Negotiating to WIN
Selamat Jalan Steve Jobs
"Terkadang hidup memukul Anda di kepala dengan batu bata. Jangan kehilangan iman. Saya yakin bahwa satu-satunya yang membuat saya terus berusaha adalah karena saya menyukai apa yang saya lakukan ... Dan satu-satunya cara untuk melakukan pekerjaan besar adalah mencintai apa yang Anda lakukan. Jika Anda memiliki belum menemukannya, teruslah mencari ... Seperti halnya dengan semua urusan hati, Anda akan tahu bila Anda telah menemukannya ..."
“Sometimes life hits you in the head with a brick. Don’t lose faith.
I’m convinced that the only thing that kept me going was that I loved
what I did … And the only way to do great work is to love what you do.
If you haven’t found it yet, keep looking … As with all matters of the
heart, you’ll know when you find it …”
(Pidato Steve Jobs pada Acara Wisuda Universitas Stanford tahun 2005)
(Pidato Steve Jobs pada Acara Wisuda Universitas Stanford tahun 2005)
Be the Leader in Finance and Accounting Department!
Finance merupakan fungsi yang unik dan diharapkan menjadi Business Partner yang strategis bagi perusahaan. Finance, dalam skala apapun, harus terlibat dan ikut serta dalam pengambilan keputusan manajemen baik yang bersifat tactical maupun strategic.
Sehubungan dengan itu seorang leader dibidang finance dituntut untuk dapat membawa tim-nya menjadi bagian yang terintegrasi dengan strategic team members, membangun winning team, mempertahankan independent view serta internal control yang efektif. Selain itu, finance tim diharapkan berperan sebagai advisor dan mengakomodasi kebutuhan executive director dan departemen lain.
Oleh karenanya seorang leader di finance dan accounting tidak hanya harus memiliki kemampuan teknis best practices bidang finance & accounting semata, tetapi juga leadership. Kemampuan leadership finance ini akan berbeda dengan leadership di department lain, karena permasalahan dan karakter tim finance sangatlah berbeda.
Untuk menjadi leader di departemen finance, seorang praktisi finance harus memiliki kemampuan dalam:
- Mengurai dan memecahkan permasalahan laten di departemen finance dan accounting
- Memilah dan memilih serta mengelola arus informasi yang dibutuhkan dan mengelola sistem informasinya secara efektif
- Membangun tim finance dan accounting sebagai champion of change
Bagaimana mencapai kemampuan leadership di bidang finance?
Tentunya selain faktor pengalaman, managerial skills, dan bakat kepemimpinan yang terasah, pengetahuan yang berkaitan dengan urusan pengelolaan finance accounting serta kaitannya dengan departemen lain haruslah dimiliki oleh setiap kandidat leader ini. Sebagai tolok ukur atau barometernya seorang leader atau kandidat leader finance accounting haruslah memiliki pandangan dan jawaban atas berbagai pertanya terkait posisi tersebut seperti:
- Why Finance is unders pressure?
Beberapa tipikal permasalahan yang selalu ada di finance dan accounting yang memerlukan pemecahan adalah:
• Too much detail and complexity
• Lack of understanding the business
• Too many measures (too many reports)
• Lack of risk management expertise
• Lack of analytical skills - Freedom Fighter
Bagaimana finance dan accounting dapat mengurangi tingkat kompleksitas dan pekerjaan detail sehingga dapat memiliki ruang untuk proses analisa. Hal tersebut dapat dicapai dengan:
• Mengelola informasi dan mencegah overload
• Menyederhanakan system dan report
• Focus on truth & transparency
• Mengelola perangkat dan sistim yang dibutuhkan - Meningkatkan peran sebagai Analyst dan Advisor
Seorang leader finance harus memahami strategi finance dan accounting agar dapat meningkatkan kemampuannya sebagai analyst dan advisor yang selalu dibutuhkan. Untuk itu dia harus mampu:
• Membangun tim yang kompeten
• Membangun keahlian berkomunikasi di dalam tim kerja
• Meningkatkan fungsi control yang efektif
• Mendukung pengambilan keputusan secara efektif - Membangun finance dan accounting menjadi tim yang adaptive
• Mengelola system yang adaptive yang berorientasi terhadap customer
• Cycle planning
• Focus accountability
• Mengelola akses terhadap sumber yang dibutuhkan - Membangun tim finance dan acconting sebagai
• Master of measurement
• Regulatory of risk
• Master Cost reduction - Membangun tim finance dan accounting sebagai Champion of change
- Meningkatkan kemampuan komunikasi, delegasi, leadership, dsb.
