #blogger #kembarainsan #life #above40

🌱 Hana and the Measure of a Good Heart

The refinery yard was always full of noise — machines roaring, tankers lining up, and operators rushing with clipboards. But amidst all that noise, what truly defined Hana as a leader was not only her knowledge or discipline, but her heart.

She believed leadership was not just about managing processes, but about shaping people through kindness, honesty, and integrity. Over time, her team discovered the nine quiet signs that revealed Hana’s good heart.

1️⃣ Kindness in Action

When a harvester injured his hand, Hana didn’t just sign the accident report. She visited him in the hospital, brought his family food, and told him, “Your health matters more than production.”

Her kindness echoed louder than any policy.

➡️ Studies show kindness in leadership increases employee engagement and organizational trust [1].

2️⃣ Honesty Without Excuse

During an audit, Hana discovered a mistake in the mill’s reporting. Instead of hiding it, she admitted it openly:

"We missed this. It’s my responsibility."

Her honesty built trust, even with regulators.

➡️ Honesty is a core leadership trait tied to credibility and integrity [2].

3️⃣ Staying Humble

Though she was the manager, Hana never sat apart. In the canteen, she ate the same food, at the same tables, as her workers.

She often said, “The palm oil doesn’t know rank. It grows because we all do our part.”

➡️ Humility in leadership fosters collaboration and loyalty [3].

4️⃣ Never Gossiping

When workers complained about each other, Hana never fueled the gossip. She listened quietly and then said, “Let’s hear both sides before judging.”

She created fairness where rumors once divided.

➡️ Leaders who discourage gossip promote psychological safety and trust in teams [4].

5️⃣ Keeping Promises

She once promised a mandore that if yields improved, she’d fight for better equipment. Months later, when results came, she fulfilled her word. A new set of tools arrived, and so did the mandore’s loyalty.

➡️ Keeping promises is a fundamental part of “trust currency” in leadership [5].

6️⃣ Taking Responsibility

When the mill faced downtime, outsiders pointed fingers. Hana stood before the board and said:

"Don’t blame my team. The responsibility is mine."

And then, she worked with her team to fix it.

➡️ Great leaders take responsibility and share credit, strengthening organizational resilience [6].

7️⃣ Respect for Everyone

From clerks to contract workers, Hana greeted each person by name. She listened as much to a harvester’s story as to an engineer’s report. Respect was not selective; it was consistent.

➡️ Respect is one of the most universal values employees seek in a leader [7].

8️⃣ Helping Without Expecting

On weekends, Hana often helped the estate schoolchildren with their studies. She asked for nothing in return — only that they, too, would one day help others.

➡️ Acts of selfless service strengthen social bonds and leadership credibility [8].

9️⃣ Doing What’s Right (Even When It’s Hard)

When pressured to cut safety corners for faster output, Hana stood firm:

"We will not trade lives for numbers."

It was not the easy path — but it was the right one.

➡️ Ethical leadership is about making the right decisions under pressure, even at personal or organizational cost [9].

🌺 The Legacy of Hana’s Heart

Over the years, her refinery and mills improved not just in production, but in people. Workers trusted her. Young managers respected her. Communities loved her.

Because leadership is not measured by how much power you have.

It is measured by how much goodness you bring.

Hana showed that:

> Kindness builds trust. Honesty builds respect. Humility builds loyalty. And a good heart builds leaders who inspire others long after the machines fall silent.

📚 References

[1] Cameron, K. (2013). Practicing Positive Leadership: Tools and Techniques That Create Extraordinary Results. Berrett-Koehler.

[2] Kouzes, J.M., & Posner, B.Z. (2017). The Leadership Challenge. Jossey-Bass.

[3] Owens, B.P., & Hekman, D.R. (2016). “How does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus.” Academy of Management Journal, 59(3), 1088–1111.

[4] Edmondson, A.C. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.

[5] Covey, S.M.R. (2006). The Speed of Trust. Free Press.

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

[7] Brown, M.E. & Treviño, L.K. (2006). “Ethical leadership: A review and future directions.” The Leadership Quarterly, 17(6), 595–616.

[8] Greenleaf, R.K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.

[9] Kidder, R.M. (2009). How Good People Make Tough Choices: Resolving the Dilemmas of Ethical Living. HarperCollins.

