THE SOUTH AFRICAN LEADERSHIP STANDARD: An opportunity for assessment, development and performance improvement

1. THE SOUTH AFRICAN LEADERSHIP STANDARD:
An opportunity for assessment, development and
performance improvement
Marius Meyer
15 March 2018
@SABPP1 @sabpp_1
#LeadershipStandard

2. A g e n d a
• Introduction
• From HR Standards to Leadership Standard
• Leadership Standard Process
• Leadership Standard Framework
• Purpose and focus of Leadership Standard
• The 5 elements of the Standard
• Implications for Assessment
• Conclusion

3. Introduction
• Leadership crisis in South Africa (and rest of
the world)
• Complex environment making things difficult
for leaders
• Poor leadership role models
• Inconsistency in leadership practice
• Pockets of excellence
• Setting a standard for leadership

4. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategic
HRM
Talent
Management
HR Risk
Management
HR ARCHITECTURE
I
HR VALUE &
DELIVERY PLATFORM
Work-
force
planning
Learning
&
Deve-
lopment
Perfor-
mance
Mana-
gement
Reward
&
Recogni-
tion
Em-
ployee
wellness
Employ-
ment
Rela-
tions
Organi-
sation
Deve-
lopment
HR Service
Delivery
HR Technology
(HRIS)
Prepare
Imple-
ment
Review ImproveHR MEASUREMENT
HR Audit: Standards & Metrics
HRCOMPETENCIES
© SABPP HR MANAGEMENT SYSTEM STANDARDS

5. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategic
HRM
5.6
Talent
Management
4.3
HR Risk
Management
6.1
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE &
DELIVERY PLATFORM
Work-
force
Planning
5.4
Learning
5.8
Perfor-
mance
5.7
Reward
6.1
Well-
ness
6.5
ERM
6.6
OD
5.3
HR Service
Delivery
5.3
HR Technology
(HRIS) 5.4
Prepare
Imple-
ment
Review ImproveMEASURING HR SUCCESS 4.3
HR Audit: Standards & Metrics
HRCOMPETENCIES
AUDITED RATINGS – OVERALL AVERAGE
(27 companies audited)

6. #LeadershipStandard

7. Purpose of the
#LeadershipStandard
• The objective of the Leadership Standard is to
have a consistent guideline for leadership
practice.
• We are creating a platform of understanding what
leadership means for South African leaders in all
fields so that we can unlock the potential of South
Africa’s workforce and society in general.

8. Focus of the
#LeadershipStandard
• To present to leaders in simple terms what is
expected from them;
• To form the basis from which to understand
current failures of leadership in many sectors;
• To identify actions to improve leadership in South
Africa

9. #LeadershipStandard Process
1. Initial consultation and planning
2. Stakeholder analysis
3. Development of draft leadership standard
framework
4. Formal leadership standard development
session (14 September)
5. Market consultation
6. Launch of #LeadershipStandard (26 Oct)
7. Awareness, collaboration & sharing
8. Leadership standard implementation

10. The essence of leadership
“Leadership is all about providing a vision and
direction for the organisation and the ability to
inspire people to go there with you.”
Nonkululeko Gobodo, Co-Founder
SizweNtsalubaGobodo

11. #LeadershipStandard Framework
©SABPP (2017)

12. 1 Instilling a vision

13. Instilling a vision
“A leader is a dealer in hope – somebody who
can look at the future and get other people
there with him or her.
You’ve got to be ready to do great things.
Then, what is your vision for the future?”
Sim Tshabalala, CEO: Standard Bank

14. Instilling a vision
1.1 OUTCOME STATEMENT
The collective leadership of the organisation sends a
strong, simple message of the chosen future for the
organisation which clearly conveys a purpose which
inspires stakeholders and enables the organisation
to find its way through uncertainties as they unfold in
the future, presenting new opportunities and threats.
Individual leaders live this message and make it real
for their teams, showing them the line of sight
between the vision and their work.

15. Instilling a vision

16. Instilling a vision
1.2 FUNDAMENTAL REQUIREMENTS
1.2.1 The vision is appropriate to the organisation’s South African context and will
contribute to the national vision as stated in the Constitution: “to achieve a better
quality of life for all citizens and to free the potential of each person.” the need for
job creation and alleviation of poverty and inequality is front of mind in deciding on
the organisation’s chosen future. The vision demonstrates the active citizenship of
the organisation.
1.2.2 The vision is enduring but flexible to changing circumstances. The vision is
active in bridging the present and the future.
1.2.3 The vision is ethical, realistic and practical and clearly shows how the
organisation and its leaders will contribute positively to sustainability of all six
capitals of the International Integrated Reporting Framework (financial,
manufactured, intellectual, human, social and natural).
1.2.4 The process of defining the vision is collaborative, including as many
stakeholder groupings as is appropriate so that a comprehensive range of risks is
considered and differing interests of stakeholders are taken into account and
balanced.
1.2.5 The vision is widely and regularly communicated and stakeholders are
helped to understand the context and application of the vision.

