Management of People

1. Management of People

2. Perception Study Every judgement made by an individual is conditioned by his personality type and every point of view is necessarily relative. Memories, Dreams, and Reflections – Carl G. Jung

3. Perception and Awareness “We see the World not as it is, but as we are.” Stephen Covey

4. Theoretical Influence • Hersey & Blanchard • Covey • Kouzes & Posner • Koestenbaum • Kotter • African Leadership • Bar-On • Cohan and Beck • Jung • Value-based leadership • Steward Leadership • Participative Evolution

5. The importance of leadership 70% of variance in Organisational Climate can be explained by differences in Leadership Style Organisational Structure/Job Design/ Policies Products and Services Revenue, Profit, Shareholder Value MANAGEMENT COMPETENCIES 28% 28% of variance in revenue and Profit can be explained by differences in Organisational Culture/Climate Business Strategy Organisational Culture/ Climate 70% Leadership style Schutte : 2005

6. TRANSFORMATION STRATEGY – the “What” Sustainable Change Effort: Engagement, Commitment Doing Doing Context: South Africa Africa Global The Individual How individuals change Chapter 6 Leadership Leadership Apathy The Team The Organisation How groups change Being Disconnect How organisations change TRANSFORMATION PROCESS – the “Way” Leadership Framework Inclusivity

7. Attitudinal Research • Accurate attitudinal research is vital to delivering effective management strategies and can provide insights in the following areas: • defining, understanding and targeting specific groups with regard to their attitude towards the organisation; • Identifying and making underlying assumptions and limiting beliefs conscious; • understanding why individual voices are lost • understanding the failure and/or success of organisational infrastructures • assisting the development and delivery of effective joint action planning; • providing the foundation for dialogue with residents and providing valuable feedback.

8. BeQ™ Benchmark of Engagement Quotient National Cultural The individual Assumptions About Me Assumptions About We Voice The Team The Organisation Assumptions About They R Viljoen (2007) and Society Context

9. BeQ™Benchmark of Engagement Quotient Voice Virtuous cycle Vicious cycle Correlates directly to: + - Unleashing Voice Disengage Productivity Absenteeism Staff Retention Staff Turnover Employee Satisfaction Apathy Creativity and Innovation Low morale Value based Behaviour Negligent behaviour Aligned leadership Fragmented leadership service delivery

10. BeQ™ Benchmark of Engagement Quotient Within the context of the culture/climate: Assumptions About Me Respect, Regard, Resilience, Mastery Personal Responsibility The individual Assumptions About We Support, Leadership, Flexibility, Valuing Diversity, Accountability The Team Assumptions About They Head Office support, Strategic Alignment, Stability of Labour Enablement Factors Critical success factors The Organisation

11. BeQ™ - Benchmark of Engagement Quotient Level of Voice Within the context of the culture/climate: Respect, Regard, Resilience, Mastery Personal Responsibility The individual World View Assumptions About Me The Team Support, Leadership, Flexibility Valuing Diversity, Accountability Climate Assumptions About We The Organisation Head Office support, Strategic Alignment, Stability of Labour Relations Enablement Factors Critical success Factors Culture Assumptions About They The primary objective of the BeQ is to: • explore the relations between perceptions that influence organisational commitment and the unleashing of individual voices; • understand the underlying assumptions as they pertain to the individual, the group, the organisation and the greater organisation; and to • determine the level of engagement within the organisation

12. Organization based strategies Individual based strategies The dual engagement process model Personal responsibility Assumptions about Self Engagement Assumptions about Work + Affect Assumptions about Organisation Work situation _ Dis- engagement Stress reactions Coping Competencies of Employee

13. BeQ™ - Benchmark of Engagement Quotient Level of Voice Within the context of the culture/climate: Respect, Regard, Resilience, Mastery Personal Responsibility The individual World View Assumptions About Me The Team Support, Leadership, Flexibility Valuing Diversity, Accountability Climate Assumptions About We The Organisation Head Office support, Strategic Alignment, Stability of Labour Enablement factors Critical success factors Culture Assumptions About They Engagement > 75% Involved 60-74% Apathetic 45-59% Internationally Benchmarked Disconnected 30%-44%

