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an understanding with President Pervez Musharraf, by which she was granted amnesty and all corruption charges were withdrawn.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

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

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

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.

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.