To be a champion, I think you have to see the big picture. It's not about winning and losing; it's about every day hard work and about thriving on a challenge. It's about embracing the pain that you'll experience at the end of a race and not being afraid. I think people think too hard and get afraid of a certain challenge. Summer Sanders

1. SOBATWAY
www.humanikaconsulting.com
A Road to Talent Engagement
HIGH PERFORMANCE PEOPLE

2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Managing Director of Humanika Amanah Indonesia –
Humanika Consulting
• Managing Director of Humanika Bisnis Digital –
hipotest.com
• Ahli Senior di Komite Kebijakan Pengelolaan Kinerja
Organisasi dan SDM (KPKOS) Dewan Pengawas BPJS
Ketenagakerjaan
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku : “SOBAT WAY: Mengubah Potensi
menjadi kompetensi” Elexmedia Gramedia 2016,
Industri dan Organisasi: Pendekatan Integratif
menghadapi perubahan, DD Publishing, 2020
• Organizational Development Expertise
• International Certified of HRBP MEIRC International
(HRBP)
• National Certified of Risk Management Professional
(CRP)
• Kandidat Doktoral (S3) di Fakultas Ilmu Ekonomi dan
Bisnis Universitas Pancasila Bidang MSDM
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Mathematics: Cryptology sekolah ikatan dinas
Akademi Sandi Negara

3. Challenges and Opportunities
of Organizational Behavior
• Challenges and opportunities for organizational behavior are massive and rapidly
changing for improving productivity and meeting business goals.
• Although the problems with organizations and the solutions over the ages have
not changed, the emphasis and surrounding environmental context certainly have
changed.
• Although the resulting lean and mean organizations offered some short-run
benefits in terms of lowered costs and improved productivity, if they continued to
do business, as usual, they would not be able to meet current or future challenges.
• As a Harvard Business Review article argues, “These are scary times for managers”.
• The singular reason given for these frightening times – the increasing danger of
disruptive change.
• The nature of work is changing so rapidly that rigid job structures impede the work
to be done now, and that may drastically change the following year, month, or
even week.

4. Main challenges and opportunities
of organizational behavior are
• Improving Peoples’
Skills.
• Improving Quality and
Productivity.
• Total Quality
Management (TQM).
• Managing Workforce
Diversity.
• Responding to
Globalization.
• Empowering People.
• Coping with
Temporariness.
• Stimulating Innovation
and Change.
• Emergence of E-
Organisation & E-
Commerce.
• Improving Ethical
Behavior.
• Improving Customer
Service.
• Helping Employees
Balance Work-Life
Conflicts.
• Flattening World.

5. Improving Peoples’ Skills

6. Top 20 Job Roles In Increasing &
Decreasing Demand Across Industries

7. 4.0 Industry and Disruption
Technology in
4.0 Industry

8. Industrial vs Society in 5.0

13. SOBATWAY
HIGH PERFORMANCE PEOPLE

14. Thinking,
Learning,
Changing
Strateg
ic
Organi
ze
Behavi
or
Accele
rate
Technical Conceptual
StrategicExecutive
Transform
Mission &
Vision, Idea
& Concept
Business
Process,
Policy, SOP
Coaching,
mentoring,
counselling
Operational,
implement,
execution

15. SOBATWAY
HIGH PERFORMANCE PEOPLE
Shifting the
paradigm
•Stop depending
old experiences
•Opportunity
must be
pursued
•Begin with the
end in mind
•Ally with your
rivals
•Tell the whole
truth
Obstacle
Clearance
•Set a high target
•Optimistic
•Bad is good
•Alternatives
Oriented
•Time is not
Constraint
Basic Values
•Sense of
Commitment
•Originality
•Bold and virtue
•Abundance
mentality
•Teamship
Applied Skills
•Sense of
Purpose
•Open
Communication
•Building Trust
•Agility Learning
•Take care to
Others
(developing
others)
Track to The Top
•Start
•Order
•Breakthrough
•Accelerate
•Transform

