THE SOUTH AFRICAN LEADERSHIP STANDARD:

An opportunity for assessment, development and

performance improvement

Marius Meyer

15 March 2018

@SABPP1 @sabpp_1

#LeadershipStandard

A g e n d a

• Introduction

• From HR Standards to Leadership Standard

• Leadership Standard Process

• Leadership Standard Framework

• Purpose and focus of Leadership Standard

• The 5 elements of the Standard

• Implications for Assessment

• Conclusion

Introduction

• Leadership crisis in South Africa (and rest of

the world)

• Complex environment making things difficult

for leaders

• Poor leadership role models

• Inconsistency in leadership practice

• Pockets of excellence

• Setting a standard for leadership

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

StrategicHRM

TalentManagement

HR RiskManagement

HR ARCHITECTURE

I

HR VALUE & DELIVERY PLATFORM

Work-force

planning

Learning&

Deve-lopment

Perfor-manceMana-

gement

Reward &

Recogni-tion

Em-ployee

wellness

Employ-mentRela-tions

Organi-sationDeve-

lopment

HR Service Delivery

HR Technology(HRIS)

Prepare

Imple-ment

Review ImproveHR MEASUREMENTHR Audit: Standards & Metrics

H R

C O

M P

E T E N C

I E S© SABPP HR MANAGEMENT SYSTEM STANDARDS

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

StrategicHRM 5.6

TalentManagement

4.3

HR RiskManagement

6.1

FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN

HR VALUE & DELIVERY PLATFORM

Work-force

Planning 5.4

Learning5.8

Perfor-mance

5.7

Reward6.1

Well-ness 6.5

ERM6.6

OD5.3

HR Service Delivery

5.3

HR Technology(HRIS) 5.4

Prepare

Imple-ment

Review ImproveMEASURING HR SUCCESS 4.3HR Audit: Standards & Metrics

H R

C O

M P

E T E N C

I E SAUDITED RATINGS – OVERALL AVERAGE

(27 companies audited)

#LeadershipStandard

Purpose of the

#LeadershipStandard

• The objective of the Leadership Standard is to

have a consistent guideline for leadership

practice.

• We are creating a platform of understanding what

leadership means for South African leaders in all

fields so that we can unlock the potential of South

Africa’s workforce and society in general.

Focus of the

#LeadershipStandard

• To present to leaders in simple terms what is

expected from them;

• To form the basis from which to understand

current failures of leadership in many sectors;

• To identify actions to improve leadership in South

Africa

#LeadershipStandard Process1. Initial consultation and planning

2. Stakeholder analysis

3. Development of draft leadership standard

framework

4. Formal leadership standard development

session (14 September)

5. Market consultation

6. Launch of #LeadershipStandard (26 Oct)

7. Awareness, collaboration & sharing

8. Leadership standard implementation

The essence of leadership

“Leadership is all about providing a vision and

direction for the organisation and the ability to

inspire people to go there with you.”

Nonkululeko Gobodo, Co-Founder

SizweNtsalubaGobodo

#LeadershipStandard Framework

©SABPP (2017)

  1 Instilling a vision

Instilling a vision

“A leader is a dealer in hope – somebody who

can look at the future and get other people

there with him or her.

You’ve got to be ready to do great things.

Then, what is your vision for the future?”

Sim Tshabalala, CEO: Standard Bank

 Instilling a vision

1.1 OUTCOME STATEMENT

The collective leadership of the organisation sends a

strong, simple message of the chosen future for the

organisation which clearly conveys a purpose which

inspires stakeholders and enables the organisation

to find its way through uncertainties as they unfold in

the future, presenting new opportunities and threats.

Individual leaders live this message and make it real

for their teams, showing them the line of sight

between the vision and their work.

 Instilling a vision

 Instilling a vision1.2 FUNDAMENTAL REQUIREMENTS

1.2.1 The vision is appropriate to the organisation’s South African context and will

contribute to the national vision as stated in the Constitution: “to achieve a better

quality of life for all citizens and to free the potential of each person.” the need for

job creation and alleviation of poverty and inequality is front of mind in deciding on

the organisation’s chosen future. The vision demonstrates the active citizenship of

the organisation.

1.2.2 The vision is enduring but flexible to changing circumstances. The vision is

active in bridging the present and the future.

1.2.3 The vision is ethical, realistic and practical and clearly shows how the

organisation and its leaders will contribute positively to sustainability of all six

capitals of the International Integrated Reporting Framework (financial,

manufactured, intellectual, human, social and natural).

1.2.4 The process of defining the vision is collaborative, including as many

stakeholder groupings as is appropriate so that a comprehensive range of risks is

considered and differing interests of stakeholders are taken into account and

balanced.

1.2.5 The vision is widely and regularly communicated and stakeholders are

helped to understand the context and application of the vision.

 Instilling a vision

1.3 KEY QUESTIONS

1.3.1 What is the most effective collaboration process with stakeholders to

ensure positive relationships and engagement with the vision?

1.3.2 Have we checked that our organisation culture will support the vision

and if it is not aligned, what will we do about it?

1.3.3 What are the best ways to convey the message of the vision to

stakeholders?

