Jumat, 30 November 2012

Bhutto - You Can't Murder a Legacy


Benazir Bhutto (21 June 1953 – 27 December 2007) was a politician and stateswoman who served as the 11th Prime Minister of Pakistan in two non-consecutive terms from November 1988 until October 1990, and 1993 until her final dismissal on November 1996. She was the eldest daughter of Zulfikar Ali Bhutto, a former prime minister of Pakistan and the founder of the Pakistan People's Party (PPP), which she led.1

Educated at Harvard and Oxford, and with an eye on a foreign service career, Benazir’s life changed forever when her father, Pakistan’s first democratically elected president, chose Benazir to carry his political mantle over the family’s eldest son. In the late 70’s, when Zulfikar Ali Bhutto was overthrown and executed by his handpicked Army Chief, Benazir swore to avenge her father and restore democracy — or to die trying.2

After nine years of self-exile, she returned to Pakistan on 18 October 2007, after having reached an understanding with President Pervez Musharraf, by which she was granted amnesty and all corruption charges were withdrawn. Benazir Bhutto was assassinated in a bombing on 27 December 2007, after leaving PPP's last rally in the city of Rawalpindi, two weeks before the scheduled 2008 general election in which she was a leading opposition candidate. The following year, she was named one of seven winners of the United Nations Prize in the Field of Human Rights. 1

Benazir Bhutto was the first woman Prime Minister in Pakistan. As one of the largest and diverse Muslim countries in the world, being a woman Prime Minister should have many of challenges. Breaking the traditions of men in the government and parliamentary. She had fought since the fall of his father’s regime. The coup president intimidated her family since the beginning. She even was sent to jail for several time. The last was 6 month imprisoned her under solitary confinement in a desert cell .

That was a risk of a struggle. In another way, to achieve a goal, we need to pay a price. We must prepare as a leader the plan and the risk. After that, we decide it wisely. She was the Iron Lady of Pakistan. She leave a lots of legacies to the world.

Source:
(1) Wikipedia, "Benazir Bhutto" http://en.wikipedia.org/wiki/Benazir_Bhutto
(2) Bhutto the Film,  http://www.bhuttofilm.com/synopsis.html


Kouzes Chapter 8


I. The Legacy That I Will Leave

 

The things that I hope to hear

1. Do the job right

2. Make the right decision.

3. Inspire them.

4. Had engage with the team well

5. Great leader.

 

Inputs that will need to pay attention

1. More precisely in planning

2. Execute on time.

3. Delegate and empowering.

4. Pick the right team

5. People needs

 

II. Interview about my leadership

1.      I like when I was in charge when I have the opportunity to make and shape my team. I did not like because sometimes everyone was counting to the leader so much.

2.      Succeed the task together.

3.      Contributing and encouraging the team to contributing too.

4.      Synergize the team and made them work together.

5.      By building an understanding between them and make the team to fill in on each other flaw

6.      When the challenge and the risk is high

7.      I usually hear from the both side and try to make them settle each other.

8.      Manage shortage of workers by subsidize from subcontractor.

9.      Reconcile two conflict villages when land acquisition for the last project.

10.  Stop a near miss horizontal conflict between those two villages.

11.  When time is scarce and the target has not appeared to be finished.

12.  Courage, Determine, Honest, Sincere.

 

 

  III. My Leadership Editorial

 

Be a Unique Leader.

Everyone was born as a leader. Everyone is unique and have different views. When leading everyone have a different characteristic. Try to be a unique leader when your leading. Be yourself.

Kouzes Chapter 7


I. My Most Meaningful Recognition Experience

When I finished the gold mine plant project and witnessed the inauguration of the gold plant. It is quite a relief and overwhelmed. It is a very challenging project and many of problems must be solve in a very short time. It is even one of the on time projects that been delivered in the company history. One of the challenges is the contempt by other division and their question on if we could finish it on time, on quality and on budget.  

 

II. Tell a Great Story

1.      Worker and Director

2.      It happens in the project construction time. The Director was site visit to look the progress of the project.

3.      The action is that the worker is focus on his work, repairing a machine panel by drawing his own manual. He needs to redraw the manual, because the original manual is nowhere to found. When the Director arrives, he saw what the worker did.

4.      The director was very overwhelmed of the worker passion and determine.

5.      The worker did not know that the one who is asking him was the director.

 

III. Build Social Supports and Celebrate Team Accomplishments

Project Milestone                                            Idea for celebrating this accomplishment as a team

Monthly                                                          Fishing and fish barbeque at the beach

Tri semester                                                     Site seeing to other town, near the project site

Kamis, 29 November 2012

Kouzes Chapter 6


I. Generate Power

I remember when after graduating high school and start to selecting colleges and my uncle give me a words of wisdom, “Don’t be a Buddha statue! Your life in the future is depending how you socialize in your college. You will meet them again in the future, giving assistance and even getting assistance from them. Be active and engage to others.”

 

I felt powerless, week and insignificant when my own superior said that I could not finish the project on time and on budget. Someone that I respect and hope give very negative words to me in the middle of the project.

 

The team was clicked when working in the challenging atmosphere and limited time. Differences are set a side and we are backing up on each other all the time and all the way.

 

I can contribute to the teamwork with bring some great creative ideas and to implemented in such effectives ways.

 

II. Learn to Delegate

They do not delegates because they don’t believe that others can deliver the work as good and fast as they do it by themselves.

 

I should delegate if the job is needed too, and if there are many of resources and time to do it.

 

Enabling others to be successful

1.      Coaching and counseling

2.      Engage with the team

3.      Trust and respect them

 

III. Ask Questions, Listen and Take Advice

1. What is your passion about the new assignment?

2. What is your idea about the new assignment?

3. What is your experience of it?

4. How we should do it as a team?

5. Do you trust your own team?

 

To build an understanding among team members.  

