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Posted by blogpmm on November 11, 2009


A review by

Surina Hussin.

Squawk! How To Stop Making Noise and Start Getting Results, Travis Bradberry. New York: HarperCollins Publisher (2008).

The writer conveyed an analogical story behind a flock of seagull birds.  This book is about how one Seagull Manager learned the three virtues of great leadership.

Charlie was a seagull who truly loves his job, gusty, passionate and always brought up new ideas. And no gull in the flock knew more than Charlie about the place they were living. The place where the seagulls make a living by snatching and plundering foods was a food court in the Marine Park.  However, problem arose when the flock’s size was tripled. In this situation, Charlie still managed the flock as it was the same old day. He felt as he was doing an excellent job despite the new hatchlings reached maturity.

One day, he overheard his flock talk about him as soon as he arrived on the deck.  The flock asked him to join them in thinking of how to solve their problem.  They were starving and the food supply was not enough.  But he could not see their problem, by saying ‘I want to know how I’m responsible for you all not getting enough to eat’ and ‘Well, I’m busy. Would you rather I followed you around all day and fed you myself?’ sarcastically.  Scott (one of the most skilled flock), Maya (a wisdom gull) and Yufan (hardworking gull) came out with this sentence, ‘You go right into telling us what to do like it’s all so simple and we’re too stupid to know what to do’ and ‘You swoop in out of no where and fire a bunch of orders at us like we’re a bunch of hatchlings that can’t come up with any worthwhile ideas on our own. And what’s worse is that you take off and leave us behind to clean up your mess.’

This kind of leadership was called ‘Seagull Manager’.  A seagull manager would prefer to work by rolling up his/her sleeves, swoop in, and squawk up a storm rather than taking the time to get the facts straight and work alongside the team to realize a visible solution.  A seagull manager deposited steaming piles of formulaic advice and then abruptly takes off, leaving everyone else behind to figure out the solution. A seagull manager interacted with their employees only when there was a fire to put out and yet they move in and out so hastily, and put so little thought into their approach.  In other word, they made bad situations worse by frustrating and alienating those who need them the most.

Fortunately, Charlie woke up when his flock wanted to leave him behind.  He was given a month to think the solution before his flock going to the seashore, the place where they belong in the first place.  Nevertheless, he has been given a brilliant advice by an old turtle named Oscar who followed the flock’s development. Oscar gave him the three virtue of great leadership.  The three virtues are full-fledged expectations, communication that clicks and paws on performance.

Oscar asked Charlie to see an otter named Imata for his first lesson of full-fledge expectation. Charlie was told that to manage is to achieve results by making use of what is available to him.  If he did not set crystal clear expectations with every member of his flock, then he wouldn’t see the result and yet he was holding them back.  For Charlie food is the result and the outcome to his flock. Full-fledged expectations are to ensure that employees’ effort is spent doing the right things in the right ways. This means thoroughly exploring what will be required of the employees, how their performance will be evaluated in the future, and getting agreement and commitment to work toward established goals. There is big difference between telling people what’s expected of them and making sure that what they will be doing is completely understood. A week past by, the first virtue impact was noticeable by Charlie but he was concerned about his efforts were not bearing enough fruit.  He was just doing a lot of talking, planning, and goal-setting, but the flock still hungry for foods.

For the second virtue, Charlie was asked to see a dolphin named Hui.  Communication that clicks is observed what employees say and do, and speaks openly with them about their work.  A manager’s interaction with his/her employees delivered the resources, guidance, and recognition they need to succeed.  Communication clicks when everyone understands.

The last virtue is paws on performance.  Charlie was told to see a dog named Annabel.  Paws on performance is paying attention to each employee’s performance, and offer praise as frequently and emphatically as constructive feedback being done.  Keeping paws on performance pushes a team to a new height by positive endeavours and realigning efforts that were misdirected.  In a simple sense, that is praise work that’s well done, guide errant performers back on track, and give a healthy sense of independence and interdependence.

