Topik

LEADERSHIP
DEVELOPMENT
SAU
MANAGEMENT
DEVELOPMENT
PROGRAM
2023
POKOK BAHASAN
01 Leading Yourself
➢ Leadership Character Vs Leadership Competency
➢ Being Proactive

02 Leading Your Team

➢ Building Trust
➢ Communicate With Clarity
 Meet Our Facilitator
The ‘Outliers’ Trainer/Motivator/Consultant
Certified Master Trainer BNSP (KKNI-6)
✓ Certified Assessor BNSP
✓ Certified BNSP on Customer Relationship Management (CRM)
✓ Certified Assessor on Customer Experience by ICXI-UK 2023
Secretary General Asosiasi Service Quality Indonesia (ASQI)
✓ Chairman Steering Committee LSP – Manajemen Pelayanan Indonesia (LSP-MPI)
✓ DPP Asosiasi Profesi Satpam Indonesia (APSI) – KaBiro Service Quality & SATPAM Perbankan
X-Banker 14-years, since Year 1990
✓ Trainer & Motivator 21-years, since Year 2002
✓ The Outliers (more than 10.000 Class-hours) Domestic & Overseas
✓ Book Writer (6-books)
✓ Visiting Lecturer (UNDIP, UT, Universitas IPWIJA)
✓ Traveler, Family Values, Six Life Balance Enhancer
A.G. Purwanto Edi, Drs., MM., CMT., Ca., CCRM., CCXA., DCXA A.G. Purwanto EDI, MM., CMT.
POKOK BAHASAN
01 Leading Yourself
➢ Leadership Character Vs Leadership Competency
➢ Being Proactive

02 Leading Your Team

➢ Building Trust
➢ Communicate With Clarity
Everybody Goes To Success

John C. Maxwell
Michelangelo Buonarroti' atau nama lengkapnya dalam
bahasa Italia Michelangelo di Lodovico Buonarroti Simoni
adalah seorang pelukis, pemahat, pujangga, dan arsitek
zaman Renaissance. Ia terkenal untuk sumbangan studi
anatomi di dalam Seni Rupa.
 Hari ini kita dipertemukan oleh Alloh SWT…Tuhan YMK
✓ Amanah Alam Semesta (MESTAKUNG) melalui SAU-MDP
UBSA….WIIFM, “Naik KELAS”…!
✓ Dari SAU untuk INDONESIA….1-3-5-10th yad?!

Service Excellence

WHY…?
WE ARE HERE TODAY
 OVERVIEW ON LEADERSHIP SOFT SKILLS
~ Sekapur Sirih ~

• Skill utama bagi seorang Leader saat ini disamping hard-competence adalah softskill / soft-
competence, karena softskill sangat penting untuk kesuksesan seorang Leaders. Hasil riset yang
dilakukan oleh “Standford Research Institute International and the Carnegie Mellon Foundation”,
75% kesuksesan kerja jangka panjang tergantung pada softskill yang dimiliki. Memiliki
pegawai/karyawan dengan softskill yang baik dapat membangun pelayanan konsumen yang lebih baik,
meningkatkan komunikasi dan interaksi dalam team, hubungan relasi yang kuat, dan meningkatkan
efisiensi.

• Setidaknya ada 8 softskills utama bagi seorang Leaders, yaitu: 1)Skill komunikasi, 2)Penyelesaian
konflik, 3)Kepemimpinan, 4)Berpikir Kritis Analitis, 5)Kemampuan interpersonal, 6)Manajemen
waktu dan prioritas, 7)Keanekaragaman dan perbedaan generasi pada lingkungan kerja, dan
8)Kemampuan “problem solving” lapangan.

• Definisi Kompetensi – Kompetensi merupakan suatu karakteristik yang mendasar dari seseorang
individu, yaitu penyebab yang terkait dengan acuan kriteria tentang kinerja yang efektif ”A
competency is an underlying characteristic of an individual that is causally related to criterion-
referenced effective and/or superior performance in a job or situation“ (Spencer & Spencer, 1993:9).

