🌱 Hana’s Journey as Head of Facility at Kembara Oil

When I first stepped into Kembara Oil Sdn. Bhd., the air was heavy with the scent of solvents and the rhythmic pulse of machinery. It wasn’t just a factory floor — it was an ecosystem of energy, people, and responsibility.

As Head of Facility, I carried the mandate of leading both the Solvent Extraction Plant and the Fatty Acid Plant. On paper, it sounded straightforward: deliver production, ensure safety, control costs. But in reality, it was a journey that tested not only my technical skills but also my patience, empathy, and resilience.

💡 What I Learned:

• Technical Mastery: I became fluent in the language of processes — balancing yields, minimising solvent losses, optimising distillation. Nights spent troubleshooting column upsets taught me more about resilience than any textbook could.

• Safety as a Culture: Solvent and fatty acid handling reminded me daily that safety is not a compliance formality, but a culture built on habits and values¹.

• People Before Processes: My team — operators, engineers, and contractors — were the heartbeat of the plant. Empowering them through trust and training shaped a stronger facility².

• Financial Discipline: Managing OPEX and CAPEX taught me that innovation often comes not from bigger budgets, but from smarter choices — energy efficiency, lean practices, and continuous improvement³.

• Crisis Leadership: Emergencies became my real classroom. Whether it was a solvent leak or an equipment breakdown, I learned that calm decisions in chaos earn trust faster than any title.

At the end of each day, the value wasn’t just in tonnes of fatty acids refined or solvent recovered. It was in the culture we built — a safer workplace, a more resilient team, and a leader in me who transformed from being technically capable to strategically responsible.

🌍 Looking back, my journey at Kembara Oil wasn’t just about production; it was about learning that true leadership is the balance between efficiency, safety, and humanity.

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📚 Footnotes / References

1. Reason, J. (1997). Managing the Risks of Organizational Accidents. Ashgate.

2. Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78–90.

3. Womack, J. P., & Jones, D. T. (2003). Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Free Press.

#blog #blogger #kembarainsan #manager #engineer #malaysia 

Cary Cherniss (2000), “Emotional Intelligence: What It Is and Why It Matters”

📖 Overview

• This research-based working paper published by the Consortium for Research on Emotional Intelligence in Organizations (CREIO).

• It was one of the early academic works that clarified what emotional intelligence (EI) means, why it is important, and how it applies particularly to workplace performance and leadership.

• It built on earlier works by Salovey & Mayer (1990) and Daniel Goleman (1995, 1998) but emphasized organizational applications.

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🔑 Key Points from Cherniss (2000)

1. Definition of Emotional Intelligence

   • EI is the ability to monitor one’s own and others’ emotions, to discriminate among them, and to use emotional information to guide thinking and behavior.

   • It is different from IQ or technical skills — it focuses on the emotional and social competencies that drive performance.

2. Why EI Matters in the Workplace

   • Technical skills and IQ get people hired, but emotional intelligence often determines who succeeds long-term.

   • Leaders with high EI inspire trust, loyalty, and motivation in their teams.

   • Poor EI (e.g., inability to manage anger, lack of empathy) can derail even technically brilliant employees.

3. Four Domains of EI Competence (aligned with Goleman’s model):

   • Self-Awareness → Recognizing emotions and their impact.

   • Self-Management → Controlling impulses, adapting, staying positive under stress.

   • Social Awareness → Empathy, organizational awareness.

   • Relationship Management → Influence, conflict management, collaboration, teamwork.

4. Organizational Impact

   • Companies that develop EI in leaders and employees tend to:

     • Improve teamwork and collaboration.

     • Enhance decision-making under pressure.

     • Reduce workplace conflict and turnover.

     • Increase performance and adaptability in changing environments.

5. Development of EI

   • Unlike IQ, which is relatively stable, emotional intelligence can be developed and strengthened through training, feedback, and reflective practice.

   • Cherniss highlighted strategies like coaching, mentoring, and experiential learning.

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📑 Significance

• Cherniss’ paper became a key academic source to legitimize EI in organizational psychology and management studies.

