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Instilling Love And Other Values In Employees

RMIT Maxim Mulyadi - Article Image 1
Maxim Mulyadi (right) with employees at his mineral water plant
 

HIS JOB title is styled Chief Shepherd of CV Tirta Makmur, a manufacturing and distribution company for the Pelangi packed mineral water in Ungaran, the capital of Semarang region in central Java.

“I use the term Chief Shepherd because I model my leadership after Jesus when he described himself as the good shepherd,” says Maxim Mulyadi, 26, whose job is that of general manager.

“When I took over the role in the company, I established three core values as the basis to make decisions and run the company. The values are love, transparency and meritocracy. The first was from the Bible while the other two I adopted from Singapore where I’d stayed for 10 years.”

Maxim studied in SIM Global Education and received his Diploma in Management Studies in 2008. He went on to study at SIM-RMIT University’s Bachelor of Business (Management) programme, graduating in 2010.

“I was interested in business management, hence I chose that particular RMIT programme. It helps me developed the reading habit through the assignments that required me to read and understand pages of professional journals.

“The course also helped me develop conceptual, systematic and analytical thinking which is useful in my current day-to-day operation.”

Among the useful and interesting modules he studied were Change Management, Strategic Management and the History of Management Thought.

“Change Management is like a tool box that contains the introduction to many applicable frameworks,” he says. “Due to the time limit of the syllabus I didn’t have the chance to explore the subject deeper. It was only after I attended seminars and started working that I began to appreciate and understand how to apply the tools. But the learning experience did help me to develop a systematic and conceptual approach in day-to-day problem-solving.”

Strategic Management, according to Maxim, provides the basis in systematic thinking from the formulation of strategy to developing a framework for execution. “Again due to the limited time and scope of application during the course, I was not able to go in-depth but this module significantly helped me develop systematic thinking. After graduation, I continue to read more of the subject in business journals, and how to blend theory with real-life applications. The excitement comes when I implement the concept to my work.”

The History of Management Thought is a module on the history of business. Maxim learnt, for instance, that the origin of the great Toyota management was derived from scientific management. “Here I learnt that business management is both a science and an art, combining the workings of the right brain and the left brain.”

His advice to those still in school: “Whatever you see or learn in school is just the tip of the iceberg. It’s like being introduced to a new person. For that person to become your close friend or trusted comrade will take time and effort.”

Advice For Indonesian Students

Specifically for Indonesian students who are considering going to Singapore for their tertiary education, he says:

“First thing first – speak English constantly and speak it well. Make sure you think in English.. That makes things easier when you study in Singapore. English proficiency will come in handy, not just in Singapore, but in the larger Asean community.

“And what you’ve learnt in Singapore, take it back to Indonesia. Embrace it, adopt it and implement it. I imported the principles of transparency and meritocracy in my work life. I used these values to guide my decision-making in dealing with people, creating an organisation system, and so on.”

Lifelong Learning Through Books, Seminars

Maxim improves himself constantly by reading management books. The one he’s currently reading is Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance by Marcus Buckingham (2010).

Other books he has read include those on branding, and strategic management and implementation. “These may be technical and dry,” he concedes. “But they are pragmatic and practical.

“For me, I am constantly refining and sharpening my management thinking and competency. When I returned to Indonesia after my graduation in 2010, I spent a year attending various seminars by management consultants. I learnt the best practices of mid-sized and large corporations, and I networked with different executives who have put their knowledge to practical use at work.”

He acknowledges that of all we have learnt, probably only 5 percent could be applied in our personal and work life, unless it is a technical skill like accounting. But that 5 percent is worthwhile if you could transform it into a skill that you use every day.

Business Goals

Maxim’s goal for his family business is to be the market leader for packed mineral water in Central Java. “My target is to reach 5 million units of multi-packed water and 500,000 units of five-gallons per month in five years.”

The factory which has been operating for 10 years, employs 146 people. Turnover was about S$700,000, and Maxim expects S$800,000 in 2014. His family’s other businesses include plantations, industrial estate rental, dry kiln service, timber manufacturing and card games manufacturing.

In his own business, he’s doing what he loves and loving what he’s doing. “It is very fulfilling because when you love what you do, it doesn’t feel like work. You’re enjoying every moment of it.”

So, what he does is “live to love”. It’s a chain reaction, starting with love which creates impact and positive change, he explains.

 

— Posted online 11 December 2014

 

6 Steps To Maximise Your Strengths In The Workplace

Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance by Marcus Buckingham, provides a road map for managers to learn for themselves and then teach their employees how to approach their work by emphasising their strengths rather than weaknesses.

The author offers a six-step plan for six weeks of reading and habit-forming action for discerning strengths, along with optional tools to enhance the process such as online questions for measuring strengths and downloadable films.

The 6 steps are belief that the best way to compete is capitalising on your strengths, identifying your strengths and weaknesses, volunteering your strengths at work, lessening the impact of your weaknesses on your team, effectively communicating the value of your strengths while limiting work utilising weaknesses, and building habits and pushing activities that play to strength.