9
“All human beings are self-
leaders; however, not all self-
leaders are effective at self-
leading”
Charles C. Manz 1983

Dr. Manz is the Nirenberg Chaired Professor of Business Leadership at the University of Massachusetts. He was a recipient of a Marvin Bower Fellowship at the
Harvard Business School (1988-89) "awarded for outstanding achievement in research and productivity, influence, and leadership in business scholarship." His
other academic experience includes instruction and research at Arizona State University (1989-1997), the University of Minnesota (1982 - 1988), Auburn
University (1980 - 1982) and the Pennsylvania State University (1977 - 1980).

He has served as a consultant, researcher, or management education leader with many organizations, including: General Motors, Motorola, 3M, Allied Signal,
Control Data, Uniroyal, Ford, American Express, Prudential, Xerox, Teradyne, Cable & Telecommunications HR Assoc., Procter and Gamble, Unisys, Honeywell, the
Korean Management Association, the American Hospital Association, The Mayo Clinic, M.D. Anderson Cancer Center, the National University Continuing Education
Association, the State of Minnesota, the U.S. and Canadian Governments, and many others.
10
 What is Self-Leadership?
Why we need it?

“Kita semua adalah Pemimpin, dan

akan dimintai pertanggung-jawaban” 11
Self Leadership – Why ?
• Organisational – Alignment
• Managerial – Empowerment
• Interpersonal – Trust
• Personal - Trustworthiness
 SELF LEADERSHIP

COMPETENCE CHARACTER
KOMPETENSI KARAKTER
KNOWLEDGESET-SKILLSET MINDSET, SIKAP & PERILAKU
MANAGERIALSHIP LEADERSHIP
STRATEGIS-TEKNIS COLLABORATIVE RELATIONSHIP13
 SIAPAPUN KITA…SIAPAPUN ANDA

UPSKILLING adalah
Up-Scale RESKILLING adalah
sebuah kegiatan kegiatan dimana
dimana seseorang seseorang mempelajari
mempelajari skill baru sebuah skill baru untuk
dengan tujuan untuk mengambil pekerjaan
mempertahankan baru yang jauh berbeda
posisinya sekarang dengan posisinya yang
serta beradaptasi sekarang.
dengan situasi dan
kondisi saat ini.
 Laozi (/ˈlaʊdzə/, Chinese: 老子), also romanized as Lao Tzu and various other ways, was a semi-
legendary ancient Chinese Taoist philosopher, credited with writing the Tao Te Ching. Laozi is a Chinese
honorific, generally translated as "the Old Master". Although modern scholarship generally regards
him as a fictional person, traditional accounts say he was born as Li Er in the state of Chu in the 6th
century BC during China's Spring and Autumn Period, served as the royal archivist for the Zhou court at
Wangcheng (modern Luoyang), met and impressed Confucius on one occasion, and composed the Tao
Te Ching in a single session before retiring into the western wilderness

15
Leadership Character Vs
Leadership Competency

16
https://i1.wp.com/ashleycoaching.com.au/wp-content/uploads/2017/12/FLY-Cover-Image.png?fit=800%2C450&ssl=1
17
Responses to Your Leadership
C
AFFECTION TRUST
H
A
R win&win
A
DISTRUST RESPECT
C
T
E
R

COMPETENCY (knowledge skill based)

18
19
 FUTURE LEADERS

PERSON
20
SITUATIONAL LEADERSHIP TYPE
MAPPING

Let’s go to
www.menti.com
 BLAKE MOUTON MANAGERIAL GRID LEADERSHIP
-leadership style-

Country Club Team Leader

Impoverished Authoritarian

Robert R. Blake &

Dr. Jane S. Mouton
Team Leadership TYPE
Group Discussion & Simulation

HIGH 9 1,9 9,9

8 COUNTRY CLUB TEAM LEADER
(orientasi orang > (orientasi orang =
CONCERN FOR PEOPLE

7 orientasi terget) orientasi target)

