Management of People.

Management of People

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

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

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

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

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

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.

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

Correlates directly to:
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

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

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 Culture Assumptions About They Head Office support, Strategic Alignment, Stability of Labour Relations Enablement Factors Critical success Factors 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

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

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 Culture Assumptions About They Head Office support, Strategic Alignment, Stability of Labour Enablement factors Critical success factors Engagement > 75% Involved 60-74% Apathetic 45-59% Disconnected 30%-44% Internationally Benchmarked

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.

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

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

Advantages/Disadvantages:
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

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

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

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

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

Employee Loyalty 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 Trust Caring Support Respect Ownership

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 Service Conducive Climate Workforce Satisfaction Attitude Toward Job Organisation Service Quality Service Environment Intent

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

Advantages/Disadvantages
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

BOEI™ Benchmark for Organisational Emotional Intelligence

BOEI™ - Measures

BOEI™ Scale Descriptions

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

TLCS Leadership Culture Survey

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.

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!

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.

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.

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

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

The Leadership Circle Profile

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.

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.

Values Ladder of Inference Storytelling Core Values Assessment

Going “up your ladder”

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

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 -

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

“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

Unconscious Behaviour

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

The Story of Abigayle and Apollo
The Scene INTR 4.6

The Characters: Abigayle INTR 4.6

The Characters: Apollo INTR 4.6

The Characters: Sinbad the Sailor INTR 4.6

The Characters: The Oracle INTR 4.6

INTR 4.6

The Characters: Pierre INTR 4.6

INTR 4.6

Rank the characters from good to bad: 1 2 3 4 5 Abigayle Apollo Sinbad The Oracle Pierre INTR 4.6

Your personal values influence your leadership style
Rank your own values: 1 2 3 4 5 INTR 4.6

Morality Right or Wrong – Group Sculpt World Café – Case Study Discussions Experiential Learning Activity – Radiation Shelter

Group Sculpt: Dialogue on
Reflect on the statements presented to you and in your workbooks indicate whether you feel: It is TRUE It is FALSE INDIFFERENT

Power Power Recognition Individuals & Groups with Power Power dynamics
Enron Case Study

Power Recognition Matrix
Delivers value to the value chain Delivers some Value and is recognised Delivers significant value & is recognised Delivers some Value but is not recognised Delivers significant Value but is not recognised Recognised as powerful/valuable D. Gampel- June 2005 Plot the individual Bank that you work for on the Power Recognition Matrix and then plot where you think your major competitors feature

Identify Power Identify individuals and groups that you think have Power in organisations/society Identify what you think not having Power means or is In the plenary dialogue around these two questions

Power Dynamics & Leadership
How is power used in organisations What is the relationship between leadership & power How powerful can an Individual be (Power Vortex) World Café these 3 Questions

Enron Case Study Enron Case Study Questions: How can Power go wrong
What are the ethical implications of having and using Power

Renaissance Organisation
Sustains and initiates transformation Facilitates transformation & leadership development Empowers Others Draws on the success of the past Redefines the values of today to empower more players for today & tomorrow

A Renaissance Organisation
Creating a Renaissance Organisation Assignment: Using the framework provided in your Workbook to conduct an analysis on the state in which your organisation is a Renaissance organisation and/ what it needs to do to become one.

Statement 1: To be a moral leader one needs a following. But if the path one is recommending is one that is difficult to follow (ethical), one will never have a following. Group Sculpt: Dialogue on

Statement 2: Ethical leaders achieve better results.

Statement 3: Not revealing the truth is always unethical.

World Café Within your assigned groups discuss each case and record your findings.

Radiation Shelter How did I feel when I disagreed with someone?
How did I feel when someone disagreed with me? How did I behave when I wanted to convince someone to change his/her idea? How did I behave when someone was trying to convince me to change my idea?

Leadership Models Hersey & Blanchard Covey Kouzes & Posner Koestenbaum
Kotter African Leadership Value-based leadership Steward Leadership Participative Evolution

Leaders can be Developed
The Evolution Of Leadership Theoretical Pathway Great man Trait Power and influence Transactional Attribution Situational Contingency Behaviorist Transformational Leaders are Born Leaders can be Developed Adapted from Huss: 2007

The Blake And Mouton Managerial Grid
9 Democratic 1,9 Team 9,9 Organisation 5,5 People Impoverished 1,1 Autocratic 9,1 1 9 Production

Situational Leadership
Relationship behaviour Task behaviour (High) (Low) High Task and High Relationship Low Low Task Delegating Telling Participating Selling High Relationship and Low Task S3 S2 S4 S1 Hersey and Blanchard Able & Willing Or Confident Able But Unwilling Or Insecure Unable But Willing Or Confident Unable & Unwilling Or Insecure High Low R4 R3 R2 R1

Situational Leadership
Kruipgat Bakgat Relationship behaviour Task behaviour (High) (Low) High Task and High Relationship Low Low Task Delegating Telling Participating Selling High Relationship and Low Task S3 S2 Hardegat S4 S1 Martelgat Hersey and Blanchard Able & Willing Or Confident Able But Unwilling Or Insecure Unable But Willing Or Confident Unable & Unwilling Or Insecure High Low R4 R3 R2 R1

The Leadership Domain - Kets de Vries -
Character type Values/attitudes/beliefs Position Experience SITUATION Nature of the task Life stage of organization Organizational variables Corporate culture Nature of the industry Socioeconomic/political environment LEADERSHIP STYLE FOLLOWERS Character type Values/attitudes/beliefs Group cohesiveness

Dimensions of leadership style
Personal leadership style: the roles Inner theater: motivational needs traits temperament Competencies: personal cognitive social

Ethical Leadership Definition Foundational Principles
“There is no softer pillow than a clear conscience” - Ken Blanchard - Definition Foundational Principles You must ethically to lead ethically You must be trustworthy to build trust You must define a path for others to follow You must believe ethics is profitable

Use the space to check out.
Reflect on your progress and key learning during the day.

The Philosophy of leadership
How stories work . . . Stories do not need to convey literal, factual content, since stories contain ancient human wisdom about how to face adversity through the language of storytelling, which is the metaphor The Philosophy of leadership

THE ART REQUIRES THE WHOLE PERSON
ARS TOTUM REQUIRIT HOMINEM - Old Alchemical Saying THE ART REQUIRES THE WHOLE PERSON

To stay young requires the unceasing ability to unlearn old falsehoods.

Story Structure Once upon a time . . . Every day . . .
But one day . . . Because of that . . . Repeat . . . Ect . . . Until finally . . . Ever since then the Absa L&D Department was recognized as a credible strategic business partner, both internally and externally

Storytelling ADVANCE EXPAND

Storytelling Data

Performance (Potential realisation) =
Potential X leadership X Motivating Climate The Philosophy of leadership

The value of shared vision Shared Vision/ Future position Real Strategic Gap Tension Gap Perceived Strategic Gap Current Reality Perceived Future Position To close the gap between the shared vision and the perceived future position, alignment of the future picture must be established . . . The Philosophy of leadership

Shared Vision Significance Involvement Scenario Planning Purpose Mission Vision Goal Strategic Architecture “What’s in it for you” Alignment of values Alignment of purpose Accomplishment “What’s in it for you” Alignment of values Alignment of purpose Accomplishment Leadership The Philosophy of leadership

Management of People.

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