Trade, Investment Promotion and Economic Development (TIPED)

Programme

Module 2

12 May 2017

Corporate Experience: Full-time IndependentProfessional Consultant after 20 years of corporateleadership experience (worked in Zimbabwe,Botswana, Lesotho, Mauritius, Zambia,Mozambique, Ghana, Kenya, Tanzania, US (HarvardSchool of Public Health), Sweden, Rotterdam etc.Industries/Sectors – Healthcare, Industrial, Retail,Services Marketing, Financial Services

Academic: BBS [UZ] (Hons); MBL [UNISA]; BPhil [US]Sust. Dvpt Planning & Mgt, PhD CANDIDATE(Leadership, Complexity & Systems Thinking)

Lectureships: [UZ] MSc Hotel & HospitalityManagement (2000 – 2003); UKZN MSc Strategy &Organisational Dynamics (2004 to date); VEGASchool of Brand Communications BA Honours inBrand Leadership (2009 to 2012); L&I LeadershipAcademy Pretoria

Entrepreneurship: Sivuno Consulting and LittleHarmony Farms since 2006

Province of The

EASTERN CAPE

Human Settlements

Domain of Practice

Corporate/Business Leadership

Development Practice

Shaped by the quality of my own responses

to circumstances, and responsive to my

own unique “SHAPE” (Rick Warren)

Session Content

Theme 1: Performance Management• Personal Mastery( Managing Self)• Organisation and People (Head, Heart, Hands)• Aligning Organization and People with Strategic Objectives• Competitive Markets and Limited Resources

Theme 2: Performance Management• Managing for Results• Change Management• Employee Engagement

Contextualising TIPED• Trade Trends versus impact on the quality of life of

citizenry• Investment source and impact on local resource

ownership dynamics• Economic Development versus quality of life and impact

on communities – GDP obsession, Per Capitarepresentativity, Consumerism and Materialism

• Local challenges, dynamics, Alternatives and Choices

Contextualising TIPED Cont• Of what relevance, and to what end, are the following

statistics?: “GDP increased by 1.3% in 2015 to more than R4 trillion

versus 1.5% in 2014; KZN contributes 16% to national GDP and is the 2nd

largest GDP per region in SA; KZN has attracted 109 investment projects into the

region since 2003” to Gogo MaDlamini in Mtubatuba?

Performance Management

Personal Mastery (Managing Self)

Reflection and Introspection

Personal Mastery

Peter Senge – The Fifth Discipline

Personal Mastery is “a discipline of continually clarifyingand deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively."

“The Fifth Discipline”

Peter Senge

• Personal Mastery –Personal mastery means “approaching one’s life as a creative work, driven by the desire to create, living life from a creative as opposed to a reactive viewpoint”

• Mental Models – the images, assumptions and stories that frame our structure of interpretation of the world. They affect what we do because they affect what we see.

• Shared Vision – depending on the existence and or strength of a set of governing ideas, levels of followership maturity can be described as compliance, commitment or enrollment, through a continuum of maturity of a given organisation/system/community

• Team Learning – without team learning, mental model and vision disparities generate discord, tension and competition

• The Leader’s new work as (a) Designer (b) Steward (c) Teacher

Personal Mastery

The Bus ExerciseYou are the driver of a bus which is stuck in the middle of

a bridge on a flooded River. On the bus are thefollowing passengers:

1. A Community Religious Leader

2. A 12 year old HIV/AIDS positive girl

3. The Local Chief of Police

4. An Ex Convict

You urgently need to relieve the bus of 2 passengers byasking them to leave the bus in order to save thebus, yourself and two other passengers

Choose which passengers to offload into the river, whichto save and why, for each chosen victim

Tell your selection to the person sitting next to you, andthey will report on your behalf, and you on theirs.

Group Exercise

The Johari Window Reflective Processis an example of increasing the open area , by reduction of the blind area, which would normally be achieved through the process of asking for and then receiving feedback.

Feedback develops the open area by reducing the blind, hidden and unknown areas.

The open area can also be developed through the process of disclosure, which reduces the hidden area.

The unknown area can be reduced in different ways: by others' observation (which decreases the blind area); by self-discovery (which decreases the hidden area), or by mutual enlightenment - typically via group experiences and discussion - which increases the open area as the unknown area reduces.