17. Instilling a vision
1.3 KEY QUESTIONS
1.3.1 What is the most effective collaboration process with stakeholders to
ensure positive relationships and engagement with the vision?
1.3.2 Have we checked that our organisation culture will support the vision
and if it is not aligned, what will we do about it?
1.3.3 What are the best ways to convey the message of the vision to
stakeholders?
1.3.4 How will we know that everyone in the organisation is aligned in
working towards the vision?
1.3.5 How will we keep the vision alive and inspiring for our people?
1.3.6 How will we ensure that our vision continues to be relevant to our
changing context?

18. 2 Delivering results which
create value

19. Delivering results
“Leadership is about creating movement.
What is essential is to have a clear plan and
strategy and everyone knowing exactly what
is expected of them, with clear targets that are
cascaded down and used to measure people.
Different teams within the company are pulling
in the same direction.”
Shameel Joosub, CEO: Vodacom

20. Delivering results which
create value

21. 3 Living the values

22. Living the values
“Tell the truth, the whole truth and tell it
quickly. If we break trust we have no reason
for existence. We absolutely understand the
responsibility to lead. The tone is set at the
top.”
Bonang Mohale,
CEO: Business Leadership SA

23. Living the values

24. 4 Influencing people

25. Influencing people
“The primary role of leaders is to serve, not to
be served. Because if you serve your people,
it goes without saying that you get more from
them in return. The best leaders live a life of
service.”
William Mzimba, CEO: Accenture SA

26. Influencing people

27. 5 Reflecting for improvement

28. Reflecting for improvement
“Fine leaders have the courage to make hard,
but necessary decisions; the courage to
abandon the past; the willingness to learn,
unlearn and relearn; as well as the courage to
be the change they want to see against all
odds. Part is acquired through life’s brutal
lessons in wisdom.”
Dave Macready, CEO: Old Mutual SA

29. Reflecting for improvement
5.1 OUTCOME STATEMENT
The collective leadership of the organisation has created a
culture where leaders individually and collectively take time
out to stand back and think about to what extent they have
lived up to the values and expectations of the organisation
and what has or has not been achieved.
Reflection has a clear purpose: to improve self-awareness
through new insights to assist with self-correction, continuous
improvement of results and development of self and others.
These insights are communicated openly and honestly with
stakeholders.

30. Reflecting for improvement

31. Reflecting for improvement
5.2 FUNDAMENTAL REQUIREMENTS
5.2.1 The organisation actively promotes a reflection culture through assigning
time and space for regular self-assessment activities of teams and individuals.
Individual reflection is not only about what has been achieved, but also aims to
improve self-mastery, which includes emotional intelligence.
5.2.2 Teams and individuals are trained in reflective techniques and in giving and
receiving honest and constructive feedback aimed at reducing personal blind
spots.
5.2.3 Leaders are encouraged to reflect with the support of a reflection
partner(s). Coaching and personal networks focused on learning are considered
as useful tools to support reflection.
5.2.4 Outcomes of reflection activities are valued, recognised and used to
improve leadership, processes, systems and practices in the organisation.

32. Reflecting for improvement
5.3 KEY QUESTIONS
5.3.1 How can we show the strategic benefit of reflection? How can we fit
time and space for reflection into our many organisational priorities? Are
we ready for this?
5.3.2 What is the most effective support we can give our leaders to
enable them to build a capability for honest and constructive reflection?
5.3.3 How can we recognise those leaders who most effectively practice
reflection?
5.3.4 How can we monitor that reflection is occurring and is delivering
tangible results for individuals and for the organisation?
5.3.5 What reflective practices have we implemented in our teams? Are
we expanding our repertoire of reflective practices? Are we looking at both
intended and unintended consequences? Are we critically reviewing our
personal and team decision-making processes to guard against
unconscious bias and cognitive biases?

33. Opportunities for assessment
practice
• Assessment should be a key practice in all
leadership development programmes
• Good opportunities for the development of
assessment centres using the leadership
standard as foundation
• Use assessment results for further
leadership development
• Assessment can enhance reflective practice
• Provide clear interventions for performance
improvement

34. #LeadershipStandard
Position assessment as a key practice in leadership
development.
Assessment Development
Performance
improvement

35. Let us all lead
“If you consciously choose to be a positive
influence in the world, you will always find
opportunities to make a difference.”
Thuli Madonsela
Patron: Thuma Foundation

36. #LeadershipStandard Framework
©SABPP (2017)

37. Conclusion
Let us position leadership as the top priority
for all organisations by applying the
leadership standard in our companies.
I thank you all for listening to the
#LeadershipStandard journey today.
We have to share today’s story with all our
connections and build our own leadership
capability going forward.
Thank you to the assessment community of
ACSG for your leadership!

38. We set #HRStandards #LeadershipStandard
professional@sabpp.co.za or registrations@sabpp.co.za
(Professional Registration)
executiveoffice@sabpp.co.za (Governance office)
marius@sabpp.co.za (CEO & Strategy inputs)
xolani@sabpp.co.za (COO)
hrstandards@sabpp.co.za (HR Standards)
hraudit@sabpp.co.za (HR Audits)
marketing@sabpp.co.za (Stakeholder Relations)
naren@sabpp.co.za (Learning & Quality)
events@sabpp.co.za (Events & HR Standards files)
Website: www.sabpp.co.za Blog: hrtoday.me
Twitter: @SABPP1 Instagram: @sabpp_1
Tel: +27 (011) 045-5400 or (010) 007 5906