#blog #blogger #kembarainsan #malaysia #leadership #manager

🌱 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

🌱 Creating My Own Positive Circle 🌱

I used to scroll Facebook and LinkedIn hoping to find something positive to feed my mind for the day. Instead, I was often flooded with politics and negativity — things that are not my concern and not how I want to start my day.

That’s when I made a choice: instead of consuming, I started creating.
I began writing my own blogs and posts, shaping my own stories, building my own world, and nurturing my own circle.

Whenever I see negativity, I reject it, remove it, and move forward. Life is too short to let other people’s noise cloud our growth.

✨ If you enjoy my stories and reflections, feel free to share them.
Together, we can create a circle filled with positivity, inspiration, and growth.

#blog #blogger #kembarainsan #malaysia #palmoilmill

🌴 Hana’s Struggles: Leadership Across Ten Estates

When Hana first accepted her role as Division Head, she imagined her toughest challenge would be learning the agronomy of palms. She was wrong. The real challenge lay in leading managers, motivating workers, and balancing cost with yield.

⚠️ Struggle 1: Labour Shortage

At Estate No.3, Hana noticed stacks of Fresh Fruit Bunches (FFB) still uncollected by late afternoon.

“Why are these bunches left behind?” she asked sternly.

The estate manager looked uneasy.

“Madam Hana, we are short of harvesters. Some have gone back to their countries, and new workers are delayed.”

Hana felt the weight of responsibility. Without enough harvesters, ripe bunches would rot, FFA would rise, and revenue would fall.

That night, she wrote in her journal:

> “Machines never complain, but people have limits. Leadership means finding solutions within human constraints.”

She quickly worked with HR to redistribute labour across estates, introduced task-based incentives, and pushed for mechanisation trials — motorized cutters for tall palms.

🐛 Struggle 2: Pest Outbreak

Two weeks later at Estate No.6, the assistant manager reported:

“Rhinoceros beetles have attacked several replanting blocks. If we don’t act, yields will suffer.”

Hana walked the field, seeing damaged young palms. Her engineer’s instinct was to find a quick technical fix. But she remembered her new role required a bigger picture.

She called her agronomy team:

Introduced pheromone traps.

Enforced sanitation in replanting areas (burying old trunks to avoid breeding).

Trained workers to spot early infestation.

> “In the mill, problems were mechanical. Here, they are biological and never-ending. Leadership means patience and persistence.”

💸 Struggle 3: Cost Pressure

At the monthly review, the accountants presented figures. Fertilizer costs had risen 20% due to global price hikes. Headquarters demanded cost control without compromising yield.

Hana gathered her managers. Instead of cutting fertilizer immediately, she:

Prioritized high-yielding blocks for full manuring.

Applied site-specific fertilization based on soil tests.

Negotiated bulk purchase with suppliers.

She told her team:

“Cost control does not mean cutting blindly. It means spending wisely, where returns are highest.”

🌟 Hana’s Leadership Growth

Months passed. The division began to stabilize. Harvesting efficiency improved, pest outbreaks were under control, and fertilizer costs were optimized.

At the annual company review, the Regional Director commended her:

“From an engineer to a planter, Hana has shown that leadership is about adaptability. She has turned struggles into systems, and problems into lessons.”

That night, Hana looked at her estates’ maps pinned on her office wall. She smiled.

> “In the mill, I was a manager of machines. Today, I am a leader of men, trees, and nature. This is the true test of engineering leadership — not just controlling processes, but guiding people through uncertainty.”

📚 Footnotes (Journal Style References)

1. Corley, R.H.V. & Tinker, P.B. (2016). The Oil Palm, 5th Edition. Wiley-Blackwell.

2. MPOB (2020). Good Agricultural Practices for Oil Palm Cultivation. Malaysian Palm Oil Board.

3. Wood, B.J. (2002). Pests of Oil Palm in Malaysia and Their Control. Incorporated Society of Planters.

4. Goh, K.J. & Härdter, R. (2003). General Oil Palm Nutrition. International Potash Institute.

5. Rankine, I.R. (2009). Field Handbook on Oil Palm Cultivation.

6. Basiron, Y. (2007). Palm Oil — Nature’s Gift to Malaysia.

7. Shaufique, F.S. et al. (2014). Economic Challenges in Malaysian Oil Palm Plantations. Journal of Oil Palm Research.

#planter #estate #oilpalm #blog #blogger

📖 Hana and the Habit That Transformed Her Leadership

The palm oil refinery was always alive — boilers roared, trucks queued, and instruments blinked endlessly. But Hana, the mill manager, knew that running a refinery wasn’t just about machines. It was about the mind behind the decisions.