Developed by Joseph Luft and Harrington Ingham

(1955)

The S.H.A.P.E. ASSESSEMENT EXERCISE• Unwrapping your Spiritual gifts – these you do

not choose, “Christ has generously divided out his gifts to us, he alone decides which gift each person should have”

• Listening to your Heart – “the bundle of desires, interests, ambitions, dreams and affections you have”

• Applying your Abilities – these are the natural talents that you were born with – “God has given each of us the ability to do certain things particularly and exceptionally well”

• Using your Personality – “there never has been, and never will be, anybody exactly like you”

• Employing your Experiences – “God has allowed certain experiences for the purpose of molding you”, your Lifeline as determined by experiences in family, educational, vocational, spiritual, painful, joyful etc. settings

Rick Warren – A Purpose Driven

Life:

Reflections for Developing Self-

Awareness

Self Reflection Effort

Working individually for 10 minutes, review

and summarise your SHAPE, and share (if

you want)

Terence Tao –

FLOW: The Psychology of Optimal Experience

Peak Performance/The Element/The Zone/The Flow is a confluence of extreme

challenge conditions and high skill levels (opportunity and preparedness) – Implications

for Personal Growth & Development. It is not a static point in time, but a continuous

state to be in. Create those conditions. Challenge yourself. Continuous movement.

Five Major Pieces of The Puzzle of Self Leadership and Development - John Rohn

Philosophy: we make our own future. To be better, we must be (not have!!) more. Work on ourselves first and foremost to be of service to those we serve.

1. Attitude : Our attitude to all things determines what we do in allsituations, and the quality of our response to life’s circumstances asthey unfold. Be present, learn from mistakes and apply those lessons.Kolb’s Learning Cycle: “Learning is the process of acquiringknowledge through experience, which leads to a change inbehaviour”

2. Action, not Activity : No matter how well your intentions, how cleveryou are, how much you wish certain outcomes or plan for them, noprogress will arise without action on your part. All achievement isexpression of action.

3. Realisation, not Results : assist you in measuring outcomes and setthe basis for expanding your capacity, and improving on results

4. Lifestyle : should be consistent with your stated philosophy andobjectives. “Show me your friends and I can tell you your future”

We can only respond to what we see, and what we see is a function of our structure of interpretation of the world around us.

Nails and hammers. Opportunity and Hindrance. One way of seeing is exactly the same way of not seeing

Organisation and People (Head, Heart, Hands)

Holistic Management Process

How do we purposefully and fully engage employees in their fullness as human beings in the workplace/organisations?

Getting the most out of employee relationships

What are the roles of:

• Emotional Intelligence• Mindfulness• Intuition and the • Heart in getting the most engaged, productive and empowered employees in a workplace/organisation?

Aligning Organization and People with Strategic Objectives

Engagement, Enablement & Enactment in Service Delivery Management

Top Mgt

Staff Clients

Setting The Promise - EMFacilitating The Process IM

Delivering on The Promise RM

Moment Of Truth

Develop a Services Triad for your organisation or department and:a) Identify the composition

of each corner of the triangle

b) Articulate the service delivery issues on each arm of the triangle

c) Propose how the issues can be resolved/service delivery improved

Performance

• “The accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed” . Denotes both Effectiveness and Efficiency.

In HR, performance is deemed to be the fulfillment of an obligation, in a manner that releases the performer from all liabilities under the contract.

• Certain tasks require individual performance and others require team performance

Managing for Results/Impact

• Effectiveness – doing the right thing

• Efficiency – doing the thing right, even if it is the wrong thing to do

• Management intervention whose outcome is effective is positively impactful management

• Indeed, managers can be very effective, negatively; their actions can destroy value and incapacitate organisations (or countries)

Managing for Impact

Dr Myles Munro on Leadership & Management

Managers Leaders

Ask How Ask Why

Look at the Bottom Line Look at the Horizon

Maintain the Status Quo Challenge the Status Quo

Are Efficient (do the thing right) Are Effective (do the right thing)

It is not a question of Management OR Leadership, but of both, balanced to the requisite proportion as dictated by the situation. The two complement each other

SPECIAL MENTION OF LEADERSHIP STYLE CHARACTERISTICS

Transformational Challenges and reframes the status quo by “appealing to followers’ values and sense of higher purpose”, and offers a compelling alternative vision for community, society or organisation”

Servant Transcendence of self-interests, giving up stewardship, serving the needs of others, help them grow, provide opportunities for material and emotional growth.

Competitive Markets and Limited Resources

• Resource Limitation is a basic economic system condition

• Need for choice and quality of decisions, and their alignment to goals sought

• Resource Quantum vs Resourcefulness

Change Management

1. Complexity and Systems Thinking vs Traditional Thinking

2. Every organisation exists in an open system that influences it, and which it influences

3. Environment Taker of Environment Maker?4. Reaction/Response/Reconfigure?