By *Michelle Moss, Director: Assessments at Signium Africa 

Second only to emotional intelligence (EQ), cultural intelligence (CQ) is fast becoming one of the most in demand skills for executives in today’s culturally diverse world of business. The growing need for CQ is just one of the consequences of globalisation.

It’s true that companies are setting up more bases in foreign countries than ever. But their own societies are simultaneously becoming more culturally diverse, as foreign citizens migrate in search of better career opportunities and lifestyles. This means that culture is no longer a minor concern for executives. It’s a strategic imperative, and high-CQ leadership is needed to intelligently address this trend. So what is cultural intelligence? And is it possible to develop it in your executive team? The simplest and most used definition was developed by researchers Ang and Van Dyne in 2008, as “the capability of an individual to function effectively in situations characterised by cultural diversity.”

They also suggested that CQ is structured in four dimensions, namely, metacognitive, cognitive, motivational, and behavioural CQ. These have been adopted, more or less, in subsequent research and can be summarised as follows.  Metacognitive CQ is “an individual’s level of conscious cultural awareness during cross-cultural interactions”. Cognitive CQ is “knowledge of norms, practices and conventions in different cultures that has been acquired from educational and personal experiences”. Motivational CQ is the “capability to direct attention and energy towards learning about and functioning in situations characterised by cultural differences”.

Finally, behavioural CQ is the “capability to exhibit appropriate verbal and non-verbal actions when interacting with people from different cultures”.  In summary, executives must be aware of cultural differences, understand them, be willing to learn more, and act in relation to that understanding. What the above establishes in no uncertain terms is that CQ is not an innate competency. It can be acquired through training and, most importantly, exposure to the culture in question.

The benefits of increased CQ are becoming more obvious by the day. Most CEOs agree that as technology takes over many traditional business functions, success will be defined by how well people interact with each other. They also agree that diverse management teams foster innovation because they bring important cultural perspectives to the table.

However, differences often breed conflict and companies who fail to foster CQ may find themselves unable to manage that diversity. In fact, CQ and innovation are closely correlated. Consequently, they risk losing their competitive edge and corporate sustainability. According to a survey by the Economist Intelligence Unit (EIU), 70% of international ventures fail because of cultural differences. Another source reveals that 90% of executives from 68 countries say that cross cultural management is their toughest challenge.

Culture is becoming so critical to business that in some organisations, astute CEOs are heading up their diversity and inclusion practice groups. It is in every business’s interest, whether they operate locally or internationally, to nurture CQ in their enterprise, especially in their executives and C-suite. If that critical talent cannot be developed in house, it should be acquired externally through executive search. 

*Michelle Moss is a Director: Assessments at Signium Africa (previously Talent Africa), a leading South Africa-based executive search and talent management company servicing sub-Saharan Africa. 

Website: www.signium.co.za
Tel: +27 11 771 4800

By *Annelize van Rensburg - www.signium.co.za

Qualifications fraud is a big problem in South Africa and, although not prominent at executive level, it does happen. To stamp out this practice, the National Qualifications Framework Amendment Act 12 of 2019 was signed into law on the 13th of August this year. It provides that people presenting false qualifications could serve up to five years in prison.

Being a businessperson who depends on honest, qualified staff, I am very happy about this development. In a country where corruption is exposed daily and where honesty and trust need to be reinstated, it will help prevent further fraud and corruption. At least there is now a material penalty to deter recruits from using forged qualifications.

However, the law does not solve the larger issue of candidates lying on their CVs.

In a struggling economy, jobseekers may be tempted to falsify information that could help them gain employment or skip some rungs on the ladder to the career and lifestyle to which they aspire. They might lie about previous titles held, their actual reward packages, their scope of responsibility, having a criminal record, being blacklisted or any other facts that either hinder or help their quest for their next top paying position.

Verification firm, Managed Integrity Evaluation, says that of 552,000 CVs it checked in 2017, 14.3% of candidates had misrepresented themselves or lied about their qualifications.

Executives typically face rigorous background checks and generally know better than to lie on their CVs. However, there are exceptions to the rule. For those who lack integrity, their desire to get ahead may tempt them to obtain false qualifications, withhold past wrongdoings or fabricate achievements.

Such actions are not only criminal but could bring into question the integrity of the hiring organisation's governance framework as well as having a negative impact on its growth and sustainability.