Masih banyak hal tentunya yang belum dibahas disini. Namun uraian singkat ini diharapkan akan menginspirasi dan mengingatkan para praktisi finance akan hal-hal yang menjadi tolok ukur bagi seorang leader di finance and accounting departement sehingga mereka dapat mempersiapkan diri dengan lebih baik dan terarah..
Recommended Training: Leading Finance and Accounting Department
Recommended Reading: Management: Leading & Collaborating in the Competitive World
Training for NextLevel Auditing and Internal Fraud Examination - May 2010
INTERNAL AUDITING & INTERNAL CONTROL
May 05-07 Performance Audit
May 05-07 Quality Assurance for Internal Audit Department
May 11-12 Auditing the HR Function
May 11-12 Corporate Governance: Strategies for Internal Audit
May 11-12 How to Detect Creative Accounting & Fraud in Financial Report
May 17-18 Effective Internal Control: Concept & Implementation
May 17-18 Evaluating Internal Controls: COSO-based Application*
May 17-18 Modern Framework of Internal Auditing*
May 19-20 Auditing the Risk Management Process
May 19-20 Auditing the Manufacturing Process*
May 19-20 Best Practices in Internal Auditing
May 19-21 Auditing Business Processes
May 19-21 Control Self Assessment (CSA)
May 25-26 Managing Internal Audit Department*
May 25-26 Financial Analysis for Internal Auditor
May 25-26 Leadership Skills for Internal Auditors*
May 25-27 Process Flow Auditing*
May 25-27 Audit Excellence*
May 25-27 Basic Audit Techniques and Tools for the New Auditors
May 27 Communication Skills for Internal Auditors*
FRAUD AUDITING & FRAUD EXAMINATION
May 05-06 Fraud Examination 3: Communicating the Results
May 11-12 Best Practices in Fraud Auditing*
May 17-18 Purchasing Fraud: Prevention, Detection and Solution
May 17-19 Fraud Examination 1: Introduction to Fraud Examination
May 19-20 Money Laundering: A Guide for Criminal Investigators
May 19-21 Laboratorium Fraud Investigation®
May 25-26 How to Audit Fraud Using ACL*
May 25-26 Business Fraud Prevention Manual—ACFE Model*
May 25-27 Fraud Auditing in Financial Institution
Training for Nextlevel Operation Management - May 2010
OPERATION MANAGEMENT
May 03-04 Practical Supply Chain Management*
May 05-06 Logistic Management: Strategic and Best Practices*
May 11-12 Effective Global Procurement*
May 11-12 Lean Six Sigma in Service & Manufacturing Company*
May 11-12 Managing Operation for Performance Improvement
May 17-18 Best Practices for Managing Inventories and Cycle Counts
May 17-18 Production Planning & Inventory Control (PPIC)
May 19-21 Fundamentals of Purchasing Management
May 25-27 Managing Supplier Performance*
Training for Nextlevel Accounting Finance Management - May 2010
STRATEGIC MANAGEMENT
May 05-07 Financial Considerations for Business Decision Making*
May 11-12 Human Resources Strategy (BRPO-CTT)
May 11-12 Practical Strategic Management
FINANCIAL PLANNING, ANALYSIS, AND CONTROLING
May 03-04 Analisa Restrukturisasi Keuangan Perusahaan
May 05-07 Financial Control Management*
May 11-12 Fundamentals of Budgeting for Non Specialist
May 11-12 Making the Transition from Controller to CFO*
May 17-18 Effective Internal Controls: Concept & Implementation
May 17-18 The Essentials of Corporate Budgeting*
May 19-20 Budgeting Planning and Profit Control
May 19-20 Essentials of the Controllership
FINANCIAL MANAGEMENT IN ACTION
May 03-04 Fundamentals of Finance & Accounting for Nonfinance*
May 03-04 Best Practice Payable Management
