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Welcome toThe Performance Hub Leadership Survey      Results    December 2011
About us...                       THE PERFORMANCE HUB           is a small performance enhancement consultancy.           ...
Who responded?Our snapshot survey drew respondents from a range of sectors:      entertainment and media      financial se...
How are SA leaders keeping up to date?   Most popular – conferences and seminars, print and online sources of info.   We e...
How are SA leaders being developed?In order of frequency:      formal learning programmes and seminars      informal metho...
What methodologies are you using? Transformational leadership, coaching and mentoring styles and pipeline The Guru’s: Maxw...
Top challenges ranked on a global list producedby Corporate Leadership Council & Hay Group         Leadership challenge   ...
Top challenges cont’d...   Virtual-osity, a term for loosely describing the need to be networked and   connected online, r...
Critical skills for SA HR & Businessleaders – open response box   Integrity, authenticity, humility   Ethical, strong emot...
What are the key people managementchallenges of the future in SA?The responses fell into these categories:   skills and pr...
Questions and discussions: join usCan these results tell us something about the skills we want to develop in ourleaders? W...
Leadership in South Africa - The Performance Hub Survey Results
Leadership in South Africa - The Performance Hub Survey Results
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Leadership in South Africa - The Performance Hub Survey Results

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Welcome to the overview results of our first snapshot survey on Leadership in South Africa. We launched this survey in an effort to isolate touchpoints of insight which would then serve as pivots around which further debate could blossom. Join our discussions here: http://www.linkedin.com/groups/Performance-Hub-3894549?trk=myg_ugrp_ovr

Published in: Business, Education
  • The survey provides good insights about the cricial Leadership skills needed to navigate the ever changing context in which we live and work. There is confirmation for me of an intuitive sense I have had about the changing face of Leadership, and that at its' core, Leadership must be flexible, adaptive and authentic. Authenticity is about transparency in relationships and fostering a climate of open communication and ethical behaviour.
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Leadership in South Africa - The Performance Hub Survey Results

  1. 1. Welcome toThe Performance Hub Leadership Survey Results December 2011
  2. 2. About us... THE PERFORMANCE HUB is a small performance enhancement consultancy. We work with performance targets. Our values are Transformation, Innovation, Passion and Integrity. We live these in our work, with our blue-chip clients, our partners, our associates, our suppliers and each other. www.theperformancehub.co.za 51% owned by a BBBEE Trust focussed on the upliftment of disadvantaged youth. AAA+ (Level 3) rating on the BBBEE Scorecard.
  3. 3. Who responded?Our snapshot survey drew respondents from a range of sectors: entertainment and media financial services retail consulting manufacturingAnd levels in organisation: junior manager director specialist
  4. 4. How are SA leaders keeping up to date? Most popular – conferences and seminars, print and online sources of info. We expected these responses.Less expected: Lower uptake of interactive methods - networking and interactive online media.Why is this important? Dynamic and interactive methods may serve leaders wellas they navigate a volatile economic climate. Leading organisations to observe, anticipate, flex and learn within business context requires subtle appreciation of current realities, and ability to interpret trends and anticipate what will be affecting their business in the future.
  5. 5. How are SA leaders being developed?In order of frequency: formal learning programmes and seminars informal methods such as books and magazines coaching and mentoring And less so, ‘stretch opportunities’ such as rotationLess support noted for SME’s: we expect this may be linked toavailability of resources in smaller organisations.
  6. 6. What methodologies are you using? Transformational leadership, coaching and mentoring styles and pipeline The Guru’s: Maxwell, Collins, Blanchard, Ulrich, Drotter & Welsh One respondent simply alluded to a set of values that underpins the leadership thinking and development in their organisation, which we thought was simple and on target: ‘integrity humility fairness’ Do theories need adapting for our local context? Almost resoundingly, the response was yes.
  7. 7. Top challenges ranked on a global list producedby Corporate Leadership Council & Hay Group Leadership challenge Local ranking Global ranking Complexity 1 1 Innovation 2 2 Globalisation and cultural sensitivity 3 4 Authenticity 4 7 Interruption 5 6 Virtual-osity (networked, connected online) 6 3 Collaboration 7 5 Longevity 8 8 Need to do good not only do well 9 10 Participation 10 9
  8. 8. Top challenges cont’d... Virtual-osity, a term for loosely describing the need to be networked and connected online, ranked as the top third challenge globally. It ranked 6th for South Africans, much lower down. 3rd for SA respondents was Globalisation and cultural sensitivity, which only occupies a 4th place globally. Next on the list in 4th place from our local survey is Authenticity, which ranks as 7th globally - much higher up.Question: What skills do we need our leaders to have?
  9. 9. Critical skills for SA HR & Businessleaders – open response box Integrity, authenticity, humility Ethical, strong emotional intelligence, good communication skills and business acumen Ability to innovate, to change and to be resilientQuestion: How do we develop these ‘critical skills’? Are they easily developed through conventional methods which respondents cited they benefit from, in this order: formal learning programmes and seminars, and informally through books and magazines?
  10. 10. What are the key people managementchallenges of the future in SA?The responses fell into these categories: skills and productivity challenges managing talent required to feed organisation plans engaging and keeping employees engaged developing flexible working practices and a flexible workforce, and dealing with the regulatory context in SA building sustainable business.
  11. 11. Questions and discussions: join usCan these results tell us something about the skills we want to develop in ourleaders? What methods are we going to use? What should be our focus areas?How do you work to enhance ‘authenticity’, ‘integrity’ and the ‘ability to innovate’?Should virtual-osity be higher on our agenda?Join our group on LinkedIn where we can debate some of these questions:http://www.linkedin.com/groups/Performance-Hub-3894549?trk=myg_ugrp_ovrFollow our informed commentary feed on Twitter here:http://twitter.com/#!/PerformanceHub

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