Amid demands of performance and awareness to the leaders of this nation, Dahlan Iskan figure may be quite unique and interesting. Not because of familiar with sneakers shoes, wear jacket, and ever ride trains and ojeg (motorcycle taxi), but it seems there is a “hope” that he offered to improve the situation of this country.
All started from the way he criticized the state-owned companies (BUMN) through media. Then, government challenged him to clean up what he criticized before. His first “punishment” is in the state electricity company (PLN), successfully run less than 2 years.
Since the first considered a quite satisfactory performance, the next duty is extended even more challenging and tougher. He was appointed as a minister of state enterprises (MBUMN) KIB-II reshuffle. Ofcourse, the purpose is to improve the performance of more than 140 BUMN’s.
From ”Stroom Factory” into ”Manufacturing Hope”
In the beginning, many people doubted his ability to lead a large and vital company like PLN. In fact, he was rejected by senior officials of PLN, by threating of resignation, even the demonstration and locked the room. Evidence of resistance, opacity, and arrogance, to the outsider with a background of non-technical electricity.
During in PLN, he often did field observations. From what he saw, poured into writing, be a “CEO Notes “, talking about the findings, improvement ideas, mixed with apreciation to human resources as well as succession planning at PLN. Thus, thousands of employees PLN widespread in Indonesia can easily read it. It shows that he was not empty, not even prove to be not big mouth.
Perhaps, the notes is one of the factors that cause resistance is gradually reduced and changed into acceptance. When in PLN, Dahlan would already know who the leaders are “more sincere” for his leadership and “more fit” to be his successor. Hopefully, Dahlan was not wrong in choosing a successor. The hope, the successfor is able to bring PLN more advance.
The next doubt is how he serves as MBUMN. Dahlan supposedly will not be able to do much because of MBUMN’s functions are more coordination, not action. As MBUMN, Dahlan is very likely spend the improvement policy through ministerial regulations or other rules, but it would be difficult to control the execution. Management in each BUMN have the authority to manage their own business. Even if the reform to make a breakthrough, execution remain on them.
However, the doubts can be pushed over by a fast kicked off after inaugurated. He shown the rapid style in order to give the shock alert effect, no need to waste time for adjustment. By two simple and sensible “to do list”, easy to do and measure the accomplishments. A management style that shows a firm, clear, and concise.
Trimming meetings and correspondence up to 50%, the effect can be quite to the concentration and focus of work, in order to be more effective and productive. Rely too much on oral and written reports, moreover discuss in a formal meeting, may not necessarily touch the heart of matter. Leaders must be able to capture the full and correct problems.
Important Lessons From the Field
There are two things can be noted from Dahlan.
First, be able to see the problems in depth by the direct field observation. There, Dahlan was able to see the problem sharply and clearly. He proved that his visit was not without any purposes. Without formal impression, he can interact without stiffness, even with the lowest employee. The operational issues sometimes can be found at the lower level.
Many leader frequently came into the field, but not able to see the improvement opportunities. Looking at the problem directly into the field, is not distrust of subordinates, but as the ability of a leader to master the problem. Leaders must ensure that the system is running as expected. Leaders do not just tell, but also give help, input or feedback, for more effective, productive, and efficient situation. This is supposed to be exemplified by the leader. Do not run away from the problem. Guide the subordinates to solve their problem, if necessary. In essence, how to solve the problem, without spending a lot of resources (time, cost, human) and also without loosing the opportunities.
Second, able to explain and convey ideas and thoughts into writing. Initially, many people booed him. Leading a large organization requires a longer range. With the advancement of the internet, it’s not a problem at all. Write all ideas, spread in internet, and then read by many people. For the open mind people, surely will be motivated. No need seminars or on-site coordination meetings in luxurious places. Save time and cost a lot. That’s the true example of efficiency and effectiveness, without moving from objectivity.
Writing is essentially pouring the ideas, vision, mission, and action. A leader must be able to explain it to the subordinate. Actually, his idea is quite simple, yet implementable. Maybe, this way of thinking is rarely found in Indonesia at this moment. Informal communication can break through the formal boundaries and it has been proved by Dahlan.
Don’t and Do
There are four things that must be considered by Dahlan.
First, never crashing or overstep the limits of authority neighbors. Dahlan may boost the performance of all BUMN, but the bureaucratic boundaries should be respected. Dahlan had broad authority in PLN, but as a MBUMN shall coordinate with other ministers.
Second, never forget with consistency. Dahlan ambitions to shrink 50% BUMN, however, on the other occasions said it would be setting up new BUMN, such as rice fields, properties, etc. This must be corrected and clarified in order not to be a weak point.
Third, do not ever seem hooked ambitions for higher political passions, even if nominated. That would be detrimental. Prove it with performances. Let the people and time as the determining. Another story, if indeed Dahlan began leaning politics, not public.
Fourth, never wrong in appreciating, opinion, and respond to the current issues. Example, on Kiat-Esemka issue, Dahlan commented that the car is better stripped down by other SMK students. It needs to be clarified to avoid wrong perceptions. Also, accusations of Nazaruddin, immediately clarified if Dahlan was a clean man.
Indonesia need ministers corresponding to spirit of reform, improving the effectiveness and productivity of bureaucracy and eliminating corruption. Could “hope” is in figure of Dahlan? Only time will tell. Keep on blogging and keep on proving, Dahlan!
Sumber: https://www.thejakartapost.com/news/2012/03/01/notes-and-expectations-dahlan-iskan.html?fbclid=IwAR1doj3bdcPuc-CJpcv8uyTTcNzVW6W-4_zNv_VVOG5Uez4QZ7GcezFaY2g