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Hendra Nugraha: Coaching and motivating employees to score results
(Shakti Siddarta)Marketing executive Hendra Nugraha puts his management faith in understanding his employees and guiding them to be their best
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(Shakti Siddarta) (Shakti Siddarta)
(Shakti Siddarta)
Marketing executive Hendra Nugraha puts his management faith in understanding his employees and guiding them to be their best.
Hendra Nugraha recounts how some of his Celebrity Fitness employees have told him that they have never encountered a 'boss' with the same ability to motivate and empower them on the job.
His response is a gentle correction: he is not their boss, but their coach, showing them the way but also setting the ground rules.
'I don't like to be a boss, but the coach. With that approach, we can be closer to them and we train them in the general goals of the company, step by step,' says the vice president of Celebrity Brand and Marketing Services.
'We want to create a fun environment, and I am a friend and coach to my staff. But I really emphasize to them that results are very important, and they have to take care of the responsibilities given to them.'
Hendra, 40, has been with the leading fitness center since it first opened in Jakarta in 2003, pioneering today's urban fitness lifestyle revolution. Today, Celebrity Fitness has more than 170,000 members in four nations: Indonesia, Malaysia, Singapore and India.
He says he likes managing people, because ultimately it comes down to achieving the company's goals through proper human resource management. He is not about 'policing' his employees and knowing where they are at all times, but he is also aware of the need to keep up on the shared corporate goals. If an employee appears to be slacking off, he will call them up and have them give a progress report on the spot.
He developed his management approach from his experience in the hospitality and retail sectors, learning from managers who were creative, open and close to their team, contrasted with others who were rigid and ran departments like a bureaucratic government office.
'But my best teacher has been the ability to control and overcome my own ego,' he says. 'I'm anti-mainstream, I always go out of the box, and I also know the risks, and that it may be accepted or not. My philosophy is that I have to believe in the decisions I take, including ones for personnel, even if others do not agree. I must always be confident in my decision, even if I stand alone.'
At the cavernous Celebrity Fitness at Fx Lifestyle X'nter, Hendra discussed his management philosophy of being open, the art of reading people's characters, listening to employees and also expecting them to understand and meet their work objectives.
Use your head, not your heart: I try to think with my mind, not my heart. As a leader you have to be able to manage these two aspects. I always feel you should use your head, and don't take things personally, including if an employee criticizes you. Sure, use your heart for 10 to 20 percent of the decision, but the rest is about the mind, otherwise it will not be good. As a manager, if you use too much heart, you end up not being able to make a decision.
'Reading' employees: It's not easy to deal with a team with different characters. As a leader, I have to set the example, but I also have to understand them. One of the keys is to listen, and I can also easily read people and their characters. I set aside time to study and understand each person. Maybe I will need to be harder with this one, softer with another, because of their different characters. With my female staff, I have to understand when they have their period and not push them too much.
Performance openness: I never hide anything from the team when it comes to work performance. If they are good, then I will compliment them and motivate them to be better. I always say, 'good is not enough, let's be great'. You have to show your appreciation, whether it's with a raise or a personal thank-you.
If my staff is not doing well, I tell them bluntly. Of course, like I said, I have to look at what their character is and approach them accordingly. I tell them what they have to do, and also let them know if they don't do it, then the last resort being that they will be fired. I have to tell them clearly, without demotivating them, but remotivating them.
I give them three chances. If they cannot step up, then I say, we're still friends, but when it comes to the professional relationship, I have to make a decision not only for myself but for the company.
Crosscultural communication: I am also managing my team in Singapore, Malaysia and India, which is a different challenge. Singaporeans don't like small talk, they want things directly. Malaysians are similar to Indonesia, but with a bit of Singapore, too. Indians are very different. First, geographically they are far away, but culturally they may tend to say yes to whatever is asked when maybe that is not the case.
Again, you have to have positive thinking and keep things objective, not subjective. We may not like it when a foreigner says to us, 'how come you work like that?', when we would accept it if it comes from an Indonesian, even if we say it's not part of our culture. If we keep a subjective view, everything the foreigner does will be wrong and we can simply blame them, when objectively they may be right.
Empowering employees: As an Indonesian, working in Indonesia, we still have doubts about our abilities and if we can measure up. So we have to show that we can meet the standards, and even exceed them, to compete. I give my employees the freedom and the trust to make decisions, but they must be able to back them up. If they are not sure, check with me. But I give limitations, too. You can make a decision up to this point, and then you refer to me.
I am very proud that most of my ex-employees went to another part of their career path that was right for them. It's what I want ' I want to see them successful. I've also seen people who don't seem to have any competency at first. That's when your ability to read people kicks in. People may think I have made a mistake with them, but I polish them from scratch. All they need is guidance.
Hendra Nugraha
Place & Date of Birth
Bogor, West Java, Jan. 28, 1974
Experience
Vice president of brand & marketing services ' part of senior management team and founder VP at Celebrity Fitness (from 2012 to present). Previously, held managerial positions in several companies, including regional marketing, brand & promotion manager at PT. Exertainment Indonesia ' Celebrity Fitness ' Indonesia ' Malaysia ' India ' Singapore (2003 ' 2012), marketing communication consultant at Infinitum Marketing Communication ' Jakarta (2002 ' 2003), in store promotion & event manager at A Latief Corporation for Pasaraya Grande Shopping Center ' Jakarta (2001 ' 2002) and assistant marketing communication manager at Hotel Crowne Plaza Jakarta (1996 ' 2000).
Education
Sekolah Tinggi Pariwisata Bandung (STPB) ' Diploma III ' Rooms Management (1994)
At Ease
Relax & recharge: I love the spa and jet skiing also relaxes and refreshes me. At least once every two months I go to Bali to relax by running on the beach, culinary tours and a spa experience.
Weekend workouts: On the weekend, I go to the gym, it's a must. I also hang out with friends at coffee shops or watch a movie. During Car Free Day on the weekend, I do a 5K or 10K run or in-line skating for fun. If the weather is nice, I jet ski at Ancol with our world champion Aero Aswar or go downhill biking with my brother at Sentul or Bandung.
Hitting the road: Bali is my favorite destination, but Jogja and Lombok are awesome, too. I love Europe ' Barcelona, Paris, Nice, Venice and Florence are my favorites. I also am fascinated by Turkey and its history and culture, and Thailand is amazing. In October, I plan to go to the US to support my friend in the World Jet Ski Final in Arizona, and then explore the country with a bit of backpacking. Can't wait.
Host of hobbies: I am a movie buff and also love to sing (together with my friend, I produced and sang several singles). I love to watch music concerts and theatrical performances ' so far the best was the 1993 Michael Jackson Dangerous Tour.