After all circumstances, Charlie succeeded in his battle.  The three virtues of superior managers are intricately linked, with Communication That Clicks serving as the linchpin of the manager’s efforts. In teaching these virtues to Charlie, Oscar and the other animal managers did more than give him new skill to use on the job.  They reshaped Charlie’s understanding of what his job really is.  Charlie realized that his job is to support the members of his colony, not order them around, and that focusing on his role as supporter is the only way he’ll be able to maintain the virtues of superior managers.


To all of us, for those moments when we find ourselves swooping in a problem, squawking up a storm, and flapping our wings about, only to discover that we have just pooped all over everything………




Head of Commerce Department
Politeknik Merlimau Melaka

7th September, 2009


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Posted by blogpmm on November 11, 2009



Tajuk Buku                  : AKU MAHU JADI BOS

Nama Pengarang        : KHAIRUR RIZAL BIN RAMLI

Penerbit                       : PTS PROFESSIONAL PUBLISHING SDN. BHD.

Pengulas                     : INTANKU SALWA BT SHAMSUDDIN




Menurut pendapat penulis, buku ini ditulis bukan untuk bacaan bos sahaja mahupun semua insan yang hendak menjadi bos tetapi ditujukan umum tanpa mengira pangkat maupun pekerjaan seseorang kerana semua orang adalah bos kepada dirinya sendiri. Bersesuaian dengan tajuknya, buku ini banyak memberi panduan kepada sesiapa yang berkeinginan menjadi bos, mahupun yang telah menjadi bos tetapi ingin menjadi bos yang hebat. Membaca buku ini sedikit sebanyak memberi keyakinan kepada diri saya untuk menjadi seorang bos.


Walaupun isi kandungannya agak tidak tersusun, tetapi saya membuat kesimpulan ia boleh diklasifikasikan kepada  4 bahagian iaitu:


Bahagian 1:  Maksud ‘Bos’

Dalam buku ini, penulis memberikan perbezaan di antara bos (dianggap sebagai pengurus) dan pemimpin. Bos diberi kuasa mengikut peraturan manakala pemimpin diberi kuasa kepimpinan oleh pengikut masing-masing. Oleh itu, sebaik-baiknya jadilah bos yang mempunyai daya kepimpinan supaya pengurusannya lebih memberikan impak kepada orang bawahannya kerana ada pendapat yang menyatakan ”semua pemimpin adalah bos, tetapi tidak semua bos adalah pemimpin”. E.M. Kelly menyatakan: ”The difference between a boss and a leader: A boss says, ’Go!’ – A leader says, ‘ Let’s go!’. Maksudnya, bos lebih bersifat mengarah sehala sahaja, manakala pemimpin lebih menekankan semangat kerjasama dan berpasukan.



Bahagian 2: Jenis Bos

Terdapat beberapa jenis bos mengikut pandangan penulis. Di antaranya ialah:

a)      Bos yang sedia berkorban apa sahaja – bos yang akan melakukan apa sahaja bagi kebaikan organisasi tanpa mengenal waktu dan penat lelah walaupun tiada ganjaran yang diberikan kepadanya. Cadangan kepada pekerja supaya belajar kemahiran yang ada padanya.

b)      Bos yang suka menjerit – bos yang berpendapat dengan menaikkan suaranya, orang akan mengikut arahannya dan makin tinggi komitmen anak buahnya. Bos begini tidak akan popular dan akan mengalami kadar pertukaran pekerja yang tinggi kerana tidak mampu bertahan lama dengan kerenahnya. Cadangan kepada pekerja supaya bekerjasama dengan bos sebegini supaya mendapat kepercayaannya.