Kouzes Chapter 5


I. Check for Limiting Assumptions

1. I cannot do this because there are no supports from my family and friends. (+)

2. I cannot do this without a perfect timing or time become scarce. (+)

3. I cannot do this without a great teamwork. (+)

4. I cannot do it well without determination.  (V)

5. I cannot do it without well without a good planning and strategy. (-)

6. I cannot do it well without passion. (V)

7. I cannot do it well without presenting myself well. (V)

 

II. Look Outside

1.      Make a trip the whole province of my country.

2.      Join social causes group.

3.      Get a master degree.

 

III. Get Started in Small Ways

1.      I am going to start to do small project in my house like garden, cars or even remodeling the houses or room.

2.      I am going to re-organize my belongings and give it away if I do not need it anymore.

3.      I am going to start tightening my lifestyle so I can spent it for other cause, especially for social causes.

Kouzes Chapter 4


I. My Past as Prologue to My Future

1. When experiencing that many of my friends are starting to pass away.

2. When experiencing near miss of death in several occasion.

3. When interacting with the needs people in several community activity

4. When experiencing various difficulties in youth lives

 

The pattern between the experiences was difficulties or misery.

 

It creates meaning that I want to do more, achieves more, and become more meaningful to my life and others.

 

 

II. Imagine the Possibilities

Overseas Development Project is Antam’s Project for middle managers to gain enrichment in overseas campus and mining company.

 

Personal Goals is to succeed and get as many as experiences from the project and to encourage others to compete and chosen by the company to join the next batch of Overseas Development Project.

 

The Project for this batch will ends on August next year. I want that other will say that the project result is excellent and it should extend. It is align with the vision that I want to do more, achieves more and the result of the project is align with become more meaningful to my life and others.

 

III. Give Live to Your Vision

What are people doing?

They are doing what they could do and what they passion too

 

What are people saying?

They are saying that they are excellent and better

 

How are people feeling?

They are feeling overwhelm with the result of the project

 

My Project is like become the President Director

 

Metaphor                                                         How It’s Like This Project

Numbero Uno                                                 It’s a determining project and needs lots of dedication

Striving for the Best

Need a multitalented teamwork to support               

Linda Hill - Where Will We Find Tomorrow's Leaders?


Where Will We Find Tomorrow's Leaders?
Why?
Shortage of leaders
New market and emerging market that need local talent

What leadership looks like in the future?
New Attribute Leadership - Leading from behind.
Nelson Mandela origin, am I leading or creating context; coaching and architect to make others willing and able to lead.

Now to be leader
You do not need to be the center

Leaders need collective genius
Unleashing and harnessing
Everyone contributing
Something to offer, is it unleash?
Value Based Leadership
Context that everyone could contribute
No single leader could be a collective genius

You need diversity, conflict and agility
Building teams, co-leadership

Source:
http://www.youtube.com/watch?v=sMQmKHmIqY4

Selasa, 13 November 2012

Peter Senge, "The Fifth Discipline" Chapter 5 - A Shift of Mind

Seeing the World A New

Seeing Circles of Causality

Reinforcing and Balancing Feedback and Delays: The Building Blocks of Systems Thinking

Reinforcing Feedback: Discovering How Small Changes Can Grow

Balancing Processes: Discovering the Sources of Stability and Resistance

Delays: When Things Happen... Eventually

Peter Senge, "The Fifth Discipline" Chapter 4 - The Laws of The Fifth Discipline

1. Today's probelms come from yesterday's "solutions"
2. The harder you push, the harder the system pushes back
3. Behaviour grows better before it grows worse
4. the wasy way out usually leads back in
5. The cure can be worse than the disease
6. Faster is slower
7. Cause and effect are not closely related in time and space
8. Small changes can produce big results - but the areas of highest leverage are often the least obvious
9. You can have your cake and eat it too - but not at once
10. Dividing an elephant in half does not produce two small elephants
11. There is no blame

Senin, 12 November 2012

Roger Martin, "How Successful Leaders Think"

Based on Roger Martin interview more than 50 leaders, most of them share a somewhat unusual trait: They have the predisposition and the capacity to hold in their heads two opposing ideas at once. And then, without panicking or simply settling for one alternative or the other, they're able to creatively resolve the tension between the those two ideas by generating a new one that contains elements of the others but is superior to both. This process of consideration and synthesis can be termed integrative thinking.

Opposable Thumb, Opposable Mind

The Four Stages of Decision Making

1. Determining Salience
Conventional Thinkers: Focus only on obviously relevant features
Integrative Thinkers: Seek less obvious but potentially relevant factors

2. Analyzing Causality
Conventional Thinkers: Consider one-way, linear relationships betwwen variables, in which more of A produces more of B
Integrative Thinkers: Consider multidirectional and nonlinear relationships among variables

3. Envisioning the Decision Architecture
Conventional Thinkers: Break problems into pieces and work on them separately or sequentially
Integrative Thinkers: See problems as a whole, examining how the parts fit together and how decisions affect one another

4. Achieving Resolution
Conventional Thinkers: Make either-or choices; settle for best available options
Integrative Thinkers: Creatively resolve tensions among opposing ideas; generate innovative outcomes

The consequences of integrative thinking and conventional thinking couldn't be more distinct. Integrative thinking generates options and new solutions. It creates a sense of limitless possibility. Conventional thinking glosses over potential solutions and fosters the illusion that creative solutions don't actually exist. With conventional thinking, they wear away with every apparent reinforcement of the lesson that life is about accepting unattractive trade-offs. Fundamentally, the conventional thinker prefers to accept the world just as it is, wheras the integratie thinkers welcomes the challange of shaping the world for the better.

Kamis, 01 November 2012

David Allen Penguin, "Getting Things Done"

The Power of the Next-Action Decision
When a culture adopts "What's the next action?" as a standart operating query, there's an automatic increase in energy, productivity, clarity, and focus.

The Source of the Technique
Determine for what the next physical action is that will have something forward
 

Creating the Option of Doing
The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming tasks into small manageable tasks, and then starting on the first one - Mark Twain
Without a next action, there remains a potentially infinite gap between current reality and what you need to do.

Why Bright People Procastinate the Most
- Bright people have the capability of freaking out faster and more dramatically than anyone else.
- Ceasing negative imaging will always cause your energy to increase.
- No matter how big and tough a problem may be, get rid of confusion by taking one little step toward solution. Do something. - George F. Nordenholt
- Avoiding action decisions untuilo the pressure of the last minute creates huge inefficiencies and unnecessary stress

The Value of a Next-Action Decision-Making Standard
The "What's the next action?" question forces clarity, accountability, productivity, and empowerment.
- Talk doesn't cook rice - Chinese proverb
- Productivity will improve only when individuals increase their operational responsiveness. And in knowledge work, that means clarifying actions on the front end instead of the back.
- People are always blaming their  circumstances for what they are. I don't believe in circumstances. The people who get on in this world are the people who get up and look for the circumstances they want, and, if they can't find them, make them. - George B. Shaw

The Power of Outcome Focusing
- the power of directing our mental and imaginative processes to create change has been studied and promoted in thousands of contexts - from the early "positive thinking" books to recent discoveries in advanced neurophysiology.
- applying the principle in terms of practical reality
- a "yes" to all of these questions: does it help get things done? and, how do we best utilize it in managing the work that allow us to produce what we want to have happen with less effort?

