IBU

 

 

Ibu

Blitar, pada suatu sore …

Suasana hening dan sunyi ketika ia berlutut dan mendekap wajahnya di atas pangkuan sang ibunda.

“Ibu, alangkah malang nasibku”.

Ucapan seorang putra begitu cukup menggetarkan hati seorang ibu. Ucapan itu mengandung suatu harapan dari dirinya. Harapan itu, tiada lain, hanyalah doa dan restu bagi kebahagiaan putranya. Dari suara putranya, sang Ibu merasa ada kegetiran, nasib yang tiada beruntung dan seakan-akan putus asa.

Ia terhenyak diam. Agak lama. Perlahan-lahan dengan kedua tangannya mengangkat wajah putranya yang tercinta. Wajah itu begitu pucat. Tampak dari sorotan matanya penanggungan duka yang sangat besar.

“Oh, anakku, anakku,” seraya memeluk sang putra, ia melanjutkan, “kenapa anakku, kau kenapa…?”

Suasana kembali hening. Waktu seakan mundur sampai pada penghidupan keluarga itu seperempat abad yang lalu.

***

Tulungagung …

Oh, menyebut nama kota itu, kita akan teringat pula pada masa kanak-kanak kehidupannya Soekarno. Ketika ia masih bertelanjang berlari-lari dengan kawan-kawannya, di Desa Kepatihan, atau di Desa Bago, memburu belalang, menangkap capung, mandi di sungai, menunggang kerbau, memanjat pohon.

Masa itu Soekarno pernah dikenal sebagai pemanjat jempolan. Berani memanjat pohon-pohon yang tinggi, sedang kawan-kawannya hanya memandang ketakutan. Tak ada yang berani seperti dia.

Dengan begitu, apakah dia seorang anak yang ugal-ugalan?

Betul, dimana-mana diantara kawan-kawannya ia yang menjadi jagonya, memerintah, dan mengepalai, sementara semua anak-anak yang lain tunduk kepadanya.

Anak-anak desa itu, rupanya bukan sekadar tunduk lantaran takut. Mereka mencintai dan menyukainya.

Dari pembawaannya sejak lahir, Soekarno rupanya sudah memiliki pengaruh menarik dan berwibawa. Jadi bukan baru sekarang saja ia dicintai orang, tetapi sudah sejak muda, bahkan sejak kanak-kanak.

Orang yang memperhatikan, tentu masih ingat pada masa kecilnya, kira-kira tahun 1904, ketika sekawanan anak desa di Plosokandang menciptakan permainan hartonto. Salah seorang berperan menjadi raksasa, tinggi, besar, karena sekujur tubuhnya dibungkus dengan jerami kering yang diikat dengan tali kadebong pisang. Ramainya bukan main. Siapa yang menciptakan itu, siapa yang mempunyai pikiran demikian? Tak lain lagi, kalau bukan Koesno Soekarno, yang baru berusia 3 tahun.

Kendati mukanya belerang-belerong hitam belepotan hangusnya jelaga serupa dengan anak-anak lain, tapi sepintas saja orang lantas tahu, bahwa Soekarno bukan anak sembarangan. Matanya luar biasa. Berkedip-kedip dengan penuh daya tarik yang kekuatannya sangat luar biasa.

“Matamu serupa kucing candramawa, “ kata mbahnya sewaktu-waktu.

“Tidak, saya Bima,” jawab Karno yang lantas mengangkat dada dengan wajah yang serius, membuat mbahnya tertawa terpingkel-pingkel. Tak usah heran kalau Soekarno menjadi begitu bengal, karena ia sangat dimanjakan kakeknya. Kalau cucu-cucunya yang lain memakai kuncung di kepalanya sebagaimana anak-anak desa, hanya Karno yang tidak. Kepalanya dicukur gundul. Alasan sang kakek, karena Karno berbeda dengan lainnya.

