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How To Thrive In Africa

Five tips from Nonkululeko Gobodo for becoming a successful business leader in Africa.

Hanfred Rauch

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Nonkululeko-Gobodo

Graduating as South Africa’s first black woman Chartered Accountant from the University of the Transkei (now Walter Sisulu University) in the mid-1980s, Nonkululeko Gobodo’s public career has been fraught with challenges from the start.

“There was a lot of responsibility on us at the time,” she reminisces, “We were the pioneers of black reformation, but our biggest challenge was that no one took us seriously,” adding, “But I’ve always wanted to challenge the status quo, so I didn’t let that get in my way.”

Recently, after three decades in accounting, Gobodo has shifted into leadership consulting – a whole new industry to conquer. “The truth is, I never enjoyed the accounting profession,” she says, “I always found greater fulfilment in development.” To Gobodo, establishing Nkululeko Leadership Consulting is pivotal to fulfilling her “whole life’s purpose” by helping to empower Africa’s business leaders.

Related: 10 Inspirational African Entrepreneurs

So, what is Nonkululeko Gobodo’s recipe for leadership success in Africa?

1. Focus on the bigger picture

In 1989, eight months after completing her articles at KPMG in Mthatha, her boss offered her a partnership. “It was a position I should have had ten years’ experience for,” she says. But the fact that someone saw enough potential in her to offer her such a position opened her eyes.

Driven by a bigger dream, she turned the position down and in 1996, established her own accounting firm, Gobodo Inc. Later, in 2011, she went on to change the South African business landscape when she led a merger between two of South Africa’s biggest black-owned firms to establish SizweNtsabulaGobodo – South Africa’s fifth largest accounting firm after the “Big Four” – PriceWaterhouseCoopers, Deloitte, Ernst & Young and KPMG.

Almost every bold move she has made in her career has paid off – largely due to her unwavering focus on her overall goal. “I realised early on that I have to be part of something that makes a difference to the world.”

2. Challenge the status quo

High ambitions are, by nature, difficult to achieve – but in Africa, they can prove impossible without the right direction. Africa’s challenges are unique and, therefore, require unique solutions.

“We have to build our own framework for leadership to pioneer change,” says Gobodo.

To innovate your business in South Africa, Gobodo urges business leaders to focus on the economy first. “We need to repair the relationship between government and business,” she says.

In Gobodo’s mind, the more capable leaders we are able to nurture – both in government and in business – the more successful we will become as a country and a continent. To achieve this, leaders from both sectors need to collaborate, challenge the status quo and come up with solutions that will bring about real change.

Related: 10 Successful SA Women Entrepreneurs’ Top Advice On Balancing Work And Family

South-African-innovation

3. Innovate change

Apart from repairing the relationship between government and business, Gobodo believes that prejudice still stands in South Africa’s way of becoming truly integrated and of growing inter-cultural relationships. “We can’t continue to dwell on the past,” she says, “We need to work together to fix our problems.”

What, then, is South Africa’s biggest obstacle in improving the relationships between its people? “South Africa’s future is entirely dependent on its political situation,” Gobodo says.

“People are tired. People are angry. University students, especially, are so angry – they start their careers angry,” referring to the recent outbreak of student riots on many of the country’s University campuses.

Through her personal investment in empowering South Africa’s leaders, Gobodo has always sought to foster the kind of leadership practices that would help to mend the country’s interracial and intercultural relationships.

“We have to move forward as a country and a continent – and we need good leaders to do so,” says Gobodo.

4. Connect with the people you are leading

Gobodo has identified a common thread pervading current leadership practices: “Almost without fail, I find there’s a disconnect between leaders and the people they are leading,” Gobodo says, “They’ve got all these to-do lists, which are not based on an understanding of the people that work under them. Leaders need to be more conscious of the impact they have on organisations – especially their people.”

When asked what she considers to be the most challenging aspect of leadership, she laughs, “People! Without a doubt, people are the most complex and difficult component of leadership, but,” she adds, “in people lies one’s greatest opportunity for growth.”

Related: 5 Truths Women Need To Grow A Successful Business

5. Invest in yourself

Good leadership is a fine balancing act. On the one hand, a leader’s interpersonal relationships can make or break a business. On the other, a healthy dose of introspection and self-interest is also called for.

“Invest in yourself,” Gobodo advises young business leaders. “Find out who you are and face every challenge that comes your way. But most of all, never allow anyone to stand between you and a good opportunity.”

nlighten-logoNonkululeko Gobodo will be speaking at nlighten’s business leadership event, Exec Think Tank, on 11 August 2016 at Equinox, Alice Lane, Sandton. To find out more about the event, visit http://bit.ly/1ZbeAkT or contact Nicola on 021 794 7533 or email nicola@nlighten.co.za.

Hanfred Rauch is the Communications Executive at nlighten: Enhancing customer experience. Read more of Hanfred's articles here: www.hanfredrauch.com

Leading

Want To Achieve Greatness? Force Everyone Out Of Their Comfort Zones

Diverse teams are better performing teams, but only when they are inclusive.

Rob Jardine

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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.

Creating Inclusion

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.

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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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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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