6
MIDDLE OF THE ROAD
5
5,5
4
3 IMPROVERISHED AUTHORITARIAN
(orientasi orang = (orientasi target >
2 orientasi target | orientasi orang)
hasil rendah)
1,1 9,1
LOW 1
1 2 3 4 5 6 7 8 9
LOW CONCERN FOR RESULT HIGH MANAGERIAL GRID
23
Team Leader - Authoritarian
THE BENEFIT AUTHORITARIAN
o Team happy, subordinate happy,
not with their boss or piers
“Most People don’t plan to FAIL,
they fail to PLAN”
-John J. Beckley Wisdom-

John James Beckley (August 4, 1757 – April 8, 1807) was an American Political
Campaign Manager and the First Librarian of the United States Congress, from 1802 to 1807.
He is credited with being the First Political Campaign Manager in the United States and for
setting the standards for the First Party System.
 PENGARUH KEDUDUKAN PENGARUH PRIBADI
(paksaan, wewenang) (kepribadian, keahlian)
MANAGER/SUPERVISOR LEADER/COACH
_______ _______
___________ _________
__________ __________
________ _________

QUIZ
’______________’ ’_____________’
29
LEADER’S
TYPE
DAMPENED PENDULUM
(5,5) MIDDLE OF THE ROAD.
PUSH FOR PRODUCTION, BUT
DON’T GO ALL OUT. BE FAIR
9 1,9 BUT FORM
9,9
COUNTRY CLUB TEAM MANAGEMENT
MANAGEMENT 8 (9,9) PRODUCTION IS FROM
(1,9) PRODUCTION IS COUNTRY TEAM INTEGRATION OF TASK AND
INCIDENTAL TO LACK OF
CONFLICT AND GOOD
7 CLUB LEADER
HUMAN REQUIREMENTS

6
FELLOWSHIP

MIDDLE OF THE ROAD

5
5,5
IMPOVERISHED 4 TASK MANAGEMENT
(9,1) PEOPLE ARE A
MANAGEMENT
(1,1) EFFECTIVE PRODUCTION IS 3 IMPROVERISHED AUTHORITARIAN COMMODITY, JUST LIKE
MACHINES. A MANAGER’S
UNOBTAINABLE BECAUSE
RESPONSIBILITY IS TO PLAN,
PEOPLE ARE LAZY, APATHETIC
AND INDIFFERENT. SOUND &
2 DIRECT AND CONTROL THE
WORK OF THOSE MANAGERIAL GRID
MATURE RELATIONSHIPS ARE
DIFFICULT TO ACHIEVE BECAUSE 1 1,1 9,1 SUBORDINATE TO HIM
OF HUMAN NATURE, CONFLICT
IS INEVITABLE 1 2 3 4 5 6 7 8 9
30
Yuuk…”NAIK KELAS”

31
Lingkaran Peduli Vs Pengaruh
Hal-hal yang Anda
Lingkaran pedulikan,
Kepedulian pikirkan, risaukan,
bicarakan

Lingkaran
Pengaruh

Hal-hal yang
bisa Anda
perbuat,
pengaruhi

32
32
Proactive Model
Lingkaran
Kepedulian

LINGKARAN PENGARUH

Hal-hal yang bisa

kita perbuat,
pengaruhi
33
33
Reactive Model Hal-hal yang menjadi
Lingkaran masalah, beban pikiran
dan perhatian
Kepedulian

Lingkaran
Pengaruh

34
34
Proactive Model Lingkaran
Kepedulian

Lingkaran Pengaruh

STIMULUS Freedom to RESPON

Choose

Stop Proceed
(Self Awareness) (Independent Will)
Think Evaluate
(Imagination) (Conscience)

35
35
“Leading Yourself Is
the First Step to
Leading Others”
Jim Robinson, CEO, Author, Coach