Early in her career, she struggled. Reports piled up, breakdowns drained her energy, and her team looked to her for answers she sometimes didn’t have. She realized one thing: if she wanted to grow as a leader, she had to keep learning — every single day.

1. Learning Like Warren Buffett

Hana began dedicating one hour every morning to reading. Annual reports, industry journals, even biographies of engineers who built great plants.

Just as Buffett read for 5+ hours a day to build “compound knowledge” [1], Hana treated reading as fuel. Slowly, her decision-making sharpened. She could see patterns others missed.

2. Embracing Bill Gates’ Curiosity

She didn’t limit herself to technical manuals. Inspired by Gates’ wide reading — from history to science to fiction [2] — Hana picked up books on psychology, leadership, and even novels.

These stories helped her see her workers not just as “operators,” but as people with dreams and struggles. Reading deepened her empathy.

3. Drawing Inspiration Like Elon Musk

Hana remembered how Elon Musk devoured books as a child, sometimes 10 hours a day [3]. While she couldn’t match that, she filled her evenings with pages instead of endless TV. Every book opened a new world, and soon she was connecting refinery problems with ideas from space, economics, and biology.

4. Reflecting Like Executives at Goldman Sachs

Each month, Hana chose one impactful book or speech to reflect on with her team. She believed, like global executives, that diverse sources of wisdom shaped resilience and judgment [4].

Her team began sharing summaries of their own readings, turning “book talks” into part of mill culture.

5. Practicing Emotional Intelligence Through Reading

One night, Hana read a novel about hardship in a fishing village. The next day, when an operator came late to work, instead of scolding, she asked about his family. He was struggling with his father’s illness.

Reading had taught her emotional intelligence — the skill leaders need most [5].

🌱 The Transformation

Over time, Hana’s refinery began to thrive. Not just in production numbers, but in people.

Her team trusted her decisions, respected her empathy, and admired her wisdom.

When asked her secret, Hana would smile and say:

"Machines run on oil. Leaders run on knowledge. And the best way to fuel your mind is by reading every single day."

📚 References

[1] Investopedia. Warren Buffett Reading Habit. 2025.

[2] Time Magazine. Bill Gates on His Lifelong Love of Reading. 2025.

[3] World Economic Forum. 9 Successful People Share Their Reading Habits. 2025.

[4] Business Insider. Goldman Sachs Executives on Books and Leadership Lessons. 2024.

[5] IESE. Reading Fiction Helps Executives Lead Better. 2025.

#book #read #management #manager #powerofnnowledge #palmoilmill #engineer #blog #blogger

Richard’s Story: The Discipline of Showing Up

Richard has spent almost 20 years in the palm oil industry, serving as a production executive at a mill in Sugut, Sabah. For many, his name became synonymous with discipline. Not because of the authority on his title, but because of how he showed up—every single day.

He was at the mill before 7 a.m., long before the factory engines roared to life. And he often left after 9 p.m., when the night shift was already well underway. His presence wasn’t about clocking long hours—it was about being reliable, visible, and available when his people needed him most.

1. Kindness Under Pressure

When breakdowns struck or targets slipped, Richard never raised his voice. His calm tone steadied the room. Workers trusted him because he treated them with respect even in high stress.

2. Clear, Calm Communication

Instead of drama, he gave direction. During morning safety briefings, his instructions were simple, practical, and consistent. He knew panic never solved problems—clarity did.

3. Consistency in Hard Times

The palm oil mill is an unforgiving environment. Machines fail, weather disrupts, and markets fluctuate. But Richard’s consistency—his routine, his work ethic, his presence—anchored the team.

4. Active Listening

You could often find him in the workshop or at the loading ramp, leaning in as a junior engineer spoke. He didn’t just wait to reply—he listened, understood, and coached.

5. Removing Roadblocks

When a young executive struggled with process optimization, Richard stepped in—not to take over, but to remove the barriers, give guidance, and let the junior succeed. Helping others win became his trademark.

