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Effective leadership – Serving Your Team To Serve Your Clients

Showing up as a servant leader who empowers and inspires requires the following.

Brian Eagar

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business-leadership

Many people may still believe that a leader’s role is to tell or instruct. This might have been the case many years ago, but it has long since become evident that this is not a sustainable manner to lead. Managers tell and instruct. Leaders guide and inspire.

The concept of servant leadership is in fact almost 50 years old (coined by Robert K. Greenleaf in 1970), and has even morphed into the concept of custodianship which is essentially the same thing.

Even though this is an “old” concept, the principles will hold true for the foreseeable future – the more leaders inspire and equip those around them to be what the company needs them to be, the more likely they are to have engaged team members. And research proves that happy employees generally mean happy customers!

Related: What Building A Mini Car Taught Me About Leadership

Showing up as a servant leader who empowers and inspires requires the following:

  • Being approachable and listening: Your team members need to feel that they can speak to you about anything that is on their mind – whether an opportunity or a challenge. And they need to know that you will listen. Knowing that you have their back will encourage them to speak up – which can save you time and even money in the long run. Listening to hear rather than respond, being open to feedback and having an open door policy will support this.
  • Displaying humility: It is important to give credit where it is due. While reward and recognition may be considered as “nice to have” by some, it goes a long way to building a purposeful culture and inspiring team members. Consider the words of Maya Angelou: “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”
  • Situational leadership: By recognising what each team member brings to the proverbial table and using their strengths to capitalise on opportunities, team members will feel valued and the organisation is able to celebrate diversity.
  • Empowering: If someone has the ability to do what is required, but not the means, failure is inevitable. Providing the required tools and resources, and empowering team members regarding how to use them not only means that there is an investment in the business but also in the talent pipeline. This also leads to team members feeling valued and bringing their discretionary effort – something that all leaders yearn for.
  • Being a custodian of the culture: Setting the example of what the organisation stands for is essential for effective leadership. This means embodying the values in a way that personifies a desired culture while purposefully fulfilling the brand promise to clients. You cannot expect others to do what you don’t do.
  • Allowing for multi-level communication: It is important for leaders to engage with all levels of team members with the same message. Everyone needs to be on the same page to understand what is required of them.

Related: 4 Leadership Lessons You Won’t Learn In Business School

If your team members are inspired to live the company’s values and deliver the brand promise to clients, they will be passionate about serving clients in a purposeful manner.

And if you inspire team members to make the connection between their personal purpose and the organisation’s purpose, they are more likely to stay with the business for longer.

And who wouldn’t want an inspired, passionate next level of leadership waiting in the ranks?

Brian Eagar is a founder and CEO of the TowerStone Leadership Centre. Fuelled by his passion for empowering and inspiring people, Eagar translated this into a coaching journey that empowers leaders to inspire values-driven behaviour in their people, with the ultimate objective of fostering a sustainable, performance culture. He has over 15 years of personal executive leadership experience, seven years of executive development and facilitation experience, combined with seven years of coaching experience.

Leading

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.

David Wilson

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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.

Related: Watch List: 11 Teen Entrepreneurs Who Have Launched Successful Businesses

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.

References:

  1. Youth unemployment still high in Q1: 2018 http://www.statssa.gov.za/?p=11129

Read next: Kid Entrepreneurs Who Have Already Built Successful Businesses (And How You Can Too)

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Leading

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.

RSM

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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.

Related: What You Need To Know Before Transitioning From Business Owner To Director

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:

Executive directors

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.

Related: The Role, Responsibilities and Liabilities Facing Non-Executive Directors

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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Leading

Managing Your Priorities And Learning To Say No

How you use your time determines the degree of meaning or fulfillment you have and the money you make.

Dr John Demartini

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Getting more done is not about managing your time; it is about how you focus your attention and intention during the time you have. When you focus on scheduling your day to do high priority actions, they are more likely to get done.

Since you can have more than one kind of high priority action, it is wise to define them accordingly by further prioritising your high priorities. High priority items or actions can fall under one or more of the following categories:

  • Those needing to be strategically planned (working on the business)
  • Those needing to be done in relation to yourself
  • Those needing to be done in relation to your employees
  • Those needing to be done in relation to your clients, customers, patients…
  • Those needing to be done that are creative (new divisions, services, products, markets…)
  • Those needing to be delegated outside your company (outsourced)
  • Those needing to be delegated inside your company (insourced).

It is essential to master the art of saying no to anything less important.

When you are unclear about what your true highest priority or business mission is, distractions can take you ‘off track’ and consume your time, attention, energy, focus, power of concentration and productive capacity.

Related: How To Say No Nicely

Knowing what your highest priority business mission and primary objectives are prevents you from being as easily distracted by every so-called ‘opportunity’ that comes along. It allows you to be more discerning about the activities you choose to take on board and those you discard. Clarity of mission gives you the ability to ignore distractions, and that can be incredibly inspiring and empowering.

You cannot please everyone so don’t waste your time trying. Continually saying yes because you can’t bear the short-term pain of saying no will cost you greater opportunities and lead you to bite off more than you can chew. Your time is finite.

 

Block out all less important distractions. Give them up. Embrace your trade-off.

Try eliminating, or scaling back some of your activities to determine if reducing or eliminating them makes any real difference in your results. This also helps you determine which actions are truly the most productive priorities. Deliberately eliminate or at least reduce your trivial, unimportant, unnecessary and irrelevant actions. Your intentional limits can help you become more limitless.

Sticking to your own higher priorities each day raises your self-worth. Take command of your time before others do and tell them the truth, or they may possibly keep demanding from you. Your integrity and, at times tactful bluntness, will allow you to get your most important job done. Your true friends or colleagues will respect your time and your priorities.

Since your work will expand or contract to fill the time allotted (Parkinson’s law), if you don’t fill your space and time with high priorities they can become filled with low priorities. And, if you don’t consume your energy and material resources with high priorities uses they can become consumed by low priority ones. If you don’t intensify your day with inspired actions things can slow down. Your time x your intensity will determine your results.

Related: I Started Saying ‘No’ To These 6 Things. My Life And My Business Got A Lot Better

Many distractions that are being initiated by others are often opportunistic in nature. Many are simply others trying to sell you something – an idea, a viewpoint, an opinion, a friendship – in exchange for your valuable life and time. Simply being aware of what is being sold allows you to be more deliberate in deciding whether you want to buy or spend time on it.

Gracefully, respectfully and reasonably saying no, may temporarily disappoint the opportunist, but eventually it will lead them to respecting and appreciating you even more. It shows that you are a professional more than just an amateur and that you value yourself and your time more than their distractions. It is wiser to have a long-term gain in respect than a short-term popularity.

So ask yourself every morning what exactly is the highest priority action step I can take today to help me fulfill my most purposeful, meaningful, productive and profitable dream tomorrow.

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