Semua orang di Tulungagung pada masa itu tahu persis, siapa itu Raden Hardjodikromo. Ia itu seorang alim yang sudah tenang batinnya. Ia memiliki delapan anak, empat lelaki dan empat perempuan.

Raden Hardjodikromo bukanlah seorang yang terbilang mampu, tetapi ia sangat dijunjung tinggi oleh penduduk di sekitar situ, lantaran pribadinya yang pantas dihormati. Sifatnya gemar sekali menolong sesama manusia. Tentu saja tidak dengan uang, sebab ia tidak punya, tetapi dengan nasihat dan petunjuk-petunjuk yang bijak. Sebagai seorang yang menekuni ilmu kebatinan, Hardjodikromo bisa menyembuhkan orang sakit dengan doa-doanya saja. Walau begitu, ia sama sekali bukanlah dukun yang tersohor kemana-mana, karena apa yang dilakukannya hanya untuk orang di sekitarnya saja.

Kenapa Soekarno dikirim ke Tulungagung?

Terus terang, penghidupan ayahnya yang ketika itu pindah menjadi guru di Surebaya, berada jauh dari kecukupan. Biaya hidup di kota besar begitu tinggi, sedang gaji ayahnya cuma f.27,50.

Ketika baru datang ke rumah kakeknya, badan Soekarno kurus, lemah, dan sakit-sakitan. Tapi begitu disuwuk (diobati) oleh sang kakek, Soekarno lantas menjadi sehat dan segar sekali.

Seperti sudah dijelaskan, Soekarno terlalu dimanjakan, bukan cuma oleh kakeknya, tetapi juga oleh neneknya. Maka tak heran kalau ia menjadi bandel keliwat amat.

Hanya Soekarno saja yang boleh minum sisa kopinya sang kakek, padahal cangkirnya saja tiada seorang pun yang berani menyentuhnya.

Bukan itu saja. Tiada seorang pun berani mengomel kalau Soekarno disusul dan tidak mau pulang dari tempat orang nanggap wayang kulit. Kegemaran akan wayang sangatlah besar. Ia bukan sekadar menonton begitu saja seperti anak-anak seusianya yang lebih banyak mengantuk, rebahan dan tertidur di samping kotak. Soekarno kecil melihat dengan penuh perhatian, tidak tidur sampai pagi, kendati ketika itu usianya masih berkisar lima dan enam tahun.

Rupanya Soekarno kecil dalam pewayangan paling mengagumi perwatakan Sang Bima atau Werkudara, yang dilukiskan sebagai tonggaknya keadilan dan kebenaran. Untuk membela kebenaran dan memberi keadilan, kendati anaknya sendiri pun kalau terbukti bersalah dijatuhi hukuman mati, sebaliknya kalau benar kendati berhadapan dengan dewa pun ia tidak takut.

Penokohan terhadap sang Bima mempengaruhi watak Soekarno kecil sampai beranjak dewasa. Nampak jelas pada kemudian hari, apabila Soekarno berpidato di hadapan massa, sering ia mencuplik contoh-contoh dari lelakon wayang purwa. Begitu pula, karakter Bima yang sejak kecil menjadi pujaannya nampak dalam tutur kata Soekarno yang selalu berbicara apa adanya kepada siapapun tanpa tedeng aling-aling.

Ketika usianya sudah enam tahun sang kakek Hardjodikromo memasukkannya ke sekolah desa di Tulungagung. Inilah sekolah pertama yang memberi pelajarn baca tulis kepada Soekarno. Sekolah desa ini sedikitnya boleh marasa bangga, bahwa satu tokoh pejuang rakyat jelata (istilah politik ciptaan Soekarno: kaum Marhaen) yang jempolan pernah duduk di bawah atapnya.

Bagaimana pertama kali Soekarno mengikuti pelajaran? Apakah ia seorang murid yang pintar waktu itu?

