Bulletin No. 4 | July – August 2001

Topics in this issue


Against the backdrop of ‘change’ at the individual, organizational and societal level is an evolution of the training provision required to meet conflicting interests. Employers and employees want to fully return on their investment, with the former, particularly if they are ‘footing the bill’ seeking added value and bottom-line results. In today’s rapidly changing world the need for training is of great importance. The days when an individual learned skill under apprenticeship, articles, professional training with a job for life have long since gone. Learning is a lifelong process and is necessary not just for personal growth  and development, but merely to stand still.

The pace of change is increasingly gathering momentum. What was appropriate 10 years ago is no longer appropriate today. Indeed, in some areas in our lives what was good last year, or last month, is no longer good today. This is very different from the experience of previous generations. Some sunset leaders always take pride in what they did years ago and many of them do not value new inspiring strategies on how to run the organization. Change – Speed – Information. Those are the three components we should take and apply in our lives if we want to survive.

The emergence of global economy which creates global consumer, global cooperation, global employment opportunity, global knowledge has resulted in the emergence of corporate change methods to enable all individuals and organizations to react quickly to change. Unfortunately, many organizations strive for global players without paying serious attention to the internal public. Employees cannot be dragged to global exposure in a short time. Young executives need time on how to cope with the global and local environment. They have to understand, learn and practice on how to Think Globally, Act Locally.

In this issue you will get some tips on self promotion, some issues on how to become an effective leader. New marketing values have driven ‘polishing the image’ of an organization to an end. You will be able to test yourself on how well you are ready to become a global player. You will have some tips of English and much more. Mind you that personal development is important for both individual growth and occupational success. Don’t ever miss any issue of EGA briefings as I think, and I urge you to think that personal development is an investment, not at all a cost.

Enjoy your reading!

All the best, 

Elizabeth Goenawan Ananto


How to promote yourself

Working in or observing public relations and advertising are as close as  most people get into seeing the techniques of promotion. Parallels with personal promotion, public relations in the narrow scope, and advertising are effective means of promoting a product or service. 

  • Objectives for your self-promotion could include any of the following :
    • Getting in print : put your ideas in writing, distribute to colleagues and friends, ask for feedback
    • Getting considered for future jobs : update your knowledge and skills
    • Creating favourable awareness : motivate others, initiate positive actions
    • Getting recommended : establish yourself as an expert or a resource person
    • Gaining professional status : behave on a businesslike manner
    • Getting a promotion or raise : always try to create challenge
    • Gaining visibility : always appear in public
    • Attracting a mentor : try to find a mentor who can give wider opportunity to stay ahead

  • Recommended tips for self-promotion
    • Make business cards. They can be plain, but get high-quality cards. Apply the same standards to your personal stationary
    • Make your introductions memorable
    • Review your job performance. Set objectives for yourself and monitor your progress
    • Understand what other wants and expect
    • Join organizational membership
    • Assume leadership in organizations
    • Work at everyday communications and social activities
    • Take part in charity and other voluntary work
    • Create or participate in seminars
    • Publicize! Promote your family, pets, home, food, hobbies, interests and many more!!

  • Source :  C.D Peterson, Staying in Demand


    The major barriers to Leadership development is ‘driving change within an organization’

    • Leadership is thought to be the agent of change within the organization.
    • Leadership is also blamed as the reason for company failure to meet its objectives

    What is the Challenge of Leadership in the 21st Century
    There is a growing demand for leadership quality and work performance. Why do good performers leave and bad ones stay? What are the challenges of leadership in the global environment? How to anticipate the growing trend of challenging loyalty to an organization?

    Leadership provides a total culture experience and the workforce should provide loyalty, energy and dedicated service. Leadership style is thought to be one significant factor in driving change is organization.

    What is the guideline for driving change in organization? How to  articulate the ideology clearly and persistently?
    How to identify relevant elements of the ideology to preserve? How to adapt ideology to current conditions? How to apply knowledge management to diversity culture? How to keep actions and decisions consistent with the ideology? How to develop cultural maintenance leadership at all levels?

    Some leaders are not effective. Leaders must themselves exhibit the work habits, attitudes and priorities they expect their subordinates if their leadership is to be the most effective?

