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To ensure feedback effectiveness we should give and accept BEST Feedback to each other:
GIVING FEEDBACK:
Balance, Earnest, Specific, and Timely
ACCEPTING FEEDBACK:
Big-hearted, Eager, Studious, and Thankful
A computer’s Central Processing Unit (CPU) needs BIOS in order to connect or interact with its peripheral devices.
Much like computers, human beings also use BIOS when interacting with other parties. But our BIOS stands for:
Bias, Intention,
Observation, and Standards.
TOUCH Coaching includes processes before, during, and after the actual coaching session takes place.
TOUCH stands for Trigger, Observe, Understand, Communicate, and Hone.
The recipe for mastering the arts & technique of persuasion:
Ethos – be credible/win their trust: Purposeful, Examining, Reliable
Pathos – be empathetic/win their hearts: Sociable, Understanding, Attentive
Logos – be rational/win their logic: Descriptive, Eloquent, Relevant.
(Busy, but Little Impact,
with No Direction)
BLIND Mindset or SIBUTA (Sibuk Tanpa Arah) is a behavior tendency when initiating, formulating, or deciding on initiatives that are not GOAL-DRIVEN (align with the vision). This does not bring an organization closer to its vision because it is merely running or creating programs (program-oriented).
Learning agility is not just about reading and writing, but about learning, unlearning old habits, and relearning to adapt to the new normal. An Agile Learner needs the AIUEO traits to adjust effectively, that stands for: Abstract Reasoning, Idea Orientation, Unconstraint (Flexibility), Energy, and Openness.
Founders of startup businesses must trigger or reinvent disruptive innovations ONTIME, i.e.: Origination, Number-crunching, Team formation, Initiation, Market-sensing, and Extra-mile.
INSIGHT Framework helps identify the key objects of Critical Thinking that shape clear, fair, and well-reasoned analysis. It guides individuals to examine how ideas are formed, questioned, justified, and connected to real challenges and goals.
INSIGHT stands for Inquiry, Notion, Standpoint, Implication, Goal, Hurdle, and Theory.
Together, these elements ensure thinking is structured, reflective, and decision-ready.
In a VUCA world, leadership demands adaptability and emotional intelligence. Our color-personality model, based on classical elements, provides a clear framework to understand and connect with diverse personalities for better collaboration and leadership.
Red & Fire: Bold, driven leaders who take initiative and focus on results;
Yellow & Air: Creative, optimistic communicators who thrive on relationships and adaptability;
Green & Earth: Stable, reliable team players who value harmony and loyalty;
Blue & Water: Thoughtful, analytical individuals who prioritize logic and precision.
In today’s fast-changing world, Agents of Change are vital to shaping behavior, culture, and driving successful transformation. The Agile Agent of Change Competencies emphasize adaptability, collaboration, and resilience to overcome resistance.
1. Leadership & Persuasiveness
2. Leading Change
3. Organization & Time Management
4. Learning Agility
5. Information Seeking
6. Creativity & Innovation
7. Interpersonal Dynamics
8. Collaboration & Teamwork
In today’s dynamic business world, Change Leaders turn strategy into action and sustain transformation. The Agile Change Leader Competencies mobilize teams, build commitment, and drive transformation with adaptive, collaborative leadership.
1. Leading Communication
2. Leading Change
3. Coaching & Developing Others
4. Negotiating
5. Decisiveness
6. Team Building
7. Managing Innovation
8. Driving Results
The DARE to Change approach is a practical, research-based method to build good habits and break bad ones by leveraging the habit loop.
DARE stands for:
Directly Reminding: use clear, visible cues;
Attractively Compelling: make habits enjoyable;
Relevantly Making Sense: keep habits simple and practical;
Excitingly Satisfying: reinforce with rewards.
To break bad habits, DARE is reversed: Distancing, Alienating, Refusing, and Eliminating—making bad habits less visible, less appealing, harder to do, and less rewarding.
This song is inspired by the timeless leadership philosophy of Ki Hadjar Dewantara: “Ing ngarsa sung tuladha, ing madya mangun karsa, tut wuri handayani.” It reflects the spirit of authentic leadership—leading by example, building motivation through collaboration, and empowering others to grow.
Through uplifting lyrics and a modern approach, the song encourages leaders to blend innovation, determination, and teamwork in realizing impactful and values-driven leadership.
This model emphasizes that leadership success comes from balanced collaboration. Both leaders and followers play active roles:
Leader’s Role:
- Lead with Vision: set direction
- Lead with Determination: maintain commitment
- Lead to Completion: ensure execution
- Lead through Collaboration: enable participation
Follower’s Role :
- Follow with Exploration: bring innovative ideas
- Follow with Engagement: participate fully
- Follow to Fulfillment: ensure detail and quality
- Follow through Dedication: show loyalty
SCORE is a practical, streamlined approach to task management inspired by the Getting Things Done (GTD) method. Designed to boost focus and reduce overwhelm, SCORE helps individuals and teams manage their workload more efficiently through five clear steps:
Scan, Capture, Organize, Review, and Execute.