16. Shifting your
Paradigm
• Stop depending old
experiences
• Opportunity must be
pursued
• Begin with the end in mind
• Ally with your rivals
• Tell the whole truth

17. Obstacle Clearance
• Set a high target
• Optimistic
• Bad is good
• Alternatives Oriented
• Time is not Constraint

18. •Quitters
•Campers
•Climbers

19. AQ CORE Di
me
nsi
on
Wh
at
it
is..
.
Wh
at
it
det
er
mi
nes
...
Con
trol
The
ext
ent
to
whi
ch
so
me
one
per
ceiv
es
the
y
can
infl
uen
ce
wh
ate
ver
hap
pen
s
nex
t
Res
ilien
ce,
hea
lth,
and
ten
acit
y
Ow
ner
ship
The
likel
iho
od
that
so
me
one
will
act
uall
y
do
any
thin
g to
imp
rov
e
the
situ
atio
n,
reg
ardl
ess
of
thei
r
for
mal
res
pon
sibil
ities
Acc
oun
tabi
lity,
res
pon
sibil
ity,
acti
on,
and
eng
age
me
nt
Rea
ch
The
ext
ent
to
whi
ch
so
me
one
per
ceiv
es
an
adv
ersi
ty
will
“rea
ch
into
”
and
affe
ct
oth
er
asp
ects
of
the
situ
atio
n or
bey
ond
Bur
den
,
stre
ss,
ene
rgy,
and
effo
rt;
it
ten
ds
to
hav
e
cu
mul
ativ
e
effe
ct
End
ura
nce
The
len
gth
of
tim
e
the
indi
vid
ual
per
ceiv
es
the
situ
atio
n /
adv
ersi
ty
will
last
, or
end
ure
Hop
e,
opti
mis
m,
and
willi
ngn
ess
to
per
sev
ere
Di
me
nsi
on
Wh
at
it
is..
.
Wh
at
it
det
er
mi
nes
...
Con
trol
The
ext
ent
to
whi
ch
so
me
one
per
ceiv
es
the
y
can
infl
uen
ce
wh
ate
ver
hap
pen
s
nex
t
Res
ilien
ce,
hea
lth,
and
ten
acit
y
Ow
ner
ship
The
likel
iho
od
that
so
me
one
will
act
uall
y
do
any
thin
g to
imp
rov
e
the
situ
atio
n,
reg
ardl
ess
of
thei
r
for
mal
res
pon
sibil
ities
Acc
oun
tabi
lity,
res
pon
sibil
ity,
acti
on,
and
eng
age
me
nt
Rea
ch
The
ext
ent
to
whi
ch
so
me
one
per
ceiv
es
an
adv
ersi
ty
will
“rea
ch
into
”
and
affe
ct
oth
er
asp
ects
of
the
situ
atio
n or
bey
ond
Bur
den
,
stre
ss,
ene
rgy,
and
effo
rt;
it
ten
ds
to
hav
e
cu
mul
ativ
e
effe
ct
End
ura
nce
The
len
gth
of
tim
e
the
indi
vid
ual
per
ceiv
es
the
situ
atio
n /
adv
ersi
ty
will
last
, or
end
ure
Hop
e,
opti
mis
m,
and
willi
ngn
ess
to
per
sev
ere

20. Basic Values

21. Values and Personality

22. Applied Skills
• Self Awareness
• Open Communication
• Building Trust
• Agility Learning
• Take care to Others
(developing others)

