Kabel Ties

Wah, mungkin ada yang jarang dengar istilah ini "kabel Ties". Ini bukan nama orang yang menemukan jenis kabel, tetapi Istilah untuk kabel pengikat.

Kami kehabisan stok kabel Ties ini dalam beberapa minggu, dan baru akhirnya kemarin kami membeli lagi. Ternyata kabel Ties ini banyak kegunaannya. Terutama memperbaiki tas anak, pengikat untuk segala kebutuhan barang yang notabene rusak. 

Sambil mengikat dan menarik kabel Ties ini, saya berpikir. Seringkali kita hidup seperti kabel Ties ini. Menjadi pengikat untuk orang lain, membuat orang bergantung kepada kita. Bukankah memang hidup kita dibuat oleh Sang Maha Kuasa demikian, menjadi penolong bagi orang lain ?

Perbedaannya dengan kabel Ties ini, sifatnya bisa sementara. Kabel Ties digunakan untuk mengikat,m tapi mungkin suatu saat kita ingin melepaskannya, maka dapat dilakukan dengqn mudah .

Hidup kita yang seyogyanya menjadi penolong orang lain, janganlah dibuat agar orang senantiasa bergantung  / mengikat kepada kita. Kita harus membantu orang dengan sungguh, tapi juga merelakannya apabila dia tidak mengingat kita. Jadi apabila ikatan itu dilepas , kita tidak menjadi terluka , melainkan bersyukur.

Kabel Ties umumnya digunakan untuk memperbaiki. Hidup kita juga seyogyanya digunakan untuk memperbaiki orang lain. Membangun orang lain, dan terutama tentu orang terdekat kita. Bisa keluarga kita, saudara, dan orang kenalan kita. Tapi apa yang terjadi memang banyak yang tidak sesuai . Kita seringkali tidak menjadi pengikat dalam keluarga kita. Kita seringkali melepaskan diri dari keluarga kita. Ini tantangan besar yang sedang juga saya hadapi, bagaimana menjadi pengikat dalam keluarga besar.

Saya mengingat banyak hal yang bisa kita lakukan untuk menjadi pengikat. Dan terlebih lagi kita juga siap menjadi pengikat yang baik. Ayo kita mulai...

Working For the Nation..

Istilah 'bekerja untuk bangsa' kembali muncul dalam diskusi singkat saya dengan salah satu rekanan. Kami memulai dengan apa yang kami coba lakukan masing-masing dengan komunitas dan Network yang kami miliki. Beliau mengelola sebuah yayasan yang membantu Leadership anak-anak muda Indonesia. Dan tanpa kami sadari, semua mulainya di organisasi. Organisasi ini umumnya nirlaba , dan merupakan kumpulan orang dengan kesamaan profesi, tujuan atau latar belakang.

Organisasi yang merupakan kumpulan orang dengan pola kesamaan ini, yang mungkin harus terus dikembangkan di Indonesia. Dengan potensi jumlah penduduk mencapai 5 besar dunia, maka Indonesia harus berbenah diri, termasuk dalam urusan organisasi ini. Dalam era reformasi, urusan organisasi ini menjadi semakin membaik, dan semakin banyak orang mendirikan organisasi dengan berbagai tujuannya.

Berikutnya kita mengenal, asosiasi. Umumnya istilah asosiasi ini muncul di dalam organisasi yang berwujud rekanan dagang, ada nilai ekonomis diantara tujuannya. Asosiasi tetap bermunculan dalam rangka mencapai tujuan bersama, meskipun tetap ada nuansa tujuan secara ekonomi. Asosiasi bahkan menjadi mitra Pemerintah dalam banyak hal.

Apapun itu, mereka semua bekerjasama, menyatukan orang dalam berbagai latar belakang, dengan satu tujuan, dan semua umumnya bertujuan memajukan anggota. Peran organisasi, asosiasi untuk memajukan anggotanya ini yang menjadi sangat penting, dan tidak boleh dilupakan. Bandingkan dengan badan lain yang berbentuk badan hukum perusahaan, ataupun yayasan, yang memang sangat mengutamakan mendorong kesejahteraan pemiliknya. Sedangkan organisasi, asosiasi tidak untuk segelintir orang , melainkan semua orang di dalamnya.

Dan yang jelas, apapun tujuannya, tentu harus menyangkut urusan bangsa, negara dimana kita tinggal ini. Karena tanpa mendukung tujuan yang terkait dengan bangsa dan negara, tentu tujuan organisasi dan asosiasi tidak menjadi nyata bagi masyarakat , bagi keberadaan sekitarnya.