14. BeQ™ - Benchmark of Engagement Quotient Sub-scales: Respect, Regard, Resilience, Mastery Personal Responsibility Allowance of voice, acknowledging voice, dignity, connectedness, humaneness Authenticity, self-awareness, self-insight, value contribution, actualisation Reality-testing, wellness, willingness to change, adaptability, capacity to change Competency, optimism, confidence, sharing wisdom, value-add Personal authority, admitting of mistakes, vulnerability, owning up, responsibility Support, Leadership, Flexibility Valuing Diversity, Accountability Feedback, reward, acknowledgement, involvement, participative Teaching, mentoring, coaching, involving, sharing Team adaptability, emergent, planful-ness, implementation ability, complexity Valuing differences, gender, race, nationalities, level, world view Manage performance, output driven, contacting, planning, consequence management Head Office support, Strategic Alignment, Stability of Labour Enablement factors Critical success factors Availability, contribution, integration, relating, enablement Group, organisation, team, individual BSC, performance management, reward, IDP Level of skill, unionism, leadership capability, HR practices, wellness, SST HR, finance, communication, legal, training, capabilities Inclusion, Optimal performance, quality of teamwork, climate, culture Through qualitative and quantitative research methodology the scores on each of the sub-scales are analysed, interpreted and synthesized in a story that describe the dynamics in the organisation under study.

15. Disconnect Apathy Involved Engagement Each scale has 4 or 5 subscales that is presented graphically in the report.

16. Leadership In A High Performance Culture • INTRAPERSONAL • Enabling the leader: personal growth • Allowing different voices • Building trust • Honesty and integrity • Decisiveness and hardiness • Emotional intelligence • Wellness • INTERPERSONAL • Empowering followers • Building inclusivity • Taking up authority • Facilitating learning • Enhanced EQ • Inspiring people • Reviewing performance • ORGANISATIONAL • Awareness of internal environment • Aligning enabling structures and processes • Facilitating interdepartmental co-ordination across organisational boundaries • Developing and implementing performance plans • Valuing Diversity • Rewarding Performance • EXTERNAL ENVIRONMENT • Awareness of the external environment • New Economy understanding • Articulating vision and enlisting followers • Conceptualising strategy • Systemic Thought

17. BeQ™ Questionnaire Advantages/Disadvantages: • Evaluates individual, team and organisational levels of engagement • Identify what cultural factors takes away individual leaders’ voices, opinions or contribution • World-views (diversity aspect), Climate, Culture and important interpersonal interactional skill sets are determined • Focus on ethical behaviours • Engagement correlates directly with Talent Retention • Focus on value of Emotional Intelligence, awareness of personality type, complexity handling ability and world view • Two options: • Version 1: LBeQ™ - Leadership Benchmark of Engagement Quotient • Version 2: BeQ™ - Benchmark of Engagement Quotient for organisations • Does not measure customer service • Web-based version under construction

18. Beehive High Performance Leadership Pay & Incentives Stakeholder Commitment Strategy Talent Creation Business Disciplines Structures Prof C Nel

19. Beehive™ Questionnaire Advantages/Disadvantages: • Measures old versus new world of work behaviour • Organisational Development Snapshot • Can measure individuals, teams, departments and organisation as a whole • Option for on-line assessment • Introduce Levels of Work language • Does not inform directly on level of engagement of members and impact on service delivery/satisfaction • Each construct only measured once

20. Sample: Results Old Economy New Economy Strategy Structures Talent Creation Business Disciplines Stakeholder Value Recognition & Reward Change Leadership Total 100% 50% 0% 50% 100%

21. Inclusive Culture CES™(Customer Excellence Survey) Model Climate Attitude Towards Job Attitude Towards Organisation Relationship Credibility Common Beliefs Set of Perceived Values Trust Caring Support Respect Ownership Workforce Satisfaction Capacity To Perform/ Energy in system Service Quality Service Environment Service Intent Is fundamentally shaped by Prof Petri Schutte

22. Employee Loyalty • Employee Loyalty embraces the trueness of the work relationship and the inherent caring character that bonds individuals as a team, and moulds / shapes the workforce mindset / motivational intent. • Fundamental to Employee Loyalty are the key success factors: Trust, Support, Ownership and Respect. • By determining what factors are problematic amongst the team members – a baseline is created upon which remedial intervention can be built Employee Loyalty Trust Caring Support Respect Ownership