Focus and the Fast Track
As you begin to use it habitually as your primary means of addressing all situations, your personal productivity can go through the roof. 

Rabu, 31 Oktober 2012

Daniel Goleman, "Leadership That Gets Results"

The Idea in Brief

Many managers mistakenly assume that leadership style is a function of personality rather than strategic choice, Instead of choosing the one style that suits their temperament, they should ask which style best addresses the demands of a particular situation.

Research has shown that the most successful leaders have strengths in the following emotional intelligence competencies:
- self-awareness
- self-regulation
- motivation
- empathy
- social skills

There are six basic style of leadership; each makes use of the key components of emotional intelligence in different combinations. The best leaders don't know just one style of leadership - they're skilled at several, and have the flexiblitily to switch between styles as the sircumstances dictate.

The Idea in Practice

Managers often fail to appreciate how profoundly the organizational climate can influence financial results. It can account for nearly third of financial performance. Organizational climate, in turn, is influenced by leadership style - by the way that managers motivate direct reports, gather and use information, make decisions, manage change initiatives, and handle crises.

The six basic leadership styles are:
1. The coercive style
2. The authoritative style
3. the affiliative style
4. The democratic style
5. The pacetting style
6. The coaching style

Leadership That Gets Results

New research suggest that the most effective executives use a collection of distinct leadership styles - each in the right measure, at just the right time. Such flexibility is tough to put into action, but it pays off in performance. And better yet, in can be learned.

"What do effective leaders do?"
They sets strategy; they motivate; they create a mission; they build a culture.

"What should leaders do?"
The leader's singular job is to get results.

"How?"
- inference, experience, instinct
- emotional intelligence
- do not rely on one leadership style, depending on the business situation
- the pro senses the challenge ahead, swiftly pulls out the right tool, and elegantly puts it to work

Ronald Heifetz, Alexander Grashow, Marty Linsky: "The Practice of Adaptive Leadership, Tools and Tactics for Changing Your Organization and The World"

The Theory Behind the Production: Purpose and Possibility

The first humans went on to form cultures with self-sustaining norms that required minimal reinforcement by authorities. Cultural norms gave human beings remarkable adaptability and scalability. Adaptive leadership is the practice of mobilizing people to take tough challenges and thrive. The concept of thriving is drawn from evolutionary biology, in which a succesful adaptation has three characteristics:
- it preserve the DNA essential for the species' continued survival
- it discards the DNA that no longer serve the species' current needs
- it creates DNA arrangements taht give the species' the ability to flourish in new ways and in more challenging environments.
Successful adaptations enable a living system to take the best from its history into the future.

What does this suggest as an analogyfor adaptive leadership?
- Adaptive leadership is specifically about change that enables the capacity to thrive
- Successful adaptive changes build on the past rather than jettison it
- Organizational adaptation accurs through experimentation
- Adaptation relies on diversity
- New adaptations significantly displace, reregulate, and rearrange some old DNA
- Adaptation takes time

Mobilizing people to meet their immediate adaptive challenges lies at the heart of leadership in the short term. Over time, these and other culture-shaping efforts build an organization's adaptive capacity, fostering processes that will generate new norms that enable the organization to meet the ongoing stream of adaptive challenges posed by a world ever ready to offer new realities, opportunities, and pressures.

The Illusion of the Broken System

There is a myth that drives many change initiatives into the ground: that the organization need to change because it is broken. the reality is that any social system is the way it is because the people in that system want it that way. In that sense, on the whole, on balance, the system is working fine, even though it may appear to be 'dysfunctional' in some respoect to some members and outside observers. Jeff Lawrence says, "There is no such thing as a dysfunctional organization, because every organization is perfectly aligned to achieve the results it currently gets".

CHAPTER 3

Before You Begin

Practicing adaptive leadership is difficult on the one hand and profoundly meaningful on the other; it is not something you should enter into casually.

Four tips before you step out:
- Don't do it alone
- Live life as a leadership laboratory
- Resist the leap to action
- Discover the joy of making hard choices

Selasa, 23 Oktober 2012

Peter Senge Fifth Discipline Fieldbook, "Drawing Forth Personal Vision"

Step 1
Creating a result
My result is to be on the peak of my achievement. If I am an employee, the peak as an employee is to sit on the peak of the line of the organization. Become a leader as not I have an eager to be one, but become a meaningful leader to others with less of collateral damage. At the end, an accountable leader is much more than just to be a sit on the peak of an organization.

Step 2
Reflecting on the first vision component
Sometimes there are some of doubt in the process on achieving my goals, but try to keep inspire all the time, energizing by myself or by sharing with others.

Step 3
Self-image:
That focus on target, with the support of the team, energize them by keep involving them and empathy to all of the team.
Tangibles:
Nothing in particularly, just want to be just enough when I need it.
Home:
I want to have an house for my retirement, such as a house in the country with big lawn yards.
Health:
Hope that I will not get sick or need to be hospitalized, especially in my elderly stage of life.
Relationships:
I want to have more quality and quantity relationship with my family.
Work:
More fairness and professional work environment.
Personal pursuits:
Graduate school to accomplish my masters degree
Community:
Build the Community become stronger.
Other:
Create an own company or business, create a social cause organization
Life purpose:
Meaningful and inspiring to others, create others become meaningful and inspiring.

Kouzes Exercise Chapter 3

I. Discovering My Values

Team experiences
1. Meeting with other new people
2. Have more knowledge and experience from new people
3. Get to know how to work in a team
4. Get to know that everyone is different and how to compile and synergy them into a team.
5. Have more ideas after discussing with others in team
 
Characterized the experience
1. Respect
2. Involvement
3. Empathy
4. Cooperation
5. Discipline
6. Trust
7. Strength
 
Values and actions that are important
1. Respect each other in the team.
2. Try to involve and have empathy to each other.
3. Trust to others in the team
4. Discipline in team time not to waste other private time.
5. Cooperation could strengthen the team and the individual.