36
POKOK BAHASAN
01 Leading Yourself
➢ Leadership Character Vs Leadership Competency
➢ Being Proactive

02 Leading Your Team

➢ Building Trust
➢ Communicate With Clarity
 LEADERSHIP
vs John C.
Maxwell

ManagerialSHIP

LEADERSHIP is INFLUENCE
INFLUENCE is GIVING EXAMPLE
LEADERSHIP = GIVING EXAMPLE
[John C. Maxwell]
39
 The data for this graph comes from 332,860
bosses, peers, and subordinates
through research conducted by HBR (Harvard
UPDATED JANUARY 08, 2019 - JULIAN MAYHEW Business Review, 2014).
 “ Bukan posisi yang menjadikan
seseorang pemimpin. Justru
KEPEMIMPINAN-nyalah yang
‘membuat’ posisi tersebut “

“Leadership is not a person or a position. It is a

complex moral relationship between people
based on trust, obligation, commitment,
emotion, and a shared vision of the good.”
- Joanne Ciulla (Author and Educator)

Kepemimpinan bukan tentnag orang atau jabatan.

Namun tentang hubungan moral yang kompleks antar orang,
Berdasarkan kepercayaan, tanggungjawab, komitmen, hubungan emosi,
dan berbagi visi untuk kebaikan bersama
Joanne Bridgett Ciulla adalah seorang filsuf Amerika.
Dia adalah pelopor dalam bidang etika kepemimpinan serta mengajar dan menerbitkan Etika Bisnis.
Dia saat ini adalah Profesor di Sekolah Bisnis Rutgers - Newark dan New Brunswick dan merupakan Direktur
Institute for Ethical Leadership
42
Mengapa kepercayaan
penting dalam
hubungan pemimpin /
bawahan?

43
DAMPAK DARI KEPERCAYAAN

Dengan Kepercayaan: Tanpa Kepercayaan:

Percakapan Interogasi
Feedback Teguran
Mengecek Micromanaging
Peduli Memata-matai
Perhatian Campur tangan
Penetapan Tujuan Perintah
Pendelegasian Sisa buangan
Kemitraan Boss-Bawahan

44
Building Trust

45
Building Trust

46
Nitin Nohria adalah seorang
akademisi India-Amerika. Nitin “Communication is
menjabat sebagai dekan kesepuluh
di Harvard Business School. Ia juga
the Essential
Profesor Administrasi George F. Skills of
Baker. Nitin juga mantan Direktur Leadership”
Non-Eksekutif Tata Sons.
Communicate with Clarity 48
Why communication skills
important?

Not Competent Competent

The Failure Mediocre

Short Term Long Term

Success Success

49
 GREAT LEADERS LEADERSHIP
COMMUNICATION

Selling Language
Service Language Mr. CUSTOMER
Negotiation Language Mr. STAKEHOLDERS
Preventive Language
Love Language
Great CAPACITY
(Competence & Character)
Kompetensi & Karakter
Agresif - Hard Needs & Expectation
V-1 Asertif - Soft Kebutuhan & Harapan
Submisif - Pasif
7% Communication Skills :
“3-V’s”
38% 55% PERSONALITY
LANGUAGE
V-2
V-3
Albert Mehrabian/UCLA

50
Komunikasi Kepemimpinan Prima
adalah Komunikasi yang Asertif

Asertif merupakan perilaku

komunikasi yang mampu
kebutuhan,
mengomunikasikan

keinginan, dan perasaan

tanpa melanggar
hak, privasi dan
kenyamanan orang lain
51
 Gaya Perilaku Komunikasi

Agresif Asertif Submisif

Reaktif Proaktif Pasif

Mendahulukan prinsip Tetap berpegang pada Mendahulukan hak orang
pribadi tapi prinsip pribadi dan lebih lain dan cenderung
mengesampingkan ide menghargai & mengesampingkan hak
orang lain menghormati orang lain pribadi 52
Communicate with Clarity
• Pesan yang disampaikan harus jelas agar tidak
menimbulkan kesalahpahaman.
• Terjadi kesamaan makna, sehingga ada baiknya
untuk menanyakan dan memastikan tujuan
pesan yang jelas.