    How to empower public relations into leadership performance and in fact organizational performance?
    How is the evolution of public relations concept into corporate strategy? How is the changing role of public relations from promotion and publicity into strategic management function? How is the role of public relations in sharing values within the changing environment. How to increase your personal leadership quality to exhibit confidence in an increasingly uncertain situation?

    These issues will be discussed intensively on a one day workshop on Leadership and Public Relations Empowerment, on Saturday July 21st, 2001 at Boulevard Park Plaza Hotel, Slipi, Jakarta

    The workshop covers 4 topics :

    1. The Challenges of Leadership in 21st century
    2. The Empowerment of Public Relations into Organizational Performance
    3. Strategic Public Relations Planning
    4. Public Relations Measurement and Evaluation
    5. Simulation and Presentation : How to propose a PR Campaign.
      Details of the programme can be seen in the leaflet provided.


    International Public Relations Association (IPRA)
    Golden World Awards for Excellence in Public Relations

    The Golden World Awards for Excellence in Public Relations, GWA, has attracted a huge number of entries from around the world since the competition started in 1990. Many corporations, state institutions, associations and consultancy firms have realised the value of benchmarking their public relations. Activities against case studies from colleagues in other countries. As a complement to national competitions such as Anugerah Perhumas in Indonesia, the Anvil Awards in the US and the Sword of Excellence Awards in Great Britain, just to name a few. 

    Public relations campaigns, at local, national, or international level in a wide variety of professional categories can be entered in the Golden World Awards competition. 

    GWA Listed below are the specific categories in which awards are granted for 2001

    1. Overall Institutional promoting general relations with all or some publics
    2. Public Services promoting societal good with philanthropic motivation
    3. Public Affairs specific short-term effort to influence governmental legislation or regulation, or to elect a political candidate
    4. Issue Management long-term effort dealing with public policy or policies
    5. Emergency dealing with disaster or other unpredicted emergency
    6. Community Relations aimed at publics in one or more particular communities in which the company or institution has a special presence or interest
    7. Employee Relations designed to increase efficiency or improve morale within the company or institution
    8. Investor Relations intended to influence present or prospective investors and the financial community
    9. Marketing (New Product) promoting sales of a tangible product new to the marketplace
    10. Marketing (Established Product) promoting sales of tangible product that has been on the market for some time
    11. Marketing (New Service) promoting sales of an intangible service or idea new to the marketplace
    12. Marketing (Established Service) promoting sales of an intangible service or idea that has been on the market for some time
    13. Special Event / Observance (under eight days) concentrated opening, celebration, commemoration or created event
    14. Special Event / Observance (eight days or more) – celebration, commemoration or activity unfolding over a period of time
    15. Environment concerning a real or alleged threat to the environment
    16. Arts promoting or fostering the arts by an arts organization or a sponsoring company/ institution
    17. Other aimed at distributors, members, educators, youth or other special publics
    • Public relations campaigns entered in the IPRS Golden World Awards competition must exhibit a high standard of excellence in a variety of programme aspects.

    Specifically, each entry will be judged on the basis of its competence in five areas :

    1. Statement of Problem/ Opportunity
    2. Research
    3. Planning
    4. Execution
    5. Evaluation


    Are you really a global player?

    By speaking English, no matter how loud you can speak, how hard you convince your audience, you are not what you think you are. A world class manager is a manager who makes change, not someone who is influenced by change. A world class manager is the one who plans for changes, who combines a system that facilitates the changes, who empowers the workforce to make change and who appreciates successful change. To be a global player, you need a long process  that is basically rooted in your ‘mindset’.

    Let’s look at the characteristics of a successful global leader.

