There are some leaders in the company who, whenever I ask about the implementation details of an issue we are discussing during meetings, always reply, "That’s just a technical matter." I am always more wary when working with leaders like this, because they are experts at speaking at length about broad concepts but are neither willing nor able to get involved in the technical execution. In reality, my level of authority is on par with those leaders. The difference is that I maintain a balanced combination of two things: 1) developing the broad conceptual framework, and 2) designing the execution techniques for that concept.
This stands in contrast to them—those who discuss only the concepts but are no longer willing to give thought to the technical aspects of executing those concepts.
What is the result? It simply wastes time holding meetings with them about this or that concept without any clarity regarding the execution techniques.
The question is, why do they do that? There are several answers: 1) They lack technical expertise, so they avoid technical discussions regarding the concepts they propose; this occurs because they hold high-ranking positions due to personal closeness with the company owner rather than because of the competence required for the role. 2) They once possessed technical expertise but have long since failed to hone those skills, leaving them unable to discuss the technical execution of their proposed concepts. 3) They believe that technical discussions should be handled by employees at lower levels; this is highly detrimental, as a concept cannot be implemented without a proper technical plan.
What are the consequences? 1) The concepts proposed by such leaders remain merely theoretical, as they are unwilling to discuss the technicalities of implementation. 2) Employees become frustrated, perceiving that these leaders offer ideas solely to appear intelligent. 3) Company owners—who had originally appointed these individuals to high-ranking positions due to personal connections—eventually realize they are incapable of doing the job (specifically, the ability to both devise a concept and formulate the technical plan for its execution); consequently, these leaders are removed from their positions (and are not employed again).
In conclusion: 1) The skill of conceptualizing must be balanced with the skill of technically formulating the execution of that concept. 2) A lack of balance—where conceptual skills are not matched by technical formulation skills (such as determining who will execute the plan, the roles involved, the necessary tools, the required stages and their completion timelines, the budget for each stage, the evaluation methods, and so forth)—can lead to a person being dishonorably removed from their position.
Sunday, July 12, 2026, 16:15 – 16:45 WIB
Monday, July 13, 2026, 01:00 – 01:34 WIB
Dr. Constantinus, S.Pi, M.M., M.Psi (Green Industry & Management)
Written for: Holiparent Food Division Holiparent Food Division is managed by: 1) Bernardine Agatha Adi Konstantia, S.T.P., M.Sc (Green Food Science & Technology), 2) Dr. Susana Adi Astuti, S.Pi, M.M., M.Si (Green Industrial Behaviour), 3) Dr. Constantinus, S.Pi, M.M., M.Psi (Green Industry & Management)
Office: Kedaton Terrace D9/3, BSB, Semarang City
Telephone: +62 82 136 424 089
In collaboration with "Industrial Psychology Bureau – Dr. Constantinus"
