I was her. It was all about me. I was good at what I did and knew it. The people who worked for me were only there to make me look good. I rose rapidly through organisations, was given management responsibilities early and was quick, hungry and on top of the technical elements of my job. I rose rapidly through the ranks.
What I wasn’t, was a leader. I didn’t even know what leadership was until I was “led” by a man who showed me everything it wasn’t. He tried to fire me.
I’d never been unsuccessful before and the process of not being loved and adored taught me the most important leadership lessons I ever learned. So thank you ex-boss, whether intentionally or not you made me better at what I do.
What I learned was that leadership is a continuum. The more you submit to it the better you become. Now, with a few more years on the clock, I describe what I do as being a head sports coach, but for a business. I use the words “sports coach” specifically. As heads of companies we are not executive coaches or life coaches, which are roles all of their own and, when done well, can add enormous value.
As CEOs we are employed to win – but we are only as good as the people we work with and our job must be to guide, inspire, motivate and empower our teams to reach their full potential.
That’s all well and good, but how do you do this?
Ultimately, good leaders figure their own way through the quagmire and in so doing – if they are good enough – they will inspire a healthy mixture of love, respect and, hopefully not fear.
What follows is a long and by no means exhaustive list of what I have learned over an extended career. The list of what not to do would be equally long and onerous but I believe in focusing on what to do not concentrating on what not to do.
Surround yourself with people who really, really want to win
They may not know how to do the job yet but they must have the hunger to be brilliant. I employ people who have excelled at school in something, whether it be sport, music or academics. This tells me that they have the capacity to go the extra mile and that they have already felt the elation of winning and want more of it.
Look for passion
I don’t mind what people are passionate about, but they have to prove an above-average energy for an interest. If the CV says under interests and hobbies, ‘watching television’ it’ll get binned.
You need humility as it’s no longer all about you. In fact, it’s about everyone else. You have to be prepared to stay in the shadows and let your players shine. That doesn’t mean you don’t have an opinion or a point of view, you just exercise it less because you need to hear the opinions and points of view of the people around you.
Allow others to receive recognition
You must want people to be brilliant and don’t try and take credit for ‘making’ them because real superstars will make themselves. They know they need a good coach, so they will keep swapping out (changing jobs) until they find someone that works for them.
Listen and observe
You learn much more about people when you are not speaking. If you see a drop in performance ask “what’s up?” before demanding answers.
If people are honest with you, you can plan and change things. If you intimidate them you will never understand their wants and needs and will not be able to help them maximise their potential for themselves and, therefore, for you.
Don’t find yourself saying no to something because you have said no before. Maybe this time is a good time to say yes.
Keep changing, keep questioning, keep asking “So what?” and “What if?”, to yourself as much as your team.
Be thirsty for knowledge and information and then make sure you share it. Curiosity pays dividends so never stop looking under rocks and never stop looking under the hood of your own organisation to make sure it is operating at maximum efficiency.
Set an example
You can’t be expected to do everyone’s job, but you have to set the standard and the ethic that you require. You don’t do their jobs so this is not about time in the saddle, it is about your emotional and intellectual commitment to the needs of the business.
Stay in charge
Don’t think for one moment that a coaching style of management is soft. Successful sports coaches are never weak and they are respected because of what they offer to the players not because they are feared.
If they are feared and do not facilitate their players being brilliant then the players leave. It is the same in business.
Always remain on top of your game
As a leader you don’t have to be able to kick the ball as well as your players, but you do have to know how to make someone kick the ball better. Everyone who works must become one of your coaching staff and share your positive attitude towards being brilliant and constantly learning.
Most importantly, stay hungry. You need to want to win as much or more than the people you work with. You will need more energy and more tenacity than anyone else in your business. Hard work must excite you and you must relish it.
Athletes don’t moan about how much they have to train, neither should your business team, not because they are frightened to do so, but because deep down they just love it. So should you.
Want To Achieve Greatness? Force Everyone Out Of Their Comfort Zones
Diverse teams are better performing teams, but only when they are inclusive.
Working in a diverse team feels uncomfortable and that’s why we perform better. Discomfort arouses our brain, which leads to better performance.
Diverse teams are smarter teams. They have higher rates of innovation, error detection and creative problem solving. In environments that possess diverse stakeholders, being able to have different perspectives in the room may even enable more alignment with varied customer needs.