May 11-12 Asset Management
May 05-07 Fundamentals of Corporate Finance*
May 11-12 Managing Closing Effectively
May 17-18 Corporate Cash Management
May 17-18 Managerial Decision and Capital Budgeting*
May 17-18 Managing Liabilities, Liquidity & Cash: Balancing Financial Risk
May 19-20 Credit Risk, Receivable & Corporate Collection Management*
May 19-20 Leading Finance and Accounting Department*
May 19-20 Modern Financial Modeling*
May 19-21 Optimizing Financial Analysis Using MS Excel*
May 19-21 Laboratorium Finance (CPFM)
COST & ACCOUNTING MANAGEMENT
May 05-06 Managerial Accounting: Concept for Planning and Control
May 10-12 Fixed Assets Accounting
May 11-12 Derivatives Accounting & Tax*
May 11-12 Fundamentals of Indirect Cost Rates*
May 11-12 Strategic Cost Management
May 17-18 Best Practices of Cost Reduction & Cost Control
May 17-18 PSAK Standard for Financial Statements*
May 17-18 Tax Accounting & Fiscal Reconciliation*
May 19-20 Activity Based Costing (ABC): Concept and Application*
May 19-20 Essential for Accounting Payroll
May 19-21 Accounting Best Practices*
May 25-26 Accounting Policies Procedures Manual
May 25-27 Fundamentals of Cost Accounting*
FRAUD AND RISK MANAGEMENT
May 05-06 Foreign Exchange Risk Management
May 10-12 Essentials of Finance & Operation Risk Management*
May 11-12 Fraud Prevention & Detection for Non Auditor
May 25-27 Financial Risk Management
STANDARD OPERATING POLICIES & PROCEDURES
May 11-12 Human Resources Policies and Procedures
May 25-26 Accounting Policies and Procedures Manual*
May 25-26 Business Fraud Prevention Manual (BPRO-LPAI)
Training for NextLevel Operation Management - April 2010
OPERATION MANAGEMENT
April 07-09 > Purchasing and Supply Management*
April 13-14 > Profitable Purchasing Strategy and Best Practices
April 15-16 > Lean Distribution Practices*
April 19-20 > Inventory Management: Planning and Activities Control*
April 21-22 > Warehouse Management: Strategy, Implementation & CTRL*
April 27-28 > Cost Reduction in Manufacturing Operation
April 27-28 > Enterprises Sales and Operation Planning*
April 29-30 > Supply Chain — Concept, Solution and Application*
_________
*direncanakan di Bandung
Training for NextLevel Accounting Finance April 2010
STRATEGIC MANAGEMENT
April 05-06 > Business Plan: A Comprehensive Approach
April 07-08 > Fundamentals of Strategic Planning
April 15-16 > Moving from an Operational Manager to a Strategic Thinker*
ACCOUNTING & FINANCIAL MANAGEMENT
April 05-06 > Strategic Skills for Financial Controllers
April 05-06 > Advanced Corporate Cash Management
April 05-06 > Advanced Cost Control: A Strategic Guide*
April 07-08 > Short-Term Financial Management
April 07-09 > Developing Budget Control for Operation in Manufacturing Coy
April 07-09 > Planning and Controlling Operations: A Practical Approach for Controller
April 13-14 > Strategic Business & Financial Analysis*
April 13-14 > The Controllers in Action*
April 13-14 > Collection Strategy & Negotiation for Non Financial Company*
April 13-14 > Organizing and Managing Accounts Payable
April 13-14 > Inventory Accounting*
April 15-16 > Financial Accounting Analysis and Reporting
April 15-16 > Fast Closing Workshop*
April 15-16 > Accounting Information Analysis for Business Decision*
April 15-16 > Best Practices of Accounting Control*
April 15-16 > International Financial Reporting Standard (IFRS)*
April 15-16 > Asset and Liability Management
April 19-20 > Developing Budget Using MS Excel*