6. Celebrating Others

He never sought the spotlight. Instead, he pointed it at others—calling out a technician who solved a tough problem, or applauding a team for meeting production efficiency. He believed recognition was oxygen for morale.

7. Reliability Above All

In an industry where fatigue and turnover were common, Richard’s greatest leadership trait was simple: he showed up. Day after day, year after year. And that reliability built unshakable trust.

The Legacy

Now, nearly two decades later, Richard isn’t remembered just for the tons of crude palm oi his mill produced. He’s remembered for the people he shaped—the engineers, executives, and technicians who carry his lessons forward.

Leadership, he proved, isn’t loud.

It’s not in speeches or titles.

It’s in how you treat people when no one’s watching—and in the discipline of showing up

👉 Which of Richard’s traits resonates most wuth you?

#Leadership #KembaraInsan #PalmOilIndustry #Discipline #Mentorshipet

Blogger Kembara Insan

Pengenalan Penulis

Zulkefli Bin Muhammad merupakan seorang penulis blog berpengalaman yang telah aktif berkongsi ilmu dan cerita sejak tahun 2009. Berasal dari Kota Bharu, Kelantan, beliau memiliki latar belakang akademik yang kukuh dalam bidang Kejuruteraan Mekanik dari Universiti Sains Malaysia (USM).

Kerjaya beliau bermula dalam industri pembuatan, pembinaan, dan jualan, sebelum melangkah ke industri sawit di pedalaman Sabah pada tahun 2004. Dari situ, Zulkefli membina perjalanan kerjaya yang mengagumkan sebagai seorang Jurutera Stim dan Pengurus Kilang Sawit, seterusnya pada tahun 2015 terlibat dalam sektor downstream di kilang penapisan (refinery).

Beliau turut memperkukuh pengetahuan dengan menyambung pengajian dalam Diploma Palm Oil Milling Technology and Management serta MBA, menjadikan beliau bukan sahaja berpengalaman secara praktikal tetapi juga berilmu secara teori.

Selain kerjaya teknikal, Zulkefli giat berkongsi kepakaran melalui penulisan dan pengajaran. Beliau pernah menjadi tenaga pengajar dalam bidang boiler, pengurusan, diploma sawit, dan beberapa bidang berkaitan lain.

Dengan gabungan pengalaman industri, akademik, dan minat dalam penulisan, blog ini menjadi wadah untuk beliau menyampaikan pengetahuan, inspirasi, dan pandangan tentang dunia kejuruteraan, pengurusan, serta industri sawit kepada pembaca yang dahagakan ilmu.

 