23. APPLIED SKILL DEFINITION
Sense of Purpose High performers have vision. They share a dream and direction that other people
want to share and follow. The leadership vision goes beyond your written
organizational mission statement and your vision statement. Jack Welch once said
Good business leaders create a vision, articulate the vision, passionately own the
vision, and relentlessly drive it to completion. This is a skill you develop overtime
understanding first what you project and work is.
Open Communication A person that can create an atmosphere in which timely and high-quality
information flows smoothly to colleagues at all levels both inside and outside the
workplace is one of the top 5 skills to have.
They have the ability to refrain from immediate judgment and criticism of others
They wait for others to finish their intended message before responding. They
have the ability for example to ask open-ended questions that draw out the
listeners understanding.
Building Trust Demonstrating that you are trustworthy helps build great relationships, and also
helps create “buy in” for your initiatives and projects. When trust is present,
people are able to engage in an honest debate around ideas, problems, and
decisions that must be made.
Agility Learning Highly successful individuals respond to change with a positive attitude and a
willingness to learn new ways to accomplish work activities and objectives.
An adaptable mindset is an essential tool for navigating today’s ever-changing
world, as yesterday’s solutions won’t solve tomorrow’s problems.
Changing behavioural style or your method of approach when necessary to
achieve your goal is key.
Take Care Others In order to have a thorough knowledge of how business works, then you must
have some knowledge of the sales process and how customers think. Top
performers have the ability to step into the other persons shoes without
hesitation. Without customers, no company can survive. Developing this skill will
provide you with the opportunity to boost your people skills further in a way that
will truly differentiate you from others.

24. START
ORGA
NIZE
BREAKTH
ROUGH
ACCEL
ERATE
TRANSFORM
Mission &
Vision, Idea
& Concept
Business
Process,
Policy, SOP
Coaching,
mentoring,
counselling
Operational,
implement,
execution
TEAM PROCESS
HIGH PERFORMANCE PEOPLE

25. • Lack of
commitment
• Work
individually
• Dependent and
Passive
• Reactive
• Skeptic
• Narrow minded
• mediocre
• Commitment to
Mission and
vision
• Work in
collaborative
team
• Initiative and
creative
• Proactive
• Service behavior
• Best
Performance
Experiential Learning Journey
Cultural Transformation
SOBATWAY
HIGH PERFORMANCE PEOPLE

26. Engagement Questions
• Do you believe the organization has your best interests in mind when
making business decisions?
• Are you satisfied with the way your organization has managed both its
business and people during this time?
• Has your organization maintained adequate communication with all of
its employees?
• Have you continued to collaborate with your team during this time?
• Does your team inspire you to do your best work?
• Does your team help you to complete your work?
• Do you have the appropriate amount of information to make correct
decisions about your work?
• When something unexpected comes up in your work, do you usually
know whom to ask for help?
• Do you have a good understanding of your organization’s informal
structures and processes?
https://www.gartner.com/smarterwithgartner/the-9-questions-that-should-be-in-every-
employee-engagement-survey/

27. Cultural Transformation
Experiential Learning Journey
SOBATWAY
HIGH PERFORMANCE PEOPLE
Leader Enablement Alignment Development

29. Engagement Indicators
• I am proud to work for (company)
• I would recommend [Company]
as a great place to work
• I rarely think about looking for a
job at another company
• I see myself still working at
[company] in two years’ time
• [Company] motivates me to go
beyond what I would in a similar
role elsewhere

30. • keep people informed about what is happening
• My manager is a great role model for employees
• The leaders at [Company] have communicated a
vision that motivates me”

31. Enablement
• I have access to the things I
need to do my job well
• I have access to the learning
and development I need to
do my job well
• Most of the systems and
processes here support us
getting our work done
effectively

32. Alignment
• I know what I need to do to be successful in my role
• I receive appropriate recognition when I do good work
• Day-to-day decisions here demonstrate that quality and
improvement are top priorities

33. • My manager (or
someone in
management) has
shown a genuine
interest in my career
aspirations
• I believe there are good
career opportunities for
me at this company
• This is a great company
for me to make a
contribution to my
development
Development

34. Remember
The TITANS
• Are there some things
we are doing great
here?
• Are there some things
we are not doing so
great here?
• Is there something
else you think we
should have improved
our team and
organization?

36. Learning and Giving for
Better Indonesia
• www.humanikaconsulting