April 19-20 > Financial Statement Analysis*
April 19-20 > Activity-Based Cost Management: Managing Cost & Performance
April 19-20 > Business Combination Accounting*
April 19-20 > Cost-Benefit Analysis (CBA)
April 19-20 > Treasury Management for Non Specialist*
April 21-22 > Effective Budgeting and Cost Control*
April 21-22 > Managers Guide to Improving Internal Control: SOX Approach
April 21-22 > Overhead Cost Management
April 21-22 > The Statement Of Cash Flow (SCF)
April 21-23 > A New Paradigm of Management Accounting for Business Decisions
April 21-23 > Creative Accounting: Understanding Grey-Area Accounting
April 27-28 > Creative Cash Flow Reporting (BPRO&LPAI)
April 27-29 > Advanced Cost Accounting*
April 29-30 > Intermediate Finance & Accounting for Nonfinance*
FRAUD AND RISK MANAGEMENT
April 13-15 > Operational Risk Management
April 21-22 > Enterprise Risk Management Application*
April 27-28 > Managing Risk in Asset Management*
STANDARD OPERATING POLICIES & PROCEDURES
April 07-08 > Sales & Marketing Policies and Procedures*
April 13-14 > Finance Policies and Procedures (SOP Finance)*
SPECIALIST PROGRAMS
April 13-16 > Certificate of Professional Cost Controller
__________
*direncanakan di Bandung
What Makes a Smart Manager?
Management-Issues, at the heart of the changing workplace
What makes a smart manager?
11 Aug 2009 | Bryan Alaspa
It's a sad fact that many of those in managerial roles are just not suited to being in charge of other people. And even those who do have the managerial knack can be undermined by a lack of training and support from their employer.
So how can a new manager become a smart manager? This piece by Mitch McCrimmon for Suite101.com has some great tips.
McCrimmon writes, "Managers who excel at working smart are enablers, not doers. They help others get work done by being facilitators, catalysts, coaches, influencers and developers of people. Smart managers position their coaching management style as being in the best interest of others rather than giving the impression that they are lazy."
Being a smart manager means putting yourself into a position to resolve problems. You become the focal point of employees who have problems, questions or disputes. You want those employees who report to you to trust you, look to you for leadership, and for help when they need someone to turn to.
If you simply "pass the buck" and don't take charge of those situations, you lose their respect and morale goes down.
The article also explains why there are far more not-smart managers than smart ones. This is because far too many managers are those who know how to impress their own bosses and achieve goals set for them, but lack any real experience managing people.
So be careful as you move up and as you promote people or you can end up paying a hefty price.
Original URL: http://www.management-issues.com/2009/8/11/blog/what-makes-a-smart-manager.asp?section=blog&id=5690&specifier=&mode=print&is_authenticated=0&reference=
This article comes from www.management-issues.com
What makes a smart manager?
11 Aug 2009 | Bryan Alaspa
It's a sad fact that many of those in managerial roles are just not suited to being in charge of other people. And even those who do have the managerial knack can be undermined by a lack of training and support from their employer.
So how can a new manager become a smart manager? This piece by Mitch McCrimmon for Suite101.com has some great tips.