To ensure feedback effectiveness we should give and accept BEST Feedback to each other:
GIVING FEEDBACK:
Balance: what you wish & like;
Earnest: sincere, no like vs. dislike;
Specific: clear and to the point;
Timely: current and contextual.
ACCEPTING Feedback
Big-hearted: nothing personal;
Eager: willing & enthusiastic;
Studious: always wants to improve;
Thankful: shows appreciation.
BIAS INTENTION OBSERVATION STANDARDS (BIOS)
A computer’s Central Processing Unit (CPU) needs BIOS (Basic Input-Output System) in order to connect or interact with its peripheral devices.
Much like computers, human beings also use BIOS when interacting with other parties. But our BIOS stands for:
Bias: favoritism towards one thing, person, group compared with another;
Intention: purpose/reason for bringing about or carrying out an action;
Observation: recognizing, taking notice, or discerning through gathering of facts: data or info;
Standards: self-concept (ideal-self or ought-self) used as a measure or norm in comparative evaluations.
TOUCH Coaching includes processes before, during, and after the actual coaching session takes place:
Trigger: makes sure both parties know the main objectives of the session;
Observe: makes sure the Coach have gathered relevant data points for effectiveness of the session;
Understand: helps the Coach see from the Coachee’s perspective;
Communicate: helps the Coach to ask the right questions, listen well, and facilitate the Coachee to come up with own solutions;
Hone: ensures follow-up and-through of agreed action plans.
ONTIME DISRUPTIVE INNOVATION
Founders of startup businesses must trigger or reinvent disruptive innovations ONTIME, i.e.:
Origination: brainstorm for disruptive innovation ideas (solution-problem fit);
Number-crunching: validate ideas by formulating the right business model with solid financial projections;
Team formation: engage individuals with the right passion & commitment;
Initiation: design and develop quickly the minimum
viable product (MVP);
Market-sensing: test the tractions on your solutions
(market-solution fit);
Extra-mile: scale-up based on the lessons learned
(channel-market fit).
BLIND MINDSET
(Busy, but Little Impact, with No Direction)
BLIND Mindset or SIBUTA (Sibuk Tanpa Arah) is a behavior tendency when initiating, formulating, or deciding on initiatives that are not GOAL-DRIVEN (align with the vision). This does not bring an organization closer to its vision because it is merely running or creating programs (program-oriented).
9 PERSUADER CHARACTERISTICS
The recipe for mastering the arts & technique of persuasion:
ETHOS: be credible/win their trust
Purposeful: know your mission;
Examining: be curious, always learn;
Reliable: be honest and sincere;
PATHOS: be empathetic/win their hearts
Sociable: be nice, build chemistry;
Understanding: care for their views;
Attentive: show interests in others;
LOGOS: be rational/win their logic
Descriptive: speak by data & facts;
Eloquent: tell stories, not theories;
Relevant: focus, address key issues.
AGILE LEARNER FRAMEWORK
In learning agility development, the learning process is not only from reading and writing, but how we can also learn, unlearn old ways of thinking, and relearn to quickly adapt with the new normal.
Agile Learner Framework describes the learning process occurs in a lifetime (infinite) with learn, unlearn, and relearn. Unlearn is the trigger whether we want to learn and relearn. If we don’t learn, then we will lose the power to learn.
AIUEO TRAITS
An Agile Learner must have AIUEO traits in adjusting to the new normal era. AIUEO stands for:
Abstract Reasoning: potential to solve problems and understand the logical relationships among concepts;
Idea Orientation: preference for thinking creatively and generating new ways to solve problems;
Unconstraint (Flexibility): willingness to modify an approach and to adapt to changing circumstances;
Energy: potential to sustain a high level of activity over extended periods;
Openness: receptiveness to new or alternative ideas.
SIMPATIK/INSIGHT
This proprietary framework serves to help identifying the objects of Critical Thinking. SIMPATIK stands for:
Sudut Pandang (Point of Views);
Informasi/Fakta (Information/Facts);
Masalah/Konteks (Problems/Contexts);
Pertanyaan (Questions);
Asumsi/Hipotesa (Assumptions/Hypotheses);
Tujuan/Maksud (Purposes);
Implikasi/Dampak (Implications/Impacts);
Konsep/Ide (Concepts/Ideas).
INSIGHT stands for:
Inquiry (Pertanyaan);
Notion (Asumsi);
Standpoint (Sudut Pandang);
Implication (Implikasi);
Goal (Tujuan);
Hurdle (Masalah);
Theory (Konsep).