• It bridged the gap between popular works (like Goleman’s books) and academic research, providing evidence that EI contributes to leadership effectiveness and organizational success.

• Today, it’s still widely cited in HR, leadership, and organizational development literature.

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✅ In short:
Cherniss (2000) argued that emotional intelligence is a critical success factor in organizations, often more important than raw intelligence or technical expertise — and unlike IQ, it can be learned and improved.

#blog #blogger #kembarainsan #eq #iq 

🌿 Motivational Story: Hana and the 12 Life Lessons

🌿 Motivational Story: Hana and the 12 Life Lessons

That night, Hana sat quietly on the veranda, staring at the stars. Her mind was full of work challenges, family responsibilities, and hopes for the future. She remembered the words of her old ROTU instructor:

> “Life is not about removing problems. Life is about learning to enjoy the journey while solving them.”

1. Problems Will Always Exist

When her mill faced frequent breakdowns, Hana almost gave up. But she learned to smile even through exhaustion, because problems are simply part of the path to growth .

2. Futures Are Built by Habits

Hana never planned to become a General Manager overnight. She simply built daily habits: waking up early, reading reports, writing machine logs. Those small habits eventually shaped her future .

3. Effort and Attitude Are All You Control

She realized she could not control global palm oil prices, government policies, or even her workers’ behavior. But she could control her effort and her attitude, and that made all the difference .

4. Don’t Ask How to Start — Just Start

People asked her, “How do I begin leading?” She smiled, remembering her own start. She didn’t wait for perfect answers; she just started — speaking up in meetings, offering small ideas, and improving step by step .

5. Purpose, Not Pleasure

There were days she questioned the meaning of her work. The answer came when she saw the children of mill workers she supported receiving scholarships. True happiness was not in pleasure, but in purpose .

6 & 7. Expect Much of Yourself, Little of the World

At first, Hana was often disappointed, expecting the world to be fair. Later she learned: life is easier when you expect high standards from yourself and low expectations from others .

8. The Mind Magnifies Problems

When floods hit the estate, panic almost consumed her. But she remembered: half of the problem is in the mind, making small things appear larger. With calmness, solutions slowly appeared .

9. Repetition Is the Secret

Many sought “the secret of success.” Hana already knew it: repetition. She repeated ROTU drills, repeated mill checks, repeated her daily prayers. From repetition came mastery .

10. Don’t Let People, Money, or the Past Control You

Once, a colleague betrayed her trust. Another time, finances grew tight. But she refused to let people, money, or the past control her. She chose to move forward, free from chains .

11. Opportunity in Challenges

When COVID-19 halted operations, Hana refused despair. She turned crisis into innovation — implementing digital monitoring systems and strengthening local supply chains. Challenges became opportunities .

12. Gratitude Every Day

Each night, Hana wrote down three things she was thankful for. Sometimes it was just a hot cup of coffee, or her child greeting her at the door. She realized her “ordinary” day was another person’s dream .

🌟 Conclusion

Hana finally understood: life isn’t about waiting for problems to disappear, but about building the strength to keep moving forward.

These twelve lessons were not abstract theories, but footprints of her own journey — guiding her from a young ROTU cadet on the parade ground to a resilient leader in the industry.

> “Problems will come and go. But as long as I have effort, attitude, purpose, and gratitude — I will keep walking forward.”

📚 References / Footnotes

1. Lakshmanan, S. (2022). Palm Oil Industry in Malaysia: Efficiency & Transformation. Sandakan Refinery Journal.

2. Duhigg, C. (2012). The Power of Habit. Random House.

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

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

5. Frankl, V. (1946). Man’s Search for Meaning. Beacon Press.

6. Seneca, Letters from a Stoic. Penguin Classics.

7. Kabat-Zinn, J. (1990). Full Catastrophe Living: Using the Wisdom of Your Body and Mind to Face Stress. Delta.

8. Ericsson, K. A. (2006). The Cambridge Handbook of Expertise and Expert Performance. Cambridge University Press.

9. Seligman, M. (2002). Authentic Happiness. Free Press.

10. Malaysian Palm Oil Certification Council (MPOCC). Palm Oil Industry and Digital Transformation During COVID-19. (2021).