Ha, jangan tertawa, ia seorang murid yang bebal. Ya, Soekarno adalah murid yang bodoh yang tidak pernah menghafalkan pelajarnnya dengan baik. Daripada membaca, lebih baik ia melamunkan kenangannya pada kisah-kisah pewayangan terutama Perang Baratayudha.

Apabila gurunya menuliskan contoh huruf di batu tulisnya, yang Karno tulis di bawahnya bukan menuruti contoh itu, tetapi ia malah menggambar sosok tubuh yang tinggi besar dengan gelung Sinupiturang yang angker, matanya bundar dan tangan yang memiliki kuku Pancanaka.

Itulah lukisan Sang Bima idolanya.

***

 

Soekarno sebagai manoesia”, Im Yang Tjoe, Penulis ulang: Peter Rohi.

Cetakan I, Januari 2008, Penerbit Panta Rei, Jakarta, 2008.

Hal. 1-8

Helping Great Answers Stand Out In Discussion Forums

Organizations today are in constant flux. Industries are consolidating, new business models are emerging, new technologies are being developed, and consumer behaviors are evolving. For executives, the ever-increasing pace of change can be especially demanding. It forces them to understand and quickly respond to big shifts in the way companies operate and how work must get done. In the words of Arie de Geus, a business theorist, The ability to learn faster than your competitors may be the only sustainable competitive advantage.

I’m not talking about relaxed armchair or even structured classroom learning. I’m talking about resisting the bias against doing new things, scanning the horizon for growth opportunities, and pushing yourself to acquire radically different capabilities—while still performing your job. That requires a willingness to experiment and become a novice again and again: an extremely discomforting notion for most of us.

Share What You’ve Learnt

Over decades of coaching and consulting to thousands of executives in a variety of industries, however, my colleagues and I have come across people who succeed at this kind of learning. We’ve identified four attributes they have in spades: aspiration, self-awareness, curiosity, and vulnerability. They truly want to understand and master new skills; they see themselves very clearly; they constantly think of and ask good questions; and they tolerate their own mistakes as they move up the learning curve.

Of course, these things come more naturally to some people than to others. But, drawing on research in psychology and management as well as our work with clients, we have identified some fairly simple mental tools anyone can develop to boost all four attributes—even those that are often considered fixed (aspiration, curiosity, and vulnerability).

Focusing on benefits, not challenges, is a good way to increase your aspiration. There are no secrets to success.

– james jackson

It’s easy to see aspiration as either there or not: You want to learn a new skill or you don’t; you have ambition and motivation or you lack them. But great learners can raise their aspiration level—and that’s key, because everyone is guilty of sometimes resisting development that is critical to success.

Make Yourself Accountable

Over the past decade or so, most leaders have grown familiar with the concept of self-awareness. They understand that they need to solicit feedback and recognize how others see them. But when it comes to the need for learning, our assessments of ourselves—what we know and don’t know, skills we have and don’t have—can still be woefully inaccurate. In one study conducted by David Dunning, a Cornell University psychologist, 94% of college professors reported that they were doing “above average work.”

Let’s say your boss has told you that your team isn’t strong enough and that you need to get better at assessing and developing talent. Your initial reaction might be something like What? She’s wrong. My team is strong. Most of us respond defensively to that sort of criticism. But as soon as you recognize what you’re thinking, ask yourself, Is that accurate? What facts do I have to support it? In the process of reflection you may discover that you’re wrong and your boss is right, or that the truth lies somewhere in between—you cover for some of your reports by doing things yourself, and one of them is inconsistent in meeting deadlines; however, two others are stars.

Famous Fictional Examples of Management Styles

Organizations today are in constant flux. Industries are consolidating, new business models are emerging, new technologies are being developed, and consumer behaviors are evolving. For executives, the ever-increasing pace of change can be especially demanding. It forces them to understand and quickly respond to big shifts in the way companies operate and how work must get done. In the words of Arie de Geus, a business theorist, The ability to learn faster than your competitors may be the only sustainable competitive advantage.