McCrimmon writes, "Managers who excel at working smart are enablers, not doers. They help others get work done by being facilitators, catalysts, coaches, influencers and developers of people. Smart managers position their coaching management style as being in the best interest of others rather than giving the impression that they are lazy."
Being a smart manager means putting yourself into a position to resolve problems. You become the focal point of employees who have problems, questions or disputes. You want those employees who report to you to trust you, look to you for leadership, and for help when they need someone to turn to.
If you simply "pass the buck" and don't take charge of those situations, you lose their respect and morale goes down.
The article also explains why there are far more not-smart managers than smart ones. This is because far too many managers are those who know how to impress their own bosses and achieve goals set for them, but lack any real experience managing people.
So be careful as you move up and as you promote people or you can end up paying a hefty price.
Original URL: http://www.management-issues.com/2009/8/11/blog/what-makes-a-smart-manager.asp?section=blog&id=5690&specifier=&mode=print&is_authenticated=0&reference=
This article comes from www.management-issues.com
5 Things Next-Level Leaders Always Do
This post will take a look at the process of being or becoming a Next-Level Leader. There are probably a dozen different concepts of what a Next-Level Leader is or what that word-pairing actually means; however in this post I will provide my personal definition of what a Next-Level Leader is. I will also identify the 5 Things That Next-Level Leaders Do.
Next-Level Leader- A leader that not only elevates their personal leadership to that Next-Level, but elevates the leadership of their team members, peers and competition to the Next-Level.
Here are the 5 Things That Next-Level Leaders Always Do:
Article source: Scott Williams
Recommended Reading: The Next Level: Leading Beyond the Status Quo
Recommended Training : Management Leadership Training
Next-Level Leader- A leader that not only elevates their personal leadership to that Next-Level, but elevates the leadership of their team members, peers and competition to the Next-Level.
Here are the 5 Things That Next-Level Leaders Always Do:
- Challenge Everything-They challenge things because they are supposed to be challenged. They not only challenge the thoughts/methods of their leaders but they challenge their own personal methodology. They realize that their boss puts their pants on just like they do and embrace the fact that just because a person is supervising doesn’t mean they are necessarily smarter or better leaders. Challenging things is not about being combative, but rather raising every-one’s leadership game to the Next-Level.
- Ask The Right Questions- They always ask the right questions… They begin sentences with “What If?, Have You Ever Thought About?, This Might Sound Crazy, but do you think we can…” Anytime they have the opportunity to sit down with a Next-Level Leader they desire to learn from, they have a list of questions and not a list of answers. They take their leadership game to the Next-Level by asking the right questions.
- Dream- They are always dreaming and imagining. Some of these dreams may seem to be a fairy-tale to some, but not to a Next-Level Leader. A Next-Level Leader will schedule an appointment to dream, they go to Starbucks and Dream, they close their office door and dream, they take a vacation alone to do nothing but dream. They take their leadership game to the Next-Level by dreaming, encouraging those around them to dream, writing their dreams down and making those dreams a reality.
- Learn- They are always learning from: books, blogs, their industry, history, other industries, culture, failures, their followers, other Next-Level Leaders… They have a mantra something like Will Rogers’ Mantra (I never met a man I didn’t like) The Next-Level “I Never Met a Man, Woman or Situation that I didn’t learn from.” They elevate their leadership game to the next level by realizing that learning is fundamental.
- Make Next-Level Leaders- Next-Level Leaders make Next-Level Leaders. Next-Level Leaders contribute to the world of leadership by truly caring about those that they lead and always developing Next-Level Leaders. They never confuse Management with Leadership. Managers manage people and things… Next-Level Leaders make other Next-Level Leaders. Simply put: “If You Are Not Developing and Making Next-Level Leaders… You Are Not A Next Level Leader.”
Article source: Scott Williams
Recommended Reading: The Next Level: Leading Beyond the Status Quo
Recommended Training : Management Leadership Training
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