11. Emmons, R. A., & McCullough, M. E. (2003). Counting Blessings Versus Burdens: An Experimental Investigation of Gratitude and Subjective Well-Being in Daily Life. Journal of Personality and Social Psychology.

#blog #blogger #kembarainsan #engineer #manager #usm #utm #ukm #um #tenteradarat #palapes #rotu

🌱 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

📖 Simon Sinek’s Start with Why (2009, Portfolio/Penguin)

🔑 Overview

• Simon Sinek’s book Start with Why: How Great Leaders Inspire Everyone to Take Action argues that the most successful leaders and organizations think, act, and communicate from the inside out.

• Instead of starting with what they do or how they do it, they start with why — their purpose, cause, or belief.

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🌟 The Golden Circle Framework

Sinek illustrates his idea with the Golden Circle, which has three layers:

1️⃣ Why – The purpose, cause, or belief. Why do you exist? Why should anyone care?
2️⃣ How – The process. How do you do what you do differently or better?
3️⃣ What – The result. The products or services you offer.

Most organizations start from the outside in (What → How → Why).
Great leaders start from the inside out (Why → How → What).

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🔥 Example

• Apple doesn’t just say: “We make computers (What). They’re beautifully designed and easy to use (How).”

• Instead, they say: “We believe in challenging the status quo. We believe in thinking differently (Why). The way we challenge it is by making beautifully designed, simple products (How). We just happen to make computers (What).”

• People don’t buy Apple because of what they make — they buy because of why they make it.

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💡 Key Principles

1. People Don’t Buy What You Do, They Buy Why You Do It

• Customers, employees, and followers are inspired not by products or features but by belief and purpose.

2. The Biology of Why

• Sinek connects the Golden Circle to human biology.

  • The neocortex (outer brain) is responsible for rational thought and language — it explains the What.

  • The limbic brain (inner brain) controls decision-making, trust, and loyalty — it connects with the Why.

• This is why facts alone don’t move people — purpose does.

3. The Law of Diffusion of Innovation

• Adoption of new ideas follows innovators → early adopters → early majority → late majority → laggards.

• People with strong belief (Why) inspire innovators and early adopters first, then the rest follow.

4. Leadership vs. Authority

• Authority gives you a title.

• Leadership comes when people willingly follow you — not because they have to, but because they believe what you believe.

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🛠️ Applications in Leadership & Business

• In Leadership:

  • Leaders who clearly articulate their Why inspire loyalty and commitment.

  • Example: Martin Luther King Jr.’s “I Have a Dream” speech — he didn’t say “I have a plan”, he spoke from belief and vision.

• In Organizations:

  • Companies with a strong Why outperform those focused only on profit.

  • Example: Southwest Airlines — “Democratize the skies” → low-cost, simple, fun air travel.

• In Personal Growth:

  • Knowing your Why helps guide career choices, resilience, and motivation.

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🌱 Why It Matters for You (and Hana’s World)

In a palm oil mill or refinery, it’s easy for leaders to focus only on what (tons of FFB processed, OER yield, safety targets).
But workers are inspired when leaders connect to why:

• “We are not just producing CPO — we are feeding families and building livelihoods.”

• “We don’t just follow safety SOPs — we protect fathers, mothers, and children waiting at home.”

This shift from numbers to purpose is what makes people commit with heart, not just hands.

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✅ Summary

• Start with Why teaches that:

  • Great leaders inspire by starting with purpose.

  • The Golden Circle (Why → How → What) explains how to communicate.

  • People follow leaders who share their beliefs, not just their products.

• In leadership, clarity of Why builds trust, loyalty, and lasting impact.

#blog #blogger #kembarainsan #manager #management 

🎙️ Storytelling and Leadership: Why It Matters

Leadership is not only about strategy, structure, or systems.
It’s about inspiring people, shaping culture, and moving hearts as well as minds.

That’s where storytelling comes in. It transforms abstract values, tough lessons, or complex visions into something memorable and human.

