Menurut survei ternyata sebagian besar orang sering lalai membuat antisipasi. Banyak hal yang membuat kita lalai membuat antisipasi. Rasa malas, memandang remeh, ceroboh, sikap acuh atau terlalu percaya diri membuat orang lalai mengantisipasi situasi. Padahal antisipasi yang dilakukan menyertai perencanaan, memberikan banyak keuntungan antara lain keberhasilan, kualitas, kekuatan, soliditas, dan memperkecil resiko kegagalan. Banyak orang yang gagal karena ia tidak membuat rencana dan antisipasi.
Motivasi dibalik sebuah antisipasi menghasilkan respon yang berbeda. Motivasi yang keliru menghasilkan kekuatiran, keragu-raguan, sikap ego dan berbagai perbuatan yang buruk seperti jalan pintas atau sikap menghalalkan segala cara. Motivasi yang benar akan menghasilkan kualitas, harapan dan keyakinan. Menjaga motivasi yang benar di balik sebuah antisipasi sangat penting untuk menghasilkan hal-hal yang positif.Membuat antisipasi sebenarnya tidak sulit. Pentingnya antisipasi seharusnya membuat kita menjadikan hal ini sebagai kebiasaan yang baik. Berikut adalah langkah strategis melakukan antisipasi.
1. Membuat prediksi ke depan
Banyak orang yang terjebak dan hidup di masa lalu. Kenangan kesuksesan membuatnya terbuai dengan masa lampau, sedangkan kesedihan membuatnya terpuruk dalam duka berkepanjangan. Padahal masa lalu adalah pembelajaran dan pengalaman yang bisa memberikan hikmah untuk dipetik. Sikap yang positif terhadap pembelajaran dari masa lalu membuat kita mampu memandang masa depan secara positif dan tepat sasaran.
2. Mengelola kemungkinan resiko.
Resiko yang selalu berada di depan membuat kita kuatir. Resiko tidak dapat dihindari namun, dapat dikelola secara bijaksana melalui pikiran, perasaan dan kerja nyata. Pertimbangan dan pengelolaan resiko dilakukan berdasarkan perencanaan, tindakan dan kontrol yang tepat.
3. Menyusun rencana darurat
Antisipasi berarti tidak pernah membuat rencana tunggal. Menyusun rencana sebaiknya dilakukan secara triple. Plan A atau rencana utama untuk target hasil maksimal. Plan B atau rencana cadangan untuk hasil standard, dan Plan C atau rencana darurat untuk hasil minimal. Perencanaan yang baik selalu disertai dengan sikap antisipasi untuk mencegah kita bekerja tanpa hasil alias sia-sia. Setidaknya masih ada target yang dapat dicapai, meskipun hasilnya minimal.
4. Menyesuaikan dengan tanggung jawab yang diemban
Persiapan antisipasi selalu dilakukan sesuai kapasitas dan tanggung jawab. ’Harga’ sebuah antisipasi tidak pernah lebih besar dari area tanggung jawab yang diemban. Ada ilustrasi tentang seorang pendatang yang berkunjung ke daerah terpencil. Tanpa sengaja ia menabrak seekor ayam hingga mati. Pendatang ini dituntut ganti rugi 1 juta rupiah karena konon ayam yang ditabrak adalah ayam betina yang kelak bertelur dan menghasilkan ratusan ekor ayam lagi. Tentu saja hal ini tidak logis.
5. Mempersiapkan proses pemulihan.
Sebuah antisipasi juga dapat berarti proses perbaikan atau pemulihan. Istilah yang biasa digunakan adalah menebus waktu atau membayar kegagalan. Pemulihan atau perbaikan dilakukan karena tidak pernah ada yang pasti di sekitar kita. Kegagalan dan ketidakmampuan merupakan hal yang biasa dan manusiawi. Namun perbaikan dan pemulihan selalu merupakan langkah terbaik yang dapat dilakukan.
Resource: www.jobsdb.com
Monday, August 10, 2009
Quotes of The Week - August - 2
"People don't care about how much you know until they know how much you care."
--Linden Wood
Wednesday, August 5, 2009
Prioritise Your Tasks
Everyone knows the tasks that they have to complete or work on, but very rarely do they actually sit down and prioritise these tasks.
The great Charles Schwab once paid $25,000 to a consultant for what I am about to tell you. The story has been told many times - but just in case you haven’t heard it, here it is:
One day a management consultant, Ivy Lee, called on Schwab of the Bethlehem Steel Company. Lee outlined briefly his firm’s services, ending with the statement: "With our service, you’ll know how to manage better."