I’m not talking about relaxed armchair or even structured classroom learning. I’m talking about resisting the bias against doing new things, scanning the horizon for growth opportunities, and pushing yourself to acquire radically different capabilities—while still performing your job. That requires a willingness to experiment and become a novice again and again: an extremely discomforting notion for most of us.

Share What You’ve Learnt

Over decades of coaching and consulting to thousands of executives in a variety of industries, however, my colleagues and I have come across people who succeed at this kind of learning. We’ve identified four attributes they have in spades: aspiration, self-awareness, curiosity, and vulnerability. They truly want to understand and master new skills; they see themselves very clearly; they constantly think of and ask good questions; and they tolerate their own mistakes as they move up the learning curve.

Of course, these things come more naturally to some people than to others. But, drawing on research in psychology and management as well as our work with clients, we have identified some fairly simple mental tools anyone can develop to boost all four attributes—even those that are often considered fixed (aspiration, curiosity, and vulnerability).

Focusing on benefits, not challenges, is a good way to increase your aspiration. There are no secrets to success.

– james jackson

It’s easy to see aspiration as either there or not: You want to learn a new skill or you don’t; you have ambition and motivation or you lack them. But great learners can raise their aspiration level—and that’s key, because everyone is guilty of sometimes resisting development that is critical to success.

Make Yourself Accountable

Over the past decade or so, most leaders have grown familiar with the concept of self-awareness. They understand that they need to solicit feedback and recognize how others see them. But when it comes to the need for learning, our assessments of ourselves—what we know and don’t know, skills we have and don’t have—can still be woefully inaccurate. In one study conducted by David Dunning, a Cornell University psychologist, 94% of college professors reported that they were doing “above average work.”

Let’s say your boss has told you that your team isn’t strong enough and that you need to get better at assessing and developing talent. Your initial reaction might be something like What? She’s wrong. My team is strong. Most of us respond defensively to that sort of criticism. But as soon as you recognize what you’re thinking, ask yourself, Is that accurate? What facts do I have to support it? In the process of reflection you may discover that you’re wrong and your boss is right, or that the truth lies somewhere in between—you cover for some of your reports by doing things yourself, and one of them is inconsistent in meeting deadlines; however, two others are stars.

Top Best 10 Tips for Learning at Work

Organizations today are in constant flux. Industries are consolidating, new business models are emerging, new technologies are being developed, and consumer behaviors are evolving. For executives, the ever-increasing pace of change can be especially demanding. It forces them to understand and quickly respond to big shifts in the way companies operate and how work must get done. In the words of Arie de Geus, a business theorist, The ability to learn faster than your competitors may be the only sustainable competitive advantage.

I’m not talking about relaxed armchair or even structured classroom learning. I’m talking about resisting the bias against doing new things, scanning the horizon for growth opportunities, and pushing yourself to acquire radically different capabilities—while still performing your job. That requires a willingness to experiment and become a novice again and again: an extremely discomforting notion for most of us.

Share What You’ve Learnt

Over decades of coaching and consulting to thousands of executives in a variety of industries, however, my colleagues and I have come across people who succeed at this kind of learning. We’ve identified four attributes they have in spades: aspiration, self-awareness, curiosity, and vulnerability. They truly want to understand and master new skills; they see themselves very clearly; they constantly think of and ask good questions; and they tolerate their own mistakes as they move up the learning curve.

Of course, these things come more naturally to some people than to others. But, drawing on research in psychology and management as well as our work with clients, we have identified some fairly simple mental tools anyone can develop to boost all four attributes—even those that are often considered fixed (aspiration, curiosity, and vulnerability).

Focusing on benefits, not challenges, is a good way to increase your aspiration. There are no secrets to success.

– james jackson

It’s easy to see aspiration as either there or not: You want to learn a new skill or you don’t; you have ambition and motivation or you lack them. But great learners can raise their aspiration level—and that’s key, because everyone is guilty of sometimes resisting development that is critical to success.

