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WEBINAR LEADERSHIP SERIES 2026 : BERANI BICARA, BERANI AMBIL PERAN

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Key takeaways

News and Commentary

Main Focus of the Webinar (Leadership Series 2026)

The webinar theme is “Berani Bicara, Berani Ambil Peran” (“Dare to Speak, Dare to Take a Role”). The central message is that every civil servant (ASN), regardless of position, should act as a change agent—by having the courage to:

  • express ideas,
  • ask questions,
  • give recommendations, and
  • take responsibility to improve organizational performance.

Core Concept: Psychological Safety as the Foundation

The resource person explains that many daily workplace problems happen because ASN members hesitate to speak up, even when they see issues. This leads to a psychological safety problem, meaning people:

  • feel safe to be honest and express opinions,
  • can disagree or ask questions without fear of punishment,
  • can make non-criminal mistakes and learn from them.

He emphasizes that psychological safety must exist across all units and levels, including frontline roles such as health centers and villages—and that leaders should not assume it is “only for staff.”

Why Psychological Safety Matters (Research-Based Claims)

The speaker cites research, including a Google study (described as comparing team success factors). The key takeaway presented is:

  • Psychological safety is the top factor determining team/organizational performance, even above competence or technology.

Additional figures (as presented in the webinar) include:

  • 89% of respondents consider psychological safety essential.
  • Improved psychological safety is linked to:
    • lower turnover (27%),
    • fewer workplace incidents/accidents (40%),
    • improved productivity (12%).
  • Only about 26% of leaders are described as actively creating psychological safety, while most do not—so building safe spaces becomes an urgent leadership responsibility.

What Happens When People Don’t Dare to Speak (Examples)

To illustrate the cost of silence, the speaker shares historical cases where concerns were raised or felt internally, but communication stalled:

  • Titanic (1912): safety concerns existed, but people didn’t speak up; silence contributed to catastrophe.
  • Challenger Shuttle (1966): doubts about launch timing were present, but the decision proceeded anyway; failure followed.
  • JFK-era Cuba planning (1961 / “1919” mentioned in subtitles): an advisor allegedly stayed silent due to fear of ridicule; the operation failed disastrously.

Overall lesson: silence can lead to fatal organizational and societal outcomes, so ASN should dare to speak and ask questions.

Leadership Beyond Formal Position

The webinar frames “leadership” as influence and responsibility, not merely formal authority. Examples include:

  • Clay Levit / “Starting Something Stupid” (book example): people may mock an idea at first; later it proves successful—so ridicule is not always proof the idea is wrong.
  • Safars Karapeti (bus rescue story): a powerful figure dives into a sinking bus to save others, sacrificing personal health—leadership as responsibility and integrity.
  • Indonesian examples:
    • a teacher in remote Jombang who endures difficult travel for students,
    • a midwife who goes beyond SOP to help patients during risky conditions.

The message: ASNs should not wait for others (e.g., “there’s already a cleaning service”) but should take initiative and take roles when they see social or workplace problems.

Practical Guidance for Building Psychological Safety

The resource person offers actionable steps. Leaders should:

  1. Model exemplary behavior and be open.
  2. Invite participation—encourage questions and involvement.
  3. Cultivate curiosity so people feel safe to ask.
  4. Create trust and support: listen without judgment and protect truth-tellers.

He stresses that psychological safety must be collective—involving leaders, middle managers, and staff—not only top officials.

Q&A Themes from Participants

Participants asked how to apply “dare to speak” in bureaucratic and field situations. Key discussion themes:

  1. Upward/downward communication without being rigid

    • Use logical, evidence-based arguments.
    • Communicate with a collective mindset (not ego-centered).
    • Apply a coaching style—ask questions first and build dialogue, especially when directing subordinates.

  2. Fear that speaking creates extra workload

    • The speaker argues initiative should be viewed as honor and contribution, not a burden.
    • If proposals are accepted, it becomes part of responsibility.

  3. Fluctuating self-confidence

    • Insecurity is framed as normal during learning; people should try repeatedly.
    • Integrity can be built through habituation rather than instant perfection.

  4. Empathy versus enforcement duties (Satpol PP / regulation enforcement)

    • Use an educational/persuasive approach, reduce “scary” repression.
    • Apply humanist communication and pursue both:
      • legal certainty, and
      • legal benefit, so enforcement becomes less confrontational.

  5. Helping in emergencies but facing legal concerns (health worker question)

    • Help must be paired with knowledge/competence to be effective and responsible.
    • Risks exist either way: helping may create legal witness obligations, while not helping can lead to lifelong regret.

  6. Motivating staff to speak in small forums

    • Build culture starting from the smallest units, then expand gradually.
    • Leadership is “small but meaningful,” and psychological safety must be formed step-by-step.

Closing Outcomes

The webinar concludes that:

  • leadership is about courage, communication, and responsibility, “from wherever you stand,”
  • improving organizational performance requires psychological safety so employees feel comfortable speaking up and taking roles,
  • participants are reminded to register attendance via LMS, and the next sessions are scheduled.

Presenters / Contributors

  • Aprianti — Master of Ceremonies (MC)

  • Dr. Tri Widodo Wahyu Utomo, S.H., M.A. — Resource person (Deputy for Implementation of Civil Servant Capacity Development, State Administration Institute of the Republic of Indonesia)

  • Mrs. Aprianti’s team/staff — referenced as part of webinar committee support

  • Participants asking questions in Q&A (contributors): Mr. Suswandi, Mr. Narsum, Mr. Falah, Mrs. Sri Rahayu, Mr. Haris, Mr. Yosep Andriana, Mr. Supriadi (and mentions of others in chat/attendance)

Original video