1.3.4 How will we know that everyone in the organisation is aligned in

working towards the vision?

1.3.5 How will we keep the vision alive and inspiring for our people?

1.3.6 How will we ensure that our vision continues to be relevant to our

changing context?

 2 Delivering results which

create value

Delivering results

“Leadership is about creating movement.

What is essential is to have a clear plan and

strategy and everyone knowing exactly what

is expected of them, with clear targets that are

cascaded down and used to measure people.

Different teams within the company are pulling

in the same direction.”

Shameel Joosub, CEO: Vodacom

 Delivering results which

create value

 3 Living the values

Living the values

“Tell the truth, the whole truth and tell it

quickly. If we break trust we have no reason

for existence. We absolutely understand the

responsibility to lead. The tone is set at the

top.”

Bonang Mohale,

CEO: Business Leadership SA

 Living the values

 4 Influencing people

Influencing people

“The primary role of leaders is to serve, not to

be served. Because if you serve your people,

it goes without saying that you get more from

them in return. The best leaders live a life of

service.”

William Mzimba, CEO: Accenture SA

 Influencing people

 5 Reflecting for improvement

Reflecting for improvement

“Fine leaders have the courage to make hard,

but necessary decisions; the courage to

abandon the past; the willingness to learn,

unlearn and relearn; as well as the courage to

be the change they want to see against all

odds. Part is acquired through life’s brutal

lessons in wisdom.”

Dave Macready, CEO: Old Mutual SA

 Reflecting for improvement

5.1 OUTCOME STATEMENT

The collective leadership of the organisation has created a

culture where leaders individually and collectively take time

out to stand back and think about to what extent they have

lived up to the values and expectations of the organisation

and what has or has not been achieved.

Reflection has a clear purpose: to improve self-awareness

through new insights to assist with self-correction, continuous

improvement of results and development of self and others.

These insights are communicated openly and honestly with

stakeholders.

 Reflecting for improvement

 Reflecting for improvement

5.2 FUNDAMENTAL REQUIREMENTS

5.2.1 The organisation actively promotes a reflection culture through assigning

time and space for regular self-assessment activities of teams and individuals.

Individual reflection is not only about what has been achieved, but also aims to

improve self-mastery, which includes emotional intelligence.

5.2.2 Teams and individuals are trained in reflective techniques and in giving and

receiving honest and constructive feedback aimed at reducing personal blind

spots.

5.2.3 Leaders are encouraged to reflect with the support of a reflection

partner(s). Coaching and personal networks focused on learning are considered

as useful tools to support reflection.

5.2.4 Outcomes of reflection activities are valued, recognised and used to

improve leadership, processes, systems and practices in the organisation.

Reflecting for improvement

5.3 KEY QUESTIONS

5.3.1 How can we show the strategic benefit of reflection? How can we fit

time and space for reflection into our many organisational priorities? Are

we ready for this?

5.3.2 What is the most effective support we can give our leaders to

enable them to build a capability for honest and constructive reflection?

5.3.3 How can we recognise those leaders who most effectively practice

reflection?

5.3.4 How can we monitor that reflection is occurring and is delivering

tangible results for individuals and for the organisation?

5.3.5 What reflective practices have we implemented in our teams? Are

we expanding our repertoire of reflective practices? Are we looking at both

intended and unintended consequences? Are we critically reviewing our

personal and team decision-making processes to guard against

unconscious bias and cognitive biases?

Opportunities for assessment

practice

• Assessment should be a key practice in all

leadership development programmes

• Good opportunities for the development of

assessment centres using the leadership

standard as foundation

• Use assessment results for further

leadership development

• Assessment can enhance reflective practice

• Provide clear interventions for performance

improvement

#LeadershipStandard

Position assessment as a key practice in leadership

development.

Assessment DevelopmentPerformanceimprovement

Let us all lead

“If you consciously choose to be a positive

influence in the world, you will always find

opportunities to make a difference.”

Thuli Madonsela

Patron: Thuma Foundation

#LeadershipStandard Framework

©SABPP (2017)

Conclusion

Let us position leadership as the top priority

for all organisations by applying the

leadership standard in our companies.

I thank you all for listening to the

#LeadershipStandard journey today.

We have to share today’s story with all our

connections and build our own leadership

capability going forward.

Thank you to the assessment community of

ACSG for your leadership!

We set #HRStandards #LeadershipStandard

professional@sabpp.co.za or registrations@sabpp.co.za

(Professional Registration)

executiveoffice@sabpp.co.za (Governance office)

marius@sabpp.co.za (CEO & Strategy inputs)

xolani@sabpp.co.za (COO)

hrstandards@sabpp.co.za (HR Standards)

hraudit@sabpp.co.za (HR Audits)

marketing@sabpp.co.za (Stakeholder Relations)

naren@sabpp.co.za (Learning & Quality)

events@sabpp.co.za (Events & HR Standards files)

Website: www.sabpp.co.za Blog: hrtoday.me

Twitter: @SABPP1 Instagram: @sabpp_1

Tel: +27 (011) 045-5400 or (010) 007 5906