Make Yourself Accountable

Over the past decade or so, most leaders have grown familiar with the concept of self-awareness. They understand that they need to solicit feedback and recognize how others see them. But when it comes to the need for learning, our assessments of ourselves—what we know and don’t know, skills we have and don’t have—can still be woefully inaccurate. In one study conducted by David Dunning, a Cornell University psychologist, 94% of college professors reported that they were doing “above average work.”

Let’s say your boss has told you that your team isn’t strong enough and that you need to get better at assessing and developing talent. Your initial reaction might be something like What? She’s wrong. My team is strong. Most of us respond defensively to that sort of criticism. But as soon as you recognize what you’re thinking, ask yourself, Is that accurate? What facts do I have to support it? In the process of reflection you may discover that you’re wrong and your boss is right, or that the truth lies somewhere in between—you cover for some of your reports by doing things yourself, and one of them is inconsistent in meeting deadlines; however, two others are stars.

Learning On-the-Go with the New Technologies

Organizations today are in constant flux. Industries are consolidating, new business models are emerging, new technologies are being developed, and consumer behaviors are evolving. For executives, the ever-increasing pace of change can be especially demanding. It forces them to understand and quickly respond to big shifts in the way companies operate and how work must get done. In the words of Arie de Geus, a business theorist, The ability to learn faster than your competitors may be the only sustainable competitive advantage.

I’m not talking about relaxed armchair or even structured classroom learning. I’m talking about resisting the bias against doing new things, scanning the horizon for growth opportunities, and pushing yourself to acquire radically different capabilities—while still performing your job. That requires a willingness to experiment and become a novice again and again: an extremely discomforting notion for most of us.

Share What You’ve Learnt

Over decades of coaching and consulting to thousands of executives in a variety of industries, however, my colleagues and I have come across people who succeed at this kind of learning. We’ve identified four attributes they have in spades: aspiration, self-awareness, curiosity, and vulnerability. They truly want to understand and master new skills; they see themselves very clearly; they constantly think of and ask good questions; and they tolerate their own mistakes as they move up the learning curve.

Of course, these things come more naturally to some people than to others. But, drawing on research in psychology and management as well as our work with clients, we have identified some fairly simple mental tools anyone can develop to boost all four attributes—even those that are often considered fixed (aspiration, curiosity, and vulnerability).

Focusing on benefits, not challenges, is a good way to increase your aspiration. There are no secrets to success.

– james jackson

It’s easy to see aspiration as either there or not: You want to learn a new skill or you don’t; you have ambition and motivation or you lack them. But great learners can raise their aspiration level—and that’s key, because everyone is guilty of sometimes resisting development that is critical to success.

Make Yourself Accountable

Over the past decade or so, most leaders have grown familiar with the concept of self-awareness. They understand that they need to solicit feedback and recognize how others see them. But when it comes to the need for learning, our assessments of ourselves—what we know and don’t know, skills we have and don’t have—can still be woefully inaccurate. In one study conducted by David Dunning, a Cornell University psychologist, 94% of college professors reported that they were doing “above average work.”

Let’s say your boss has told you that your team isn’t strong enough and that you need to get better at assessing and developing talent. Your initial reaction might be something like What? She’s wrong. My team is strong. Most of us respond defensively to that sort of criticism. But as soon as you recognize what you’re thinking, ask yourself, Is that accurate? What facts do I have to support it? In the process of reflection you may discover that you’re wrong and your boss is right, or that the truth lies somewhere in between—you cover for some of your reports by doing things yourself, and one of them is inconsistent in meeting deadlines; however, two others are stars.

Critical is ticking companies for to block underage users

Black farmers in the US’s South— faced with continued failure their efforts to run successful farms their launched a lawsuit claiming that “white racism” is to blame for their inability to the produce crop yields and on equivalent to that switched seeds.