II. What Values Matter To Me?
1. Cooperation
2. Courage
3. Determination
4. Discipline
5. Empathy
6. Fairness
7. Family
8. Respect
 
Five that are important and why?
Value                                       This is important to me because;
1. Courage                               Without courage, we cant do anything, because we don't have the courage.
2. Respect                                To do anything that we will be meet others, we must have respect.
3. Empathy                               We need to empathy to people when we are leading them 
4. Discipline                              People need discipline to lead each other
5. Determination                       We need to be determine in our causes and goals.

III. Putting My Values Into Practice
I have founded a national student organization chapter with my friends on my campus. I have make a system that make the organization became large and multiplied in the future. After graduate and left campus and organization, few years later it is become the biggest organization in the campus. One of the main idea is put the solid foundation and let the others continue build and enrich the organization.


 

Rabu, 17 Oktober 2012

Authentic Leadership

Authentic Leaders genuinely desire to serve others through their leadership. They are more interested in empowering the people they lead to make a difference than they are in power, money or prestige for themselves. Authentic leaders use their natural abilities, but they also recognize their shortcomings and work hard to overcome them. They lead with purpose, meaning, and values. They build enduring relationships with people.
Being your own person. Leaders are all very different people. The one essential quality a leader must have is to be your own person, authentic in every regard. Being your own person is most challenging when it feels like everyone is pressuring you to take one course and you are standing alone.
Developing your unique leadership style. To become authentic, each of us has to develop our own leadership style, consistent with our personality and character. To be effective in today's fast-moving, highly competitive environment, leaders also have to adapt their style to fit the immediate situation. There are times to be inspiring and motivating, and time to be tough about people decisions or financial decisions. There are times to delegate, and times to be deeply immersed in the details. There are times to communicate public messages, and time to have private conversations. Good leaders are able to nuance their styles to the demands of the situation, and to know when and how to deploy different styles.
Being aware of your weakness.Being true to the person you were created to be means accepting your faults as well as using your strengths. Accepting your shadow side is an essential part of being authentic.
The temptations of leaderships. Little by little, step by step, the pressures to succeed can pull us away from our core values, just as we are reinforced by our "success" in the market. The irony is that the more successful we are, the more tempted we are to take shortcuts to keep it going.
Dimensions of authentic leaders. Authentic leaders demonstrate these five qualities:

  • Understanding their purpose
  • Practicing solid values
  • Leading with heart
  • Establishing connected relationships
  • Demonstrating self-discipline
Understanding your purpose. To find your purpose, you must first understand yourself, your passions, and your underlying motivations. Then you must seek an environment that offers a fit between the organization's purpose and your own.
Practicing solid values. Leaders are defined by their values and their character. The values of the authentic leader are shaped by personal beliefs, developed through study, introspection, and consultation with others-and a lifetime of experience.
Leading with heart. To excel in the twenty-first century, great companies will go one step further by engaging the hearts of their employees through a sense of purpose. When employees believe their work has a deeper puropose, their results will vastly exceed those who use only their minds and their bodies.
Establishing enduring relationships.
Krishnamurti, " Relationships is the mirror in which we see ourselves as we are."
The capacity to develop close and enduring relationships is one mark of a leader. Bill Gates, Micheal Dell, and Jack Welch are so successful because they connect directly with their employees and realize from them a deeper commitment to their work and greater loyalty to the company.
Demonstrating self-discipline.
Self-Discipline is an essential quality of an authentic leader. Without it, you cannot gain the respect of your followers. It is easy to say that someone has good values but lacks the discipline to convert those values into consistent actions.

Selasa, 16 Oktober 2012

Become Mindful of Your Biases

One category of Dostoyevsky's sequestered things is our biases, our secret beliefs of how we feel about other groups of people. Fear is the primary cause of this secrecy that prevent us from admitting bias is that of having to acknowledge, even to ourselves, that we may not be quite as nice as we, and others, like to think we are, until we overcome our dread of looking like bad people, or at least like less good people, we will be unable and unwilling to acknowledge our biases, name them, and target them for extinction.

Being guilty of bias does not make any of us bad people. Bias, as we have seen, is a way of coping with a complex, stressful, and ever-changing world. Yes, these personal fictions are bad because they block our ability to see others accurately, but most of the people who hold them are multifaceted human beings complete with virtues and sins and ecerything in between. What would make a blessed person bad, or at least unwise, is the refusal to identiry the bias and accept responsibility for getting it under control.

Providing the tools to identify your own biases. You will be glad to hear that becoming aware of most biases id a straighforward process, no shrink, no psychotherapist. it is a matter of practicing the art of  observation and evaluation:
observe, analyze, and measure the emotional content of your thoughts, and aboserve your attitude towards human differences.


Senin, 15 Oktober 2012

'Feeling the Love' (or Anger): How Emotions Can Distort the Way We Respond to Advice

Maurice Schweitzer with Francesca Gino of Carnegie Mellon University have written in a recent paper that emotions not only influence people's receptiveness to advice but they do so even the emotions have no link to the advice or the adviser.

They find that people who feel incidental gratitude are more trusting and more receptive to advice than are people in a neutral emotional state, and that people in a neutral state are more trusting and more receptive to advice than are people who feel incidental anger. (noted in paper 'Blinded by Anger or Feeling the Love: How Emotions Indluence Advice Taking')

People's moods affect their frame of mind, even so, economic analysis has taken the idea that, when it comes to dollars and cents, people can wall their emotions.

They research suggests that emotions can systematically distort people's receptivenss to advice and thus their rationality, and if everyone errs in similar ways, that could skew the classicists' perfect calculus.