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🔑 1. Storytelling Creates Connection

• A story makes a leader relatable.

• Instead of quoting numbers or issuing commands, leaders who tell stories connect emotionally with their teams.

💡 Example: A mill manager telling about the time she once failed a safety audit, and how she learned to prioritize chemical segregation, is far more impactful than just saying “Follow SOP.”

📚 Reference: Denning, S. (2011). The Leader’s Guide to Storytelling.

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🔑 2. Storytelling Clarifies Vision and Purpose

• Data informs. Stories inspire.

• Vision statements often sound corporate and distant. But if a leader wraps it in a story — why the mission matters, who benefits, and how success looks in real life — it sticks.

💡 Example: Instead of saying “We must improve yield by 5%,” a leader tells a story of how better yield means more scholarships for estate workers’ children. Suddenly, the vision becomes personal.

📚 Reference: Kouzes & Posner (2017). The Leadership Challenge.

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🔑 3. Storytelling Transmits Culture and Values

• Stories are carriers of values.

• When leaders share stories of honesty, courage, or resilience, they show what the organization truly stands for.

💡 Example: Sharing how an operator once stopped production to prevent an accident — and was rewarded, not punished — reinforces the value of safety first.

📚 Reference: Guber, P. (2011). Tell to Win: Connect, Persuade, and Triumph with the Hidden Power of Story.

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🔑 4. Storytelling Motivates and Builds Resilience

• People remember stories of struggle and triumph more than rules or procedures.

• Stories remind teams that obstacles are temporary and growth is possible.

💡 Example: A leader telling how she used to juggle work, family, and night classes — and still grew into a manager — inspires perseverance in her staff.

📚 Reference: Brown, B. (2015). Rising Strong.

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🔑 5. Storytelling Shapes Decision-Making

• Leaders often need to influence without authority.

• A well-told story can shift perspectives faster than logic alone.

💡 Example: Instead of pushing for a new ETP (effluent treatment plant) investment purely with cost-benefit analysis, telling the story of a nearby mill fined heavily due to pollution makes the point sharper.

📚 Reference: Simmons, A. (2006). The Story Factor.

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🌱 Storytelling as an Art in Leadership

✔️ Art = Creativity: Leaders must weave lessons into narratives, not lectures.
✔️ Art = Emotion: Stories stir emotions that drive action.
✔️ Art = Practice: Like any art, storytelling improves with practice — knowing your audience, timing, and tone.

When applied correctly, storytelling:

• Inspires commitment rather than compliance.

• Builds leaders at every level by teaching through lived experiences.

• Transforms managers into visionary leaders.

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💡 Leadership Takeaway

👉 Facts tell. Stories sell.
👉 Rules instruct. Stories inspire.
👉 Strategies direct. Stories unite.

A leader who learns the art of storytelling doesn’t just manage people.
They move them, grow them, and transform them.

#blog #blogger #leadership #story #leader #manager

🌴 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

Kesilapan terbesar semasa mengurus

1. Saya pernah buat silap yang sangat besar semasa berkerja sebagai pengurus.

2. Kesilapan saya lakukan adalah percaya bahawa saya boleh mengubah orang lain.

3. Dan Allah tunjukkan kesilapan saya. Saya belajar dan saya sangat insaf atas kesilapan tersebut.

4. Hari ini saya masih belajar.

5. Banyak sirah para Nabi terutama Nabi Muhammad SAW menjadi pedoman. Saya jumpa kesilapan saya itu bila menelusuri sirah para Nabi.

6. Sebenarnya, kita tidak boleh ubah manusia.

7. Hatta sehebat mana sekali pun cara kita gunakan.

8. Untuk ubah bukan kuasa kita.

9. Sebab itu kuasa Allah.

10. Namun, tugas kita adalah usaha. Kita kena buat usaha. Setelah pelbagai usaha, 1001 jalan, maka serahlah kepada Allah. 

11. Serahlah kepada Allah.

12. Serahlah kepada Allah.

13. Serahlah kepada Allah.

Penyerahan itu sangat penting, tanda kita telah berusaha dan Allah segalanya.