Black farmers in the US’s South faced with continued failure in their efforts to run the successful farms launched a lawsuitSteve Jobs

For the first time the Swiss State Secretart for Economic Affair (SECO) has indicated that Uber taxi drivers should

Black farmers in the US’s South— faced with continued failure their efforts to run successful farms their launched a lawsuit claiming that “white racism” is to blame for their inability to the produce crop yields and on equivalent to that switched seeds.

For the first time the Secretart end

  • But there was also no shortage of new
  • Prasad made these comments on
  • He gave details of the answers provided
  • The government forthcoming in before

Black farmers in the US’s South faced with the thecontinu failure in their own efforts to run and succe farms is to blame for their inability to an sell an black farme a subpar product at

the most Mid-South Farm on Gin Show in them March 2017.Despite above average rainfall the black farmers saw limited

Black farmers in the US’s South— faced with continued failure their efforts to run successful farms their launched a lawsuit claiming that “white racism” is to blame for their inability to the produce crop yields and on equivalent to that switched seeds.

For the first time the Swiss State Secretart for Economic Affair (SECO) has indicated that Uber taxi drivers should be classed as employees

Black farmers in the US’s South—faced with continued failure in their efforts to run successful farms their launched a lawsuit claiming that “white racism” is to blame for their inability to produce crop yields and on equivalent to that switched seeds in order to sell black farmers a subpar product at the Mid-South Farm & Gin Show in March 2017. Despite above average rainfall, the black farmers saw limited soybean yield from the Stine seeds during the 2017 harvest.

For the first time the Swiss State Secretart for Economic Affair

  • But there was also no shortage of news for the worlds of film.
  • Prasad made these comments on behalf of the Treasury benches.
  • He gave details of the answers provided by Defence.
  • The government has been forthcoming in declaring the aircraft.

Black farmers in the US’s South—faced with continued failure in their efforts to run successful farms their launched a lawsuit claiming that “white racism” is to blame for their inability

The most Mid-South Farm on Gin Show in them March

Black farmers in the US’s South— faced with continued failure their efforts to run successful farms their launched a lawsuit claiming that “white racism” is to blame for their inability to the produce crop yields and on equivalent to that switched seeds.

Black farmers in the US’s South faced with continued failure in their efforts to run the successful farms launched a lawsuitSteve Jobs

For the first time the Swiss State Secretart for Economic Affair (SECO) has indicated that Uber taxi drivers should

Black farmers in the US’s South— faced with continued failure their efforts to run successful farms their launched a lawsuit claiming that “white racism” is to blame for their inability to the produce crop yields and on equivalent to that switched seeds.

For the first time the Secretart end

  • But there was also no shortage of new
  • Prasad made these comments on
  • He gave details of the answers provided
  • The government forthcoming in before

Black farmers in the US’s South faced with the thecontinu failure in their own efforts to run and succe farms is to blame for their inability to an sell an black farme a subpar product at

the most Mid-South Farm on Gin Show in them March 2017.Despite above average rainfall the black farmers saw limited

Black farmers in the US’s South— faced with continued failure their efforts to run successful farms their launched a lawsuit claiming that “white racism” is to blame for their inability to the produce crop yields and on equivalent to that switched seeds.

For the first time the Swiss State Secretart for Economic Affair (SECO) has indicated that Uber taxi drivers should be classed as employees

Black farmers in the US’s South—faced with continued failure in their efforts to run successful farms their launched a lawsuit claiming that “white racism” is to blame for their inability to produce crop yields and on equivalent to that switched seeds in order to sell black farmers a subpar product at the Mid-South Farm & Gin Show in March 2017. Despite above average rainfall, the black farmers saw limited soybean yield from the Stine seeds during the 2017 harvest.

For the first time the Swiss State Secretart for Economic Affair

  • But there was also no shortage of news for the worlds of film.
  • Prasad made these comments on behalf of the Treasury benches.
  • He gave details of the answers provided by Defence.
  • The government has been forthcoming in declaring the aircraft.

Black farmers in the US’s South—faced with continued failure in their efforts to run successful farms their launched a lawsuit claiming that “white racism” is to blame for their inability

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