23. Service Conducive Climate Attitude Toward Job Attitude Toward Organisation Workforce Satisfaction Service Quality Service Environment Service Intent Service Conducive Climate • Climate (Worklife Experiences) is the “immediate and instant sensation” that employees’ get about what is important in the organisation • Manifest as two integrated dimensions i.e. workforce satisfaction as well as the perceived supportive relationships to establish Service Quality • Attitude toward the job is largely shaped by the employees’ perceived work joy, as well as management/supervisory treatment. • Attitude toward the company is largely shaped by the employees’ perceived understanding of the future as well as the employee’s ability to connect his/her work with the company’s strategic objectives. • Service Quality is achieved when the employee develops a total “integrated experience” of the company’s commitment and intent to achieve high levels of quality service

24. Service Culture Service Culture • Intangibles that tend to bring people to share/not share a common vision of the organisation, and its goals. • Indicative of workforce behaviours, the reason behind behaviour, the unquestioned rules, unstated or unconscious beliefs, assumptions taken for granted, the “way we do things around here”. • This set of perceived values is indicative of what work force behaviours are designed to accomplish, and these values indicate the desired consequences that work force behaviour seeks to elicit. • Common beliefs, according to experts globally, are those “unquestioned rules”, almost unstated or unconscious beliefs that form the “heart” of an organisational culture. Set of Perceived Values Common Beliefs

25. CES™ Questionnaire Advantages/Disadvantages • CES informs well in a client-centric business model where the focus lies on service excellence • Underlying assumptions, values and beliefs alive and well in the organisation are determined • Impact of culture and climate on service delivery is quantified • Option for on-line assessment exists which minimises professional administration day fees • A safety version of the CES, SAFEHUMAN measures safety climates • Does not inform directly on strategic initiatives, level of engagement of members, level of emotional maturity of members, diversity related aspects or talent and leadership qualities

26. BOEI™Benchmark for Organisational Emotional Intelligence

27. BOEI™ - Measures

28. BOEI™Scale Descriptions

29. BOEI™Scale Descriptions

30. BOEI™Scale Descriptions

31. BOEI™ Questionnaire Advantages/Disadvantages: • Emotional Intelligence development can be addressed at all levels of the organisation to improve organisational behaviour over time • Aspects like Diversity management is included in the study • Can measure individuals, teams, departments and organisation as a whole • Option for on-line assessment exists which minimizes professional administration day fees • Does not inform directly on strategic initiatives, levels of engagement of members, impact of climate on service delivery/satisfaction, underlying perceptions and beliefs within the organisation • No South African norms yet

32. TLCS Leadership Culture Survey

33. Leadership Culture Survey (TLCS) The Leadership Culture Survey™ delivers a powerful “litmus test” of an organisation’s leadership culture. Used for an entire organisation or just a team, the TLCS reveals valuable data. It tells you how your people view their current leadership culture, and compares that reality to the optimal culture they desire. The “gap” between data on the current culture and the desired culture reveals key opportunities for leadership development.

34. Leadership Circle Profile (TLCP) The Leadership Circle Profile is a true breakthrough among 360 degree profiles. It is the first to connect a well-researched battery of competencies with the underlying and motivating habits of thought. It reveals the relationship between patterns of action and internal assumptions that drive behaviour. It allows for transformation to occur on a deep, significant and life-changing level. The data in TLCP reveals itself in seconds. At a glance leaders are put in touch with what is working, what is not, and why!

35. Leadership Fitness Program The Leadership Fitness Program is a 6 month coaching program for leaders at any level in an organisation. Our experience has taught us that personalised guidance / coaching is the ideal vehicle to convert leadership theory into practice. Our approach is very practical and focuses primarily on assisting managers and supervisors better able to handle practical leadership situations encountered on a daily basis.