Yet, to cut costs, some companies are forgoing the extensive checks performed by executive search firms through their validation partners and the resulting analysis that gives assurance of a sound hire.

Executives are sometimes appointed by virtue of being a member of a trusted circle of business associates. Reward packages may be negotiated over a game of golf, and the position awarded without independent background checks. This is extremely risky.

Research has proved we’re not as good at reading people as we think. Knowing you can trust executive hires through fact-based research, trumps feelings of trust derived from regular social or business interactions. An appropriate rule of thumb is “better the devil you know” because that’s the devil you can avoid.In a time of public demand for better corporate governance, as well as transparency and justification of executive remuneration, every organisation must ensure the executives it employs have faultless track records. By using impartial executive recruiters or so-called headhunters, that engage trusted verification agencies to validate qualifications down to the finest detail, it will find the leaders it deserves.

*Annelize van Rensburg is a director of Signium Africa (previously Talent Africa), a leading South Africa-based executive search and talent management company servicing sub-Saharan Africa.

By Michelle Moss*, Director at Signium Africa - www.signium.co.za

Politics was once a dirty word in business. You did not play politics to get ahead. It was just not done. Rubbish! Corporate politics have always been played.

The challenge is to play without deceit and duplicity while boosting the business. Of course, smart political players boost themselves as well.Currently, a corporate politics rethink is underway overseas. International literature confirms it.

A similar reassessment is underway in South Africa.Local indicators include executive search feedback to job candidates that their ‘political’ skills need attention and growing demand in the executive coaching arena for assistance with this aspect of personal development.Stalled careers are a key driver.Long hours and impressive gains should have resulted in career recognition but haven’t.

The individual then asks, ‘What more can I do?’The answer is ‘Learn to play the game’, and that game is corporate politics.

Many newcomers to the game are shamefaced about it.They confuse politics with ‘brown-nosing’ and manipulation.

They believe good people do not network for self-advantage.However, a good executive coach will point out that access, visibility and credibility are essential for personal and corporate success.Good ideas are useless unless they’re shared with decision-makers.

ccess to senior ranks is therefore essential. Once access is gained, the ambitious manager has to be seen as a credible performer making a visible difference.Credibility is rarely an issue. The go-getter usually has the qualifications and experience, has put in the time and achieved success.The challenge relates to access and visibility, but first mindsets must change.This is no problem for those who are aware their career has stalled and change is overdue.

Good coaches also point out that personal values are not compromised by networking and relationship-building. Behaviour might change, ethics remain intact.Behavioural change helps put a name to developments that were previously anonymous.Bosses are swamped by data. Often, they don’t have time to ask ‘who worked on this project?’ or ‘who led that team?

By changing behaviour and creating favourable awareness, players make it easier for superiors to remember a face and name.Once the mindset has been adjusted, it is necessary to identify decision-makers and influencers; external as well as internal. Impress some clients or suppliers and the word may go all the way to the top of your own organisation.Once identities have been established, relationships can be developed. Often, this is through participation in various initiatives or at certain social occasions.Take an interest. Get on to the invitation list.This can be difficult for introverts. They need to become more outgoing. Extroverts face a different challenge. They can come across as pushy and egotistical.One way forward is to tell a story that subtly conveys the contribution of the ambitious manager without bombast. There may be a humorous pay-off line, but the story-teller is positioned as a key actor.These techniques involve no play-acting. Superiors are not being deceived.

They are being alerted to interesting developments and the impact of new role-players.Advancement from this base can be impressive. Stalled careers may go into overdrive.Stellar success like this is not built on a lie. You have to be the real deal to make real progress. Play the political game to win recognition. But remember; real winners always deliver results.

*Michelle Moss is a Director at Signium Africa (previously Talent Africa), a leading South African-based executive search and talent management company servicing sub-Saharan Africa. www.signium.co.za

BY Annelize van Rensburg director of Signium Africa (previously Talent Africa), a leading South Africa-based executive search and talent management company servicing sub-Saharan Africa.

Who needs a top job as a senior manager or executive? Why bother? It’s only an annual salary of R1,5 million or more. If they want you, they’ll see your potential. Just rock up for the interview. You’ll be fine.This attitude alone is probably enough to wreck any chance of landing a top job, but just to be sure you can always adopt some of the self-destructive behaviours known to kill a candidate’s interview prospects.You can …

1. Turn up late. Blame the traffic or bad-mouth the location, especially if it’s at the hiring company’s head office.

2. Fail to prepare. Don’t even check the corporate website. Ensure the interview panel know you have done no ‘homework’ by confusing the recruiting company with a competitor or by asking questions that display ignorance of the company and its industry.