Schweitzer and Gino prove their statement by designing experiments in which they manipulated their subjects' emotions, gave them advice and measure the effects. Examples of the experiments are: 'Assesing Body Weight' and 'A Wing and a Prayer'

Kamis, 11 Oktober 2012

Dave Meldahl, Vision-based Leadership

Leader
1. Leader whose leadership compass seemed to swing this way and that depending on the pressures of the moment (or what side of the bed they got out of)
No pleasent impact to the organizations
2. Leader whose decisions and behavior are grounded in a clear vision and set of values.
The impact is significant.
With a clear vision and values, the culture develops intentionally and with purpose.
Individuals whose behavior, personal goals, and values align with the culture are attracted to your organization and stay.
Those individuals whose values, goals, and behavior do not align leave the organization.
Marcus Buckingham states in First, Break All the Rules, it is critical " to get the right people on the bus." Sometimes that also means getting the wrong people off the bus.
Abraham Lincoln had a vision of maintaining a united country.
JFK had A vision to put a man on the moon
Ronald Reagan valued less government and pursued a vision that ultimately contributed to the end of Cold War.
Steve Jobs & Bill Gates each had visions for what technology could do to enhance our productivity and keep us entertained. Their respective companies certainly have unique values and resulting cultures that shape their place in the marketplace

Kamis, 04 Oktober 2012

Toastmasters Tips

10 Tips for Public Speaking
1. Know your material
2. Practice. Practice. Practice!
3. Know the audience
4. Know the room
5. Relax
6. Visualize yourself giving your speech
7. Realize that people want you to succeed
8. Don't apologize for any nervousness or problem, the probably never noticed it
9. Concentrate on the message-not the medium
10. Gain Experience


Heath & Heath, "Made to Stick"

What made idea that sticks?
1. Simplicity
2. Unexpectedness
3. Concreteness
4. Credibility
5. Emotions
6. Stories

JFK was more intuitive than a modern-day CEO; he knew that opaque, abstract missions don't captivate and inspire people. The moon mission was a classic case of a communicator's dodging the Curse of Knowledge. It was a brilliant and beautiful idea-a single idea that motivated the actions of millions of people for a decade.

Selasa, 25 September 2012

Dan Goleman, "Social Intelligence and the Biology of Leadership," 2008

"What Makes a Leader?"

People in the business community started talking about the vital role that empathy and self knowledge play in effective leadership.

Social neuroscience - the study of what happens in the brain while people interact.

The notion that effective leadership is about having powerful social circuits in the brain has prompted us to extend our concept of emotional intelligence.

Followers mirror their leaders - Literally, based from an Italian neuroscientist research found the first evidence that the brain is peppered with neurons that mimic, or mirror, what another being does.
Mirror neurons have particular importance in organizations, because leaders emotion and action prompt followers to mirror those feelings and deeds.

So, if leaders hope to get the best out of their people, they should continue to be demanding but in ways that foster a positive mood in their teams.

The "Finely Attuned" Leader

Spindle cells produce Intuition
Oscillators coordinate people physically by regulating how and when their bodies move together.
Trust your gut, but get lots of input as you make decisions.
Attunement is literally physical.

Firing Up Your Social Neurons

The only way to develop your social circuitry effectively is to undertake the hard work of changing your behavior.

How to  Become Socially Smarter

Leaders can change if, they are ready to put in the effort.

Hard Metrics of Social Intelligence

Social Intelligence turns out to be especially important in crisis situations.

Deidre Combs, "Celebrate Your Struggles" at TEDxBozeman

Battle of ideas
We needs conflict to change
Fighting with live, Fighting with our brain.
One cross cultural technique: Conflict comes, be Grateful!
See the bigger picture.
Not just be Grateful for conflict but be grateful for your enemy too.
Listen to your enemy, for God is talking.
We forget they have value.
Conflict of life. Life bring struggles.

Source http://www.youtube.com/watch?v=GEAzWD3038Y

Deidre Combs, The Way of Conflict, Part 2 The Rules

Chapter 5
The Object of the Game.

"Out beyond the ideas of right doing and wrong doing, there is a field. I'll meet you there." - Jelaluddin Rumi.
In Islam teaching the field is Mahsyar Field, the land where all creatures will be gathered for accountability of right doing and wrong doing. Literally that if we had right doing and wrong doing, we should meet in the center.

The universe as a living system made of interdependent, interrelated systems. If we seee only the parts of something, as the blind men did, we miss reality.

Systems constantly emit and receiving energy. In conflict, systems are active.
Conflict creates energy, or creative tension, which encourages the participationg subsystems to move and evolve.
We are blind yet interconnected, we must listen to and incorporate as many different voices as possible to understant the greater reality and find an appropriate solution.
The world left Germany in financial ruin after World War I and then The Third Reich quickly waged war once more in an effort to return to economic wholenes. This result not only wrought World War II but eventually necessitated a new policy of reconstruction and the development of United Nations.

Chapter 6
Introducing Conflict's Four Quarters.

Conflict Process: Change/Disruption - Intensification/Chaos - Adaptation/Evolution - New Solution/Stability => NEW INFORMATION INTRODUCED. If not resolved, path will continue.

The Elemental conflict lifecycle:
Phase 1: Earth - Change and Disruption.
Phase 2: Water - Chaos.
Phase 3: Fire - Evolution or Creativity.
Phase 4: Air - Stability.

Chapter 7
Time on the Sidelines: Getting Stuck in a Dispute.

"Prosperity is a great teacher, adversity a greater" - William Hazlitt.

Phase I - Earth (Disruption)
Refusal to change
Denial and inertia

Phase II - Water (Chaos)
Refusal to engage
Hopelessness and despair

Phase III - Fire (Creativity)
Refusal to adapt
Frustation and violence

Phase IV - Air (Stability)
Refusal to implement
Fear and doubt

Chapter 8
Home Base: The Power of the Center

Four Centering Techniques:
When stuck in Earth, Move!
When stuck in Water, Express Yourself!
When stuck in Fire, Ground!
When stuck in Air, Get Quiet!

Chapter 9
The Oldest Game in the Book

"Life has meaning only in the struggles. Triumph or defeat is in the hands of God. So let us celebrate the struggles." - Swahili warrior song.

Conflict is a universal tango that has been part and parcel of existence from the beginning. Quantum physics says that this never-ending dance started in the first microseconds of the Universe when a great disequilibrium or fluctuation occurred.

Conflict is:
- The constant dance between systems
- a source of evolution and growth
- a repeated four-staged process that upon completion yields a lasting, win-win resolution
- a game played best when all parties are seen as equal, interconnected, and valuable.

Kamis, 20 September 2012

Active Listening

How much information you get everyday from listening?
How much you paying attention?
remember from listening?
Act you listening, but your mind racing topics or planning to answer it.
Listening is a skill!
Active Listening is when you have conscious effort to hear not only the words that another person is saying but, more importantly, try to understand the complete message being sent.
1. Pay Attention!
2. Show that you're Listening!
3. Provide Feedback!
4. Defer Judgement!
5. Respon Appropriately! Not meaning that you are interupting...