Diskusi singkat kami, membahas kesibukan organisasi dan asosiasi masing-masing kami, sampai pada kesimpulan akhir, bagaimana meningkatkan peran pemuda dalam negara. Pemuda yang tidak hanya berpikiran untuk bekerja sebagai PNS tanpa ada rasa kecintaan pada negaranya, pemuda yang hanya ingin berpacaran dan menikah tanpa memikirkan masa depan, pemuda yang hanya berpikiran malas dan tidak berkembang, oh ternyata , Indonesia perlu sangat banyak orang yang mau bekerja , bahu membahu, membangun negara ini. Ini yang sulit didapat , orang yang mau memberikan waktunya untuk organisasi , untuk asosiasi , dimana dia bisa ikut berperan untuk negara, meskipun hanya dalam peran kecil, tapi nyata.

Mari temukan diri kita masing-masing, untuk terlibat dalam kegiatan organisasi , kegiatan asosiasi , yang kita harus periksa dulu, adakah tujuannya untuk membangun negara ini di dalamnya. Mari kembali bekerja untuk negara, working For the Nation , dalam bidang dan area kita masing-masing.

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Bagaimana mengembangkan tim kerja kita

 

How To Grow The Purpose-Driven Workforce

4 steps to creating a workforce that is devoted to making an impact.

An overwhelming majority of the American workforce is not fulfilled at work. And, at a gut level we all know the sad reality that most people at work aren't thriving. To date, the conversation about work has been in broad strokes or segmented by demographics or environmental factors like the perks offered by an employer. This has led to few insights that have made any real difference.

In a new study, my company, Imperative along with Anna Tavis of New York University,measured the fulfillment of the U.S. workforce. What we found was that to have a meaningful conversation about the future and potential of work, we have to recognize that there are two workforces and not lump them together.

One workforce, which we found to be 72% of the population, views work as being simply a means to get a paycheck or gain personal advancement. They see work as a transaction, or a game to be won.

The second workforce, the other 28%, tells a different story. They define work as being about relationships, making a meaningful impact and personal growth.

They need to get paid and acknowledged, but they see work primarily as a means of being fulfilled and serving others. Of this subset of workers, 68% say that they have more meaningful relationships at work, 77% say they believe their work makes an impact, and 62% say they seek out opportunities for more personal and professional growth in their work. We came to call these people "purpose-oriented workers."

We found that purpose-oriented workers scored higher on performance reviews, as well. It played out most dramatically in the net promoter scores of these two workforces, which measures the impact of an employee on the reputation of their employer. Non-purpose-oriented workers are brand detractors and on average hurt their employer's reputation while their purpose-oriented peers are brand ambassadors.

This means, as a business leader (especially of a fast-growing, innovation-driven company) you need to hire more purpose-oriented workers if you want to build a high-performing workforce that can drive corporate success over the long haul.
And, do all you can to cultivate, nurture, and develop purpose-oriented talent.

Here's how to make it happen:

Identify the work orientations of your employees

As the saying goes, you can't manage what you can't measure. Begin with a clear benchmark for the percentage of purpose-oriented employees on your team. Which workforce dominates your culture? For example, at LinkedIn, purpose-oriented employees make up 41% of their team, nearly double the number in technology industry. Though LinkedIn is doing way better than its peers, they still have a ways to go to become a dominantly purpose-oriented employee population. Measuring the orientation of your workforce will enable you to set goals for moving to a purpose-oriented employee-base.

Laser focus your hiring on purpose-oriented candidates

Work orientation is a trait, not a state, which means it stays stable over the span of one's career. It's not something that is driven by a specific job or employer. It is something we bring to work. This means companies need to screen and hire purpose-oriented workers. Apple, for example, does this in how they screen hires for their retail stores. Although our study found that retail as an industry has the lowest percentage of purpose-oriented workers (under 20%), Apple was able to attract a new set of people based on designing job functions in their stores to be rich in purpose and screening out co-workers who lacked this orientation.

Develop a culture of purpose that your employees believe in

Understand what your employees believe to be the purpose of the organization. If it isn't authentic and aligned across employees, it doesn't matter how good it looks on a slide in the boardroom. For example, LinkedIn works to connect everyone to economic opportunity. This is what rallies their team—and the vast majority of employees feel connected to it. They have scaled but not diversified this purpose; everything is about the single goal. And it isn't an economic goal.

Empower your employees to be self-fulfilled

Lou Holtz, the famous Notre Dame football coach, said that he doesn't motivate players. He recruits motivated players and then gets the hell out of their way. If you hire people with the right motivations to come to work, you no longer need to engage or control them. Purpose-oriented employees will help you authentically build a talent brand and internal culture around that puts a premium on relationships, making an impact, and personal growth.

For example, West Elm now has all managers help their teams optimize for these three goals, from the interview process, to designing jobs, and performance reviews. As coaches they are able to work to realize their team's potential rather than managing them to tasks. It's simple and it works.

For leaders, this radically simplifies the talent equation. Hire the right people. Co-develop an organizational purpose. Get out of their way. It frees us all up to focus on enjoying and being grateful for the people we get to work with everyday and building relationships with all the people in our work lives. That is what a talent strategy should be: focused on building relationships and collaborating with great people.

By Aaron Hurst 
DECEMBER 6, 2015 | 11:20 PM