Being able to think from different perspectives actually lights up areas of the brain, such as the emotional centres needed for perspective taking that would previously not be activated in similar or non-diverse groups.
In a nutshell, you use more of your brain when you encourage different perspectives by including different views in the room. However, work done at the NeuroLeadership Institute has proven that this only works when diverse teams are inclusive, and this still remains a key challenge in business today.
When we consider the amount of diversity present in the modern workplace and the addition of more diverse thinking as a result of globalisation and the use of virtual work teams, it’s clear that the ability to unlock the power of diversity is just waiting to be unleashed.
Here’s how you can unlock this powerful performance driver.
The Social Brain
Despite the rich sources of diversity present in most workplaces, companies are still often unable to leverage the different perspectives available to them in driving business goals. Recent breakthroughs in neuroscience have enabled us to understand why. The major breakthrough has centred around the basic needs of the social brain.
We have an instinctual need to continually define whether we are within an in-group or an out-group. This is an evolutionary remnant of the brain that enabled us to strive to remain within a herd or group where we had access to social support structures, food and potential mates. If we were part of the out-group it could literally have meant life or death. We are therefore hypersensitive to feelings of exclusion as it affected our survival.
The brain is further hardwired for threat and unconsciously scans our environments for threats five times a second. This means, coupled with our life or death need for group affiliation, we are hypersensitive to finding sameness and a need for in-group inclusion.
When we heard a rustle in a bush it was safer to assume that it may be a lion than a gust of wind. It is this threat detection network that has kept us alive until today. The challenge is that society has developed faster than our brains. In times of uncertainty we often jump to what is more threatening.
Some of the ways that this plays out is when we leave someone out of an email and they begin to wonder why they were left out. The problem is that it’s easy to unconsciously exclude someone if we are not actively including. The trouble occurs when we incorrectly use physical proxies to define in-group and out-group, as this is the most readily available evidence used unconsciously by the brain.
Barriers to Inclusion
A study done between a diverse group and non-diverse group demonstrates how this plays out in the work place. Both groups completed a challenging task and were asked how they felt they did as a team after the exercise.
The effectiveness of the team and how they perceived effectiveness were both measured in the study. It’s no surprise that the diverse team did better in the completion of the problem-solving task, but what is surprising is that they felt they did not do well. In contrast, the non-diverse team did worse, but felt that they had done well.
Working in a diverse team feels uncomfortable and that’s why we perform better. Discomfort arouses our brain, which leads to better performance. It feels easier to work in a team where we feel at ease in sameness, but in that environment we are more prone to groupthink and are less effective.
We can’t assume that when we place diverse teams together we will automatically reap the rewards of higher team performance. As discussed, we’re hardwired for sameness and if we’re not actively including, we may be unconsciously excluding.
If we want diversity to become a silver bullet, we need to actively make efforts to find common ground amongst disparate team members. This in turn will build team cohesion and create a sense of unity, including reminders of a shared purpose and shared goals. Many global businesses put an emphasis on a shared corporate culture that supersedes individual difference.
It’s the same mechanism that is used in science fiction films that bond individuals together against a common alien invasion. It can also be used to describe why we felt such a great sense of accomplishment during the 2010 World Cup as we banded together as a nation.
We must also make sure we uplift all team members by sharing credit widely when available and recognising performance. The last thing we can do to further inclusion is to create clarity for teams. By removing ambiguity, we allow individuals to not jump to conclusions about their membership within groups and calm their minds so they can use their mental capacity to focus on the task at hand.
To Get A Job Or Not Get A Job. What Are We Teaching Our Children?
Remember the days where if you went to school and studied a degree, you got a job and built a career that enabled you to retire comfortably? I don’t, in fact I’m not sure those days ever really existed. If they did, they are long gone.
Today STATS SA tells us only 1 in 3 of the youth in South Africa have a job, even worse still – 34% of graduates aged 15-24 are unemployed1. The bottom line is that there are not enough jobs to cater for every child that finishes school. Our children need to learn entrepreneurship. If we want a brighter future for them, we need to nurture, teach and develop the skills and behaviours required to create jobs of their own.
With no intention of knocking the school system it would seem for the most part it discourages entrepreneurial thinking on a fundamental level; it prepares students to become good employees. Tuck your shirt in, sit still, stand in line, do your homework, focus on the task, check this box, you get the picture. Three decades ago this may have worked but it won’t work when we are trying to teach our children to survive the forth industrial revolution and prepare for jobs that don’t yet exist!