Source: http://www.mindtools.com/CommSkll/ActiveListening.htm

Senin, 17 September 2012

How I Intend to Complete My 10 Hours of Service


Bozeman International Children's Festival


In the upcoming “Fall International Children’s Festival” at Bogert Park on Saturday morning, 10:00 am, September 22, we have been given a special booth for Indonesian section from the University Office of International Program (OIP). This is a good opportunity for me to have a direct contact with the society while we stay here in Bozeman.

Since Bozeman is a city of college students, there are many people from around the world came here to join the classes at Montana State University (MSU), and as the institution of OIP is doing very well, many foreign college student from across the country that live here as well for the same purpose.

“This Fall International Children’s Festival is created for the children of Bozeman to actively engage with MSU’s international students as well as the local organization”, said Debra De Bode, the Director of International Students and Scholar Services. There will be many booths from these international students participating in this festival. They will present their culture to the children and have fun to play with. I, as Indonesian, will set up games for those children so they know that Indonesian traditional games are quiet easy to play and the supplies can be reached from the store around here. These games are very popular and always be a hit as our Independence Day games. I try to introduce these games hoping that our (Indonesian) games will become an international game around the neighborhoods and also be popular among children around the world.

I am going to bring in these Indonesian traditional games called Marble Speed Race, Chips Eating Race, and Bottle Pen Race. Each game have difference influence to the kids, both mentally and physically. Marble Speed Race can teach the children to be focus, because they have to keep the marble stay steady on the spoon that held by their mouth while they walk or even run to the finish line to win. Chips Eating Race will make them appreciate the nature system of causity and consequences of surrounding, and how they impact you, in this case, if someone already bite by pulling the chips, the string that is connected all together will shaking and you have to wait or try to stop your chip from shaking, not by hand, so that you can continue to eat it bite after bite until you eat them all. Bottle Pen Race is played by tie the pen in the end of a string at your back like a tail, and it will need so much patience and control of yourself to get the pen into the bottle, because the more you get impatience the more difficult to get the pen in for whenever you feel anxious it can make the string swaying even wildly.

These simple games will unconsciously educate the children on how to conduct themselves in many various situations if we can direct them in a good and positive way. I believe our Indonesian games and many other games or activities presented by the other countries will make the children feel more confident, powerful, fearless, and cheerful, moreover have a good skill to interact with people or society, especially from other nation. I hope that they can carry on this relationship in a higher phase all the way they reach the grown up age.

 

ROC Wheels - Provide mobility products for people with disabilities in developing countries

 

This month I volunteer at Reach Out and Care Wheels (ROCWheels Inc.) in everytwo hours Friday morning for 5 weeks. ROCWheels established to provide mobility products for people with disabilities in developing countries and encouraged to promote partnerships through service, youth empowerment, wheelchair distribution, manufacturing and educational developmentopportunities. This is a non-profit charitable organization.

I found the organization by browsing the internet for volunteer activities in Bozeman. Gallatin Valley Food Bank and ROC Wheels is my target for volunteer, because for their humanitarian social cause. After trying to contact both of the organization, finale ROC Wheels is the easy in forward to contact and accepted me to volunteer there. Andrew Babcock the Executive Director of ROC Wheel asks me to come to the office for an interview.


It is Friday morning and I drove to Gallatin Park Drive, north of Bozeman. The ROC Wheels office and workshop is on that street. It took me a half hour drive in traffic to there. Using my map-software on my phone, it w not difficult to find it. I went inside the office and then I met an elderly woman, which is Andrew's secretary. She greets me and asked to come in to Andrews office, where he is already waiting me. He is a white blonde man, with a medium size of weight and height. He gave his hand and we shake hand. I introduced myself again and appointing my interest to volunteer in his organization. Andrew explains about his organization, their purpose and target. He even mentions that he is trying to expand his organization works to Indonesia. From his information, he was contacting to an Indonesian manufacturing company, which is not far from my home in Jakarta.


We discussed on how I could be contribute on the organization. After knows that I am a mechanical engineer he said that he got very volunteer activity for me.

 

Day 1 @ ROC

 

At 9:30 I arrived at ROC, it is around 30 minutes’ drive from my house. The traffic is low and it did not take such effort to go there. After entering the office, Andrew comes out from his room. He asks me to join him to the workshop. In the workshop, he pointed to a workstation where I will be working, and gives a brief how to manufacture a wheelchair. With a manual book and a finished wheelchair as an example, he asked to me to start manufacture a wheelchair that is still in the box. It is quite awkward in the beginning, but after thinking that the needs one will use this chair, I did not hesitate no more.

Start from installing the frame and the wheels. With some bolts that need to tighten by a wrench. If there is some difficulties, I look again the manual book or to the example wheelchair. Slowly but sure, with some reworks, the wheelchair is finished. Andrew was amazed that it finishes so quickly. After he checks it and declares that it is ok, he asks to dismantle again and package the parts again to the box.

Dismantling the wheelchair is a fun part, after the experience installing it. I have accustomed with the tools and the wheel itself. The challenging part was to put every part in order in the box. At the end, Andrew guides for this task.

Day 2, Next Week @ ROC

The same time as last week, I arrived at the ROC. Now is the time to prepare for wheelchair parts that will use by volunteers to build. Andrew gave me a paper list of more than 100 parts with a total of more than 1000 items. He showed me stacks of large container in the corner. He said that the container has given a number for the parts to insert into it. He shows where the parts that will be sorted. Base on the paper, I started sifting through the parts and insert into the container by number.  It took me more than two hours to finish this job. It is very overwhelming to do this job, when remember that this wheelchair will be use for the disable kids.

Day 3, Third Week @ ROC


Now it is already a habit to have a Friday morning works in ROC. In this week, we should finish the inventory for the new wheelchair project. Now we are cataloging the small items. We used a scale to help us in counting the items. Almost 3000 items we sort to the containers. Many of the parts were various bolts, nuts and even spring. These wheelchairs are ready in two sizes. 13 inches sizes and 15 inches sizes. It was mean to accommodate every size of children. The ROC wheelchairs targeted the little ones in hope that their bones were not ruin so much. I really enjoyed to volunteer in ROC to help the needs one.



Kamis, 13 September 2012

Peter Drucker, "Managing Ourself."

The Idea In Practice:

"What are my strengths?"

"How do I work?"