    PersonalRelations with workIntellectual/Social
    Patient, persistentAble to think work as a systemIntellectual and social curiosity
    Emotionally stableAble to make decision in uncertaintyGood in establishing rapport
    Able to accept failure Able to cope in cultural barriersHave knowledge on history and social development
    Open mindedAble to be a respected model Being sensitive to other’s values
    Have a sense of humor Able to anticipate business hintsHave high motivation to work across border
    HumbleAble to adapt management style
    High ImaginativeTechnically competent

    Source : Mary O’Hara Devereaux & Robert Johansen, “Global Work”

    • Learn more about summary of Asian and Western values and evaluate yourself. What values influence you more?
    • It might be worthwhile if you take the advice of some wise world class managers

    “Think Globally, Act Locally”

    Asian ValuesWestern Values
    Harmonious relationshipSelf- actualization
    Hierarchies and power distanceDemocratic
    Low tolerance of uncertaintyTolerance of uncertainty
    Respect for eldersRespect for merit
    Respect for statusRespect for achievement
    Face, sensitivity and feelingsObjective facts and data
    Indirect; third party assistanceDirect to the point; one to ones
    Shame culture – external controlGuilt culture internal control
    Modesty and humilityWinning, assertive, active and outspoken
    Guarded; limited disclosureMore disclosure
    Consensus seekingConsultative; debate
    Personal and group facePersonal pride and self-esteem
    Relationship focussedTask focussed
    Family spirit; unityRole and boundary definition
    Time is lifeTime is money
    Humanistic, spiritual fulfillmentMechanistic and materialistic

    Source : Robert Burns, “Doing Business in Asia”


    Rio Tinto in Indonesia

    Rio Tinto is acknowledged world leader in the mining industry. Created by the unification of two mining, the RTZ Corporation and CRA Limited, the Rio Tinto Group currently operates major mines located in more than 20 countries and employs 34,000 people.

    Rio Tinto has in recent years expanded its Indonesian operations through a series of strategic joint venture agreements. Rio Tinto owns a 50% stake at Kaltim Prima Coal, and operates the Kelian gold mine, both situated in East Kalimantan. In 1995, Rio Tinto established a partnership with Freeport-McMoran Copper & Gold to develop further the Grasberg mine in Irian Jaya.

    Rio Tinto realizes that positive community relations and mutual respect are pivotal to long-term success. 

    In 1995, Rio Tinto established the Rio Tinto Foundation works in close partnership with communities, the government and other supporting organizations to improve the welfare of the people of Indonesia, particularly communities surrounding Rio Tinto’s operations. In all its activities, community development programs are based on the principle of mutual respect, active partnership and long term commitment.


    Corporate Image Management as a Marketing Discipline

    The corporate image needs to be planned, monitored and managed, just like any other strategic activity of the organization. Unfortunately, in many cases the corporate image is rarely planned and almost never managed. This may result from the primary thinking that the corporate image was to be created by design consultants. After several years, the solitary corporate identity becomes diffused, abused and misused before it deteriorates into a multitude of associated images and identity platforms.

    Is the design approach still suited today’s marketing environment? No! 

    The marketing environment is moving up the marketing excellence ladder to dialogue excellence and relationship excellence. Organizations must manage their images more closely.

    Corporate image management takes several steps further, because it

    • Focuses on the process
    • Aims to enable and to communicate change throughout the organization
    • Monitor internal and external environments and the continual development of the organization and its image
    • Is expressed both graphically and organizationally
    • Is strategic and long term, it is an investment, not a one-off expense
    • Uses strategies to develop two-way communication with key audiences and
    • Adds value to the corporate, brand, product and service positioning of the organization

    Source : Steven Howard, “Corporate Image Management A marketing Discipline for the 21st century”

    Principles of New Marketing

    • The primary objective of marketing is to sell more products to more people, more often and more expensive
    • Marketing is a serious business and more people become aware that serious business is marketing
    • Marketing is not magic, there is nothing mysterious about marketing
    • Marketing is a professional discipline. You cannot let Mr. X or anyone who is not professionally trained
    • Today’s market is a consumer democracy. Consumers have many choices, the marketers have to inform how they choose
    • Plan your goal. Set up where you want to be, not where you think you can be
    • Once you have a goal, develop a strategy to achieve it
    • Strategy is your boss. Strategy which controls ‘everything’ and ‘anything that communicates’. You can decide to change your strategy but you cannot bend that strategy
    • Marketing is a science. Marketing is about an experiment, calculation, analysis, revision and replication. You should be ready to change your idea
    • Take into account any brand in the market area. Do it regularly and frequently, at least once in a month. Marketing should create profit. (to be continued in EGA briefings Issue no.5)

    Source : Sergio Zyman, “The end of Marketing as we know it”

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