Membina kerjaya sebagai jurutera

1. Baru – baru beberapa orang jurutera saya telah meletak jawatan. Dalam usaha untuk mencari jurutera baru, kami telah menemuduga beberapa calon. Daripada sesi temuduga tersebut, saya teringat kembali perjalanan awal saya memulakan kerja dalam industri sawit.
2. Calon – calon jurutera muda ini telah membuatkan saya mengimbau kembali kenangan semasa berhijrah ke dunia asing sejak 20 puluhan tahun lepas. Memulakan kerjaya yang saya tidak pernah terfikir dalam hidup saya.
3. Semoga catatan ini dapat memberikan sedikit gambaran perbezaan dunia industri 20 tahun lepas dan kini. Ada perkara telah berubah, namun ada perkara konsepnya masih sama. 
4. Setelah tamat belajar di USM pada tahun 2003, saya terus mendapat kerja di Pulau Pinang dalam industri pembuatan besi. Saya tidak pernah tahu istilah safety semasa memulakan kerjaya pada masa itu. Dalam tempoh tiga bulan, saya mengalami dua kemalangan dan disuruh berhenti oleh pengurus. Saya masih ingat kata - kata production manager kepada saya, "you are not belong here".
5. Duit gaji dan claim SOCSO saya sempat simpan dan kumpul untuk membeli baju majlis graduasi pada bulan ogos 2003 pada tahun yang sama.
6. Selepas majlis graduasi, saya dipujuk oleh ibu saya untuk pulang ke kampung. Di kampung saya membantu ibu membina tapak gerai untuk menjual ayam segar. Abang saya baru berkahwin dan mertua seorang pembekal ayam segar. Mengambil peluang itu, ibu saya membina gerai dan mula menjual ayam segar. Hari ini, tapak tersebut telah terbina sebuah kedai runcit dan dijaga oleh adik bongsu saya. Ibu saya selama puluhan tahun, berulang – alik ke Pasar Siti Khadijah untuk menjual pelbagai hasil termasuk telur itik masin demi pendapatan keluarga. Peluang untuk berniaga di sebelah rumah, merupakan sesuatu yang amat bermakna kepada keluarga saya.
7. Selepas gerai siap dibina dan perniagan dimulakan, saya meneruskan usaha untuk mencari kerja. Suratkhabar The Star setiap minggu kedua hari sabtu tidak ketinggalan dibeli dan permohonan dipos ke Syarikat tersebut. Cover letter dan resume, tiga muka surat. Hampir satu rim habis untuk permohonan kerja.
8. Pada masa itu, sebuah perumahan baru dibuka di hadapan rumah. Saya sempat menjadi buruh kasar beberapa bulan dan mendapat gaji harian.
9. Tidak lama selepas itu, saya mendapat tawaran kerja di sebuah syarikat perabut. Tuan punya syarikat ingin membuka syarikat baru untuk pekhidmatan servis kapal dan boiler. Sebelum mendapat lesen untuk operasi tersebut, saya disuruh untuk menjual aircond dan mendapat projek servis aircond daripada jabatan – jabatan Kerajaan di sekitar bandar Kota Bharu. Jawatan saya pada masa itu adalah Sales Engineer dengan gaji RM700 sebulan. Maka bermulalah tugas saya dalam bidang pemasaran. Boleh dikatakan semua jabatan Kerajaan di bandar Kota Bharu telah saya pergi dan jumpa dengan pelbagai jenis manusia.
10. Setelah hamper tiga bulan ke hulu dan ke hilir mencari projek, saya telah dipanggil untuk temuduga di beberapa syarikat termasuk di Kuala Lumpur. Setiap pengalaman sesi temuduga memberikan pengalaman yang menarik untuk sesi yang lain. Penghubung tahun 2003, saya telah mendapat tawaran kerja di sebuah kilang pembuatan CD, DVD di Subang Jaya. Setelah memohon restu daripada ibu saya, maka saya pun mula berhijrah ke Subang Jaya. Menumpang tinggal di bilik rakan universiti di sebuah flat Ara Damansara. Dengan gaji RM1600 sebulan, saya tinggal di bandaraya, cukup makan dan pada masa yang sama masih juga mencari peluang kerja di tempat lain. Dengan berbekalkan motorsikal EX5 yang digunakan sejak zaman universiti, saya pergi kerja dan pergi temuduga.
11. Pada suatu hari, rakan sekolah dan universiti saya menawarkan kerja di sebuah kilang sawit di Sabah. Saya hantar resume dan telah dipanggil untuk sesi temuduga. Dengan motorsikal EX5, saya menunggang dan sampai ke IOI Resort untuk sesi temuduga. 
12. Pada bulan Feb 2004, saya telah dihubungi semula dan ditawarkan kerja di sebuah kilang sawit IOI di Lahad Datu, Sabah. Saya tidak pernah sampai ke bumi Borneo dan tidak pernah tinggal di ladang sawit. Setelah berbincang dengan bakal isteri saya dan memaklumkan kepada ibu, maka saya pun pulang ke kampung dan bergerak menuju ke Sabah. Adakah keputusan yang saya buat ini disebabkan bakal isteri saya orang Sabah? Tidak. Sebab utamanya adalah perasaan saya ingin meneroka tempat baru, pengalaman baru dan suruhan agama supaya berhijrah, berkelana. Ayat 13 Surah Al Hujurat pasti ada tujuannya tersendiri. Sejak memasukki MRSM Kuala Terengganu, saya telah mula berjumpa dengan ramai rakan sekolah dari negeri yang berbeza. Pengalaman ini amat menarik hati saya. Pengalaman berhijrah ke tempat asing adalah sesuatu yang bernilai dan amat berguna. 