36. TLCP Sub scales The Relating Dimension measures the extent to which leaders in your organisation relate to others in a way that brings out the best in people, groups and organizations. It measures how well the leadership culture of the organization builds quality relationships, fosters teamwork, collaborates, develops people, involves people in decision making and planning, and demonstrates a high level of interpersonal skill. The Self-Awareness Dimension measures leadership’s orientation to ongoing professional and personal development, as well as the degree to which inner self-awareness is expressed through high integrity leadership. It is a measure of emotional and interpersonal maturity. It also measures the extent to which the culture encourages the kind of personal/professional development that results in personal mastery.

37. TLCP Sub Scales The Authenticity Dimension measures your leaders’ capability to relate to others in an authentic, courageous, and high integrity manner. It measures the extent to which their leadership is authentic—not masked by organizational politics, looking good, winning approval, etc. It also measures their ability to take tough stands, bring up the "un-discussables" (risky issues the group avoids discussing), to openly deal with relationship problems, and share personal feelings/vulnerabilities about a situation. Courage in the workplace involves authentically and directly dealing with risky issues in one-to-one and group situations. The Systems Awareness Dimension measures the degree to which your awareness is focused on whole system improvement and on community welfare (the symbiotic relationship between the long-term welfare of the community and the interests of the organization). The Achieving Dimension measures the extent to which leaders offer visionary, authentic, and high achievement leadership. It measures the extent to which leaders encourage a focus on achieving end results that are at once purposeful and strategic. It measures the creative use of power and effective decision-making

38. Leadership Subscales THE REACTIVE LEADERSHIP STYLES are ways of leading that have significant strengths associated with them, but also reflect inner beliefs and behavior that limit effectiveness, authentic expression, and empowering leadership. The Controlling Dimension measures the extent to which leaders establish a sense of personal worth through task accomplishment and personal achievement. It measures the extent to which leaders push themselves and others hard and use overly driven and aggressive tactics to get others to do what they want. The Protecting Dimension measures the extent to which leaders act to protect themselves and establish a sense of worth/security by emotionally withdrawing and remaining distant, hidden, aloof, cynical, superior, and/or rational. This stance is often intellectually bright, but overly critical and cold. The Complying Dimension measures the extent to which leaders act in ways that are overly conservative, cautious, and/or polite. It measures the extent to which leaders get a sense of self-worth and security by complying with the expectations of others rather than acting on what they intend and want

39. The Leadership Circle Profile

40. THCP™ Questionnaire Advantages/Disadvantages: • Organisational Snapshot that is linked to 360 degree feedback on individual • 6 month journey to enhance 360 degree feedback • Language on individual and group level similar • Extensive file to assist management in change effort • Does not inform directly on strategic initiatives, levels of engagement of members, impact of climate on service delivery/satisfaction, underlying perceptions and beliefs within the organisation. • Climate study only an average of individual 360 degree scores.

41. Module Outcomes The overarching objective = to determine your own leadership philosophy • Distinguish between style-based & organic leadership approaches • Develop an organisational “leadership brand” • Install an individual leadership pathway • Whilst designing an integrated model of leadership, critically evaluate the current Telkom leadership against this model and make appropriate recommendations to management. • Design an appropriate leadership model for the telecommunications sector in South Africa in general and for Telkom in particular.

42. Values • Ladder of Inference • Storytelling • Core Values Assessment

43. Going “up your ladder”

44. Going “up your ladder” • “Our perception of an event or experience powerfully affects • our emotional, behavioural and physiological responses to it. For example, if we are waiting to be served in a grocery store and think, ‘This will take a while, I may just as well relax,’ • we are likely to stay calm ... • However, if we think, ‘This place is poorly managed. • It is not fair to have to wait so long,’ we may feel angry.” • Dennis Greenberger and Christine Padesky, Mind over Mood

45. Perceptions and judgement Every judgement made by an individual is conditioned by his personality type and every point of view is necessarily relative. Memories, Dreams, and Reflections - Carl G. Jung -

46. Perception and Awareness “We see the World not as it is, but as we are.” - Stephen Covey - INTR 4.6

47. Perception and Awareness “What is unconscious usually emerges in projection. The opposite that troubles us will continue to be projected until we understand it better.” C A Meier, Personality

48. Unconscious Behaviour

49. Storytelling “Stories are the carriers of behavioural norms and teach us how to behave” - Viljoen (2006)

50. The Story of Abigayle and Apollo The Scene INTR 4.6