“Actually, caring about the other person is the leverage in any conversation.” – Gary Vaynerchuk
Have a clear Vision. Do what you love. Now, go and do what is necessary to make your glorious Vision a reality. Sounds so simple! Sounds so cliché. Not so much……
It takes a lot of ‘hustle’ and serious staying power to fully unleash your inherent Leadership potential and to overcome several obstacles that appear on your path. Several opinions and definitions exist in terms of what Leadership really is. Within a modern context, considering factors such as generational gaps, differences in upbringing and schooling, political interference, technological advances, and market disruptions I will define leadership as:
“Continuously applying the required and adaptive skill set, to unite a diverse group of people in committed and sustained effort, with the aim to attain a collective Vision that they sincerely aspire to.
In reflecting on this statement concepts such as self-development, emotional intelligence, honing your craft, wisdom, building a sustainable culture of success, a high level of motivation and several other factors are cast under the spotlight.
‘Leadership hustle’ refers to the concept of analysing with great care what needs to be done as a Leader, then carefully deciding how it needs to be done, be willing to ‘pivot’ when things are not working, create a sustainable motivating climate, and then persevere with an extreme high level of commitment until your team realises your collective vision. If you are a true Leader this ‘hustle’ never stops. A critical part of your work as a Leader is to coach and create more Leaders in order to ensure a sustainable future for your business.
The ‘last trump’ has blown on supposed Leaders whom only use bonusses or disciplinary action as leverage to entice their team members to perform. People, generally speaking, want to feel that they are cared for and that they are working together to attain something higher than themselves.
A twenty-eight-year-old friend of mine recently stated that: “It is so not cool to Lead”. He was giving a voice to his perception of power hungry and self-serving leaders whom do not care for others. There are always individuals whose actions are not exemplary. Well, let me tell everyone of something that is very cool – First-hand experience of an individual or team that have unleashed their potential and now are masters of their craft and you had something to do with it as their leader/a leader.
As the abovementioned Gary Vaynerchuk quote alludes to – “Actually caring for the other person is the leverage in any conversation.” Leaders must sincerely care for their team members, if not they are just ‘ bosses’ that suck every ounce of energy out of their team members in order to be enriched.
The Author has heard a number of entrepreneurs complain that they have lost their businesses by caring too much for their employees and doing too much for them at the dire cost of their businesses and themselves in person. Their situations became untenable as according to them their team members performance did not even remotely match the effort of the entrepreneurs.
In part many challenges similar to the above example arise as a result of a transactional style of Leadership – “I do for you and you do for me”. Naturally even if no lip service is paid to the concept , there is, in most cases part of the Leader/Entrepreneurs’ consciousness that does expect something in return.
For the purposes of this article the concept of ‘Leadership Hustle’ moves in the opposite direction of a transactional style of Leadership, instead it fosters a collective consciousness and culture where the team jointly as servants of a higher vision do everything because they want to out of love for the cause as opposed to being forced to.
Related: Servant Leadership – Will You Serve?
This puts a demand on the team Leader to hire ‘the right people’ that are committed to the cause from the start. Easier said than done? Most certainly! The Leader would have to Hustle up! We as Leaders will have to be committed enough to learn through several mistakes until the most optimal HR model is created that serves our Vision. We would have to continuously and urgently refine our team selection, training processes, and positive feedback loops until we find the solution that offers us the best change to collectively attain our aspiring Vision.
The ‘People before profit culture’ strikes fear in the hearts of most Leaders and rightfully so. What if I focus so much on caring for people that our profits decrease dramatically?! Allow me to rephrase the statement –
‘The right people (doing the right things) before profit culture’ will ensure more profits in the long run than you could ever have foretold.
‘Leadership hustle’ does not mean I foreclose on all methods of control as a Leader, stop managing, and only Lead. ‘Hustle’ means that we as Leaders must put more focus on Leadership than management controls which in turn would make the daily management of our teams easier because as a result of the focus on Leadership we will generally deal with a more inspired, motivated, and engaged workforce.
Seeing Leadership as an ever-evolving journey of learning and adapting rather than a single event would save the reader an unmeasurable amount of frustration and failures. Whether we appreciate change or not it is being enforced upon us by, in part, the millennial generations’ general traits of being more entrepreneurial, being very inquisitive and challenging, and basically living online.
It will serve Leaders well to rather gain wisdom in terms of the varying needs of different generations within a single workforce as opposed to judging a certain generation to be more effective at work than the other. Caring for people means caring for all, and part of caring is being interested enough to understand them better.
Related: Paddy Upton: People Centred Coaching
The author was in the audience when Cliff Hazell, an agile coach at Spotify, delivered a guest speech at the 2016 African Lean management conference. During the Q&A session Cliff was asked how we should best engage the “millennial segment” of our workforce as Spotify is well known for its very modern, integrated, and very successful culture.
The first part of Cliffs’ answer was, at least to me, simple yet profound – “First of all you could start by stopping to call them Millennials!”
People in general are progressively starting to abhor labelling and a judgemental attitude. It has served Spotify very well to rather focus on utilizing their generally younger workforces’ entrepreneurial thinking and inquisitiveness to gain traction towards the companies collective Vision as opposed to an attitude of labelling and judging.
A paradigm shift that forms part of ‘the Leadership hustle ‘is to rather have non- judgemental Learning discussions than the traditional performance appraisals. To sum up this modern approach to Leadership we are asked to continuously learn and improve our skills and be flexible in our application of skills. In order to create sustainable success as Leaders we have to have an improved grasp on the generational differences within our teams. We have to develop the skill to utilize the strong points of each generation and person within our teams to gain traction to ultimately actualizing our collective Vision.
We have to be more and more inspiring Leaders as opposed to being ‘control freaks’, that is if we sincerely aim to create a ‘HIGH TECH-HIGH TOUCH (People orientated) environment for our teams.
GO FORTH AND HUSTLE!!!
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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