13. Perjalanan ke Lahad Datu memerlukan saya bermalam di Kota Kinabalu. Pada masa itu saya mengambil peluang untuk singgah di rumah bakal mertua dan bermalam di Tuaran. Keesokannya, saya meneruskan penerbangan ke Lahad Datu. Apabila sampai ke Lapangan Terbang Lahad Lahad Datu, saya telah dijemput oleh pemandu kilang. Dari situ, kami meneruskan perjalan ke ladang melalui Jalan Jeroco selama hampir tiga jam. Jalan berbatu, penuh habuk. Dikelilingi ladang sawit sepanjang jalan.
14. Saya tidak biasa dengan kehidupan ladang sawit. Pengalaman yang ada cuma semasa kem tahunan PALAPES bermalam dan tidur di ladang sawit dan ladang getah. Beberapa kali tertidur dan terjaga akibat terhantuk kepala di cermin kereta kerana kepenatan.
15. Sepanjang perjalanan tersebut, dalam hati saya bertanya, “Adakah ini tempat yang aku akan habiskan dalam tempoh beberapa tahun akan datang?. Melihat kepada deretan pokok – pokok sawit dan perjalanan yang semakin jauh dari bandar, cukup membuatkan hati merasa sayu. Lebih lagi apabila teringat jarak dan jauhnya dengan keluarga di kampung.
16. Apabila sampai di kilang, saya dibawa berjumpa dengan pengurus kilang. Soalan pertama ditanya kepada saya adalah, “Berapa lama kamu akan kerja di sini?”. Hari – hari berikutnya, saya memulakan kerjaya di industri sawit. Belajar bertatih, berjalan, mengeja dan membaca. Alhamdulillah, di situ matanya lebah, maka banyaklah madu yang saya jumpa. Ramai rakan – rakan sekerja saya adalah mentor – mentor yang hebat. Mereka tidak jemu memberi nasihat dan dorongan kepada saya tanpa henti. Siang dan malam, merekalah keluarga dan rakan saya. Dalam tempoh tiga bulan pertama bersama  - sama mereka, saya mula mendapat gambaran jalan – jalan yang bakal saya tempuhi. Dari sudut lain, memasuki ladang sawit yang terpencil dan jarak 90km dari Bandar Lahad Datu adalah suatu perjalanan tanpa simpang dan U Turn. Tiada lagi peluang terbuka untuk mencari kerja dan peluang tempat lain.
17. Dalam tempoh tiga bulan pertama, saya mendapat kemalangan ketika cuba untuk membaiki main gate yang rosak. Roller dan bearing telah rosak dan melihat kepada kesukaran security untuk menolaknya, saya mengambil keputusan untuk mengarahkan maintenance team untuk membaikinya. Panggil shovel untuk angkat dan saya periksa guna jari. Gate tergelincir dan jari saya luka, patah. Saya dimasukkan ke Hospital Lahad Datu dan ditahan selama lima hari. Semasa tempoh tersebut, saya menyembunyikan semuanya dari pengentahuan keluarga untuk mengelakkan mereka risau tentang saya. Maka, mental saya amat teruji semasa itu. Di bumi asing. Keseorangan. Kesakitan. Tidak tahan dengan itu, saya memohon untuk pulang ke ladang lebih awal. Saya diberikan dua minggu kerja. Sampai ke ladang, saya terus masuk kilang demi untuk mengelakkan mental lebih terluka. Sekurangnya kilang dan rakan sekerja saya boleh mengelakkan saya lebih parah sakit mental.
18. Jika gaji kilang pertama serta claim SOCSO saya boleh simpan dan guna untuk beli baju graduasi, kali ini duit claim SOCSO kemalangan saya simpan dan guna untuk buat hantaran perkhawinan. Dalam tempoh sembilan bulan bekerja, saya bertunang. Beberapa bulan berikutnya iaitu pada bulan Jun 2005, saya berkahwin. Isteri saya kata, duit hantaran digunakan untuk beli tiket ahli keluarganya ke Kelantan. Cuti beberapa hari kenduri di Tuaran dan seterusnya balik ke Kelantan. Perjalanan dua jarak yang jauh dan setelah cuti tamat, saya membawa isteri masuk ke ladang sawit, tinggal di sana dan memulakan kehidupan keluarga.
19. Tidak dapat dinafikan, isteri saya amat banyak membantu saya sepanjang perjalanan kerjaya hingga kini. 1001 pengorbanan telah beliau lakukan dan mengikuti saya ke mana sahaja saya pergi disebabkan kerja. Walau pun bergelar suri rumah sepenuh masa, beliau sebenarnya telah berkerja keras demia keluarga kami. Kesemua lima anak - anak kami telah dididik oleh beliau dengan penuh kasih sayang. Jika ingin melihat kehebatan beliau, maka lihatlah anak - anak kami yang cemerlang dalam fasa sekolah hingga kini. Alhamdulillah.
20. Jika sebelum ini, saya boleh cari kerja di tempat lain. Namun apabila sudah sampai di kem (nama panggilan untuk ladang sawit), peluang untuk mencari kerja tempat lain telah tertutup. Bukan senang nak keluar cari kerja, nak keluar ke bandar pun susah. Saya mula memujuk diri – sendiri, apa kata kalau aku cuba dulu setahun. Kita tengok apa hasilnya. Maka saya pun teruskan perjuangan selama setahun. Selepas setahun, saya katakan lagi, apa kata kalau cuba lagi untuk tahun ke tiga? Tahun ke lima?