The indignant Schwab said, "I’m not managing as well now as I know how. What we need around here is not more "knowing" but more doing, not knowledge but action; if you can give us something to pep us up to do the things we ALREADY KNOW we ought to do, I’ll gladly listen to you and pay you anything you ask."
"Fine", said Lee. "I can give you something in twenty minutes that will step up your action and doing at least 50 percent".
"O.K.", said Schwab. "I have just about that much time before I must leave to catch a train. What’s your idea?" Lee pulled a bland 3x5 note sheet out of his pocket, handed it to Schwab and said: "Write on this sheet the six most important tasks you have to do tomorrow". That took about three minutes. "Now", said Lee, "number them in the order of their importance". Five more minutes pass. "Now", said Lee, "put this sheet in you pocket and the first thing tomorrow morning look at item one and start working on it. Pull the sheet out of your pocket every 15 minutes and look at item one until it is finished. Then tackle item two in the same way, then item three. Do this until quitting time. Don’t be concerned if you only finished two or three, or even if you only finish one item. You’ll be working on the important ones. The others can wait. If you can’t finish them all by this method, you couldn’t with another method either, and without some system you’d probably not even decide which are most important".
"Spend the last five minutes of every working day making out a "must" list for the next day’s tasks. After you’ve convinced yourself of the worth of this system have your men try it. Try it out as long as you wish and then send me a check for what YOU think it’s worth".
The whole interview lasted about twenty-five minutes. In two weeks Schwab sent Lee a check for $25,000 - a thousand dollars a minute. He added a note saying the lesson was the most profitable from a money standpoint he had every learned.
Did it work?
In five years it turned the unknown Bethlehem Steel Company into the biggest independent steel producer in the world; made Schwab a hundred million dollar fortune, and the best-known steel man alive at that time.
Action Point:
Are you going to ignore something that a very clever man was prepared to pay $25,000 for in the 1930’s? (The equivalent would be a HUGE sum in today’s money!)
Just do it!
The great Charles Schwab once paid $25,000 to a consultant for what I am about to tell you. The story has been told many times - but just in case you haven’t heard it, here it is:
One day a management consultant, Ivy Lee, called on Schwab of the Bethlehem Steel Company. Lee outlined briefly his firm’s services, ending with the statement: "With our service, you’ll know how to manage better."
The indignant Schwab said, "I’m not managing as well now as I know how. What we need around here is not more "knowing" but more doing, not knowledge but action; if you can give us something to pep us up to do the things we ALREADY KNOW we ought to do, I’ll gladly listen to you and pay you anything you ask."
"Fine", said Lee. "I can give you something in twenty minutes that will step up your action and doing at least 50 percent".
"O.K.", said Schwab. "I have just about that much time before I must leave to catch a train. What’s your idea?" Lee pulled a bland 3x5 note sheet out of his pocket, handed it to Schwab and said: "Write on this sheet the six most important tasks you have to do tomorrow". That took about three minutes. "Now", said Lee, "number them in the order of their importance". Five more minutes pass. "Now", said Lee, "put this sheet in you pocket and the first thing tomorrow morning look at item one and start working on it. Pull the sheet out of your pocket every 15 minutes and look at item one until it is finished. Then tackle item two in the same way, then item three. Do this until quitting time. Don’t be concerned if you only finished two or three, or even if you only finish one item. You’ll be working on the important ones. The others can wait. If you can’t finish them all by this method, you couldn’t with another method either, and without some system you’d probably not even decide which are most important".
"Spend the last five minutes of every working day making out a "must" list for the next day’s tasks. After you’ve convinced yourself of the worth of this system have your men try it. Try it out as long as you wish and then send me a check for what YOU think it’s worth".
The whole interview lasted about twenty-five minutes. In two weeks Schwab sent Lee a check for $25,000 - a thousand dollars a minute. He added a note saying the lesson was the most profitable from a money standpoint he had every learned.
Did it work?
In five years it turned the unknown Bethlehem Steel Company into the biggest independent steel producer in the world; made Schwab a hundred million dollar fortune, and the best-known steel man alive at that time.
Action Point:
Are you going to ignore something that a very clever man was prepared to pay $25,000 for in the 1930’s? (The equivalent would be a HUGE sum in today’s money!)
Just do it!
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