c)      Bos yang menakut-nakutkan pekerja – bos seperti ini akan menggunakan apa sahaja yang ditakuti oleh pekerjanya bagi memastikan kedudukan dan kuasanya selamat. Bos seperti ini tidak akan bertahan lama kerana pekerjanya juga tidak dapat bertahan dengannya. Dengan caranya yang meningkatkan kos organisasi, pihak atasan juga akan menyingkirkannya.

d)      Bos yang suka memanipulasi – bos yang seperti ini sangat berbahaya kerana dia mempunyai perancangan yang sukar diduga oleh orang lain. Dia melihat orang lain sebagai alat untuk mencapai kejayaan.

e)      Bos yang lemah dan lembab – bos yang sebegini mempunyai tindak tanduk yang perlahan sehingga membingungkan ramai orang dan dia suka mengamalkan sikap tunggu dan lihat. Tindakannya itu akan merugikan organisasi

f)        Bos seperti kawan – bos seperti ini mahu menjadi sahabat anda dan bukannya orang atasan. Ianya mungkin berpunca daripada sikap dan gaya kepimpinanya ataupun mungkin dia dan pekerjanya dahulu telah lama berkawan

g)      Bos yang hebat – bos ini adalah yang terbaik dan sentiasa mendapat sanjungan anak buahnya. Mereka selalu memberikan motivasi dan banyak menyokong anak buahnya, melayan semua orang dengan adil tanpa mengira sesiapapun. Bos seperti ini memimpin melalui teladan, menyediakan latihan yang secukupnya dan membentuk persekitaran kerja yang baik. Mereka ada visi yang jelas dan tidak takut melakukan sesuatu demi mencapai kejayaan.


Oleh itu, bos mungkin mempunyai pelbagai watak dan perlakuan tetapi dia akan dikenali melalui wataknya yang dominan di mana dari sinilah dia dikenali sebagai bos jenis yang bagaimana. Dari faktor jantina pula, kajian yang dijalankan menunjukkan pekerja wanita lebih suka mempunyai bos wanita (72%) manakala pekerja lelaki lebih suka mempunyai bos lelaki (92%).


Bahagian 3: Peranan Bos Untuk Menjadi Hebat

Peranan bos adalah sangat penting untuk kemajuan organisasinya. Oleh itu, penulis telah menyenaraikan peranan am bos untuk meningkatkan kejayaan pekerjanya. Di antaranya ialah bos perlu bertindak adil, berupaya menjadi pendengar yang baik kepada pekerja, bos juga perlu peramah , mesra dan mudah didekati (tetapi tidak boleh berlebih-lebihan), sopan dan beradab. Bos juga hendaklah boleh dipercayai kerana dengan ini semua pekerja akan merasakan mereka akan mendapat hak mereka selayaknya. Kepercayaan datang dari hati dan dibuktikan melalui tindakan. Bos juga perlu menghormati hak pekerja, konsisten dalam membuat keputusan, menyandarkan keputusan dengan alasan yang betul dan bersedia membatalkan keputusan yang terbukti tidak akan berjaya.


Peranan khusus bos pula ialah mewujudkan suasana kerja yang baik bagi mencapai kejayaan organisasi dan ahli, memberi hala tuju yang jelas kepada pekerja bawahan, memberi bimbingan yang secukupnya, memberi kebebasan kepada pekerja bawahan dengan pengawasan serta mewujudkan suasana hormat menghormati di tempat kerja. Membaca buku ini membuatkan saya sedar bahawa penghormatan yang diperolehi dengan kuasa dengan kekayaan, tidak akan dapat bertahan lama. Apabila kuasa hilang dan kekayaan berkurang, kawan boleh bertukar menjadi lawan, inilah lumrah kehidupan apabila penghormatan diberikan secara berpura-pura ataupun bersifat sementara. Apa yang utama ialah memiliki peribadi  sebagai seorang yang terhormat. Di antaranya penulis menyarankan agar bos memberi peluang kepada pekerja berjumpa pada sepanjang hari, meraikan kejayaan, memberi galakan sepanjang masa, berjalan di sekeliling pejabat dan bertanya keadaan pekerja, menawarkan insentif kepada pekerja cemerlang, menyembunyikan kemarahan, menunjukkan sifat perikemanusiaan dan memberi kepercayaan kepada pekerja.


