1. What have you found most challenging as a CEO or executive of a large enterprise? Bringing inclusivity to the working environment became the most challenging part. Looks like a game, being in a startup company requires us to be ready for change. The keys to leading change are trust and clear communication. Build trust with my current teams, by opening the stage of two-way communication. Reasonable logical background is also very important to be communicated, to make the team feel involved and understand how its change is needed. 2. How did you become a C-Level or executive of a large enterprise? Can you please briefly tell the story? There is no shortcut to being what you want to be right now, or to being one of the leaders in a leading startup company. I started my career as a specialist marketer but now I choose to become ‘A Jack of Trade’, with an understanding of a wide range of things, across a variety of integrated marketing techniques with 360 marketing growth to drive the future success of organizations. Well, at the end of the day, Whether specialist or generalist, the fundamental thing is a curiosity to fully understand an integrated marketing strategy which makes everyone need to have both a broad and depth of skills. To be able to give ourselves an edge in one particular area, but also keep other options open for the future. However, on top of the ability, knowledge, and experience that I had, I don’t want to ignore that there are other external factors that also contribute to driving me to achieve great performance and success in my career. I met a few inspiring leaders on my path, that actually spread his leader’s passion in a way that enabled me to feel passionate about what I'm doing. This shared passion is a critical condition that makes me feel as if my work has a purpose and meaning beyond the daily task. It makes me get a big picture in a very helicopter view of how we grow together in an organization.
3. How do you structure your work days from waking up to going to sleep?
In this pandemic situation, where we are in an uncertain time and need to be faced with rapid fluctuations and adaptation very quickly, having a morning coffee is more than just a drink, it is a ritual for me. A cup of coffee with morning TV news is the perfect combination to find inspiration and start making a daily routine task on Asana.
Also, since productivity and efficiency are my top priorities, I am always concerned about the team’s bandwidth and capacity. Hence, encouraging the team to know about focus & priorities will encourage them to work smart, instead of only working hard.
Bring the team to macro thinking by highlighting our top agreed metrics, instead of monitoring their micro activities, and defining clear OKRs to maximize the team’s effort and achieve it together. This macro thinking will bring them into a ‘result-oriented mindset’, However, I also appreciate the process indirectly with the daily team’s assistance.
4. What's the most recent significant leadership lesson you've learned?
Adopting a winning mentality in our spirit is something that I’ve learned, a mentality for an individual who achieves greatness consistently.
In the 1974 All-England Final, a former Indonesian Badminton player, Rudi Hartono lost in the first game match. And as far behind in the second match. What do we think can make him win the game? Even though he almost lost, and has a low chance of winning? Considered as one of the greatest players of all time. He won the men’s singles title at the prestigious All England Championship 8x (times), and 7x (times) consecutively.
When he almost lost, his winning mentality is the biggest part that made him at the top & open additional opportunities. Because sometimes, to win the game it is not only about the capability, or physical effort. But it is also about mental effort.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
Essentialism: The Disciplined Pursuit of Less, by Greg McKeown
6. How do you build leadership capacity in a large enterprise?
"No one can whistle a symphony. It takes a whole orchestra to play it. I’ve tons of weaknesses, and I always welcome someone who can complete me, playing the other musical instruments to create harmony together." Also, there are 4 points that I believe when I build the team:
Trust in leadership. Like long-term relationships, trust is an important factor between both leader and team member. From the team member side, they stay when trust is a living core value, at all levels of the company.
Being Involved and Valued. Being involved and valued is beyond the definition of company culture, and taps into those emotional connections that bring a sense of pride and belonging. Being part of something that is innovative. When a project wins, the leader doesn't win alone. Every team member contributed. It comes with a responsibility and duty to the team and company. The bond between employees, the team, and the company becomes inherently strong.
Work has purpose & meaning. Successful employees want to excel & pivot their journey by doing work that has purpose and meaning. Sometimes it will give the indirect impact that is better work life.
Recognized and respected. Employees stay because all they would take a new company is their reputation. Recognition and respect would have to be earned all over again.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
A few years ago, I was working for a small logistics company where we only had 2 people at the very beginning. It was so hard at that time because we had to run faster and build the team immediately. Within a year, we can make the team grow bigger with more than 30 people in the Marketing team.
Someone asked me, "What makes you confident to grow the team from 1 to 30 members within a year? Instead of the capability that also increases, the needs of the company continue to grow.
My answer was: "Hire Someone That Believes What We Believe, Or Make Us Believe What They Believe!"
At that moment I believed, "When we hire someone on the team, we rather hire someone who is not only capable of doing their job. But the most important thing is that we met people who believe what we believe. Or can advise our belief to something that they believe."
Interview published by Junno White