53
Komunikasi
HighEfektif:
Impact “7-38-55!”
Presentation Skill

V1 : VERBAL
Kata-kata
7% V3 : VISUAL Non-Verbal
(Apa yang terucap) • Kontak mata
• Postur-Gestur
• Ekspresi wajah

Bahasa Tubuh
38% (Apa yang terlihat)
55%
V2 : VOCAL
Nada Suara
(Apa yang
terdengar)

Prof. Albert Mehrabian: The Silent Messages,

Wadsworth, Belmont, California
1 54
“V-1: VERBAL”
“Killer” Words:
❑ Tidak bisa.....
❑ Tidak tahu.....
❑ Tidak mungkin.....
❑ Wah susah.....
❑ Bukan saya.....
❑ Jangan.....
❑ Terserah.....
❑ Salah sendiri.....
❑ Kan saya sudah bilang.....
❑ Cepetan dong…..
❑ Kalimat
“memerintah/menyuruh”
❑ Kalimat “mengancam”
❑ Kalimat “menyalahkan”
❑ Kalimat NEGATIF
“Magic” Words:
❑ Akan saya coba.....
❑ Saya akan tanyakan ke bagian
yang bersangkutan....
❑ Maksud saya ….
❑ Maaf, boleh pindah ke sini.....
❑ Terima kasih.....
❑ Silahkan.....
❑ Tentu.....
❑ Mari saya bantu.....
❑ Tolong…..
❑ Selamat pagi/siang/sore…..
❑ Kalimat “bertanya/menanyakan”
❑ Kalimat “menyetujui”
❑ Kalimat “EMPATI”
❑ Kalimat POSITIF
55
“V-3 : VISUAL”
“KILLER” GESTURE
❑ Berdiri di “satu kaki”
❑ Bersedekap
❑ Berkacak pinggang
❑ Duduk menyandar
❑ Duduk berpangku tangan
❑ Melihat dengan sinis
❑ Melihat curiga / terlalu
“intim”
❑ Menunjuk dengan jari
telunjuk
❑ Jalan santai/diseret
❑ Jalan menyentak-nyentak
❑ Menarik nafas panjang
❑ Mempermainkan alat tulis
❑ “Manerism”
V-3
“MAGIC” GESTURE
❑ Berdiri / duduk posisi tubuh tegak
agak condong ke depan
❑ Berdiri di ”dua kaki”
❑ Ekspresi wajah “Berkesan
Senyum”
❑ Tersenyum lebar
❑ Pandangan mata bersahabat &
profesional
❑ Tangan di sisi badan
❑ Posisi tangan terbuka
❑ Menunjuk dengan seluruh jari
❑ Bersalaman secara profesional
❑ Jalan sigap dan mantap, dengan
kecepatan ”satu level” dari
biasanya/rata2 orang/kita
melakukannya
56
Skill komunikasi yang kritikal

Mendengarkan
secara aktif
Bertanya Mengkomunikasi
secara kan manfaat
strategis

57
Mengkomunikasikan
manfaat

58
59
SASARAN MANFAAT

60
 PILAR PERUSAHAAN BERORIENTASI
PENJUALAN & PELAYANAN PELANGGAN BERKELAS DUNIA

CUSTOMER EXCELLENCE ORGANIZATION

P-1 P-2 P-3

F K. S. A.

PROCESS & OPERATIONAL

PRODUCT & SERVICES

PEOPLE & SERVICE

B
Competence & Character

Excellence
Miliki Keahlian Baru:
Excellence

Excellence
A
Product Process People
‘Value for Money & ‘Less is ‘Superior
Cust. Benefit’ beautifull’ interaction’
PREMYSIS
vision/mission/STRATEGY/policy/INFRASTRUCTURE
61
 Then…,
WHATS
SHUD
DO??