Bahagian 4: Panduan Kepada Bos Baru

Segala-galanya berubah apabila kita menjadi bos. Sebagai bos, kita tidak boleh berkelakuan seperti dahulu lagi kerana bos adalah pembimbing, penunjuk ajar dan perlu dijadikan teladan oleh orang lain. Bagi mereka yang baru menjadi bos buat kali pertama, penulis menyarankan beberapa perkara, di antaranya meneruskan usaha baik yang dilakukan oleh bos terdahulu, memulakan hari pertama dengan sebaik-baiknya, menyelesaikan kerja yang lama, menggunakan sepenuhnya segala kelebihan pekerja, tidak terlalu memberi perhatian kepada setiap perkara, bertindak adil  dan memimpin melalui teladan.



Sebagai kesimpulan, saya berpendapat bahawa buku ini banyak memberi input untuk menjadi seorang bos yang efektif, disayangi dan dihormati kerana kepimpinannya. Banyak tips-tips yang diberikan secara terperinci sepertimana yang telah saya sebutkan sebelum ini. Semua ini amat berguna terutama kepada diri saya sendiri yang baru menjadi bos. Cuma apa yang penting sekali setelah semua faktor diambilkira ialah, bos perlu:


a)      menilai kekuatan dirinya dan menggunakan kekuatan itu untuk terus berjaya

b)      mengatasi kelemahan yang ada serta menukarkannya supaya menjadi kekuatan

c)      mengambil peluang yang ada dihadapannya, dan

d)      berjaga-jaga dengan ancaman kepada diri dan kedudukannya


Semua ini mungkin boleh diperolehi melalui teknik tertentu seperti analisis SWOT dan sebagainya. Sekiranya tidak, bos akan:


a)      kehilangan senjata utama bagi dirinya untuk terus berjaya kerana mengabaikan kekuatan dirinya

b)      kehilangan punca dan sebab mengapa dia bergelar bos

c)      mencari kekuatan luar yang akhirnya akan menampakkan kelemahan dirinya sahaja


Akhir kata, bos yang hebat dapat melahirkan pekerja dan organisasi yang cemerlang namun di sebalik kehebatan itu, dia sebenarnya mendapat sokongan yang padu daripada anak buahnya kerana hanya anak buah yang hebat sahaja yang akan menjadikan bosnya turut hebat. Anak buah yang akan memberikan segala bentuk bantuan, kerjasama dan pertolongan bagi menampakkan kehebatan bosnya pada pandangan orang lain. Moralnya, untuk mencapai kejayaan, kita perlu ada semangat kerjasama (teamwork) kerana kejayaan tidak boleh dicapai secara bersendirian.

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Where Have All The Leaders Gone?

Posted by blogpmm on November 11, 2009



Reviewed by

Mohd As’ri Chik.


Where Have All The Leaders Gone? By Lee Iacocca, co-authored with Catherine Whitney. 2008. New York: Scribner. 263 pp.


Lee Iacocca, 82 years old (2008) is a former Ford President, a former CEO (from 1978) and chairman (from 1979) of Chrysler Corporation until his retirement at the end of 1992. He has spent 48 years in auto industry. He has experienced in saving the Chrysler Corporation from bankruptcy in 1980s.