It may sound like a cliché, but kids are our future. As a parent I believe one of the most important duties we have is to give our children the best possible start. We need to prepare them on how to live, survive and thrive in a world that is rapidly changing, mostly unpredictable and often unforgiving. This starts by identifying the skills and nurturing the behaviours that will give them the best chance for success.
Teaching entrepreneurship prepares our children for the future
Entrepreneurship encompasses so much more than starting and running a business. It’s a shift in mindset, a different way of thinking. Entrepreneurship views problems as opportunities and fuels creativity in the pursuit of solutions. All these skills can be applied to life.
Successful entrepreneurs are resourceful, self-confident and tenacious. They are great communicators and marketers, good at identifying and understanding risk. They have learnt from failure and made mistakes. Entrepreneurs are financially literate, understand cash flow and how to manage money. Again, these are skills that every child and student can benefit from.
To make it in the workplace of the future you will need to be self-confident, innovative, creative, motivated and curious.
Employers will need to hire staff that have the creative ability to innovate and ensure the longevity of their organisations. Those people that show entrepreneurial flair will be in demand in a world that is ever and more rapidly changing.
Exposing our children to entrepreneurship, teaching them the fundamental skills and behaviours required to start a business, and letting them know it is a career choice should be a requirement in all schools and endorsed and supported by all parents.
- Youth unemployment still high in Q1: 2018 http://www.statssa.gov.za/?p=11129
How To, In Practice, Distinguish Between Executive, Non-Executive And Independent Directors And Their Functions
Learn more about the differences in executive and non-executive directors.
Definition of a director in terms of the Companies Act
Section 1 of the Companies Act 71 of 2008 (Companies Act) defines a Director as “a member of the board of a company, as contemplated in section 66, or an alternate director of a company and includes any person occupying the position of director or alternate director, by whatever name designated”.
Powers of directors
Section 66 of the Companies Act determines that the business and affairs of the company must be managed by or under the direction of its board and that the board has the authority to exercise all of the power and perform any of the functions of the company, except to the extent that the Companies Act or the Company’s Memorandum of Incorporation provides otherwise.
The board of directors, for the first time in our current Companies Act has been assigned the legal duty and responsibility and play a very important role in managing the affairs of the company and making vital decisions on behalf of the company.
Number of directors required on a board
In the case of a private company, or a personal liability company, the board must consist of at least one director and the case of a public company, or non-profit company, the board must consist of at least three directors. A JSE listed company requires at least four directors. The company’s Memorandum of Incorporation may however specify a higher number, substituting the minimum number of directors required.
How to distinguish between executive, non-executive and independent directors and their functions
A clear distinction is noticeable between the different types of directors in practice, even though the Act does not distinguish between executive, non-executive and independent directors.
The below table gives a clear understanding of the differences between executive and non-executive directors:
Member of the board of directors with directors’ duties.
|Part of the executive team, as an employee of the company and generally under a service contract with the company.||Not an employee of the company.|
|Involved in the day-to-day management of the company.||Not involved in the day-to-day management of the company.|
|In addition to a salary, does not receive directors’ fees.||May receive Directors’ fees, but does not receive a salary.|
|Shareholders are not involved in approving their salary packages.||Shareholders must approve their fees by way of special resolution, in advance.|
|Employee entitlements apply, such as annual and sick leave.||No entitlements apply.|
|Has an intimate knowledge of the workings of the company.||They contribute to the development of management strategies and monitor the activities of the executive directors.|
|They carry an added responsibility. Entrusted with ensuring that the information laid before the board by management is an accurate reflection of their understanding of the affairs of the company.||Plays an important role in providing objective judgement, independent of management on issues the company are facing.
Independent, non-executive director
An independent, non-executive director does not have a relationship, directly or indirectly with the company other than his or her directorship. They should be free of any relationship that could materially interfere with the independence process of his or her judgement and they do not represent the shareholders of the company.
An independent, non-executive director should be evaluated on an annual basis to determine if they are still considered independent.
The role of these directors
All directors should apply objective judgment and an independent state of mind, regardless of the classification as an executive, non-executive or independent non-executive director.
Executive directors may be appointed as non-executive directors on other boards if this does not influence their current position and is in accordance with company policy.
Before a director accepts the appointment, they should be familiar with their duties and responsibilities and be provided with the necessary training and advice.
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