"How do I perform?"

"Am I a reader or a listener?"
"How do I learn?"
  • Who learn by writing
  • Who learn by speaking
The conclusion bears repeating:
DO NOT TRY TO CHANGE YOURSELF - YOU ARE UNLIKELY TO SUCCEED
But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly.

"What are my values?"
To work in organization whose value system is unacceptable or incompatible with one's own condemns a person both to frustration and nonperformance.

"Where do I belong?"
Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person-hardworking and competent but otherwise mediocre-into an outstanding performer.

"What can I contribute?"

Responsibility for Relationships

The Second Half of YOUR Life

Dave Meldahl, "Red Ears and Blind Spots"

"How important is it for you to know what you're doing well as a leader and what you could do better?"


It is extremely important to know the answer to that question to be the best leader you can be. It is the feedback of your leaders, peers, clients, and so on. There are many possible way to do this, you can hired someone to help guide the process so it has sufficient depth and is done in a way that people are open and candid, or just do the simple way, do-it-yourself approach would be to invite a cross-section of people to share their perspective with you directly, and also you can make a use of the HR department to help you.


JOHARI Window; self-awareness, communication, realtionship, and the blind spot. In terms of development, it's essential to reduce the size of one's blind spot, thereby increasing one's awareness of which behaviors are productive and which are not.


The development of leaders and teams are two of those causes that deserve as much attention as product development, marketing, and customer service. At the end of the day, the success of any organization is limited primarily by the quality of its leadership.

Selasa, 11 September 2012

The Root Interview: Claude Steele on How Racial Stereotypes Harm Performance

Stereotypes Threat definition is being in situation in negative stereotypes based on group identities

Judging and treating could be upsetting, distracting, disturbing, iritating.

Teach people about it, make them aware.

Source:
http://www.theroot.com/multimedia/root-interview-claude-steele-how-racial-stereotypes-harm-performance

Kathy Castania, "The Evolving Language of Diversity"

"Language are not only expresses ideas and concepts but actually shapes thoughts," Robert B. Moore in Racism in the English Language

We all know that there are still people who intentionally express bias and prejudice when speaking about members of groups; however, we can assume that most people wat to utse the most respectful terms.

The biggest challange is how to bring members of dominant groups into the conversation and the solution.

All language envolves. One must also be mindful that people of any group do not think or feel the same way about identity words.

We should always remember that we  never only one thing, but instead members of many groups.

B.D. Tatum, "Who am I? The Complexities of Identity"

Erik Erikson, Psychoanalytic theorist writes,
"We deal with a process "located" in the core of the individual and yet also in the core of his communal culture..."

This "gifted" dimension of my identity was regularly commented upon by teachers and classmates alike and quickly became part of my self-definition.

People are commonly defined as other on the basis of race or ethnicity, gender, religion, sexual orientation, socioeconomic status, age, and physical or mentaly ability.

Dominant groups, by definition, set the parameters within which the subordinate operate. The dominant group holds the power and authority in society relative to the subordinates and determines how the power and authority may be acceptably used.

When a subordinate demonstrates positive qualities believed to be more characteristic of dominants, the individual is defined by dominants as anomaly.

Question:
1. Why is people definition must included sexual orientation? In some culture its taboo and even in many religion its already define that sexual orientation is heterosexual.

Kamis, 06 September 2012

Desmond Tutu on leadership

http://www.youtube.com/watch?v=IrCeVwwu0Xc

A Leader is who are acting as servant too.
Willing to suffer for his/her people.
Must be Inspiring

Deidre Combs, Way of Conflict - Part 1: pp. xv-44

Conflict As Contest
"Be kind, everyone you meet is fighting a hard battle"  -  John Watson
I avoided conflict. But that didn't seem to work. I had tried ignoring painful exchanges, placating or intimidating others into silence to make conflict go away. Not one of these approaches was successful.
Conflict is not  just angry people yelling at or hurting one another
Win-win solutions can never be envisioned alone at the outset. A true win-win solution is developed when we search for an answer that gathers and incorporates everyone's needs and beliefs.
"The most intense conflict if overcome, leave behind a sense of security and calm that is not easily disturbed. It is just these intense conflicts and their conflagration which are needed to produce valuable and lasting results" - C.G. Jung

Discovering your elemental Nature
Elemental Conflict Styles
Water
Water is realm of emotions.
Water people dive into its depths. Empathic & gentle. Water has the gift of changing form when pressed by fire (become steam), air (it evaporates or become ice) or earth (it easily shifts and flows around the obstacle)

Selasa, 04 September 2012

The Hidden Traps in Decision Making - John S. Hammond, Ralph L. Keeney, & Howard Raiffa

Making decisions is the most important job of any executive. It's also the toughest and the Riskiest. Bad decisions can damage a business and a career, sometimes irreparably.
Examples of the latter include the tendencies to stick with the status quo, to look for evidence confirming one's preferences, and to throw good money after bad because it's hard to admit making a mistake.

Well-documented psychological traps that are particularly likely to undermine business decisions:

1. The Anchoring Trap
When considering a decision, the mind gives disproportionate weight to the first information it receives. Initial impressions, estimates, or data subsequent thoughts and judgements.

2. The Status-Quo Trap
Decision makers display a strong bias toward alternatives that perpetuate the status quo.
Other experiments have shown that the more choices you are given, the more pull the status quo has. More people will, for instance choose the status quo when there are two alternatives to it rather than one: A and B instead of just A. Why? Choosing between A and B requires additional effort; selecting the status quo avoids that effort.