Lee Iacocca graduated from Allentown High School (now known as William Allen High School) in 1942, and Lehigh University in Pennsylvania, with a degree in industrial engineering. After graduating from Lehigh, he went to Princeton University, where he took his electives in politics and plastics. He then began a career at the Ford Motor Company as an engineer in 1946. Eventually dissatisfied with that job, he switched career paths at Ford, entering the company’s sales force. He was very successful in sales, and he moved up through the ranks of Ford, become President of the Ford Division in 1964 when he was 40, but he clashed with Henry Ford II and ultimately, in 1978, was fired by Ford, despite the company posting a $2 billion profit for the year. After being fired at Ford, Lee Iacocca joined Chrysler which at the time the company was losing millions, and began rebuilding the entire company from the ground up, laying off many workers, selling the loss-making Chrysler Europe division to Peugeot, and bringing in many former associates from his former company. In 1983, with Hal Sperlich, the driving force at Ford who had been fired a few months before Iacocca and was waiting for him at Chrysler, the two make an automotive history.


Politically, Iacocca supported the successful Republican candidate George W. Bush in the 2000 presidential election. In the 2004 presidential election, however, he endorsed Bush’s opponent, Democrat John Kerry. Most recently, in Michigan’s 2006 Gubernatorial race, Iacocca appeared in televised political ads endorsing Republican candidate Dick DeVos, who lost. Iacocca endorsed New Mexico Governor Bill Richardson for President in the 2008 Presidential Election.

As a leader in a leading automotive industry in US, he has known more leaders than almost anyone else. Among them are nine US presidents, many heads of state, and the CEOs of the nation’s top corporations. Through this book, he is sharing his wisdom, knowledge, and wit about the leadership of America. He gives comments on George W. Bush leadership and gives his straight-up assessments of the American politicians running for president in 2008, including Hillary Clinton, Barack Obama, and John Mc Cain. He is also the author of the bestsellers Iacocca: An Autobiography (1984) and Talking Straight (1988).


The focus of this book is mainly to sell idea of what the characters that a leader should has.


In chapter one, from his experiences as a top leader the author shares a few things about leadership and has figured out nine points which is called the ‘Nine C’s of leadership’.


A leader has to;

  • Show CURIOSITY – that he has to listen to people outside his inner circle, has to read voraciously. If a leader never steps outside his comfort zone to hear different idea, he grows stale.
  • Be CREATIVE – a leader has to be willing to try something different and he should think outside the box. Leadership is all about managing change. Things change and a leader has to be creative to adapt.
  • COMMUNICATE –that a leader has to facing reality and telling the truth, even when it is painful.  Communication has to start with telling truth, even when it is painful.
  • A person of CHARACTER – means that he knows the difference between right and wrong and having the guts to do the right thing.
  • Have COURAGE – a commitment to sit down at the negotiating table and talk.
  • Have CONVICTION – that he got to have passion, got to really want to get something done.
  • Have CHARISMA – the quality that makes people want to follow you, the ability to inspire. People follow a leader because they trust him.
  • Be COMPETENT – he got to know what he’s doing. More important, he got to surround himself with people who know what they’re doing. A leader has to be a problem solver.
  • Have COMMON SENSE – ability to reason.


The author believes that leaders are made in time of crisis. Leaders are made, not born. Leadership is forged in times of crisis. A leader has to be COOL IN CRISIS.


In chapter two, the author is sharing about what management is all about. In his 48 years experiences in the auto industry, and through his six hundred speeches about management, he always said the same thing: “Here’s what management is about: Pick good people and set the right priorities”.  As a leader, succeed of fail based on team. To succeed, a leader should have a group of people that knows what they are doing. People who work together will win. The job of a leader is to accomplish goals that advance the common good. The test of a leader is the organization should be better off when a leader leaves office than when he started. The author also stress that a leader should be able to write down his top priorities on a single sheet of A4 paper in less than 50 words and updated it every week.


In the last chapter, the author states that the Nine Cs of leadership which was introduced in the first chapter are ideals and there are a very few people; even leaders, who have them all. But when look back in history, it is noticed that different times require a different emphasis. He pointed to two recent examples. When Jimmy Carter was elected as President, people cared more about CHARACTER than CHARISMA, but when Ronald Reagan, it was all about CHARISMA and COMMUNICATION.



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