21. Mental saya kekadang teruji. Balik rumah keseorangan. Sebelum tidur mendengar cenkerik yang dikelilingi pokok sawit keliling rumah. Pelbagai aktiviti saya lakukang demi untuk merawat mental keseorang sendirian di rumah. Balik kerja, saya tanam pokok bunga tepi rumah. Maklumlah, rumah tidak TV dan Astro disebabkan rakan serumah telah berpindah ke Kilang Pamol selepas tiga bulan bersama. Pada masa itu saya memahami pentingnya untuk bersosial sesama warga kilang. 
22. Tahun pertama, tahun kedua dan tahun ketiga. Saya lulus sijil jurutera stim gred dua. Saya menyambung Diploma MPOB – DIPOM 2007. Tahun ketiga, saya telah diberikan amanah dan kepercayaan untuk menjaga kilang sawit berkapasiti 90 mt/hr. Pada tahun tersebut, kilang telah memproses sebanyak 457,000 buah sawit. Masuk tahun ke empat, cabaran semakin besar. Pada tahun 2008, saya berhenti dan menyertai sebuah syarikat baru di Miri, Sarawak. Beberapa tahun berikutnya saya lulus jurutera stim gred 1 dan jurutera enjin pembakaran dalam gred 1. Saya menyambung Pelajaran peringkat MBA dan tamat pada tahun 2014. Dari Miri, Sarawak ke Sandakan, Sabah dengan jawatan pengurus kilang. Kembali semua ke Lahad Datu. Pada tahun berikutnya, saya menyertai sebuah kilang penapis sawit dan solvent extraction plant. Sebelum COVID 19 bermula, saya menyertai syarikat baru di Nilai, kemudian ke Pasir Gudang dan kembali semula ke Lahad Datu, Sabah. Turun dan naik, suka dan duka, bumi dan langit, panas dan hujan, taufan serta petir semua telah dilalui.
23. Sepanjang kerjaya, saya juga pernah menjadi jurulatih, tutor dan pengajar di beberapa kolej swasta. Saya juga pernah menjadi jurutera pelawat untuk boiler di sebuah syarikat. Dengan pengalaman hampir 20 tahun dalam industri dan 18 tahun sebagai pengurus, saya memandang semula ke belakang. Adakah ini jalan yang saya mahukan sejak keluar dari universiti? Tidak. Adakah ini yang saya mahukan semasa mula sampai ke bumi Sabah? Tidak. Saya hanya mengikut gerak hati dan kaki yang melangkah. Ya, ada pelbagai sebab, namun ini adalah jalan yang telah Allah takdirkan untuk saya. 
24. Saya tidak merancang semua ini. Kadang – kadang kaki yang melangkah. Rezeki Tuhan telah tuliskan. Peluang yang Allah telah bukakan. Saya tidak pernah jangka akan berada di bumi Borneo selama 20 tahun. Saya juga tidak jangka akan menjadi jurutera stim dan membina minat mendalam dalam bidang boiler, industri sawit dan mencintai pengurusan. 
25. Apabila mengenang kembali sifat asal saya dari kecil hingga keluar universiti (hingga kini), saya sebenarnya seorang introvert. Tidak suka bercakap dan tidak suka bergaul. Abang saya semasa kecil adalah musuh yang selalu dijadikan orang untuk bergaduh disebabkan dia suka mengusik saya. Keluarga saya cukup kenal saya yang sangat sensitif dan suka merajuk. Semasa di universiti, saya pernah meletak harapan untuk suatu masa nanti akan cari tempat kerja yang tidak mempunyai ramai manusia. Sebab saya malas menguruskan manusia dan melayan kareneh mereka. Namun, Allah telah titipkan jalan yang berbeza untuk saya tempoh. Masuk sahaja kilang sawit, saya disuruh untuk bercakap setiap hari di perhimpunan pagi. Saya disuruh menguruskan staff dalam kumpulan kecil untuk sesuatu projek. Masuk tahun ketiga, saya telah disuruh untuk menjaga kilang dengan kapasiti 120 orang pekerja. Kesemua ini adalah pendedahan nyata yang banyak mengajar saya. Komunikasi. Kepimpinan. Mental. Pengurusan. Mentor. Yang banyak membina diri saya hari ini. Saya telah berubah mengikut keadaan, masa dan pengalaman.
26. Sepanjang perjalanan hidup dan kerjaya, saya banyak jumpa orang. Ada orang baik dan sebalik. Mana yang baik, saya minta nasihat, ikut dan buat. Dan buat lagi. Yang tidak baik, saya tolak jauh dan jadikan sempadan. Maka, inilah saya hari ini.
27. Banyak silap telah saya buat, namun sepanjang perjalanan tersebut, Allah hadirkan manusia untuk betulkan kita, maka kita ikut yang baik. Saya pernah disuruh berhenti kerja. Saya pernah dikhianati bos sendiri. Saya pernah disaman sejuta ringgit. Saya pernah diletakkan dalam percubaan selama enam bulan (bakal dibuang jika tidak perform). Saya pernah depress beberapa tahun. Saya juga pernah kehilangan rumah untuk membayar kos guaman. Saya juga pernah disaman dan masuk ke dalam penjara (walau pun beberapa jam). Namun, saya juga mempunyai 1001 kenangan manis, kejayaan dan kegemilangan yang saya perolehi sepanjang jalan onak dan duri. Maka, nikmat mana lagi yang saya mahu dustakan. 
28. Berumur 46 tahun pada tahun 2025, perjalanan saya masih panjang. Dan bulan depan, saya akan berhijrah sekali lagi. Kali ini ke bumi Indonesia. Buat pertama kalinya berkerja di luar negara.