3. The Sunk-Cost Trap.
Another of our deep-seated biases is to make choies in a way that justifies past choices even when the past chices no longer seem valid

4. The Confirming-Evidence Trap
There are two fundamental psycological forces at work here. The first is our tendency to subconsciously decide what we want to do before we figure out why we want to do it. The second is our inclination to be more engaged by things we like than by thngs we dislike-a tendency well documented even in babies. Naturally, then, we are drawn to information that supports our subconscious leanings.
We tend to subsconsciously decide what to do before figuring out why we want to do it

5. The Framing Trap
a. Frames as gains versus losses.
b. Framing with different reference points.

6. The Estimating & Forcasting Traps.

7. The Overconfidence Trap

8. The Prudence Trap
"JUST BE SAFE" adjustments

9. The Recallability Trap
A dramatic or traumatic event in your own life can also distort your thinking

Forewarned Is Forearmed
The higher the stakes, the higher the risk of being caught in a psychological trap.
The psychological miscues cascade, making it harder and harder to choose wisely


Senin, 03 September 2012

MBTI

Humanmetrics Jung Typology Test™
Your Type
ENFJ
Extravert(100%) iNtuitive(38%) iNtuitive Feeling(50%) Judging(56%)
  • You have strong preference of Extraversion over Introversion (100%)
  • You have moderate preference of Intuition over Sensing (38%)
  • You have moderate preference of Feeling over Thinking (50%)
  • You have moderate preference of Judging over Perceiving (56%)

Source:
 http://www.humanmetrics.com/cgi-win/JTypes1.htm

Typelogic - ENFJ


Extraverted iNtuitive Feeling Judging
by Joe Butt
Profile: ENFJ
Revision: 3.0
Date of Revision: 23 Feb 2005

ENFJs are the benevolent 'pedagogues' of humanity. They have tremendous charisma by which many are drawn into their nurturant tutelage and/or grand schemes. Many ENFJs have tremendous power to manipulate others with their phenomenal interpersonal skills and unique salesmanship. But it's usually not meant as manipulation -- ENFJs generally believe in their dreams, and see themselves as helpers and enablers, which they usually are.
ENFJs are global learners. They see the big picture. The ENFJs focus is expansive. Some can juggle an amazing number of responsibilities or projects simultaneously. Many ENFJs have tremendous entrepreneurial ability.
ENFJs are, by definition, Js, with whom we associate organization and decisiveness. But they don't resemble the SJs or even the NTJs in organization of the environment nor occasional recalcitrance. ENFJs are organized in the arena of interpersonal affairs. Their offices may or may not be cluttered, but their conclusions (reached through feelings) about people and motives are drawn much more quickly and are more resilient than those of their NFP counterparts.
ENFJs know and appreciate people. Like most NFs, (and Feelers in general), they are apt to neglect themselves and their own needs for the needs of others. They have thinner psychological boundaries than most, and are at risk for being hurt or even abused by less sensitive people. ENFJs often take on more of the burdens of others than they can bear.

TRADEMARK: "The first shall be last"

This refers to the open-door policy of ENFJs. One ENFJ colleague always welcomes me into his office regardless of his own circumstances. If another person comes to the door, he allows them to interrupt our conversation with their need. While discussing that need, the phone rings and he stops to answer it. Others drop in with a 'quick question.' I finally get up, go to my office and use the call waiting feature on the telephone. When he hangs up, I have his undivided attention! Functional Analysis:

Extraverted Feeling

Extraverted Feeling rules the ENFJ's psyche. In the sway of this rational function, these folks are predisposed to closure in matters pertaining to people, and especially on behalf of their beloved. As extraverts, their contacts are wide ranging. Face-to-face relationships are intense, personable and warm, though they may be so infrequently achieved that intimate friendships are rare.

Introverted iNtuition

Like their INFJ cousins, ENFJs are blessed through introverted intuition with clarity of perception in the inner, unconscious world. Dominant Feeling prefers to find the silver lining in even the most beggarly perceptions of those in their expanding circle of friends and, of course, in themselves. In less balanced individuals, such mitigation of the unseemly eventually undermines the ENFJ's integrity and frequently their good name. In healthier individuals, deft use of this awareness of the inner needs and desires of others enables this astute type to win friends, influence people, and avoid compromising entanglements. The dynamic nature of their intuition moves ENFJs from one project to another with the assurance that the next one will be perfect, or much more nearly so than the last. ENFJs are continually looking for newer and better solutions to benefit their extensive family, staff, or organization.

Extraverted Sensing

Sensing is extraverted. ENFJs can manage details, particularly those necessary to implement the prevailing vision. These data have, however, a magical flexible quality. Something to be bought can be had for a song; the same something is invaluable when it's time to sell. (We are not certain, but we suspect that such is the influence of the primary function.) This wavering of sensory perception is made possible by the weaker and less mature status with which the tertiary is endowed.

Introverted Thinking

Introverted Thinking is least apparent and most enigmatic in this type. In fact, it often appears only when summoned by Feeling. At times only in jest, but in earnest if need be, Thinking entertains as logical only those conclusions which support Feeling's values. Other scenarios can be shown invalid or at best significantly inferior. Such "Thinking in the service of Feeling" has the appearance of logic, but somehow it never quite adds up. Introverted Thinking is frequently the focus of the spiritual quest of ENFJs. David's lengthiest psalm, 119, pays it homage. "Law," "precept," "commandment," "statute:" these essences of inner thinking are the mysteries of Deity for which this great Feeler's soul searched.

Famous ENFJs:

David, King of Israel
U.S. Presidents:
Abraham Lincoln
Ronald Reagan
Barack Obama

William Cullen Bryant, poet
Abraham Maslow, psychologist and proponent of self-actualization
Ross Perot
Sean Connery
Elizabeth Dole
Francois Mitterand
Dick Van Dyke
Andy Griffith
James Garner
William Aramony, former president of United Way
Gene Hackman (Superman, Antz)
Dennis Hopper (Speed)
Brenda Vaccaro
Craig T. Nelson (Coach)
Diane Sawyer (Good Morning America)
Randy Quaid (Bye Bye, Love; Independence Day)
Tommy Lee Jones (The Fugitive)
Kirstie Alley ("Cheers," Look Who's Talking movies)
Michael Jordan, NBA basketball player
Johnny Depp (Pirates of the Caribbean)
Oprah Winfrey
Bob Saget America's Funniest Home Videos, Full House
Julia Louis-Dreyfus ("Seinfeld")
Ben Stiller (The Royal Tenenbaums)
Peyton Manning, Indianapolis Colts quarterback
Matthew McConaughey (The Wedding Planner)
Pete Sampras, Tennis Champion
Lauren Graham ("Gilmore Girls")
Ben Affleck (The Sum Of All Fears)
John Cusack (High Fidelity)

Fictional ENFJs:

Joe Hackett, Wings
Copyright © 2012 by Joe Butt

Chat with fellow ENFJs at the ENFJ forum by PersonalityCafe.
Career Development for ENFJs
Jung Typology for the Workplace (Pre-employment testing and team building resources for your organization)

Type Relationships for ENFJs:

More information about Type Relationships
Typelogic

Source:
http://typelogic.com/enfj.html