5.0
Professional
T.E.A.M. Leaders
Versi….
 “The conductor of an orchestra
doesn’t make a sound.
He depends for his power on his
ability to make other people
POWERFUL”

(Benjamin Zander)

Benjamin Zander is an English Conductor, who is currently

the Musical Director of the Boston Philharmonic Orchestra
and the Boston Philharmonic Youth Orchestra.
 T
Apa itu...TEAM?
ogether
Bersama-sama
E
veryone
A Setiap orang
chieve
✓ M
Mencapai
ost
“Rizal Badudu” Yang Terbaik
64
A.G. Purwanto Edi, Drs., MM., CMT.
Teamwork is the
collaborative effort of a group T.E.A.M.
to achieve a common goal or Together EveryONE Achieve the MOST
to complete a task in the
most effective and efficient
way. This concept is seen
within the greater framework
of a T.E.A.M., which is a
group of interdependent
individuals who work
together towards a common
goal.
The dictionary describes
teamwork as “the
combined action of a
group, especially when
effective and efficient”. In
business terms, teamwork
is when a group of people
collaborate to achieve a
mutual goal. This means
that people within a group
use their skills to overcome
each other’s weaknesses
and achieve a goal which
was otherwise not possible
 Team of Excellence Stages And…
Proses Membangun Kinerja Tim
PERFORMER..? What NEXT?
Dan,
Anda ada
di fase manakah?
FORMER..? NORMER..?

STORMER..?

Bruce Tuckman 67
 Leadership @toolset
SKILL-WILL
Identifikasikan
MATRIX Tim Anda di
Cabang, berapa

TEAM banyak jumlah

dan
prosentasenya
MAPPING (bila perlu siapa
saja namanya),
yang dapat
Dukung-Pandu Bimbing dimasukkan ke
Supporting-Training Coaching dalam kuadran
SKILL WILLL
Mapping ini.

Dan lakukan
“terapi”
pengembangan
dan
pemberdayaan
Arahkan Delegasi
yang tepat.
Directing Delegating

68
 Individual Assignment 02.10.2023
“Hidup Lebih Bermakna”
■ Kepemimpinan untuk Pribadi & Keluarga: ■ Kepemimpinan untuk Peran di Pekerjaan:

69
My IKIGAI Statement on Leadership Journey:
 Experiences: 2002 - NOW
DEVELOPING PEOPLE CONSULTING INDONESIA (DPCI)
Founder & CEO
2021 - NOW
ASOSIASI SERVICE QUALITY INDONESIA (ASQI)
Secretary General – Co.Founder
LSP MANAJEMEN PELAYANAN INDONESIA (LSP-MPI)
Ketua Dewan Pengarah – Co.Founder
2016 - NOW
VISITING LECTURER
Fakultas Ilmu Budaya UNDIP & STIE IPWI Jakarta
2010 - NOW
ASOSIASI PROFESI SATPAM INDONESIA (APSI)
DPP - Kepala Biro Satpam Perbankan
1990 - 2004
BADAN PENYEHATAN PERBANKAN NASIONAL (BPPN)
Team Leader Customer Care & Contact Center Division
Team Leader ISO 9001:2001 Certification
BANK MEGA
Senior Manager Service Quality Division & Product Promotion D’ment
Team Leader ISO 9001:1998 Certification
BANK DANAMON
RLO-FBI Manager-RTC Manager-National Trainer-AO
BANK NIAGA
PPE-Trade Finance
Certifications:
✓ BNSP CERTIFIED MASTER TRAINER (L-6)
✓ BNSP CERTIFIED ASSESSOR (SQ/CRM)
✓ BNSP CERTIFIED CUSTOMER RELATIONSHIP MGT (CRM)
✓ CERTIFIED TRAINER MERCURY INT’L S’PORE
✓ CERTIFIED TRAINER DALE CARNEGIE
✓ CERTIFIED TEAM LEADER ISO 9001 SERIES
✓ CERTIFIED SERVICE QUALITY CENTER INDONESIA
A .G . P u r wa nto Ed i , D rs . , M M . , C M T.
❑ Founder & CEO DEVELOPING PEOPLE CONSULTING INDONESIA (DPCI)
❑ Co-Founder & Secretary General - ASOSIASI SERVICE QUALITY INDONESIA (ASQI)
❑ Co-Founder - LSP MANAJEMEN PELAYANAN INDONESIA (LSP-MPI)
❑ DPP ASOSIASI PROFESI SATPAM INDONESIA (DPP-APSI)
❑ VISITING LECTURER UNIVERSITAS DIPONEGORO, UT & UNIVERSITAS IPWIJA
❑ INT’L CUSTOMER EXPERIENCE CERTIFIED ASSESSOR – ICXI UK 2023
Education
▪ S-1 : Sastra Inggris - Universitas Diponegoro Semarang (Best Graduate 1990)
▪ S-2 : Magister Management - Pasca Sarjana Universitas IPWIJA-Jakarta (GPA 3.94 / Dengan PUJIAN)
Achievement
M:+62817-025-5566 | IG:@ag.purwanto_edi
▪ Founder & Secretary General - Asosiasi Service Quality Indonesia (ASQI)
▪ Founder & Ketua Dewan Pengarah - LSP Manajemen Pelayanan Indonesia (LSP-MPI)
▪ BNSP Certification on : 1) Master Trainer, 2) Assessor, 3) Customer Relationship Management
▪ SO 9001:2001 Certification by URS Int’l United Kingdom in Customer Service Scope of BPPN
▪ ISO 9001:1998 Certification by SGS Geneva in Customer Service Scope of Bank Mega
Books & Certificates
Consultancy & Facilitation(The Outliers >22years)
o Bank Indonesia & PIPEBI, OJK & IIP-OJK, LPS, Bank BRI, Mandiri, BNI, BTN, BSI, Bank BCA,
Mega & Mega Syariah, Danamon, CIMBN, Sinarmas, BTPN, Mayora, Ganesha, OKE-Bank,
Capital, OCBC, HSBC, Resona Perdania, Woori Saudara, LPPI, Bank DKI, BJB, Bank Nagari, BRK,
Bank Sumselbabel, Bank Kalteng, Bank Jatim, BPR Anugrah Palu, BPR Lestari. BPR Eka Lampung.
o RSUPN Dr. Cipto Mangunkusumo, RSCM Kencana, Siloam Hospital, RS Brawijaya Healthcare
Group, RS Awal Bros Group, RSUD Kebayoran Baru, RSUD Jagakarsa, RSU Adhyaksa, PMI UDD
DKI JKT, Novell Pharmaceutical Laboratories, Kimia Farma, BioMedika, JEC, RSIA Sentul.
o STIE IPWIJA, UNDIP, UT, UI, Unsoed, STIE IBS, Poltekkes Jkt-III, Poltekkes Tasikmalaya, STIKES Senior Trainer,
Awal Bros, STIE IBN, STISSIP Yupentek, STTD, High-scope, Yasporbi, Al Azhar, Sekolah DB. M o t ivator Consultant,
o Kemenparekraf, Kemkes, Kemenkeu, Kemnaker, Kemdibudristek, Kementan, Kemendag, KKP, L i fe-Skills Coach,
Kemensos, K-ESDM, Mabes Polri, LPDB KUMKM, BLU LMAN, BPPK & BDK, KBRI Moskow. Books Writer,
o PMJLand, Trans F&B, PKT, KPI, CNOOC, Pertamina, Total Energie Ind., Kencana Agri. RNI, SMI. X-Banker, Lecturer
THANK YOU
“The conductor of an orchestra
doesn’t make a sound.
He depends for his power on his
ability to make other people
POWERFUL”

(Benjamin Zander)