Saya tidak sabar untuk memulakan lebaran baru di tempat baru. Apa ceritanya nanti? Doakan saya.

Kembara Insan 15 Tahun

Kembara Insan

Mencapai umur 15 tahun.

http://zul1979.blogspot.com/

2004 saya mula menyertai industri sawit dan masuk ke kem. Jalan Jeroco. 90km dari Bandar Lahad Datu. 3 jam perjalanan melalui jalan berbatu. Kemudian masuk lagi lebih dalam ke kilang kedua di syarikat yang sama.

Pada tahun 2008, saya menyertai syarikat baru di Miri, Sarawak. Bersebelahan Long Lama. Juga 3 jam perjalanan dari Bandaraya Miri. Melalui Jalan Lapok.

Pada tahun berikutnya, anak sulung saya mula berumur 5 tahun dan perlu ke sekolah tadika. Atas sebab itu saya mula menyewa sebuah rumah di Miri. Dari tahun 2004 hingga 2009, saya tidak mempunyai akses internet langsung. Lebih kurang 6 tahun lamanya.

Apabila mempunyai akses internet buat pertama kalinya, saya mula membuka sebuah blog. Saya memang lama menyimpan untuk menjadi penulis. Maka bermulalah post pertama blog Kembara Insan. 

Namun sejak beberapa tahun yang lepas, atas isu peribadi saya kurang menulis. Mencari jalan yang lurus. Dalam pada itu, capaian terhad blog telah mencapai lebih sejuta. Kebanyakkan adalah para jurutera baru yang mencari maklumat berkenaan boiler. Tidak lupa juga mereka yang mencari maklumat berkenaan industri sawit.

Saya gembira dapat berkongsi segala ilmu yang saya perolehi dan berharap ia menjadi sedekah jariah buat saya selamanya. Doakan saya diberi kekuatan untuk berkongsi lebih lagi. Saya berharap blog ini memberi manfaat kepada semua. Terima kasih kepada semua yang menjadi pembaca blog saya selama ini. Sokongan anda amat berharga.

Kembara Insan 2009 - 2021 (12 Tahun)

 

Terima kasih kepada follow blog ini seramai 43 orang. Tidak semua nama ada di sini, jutaan atas sokongan.