3. Dress to fail. Jeans, scruffy shoes and an open-neck shirt should do it, or perhaps high heels, a revealing top and a micro-mini.

4. Display self-interest. At the first possible moment ask about pay and perks.

Then ask about how much paid leave you can expect.Even senior people scupper their chances through crass errors like these. They are looking for seven-figure salaries and might be experienced personnel in their 40s or 50s, but still self-destruct.If you really want the job, you avoid obvious pitfalls.The biggest key is proper preparation.Research the recruiting company (inside out). Read its financial statements and annual reports. Make sure you know the names of the CEO, executive team and board members. Prep for the interview by driving the route to the venue ahead of time. This ensures you know the way, the traffic and the time commitment.Know your CV backwards.

Memorize key dates and bring along extra hard copies to ensure all panel members have your CV. Make sure all information is correct and up to date. Tell no lies!Always display passion and a positive attitude to life in general and your career in particular. Infuse the panel with your energy. Dead fish do not get top jobs.Share with the panel concrete, well-considered examples of strategic and operational achievements. Punt team efforts and give credit to peers and teams when reviewing career highlights. Be honest.Ask questions that display an interest in the recruiting company, its industry and the position you are targeting. Strategic issues and corporate culture are favoured topics.

Leave questions about pay and perks until later.Show loyalty to current employers or at the very least display restraint and discretion. Put the focus on new opportunities rather than past disappointments.Dress appropriately. To be safe, dress up, not down.Show respect. Switch off that cell phone. This interview is more important than your dinner plans.Always indicate that you take responsibility and make yourself accountable. It might be tempting to blame others when discussing career challenges, but leaders show resilience. They have ‘broad shoulders and turn problems into opportunities.Do all this and you have a shot at that dream job. 

www.signium.co.za

By Michelle Moss, director at Signium Africa (Previously Talent Africa) www.talent-africa.co.za

The corporate world embraces diversity and inclusion. Countless mission statements say so. Building a diverse organisation is supposedly a strategic imperative. But the question remains: Are businesses making it happen or missing the mark?

One test is talent acquisition. If diversity is so important, you would expect it to be reflected in the selection of senior executives and skilled professionals.In the real world, a mixed picture emerges.Awareness of the advantages of diversity and inclusion is certainly growing.

The ‘2017 Deloitte Global Human Capital Trends’ report says 69% of executives say diversity and inclusion are important, up from 59% in the previous survey.Furthermore, the number of executives who cited inclusion as top priority rose 32%.Diversity strategy has the CEO’s attention.CEOs are the primary sponsors of diversity initiatives, according to 38% of executives canvassed in this international survey.Finding the right skills, irrespective of gender or race, is crucial. It ranks third among the major concerns of business leaders, says the Deloitte report. It is ‘very important’ or ‘important’ to 83% of executives.Increasing pressure to comply with organisational hiring policies and quotas also drives growing focus on diversity and inclusion.There is an implicit prohibition of ‘cloning’ (hiring someone just like you) as it perpetuates the status quo and is bad for the business.

Failure to move forward could even kill the business, yet the practice remains prevalent.‘Cloning’ may not involve the same race, gender and religion, but the same skills, management approach, interests, likes and dislikes as the hiring manager and team.The pretext is often that the selection gives the best ‘culture fit’ and therefore seems perfectly acceptable.However, ‘cloning’ is toxic as it fosters group-think. Consensus and like-mindedness strangle collaboration, creativity, innovation and risk-taking.Industries and technologies change. Customer’s needs change. Therefore, a team’s ability to generate new ideas and embrace change is critical.

Here, experience shows it is easier to teach a multi-skilled team how to resolve conflict among themselves than it is to teach a homogenous group how to generate alternative solutions.We can espouse diversity in theory, but nullify it in practice simply by sticking with time-honoured recruitment practice that might be skewed toward recruitment in our own image.

This explains growing doubts about traditional interviewing.It seems our brains are hot-wired to make rapid assumptions (an asset when ancient man had to instantly assess danger). Research shows we take just 15 seconds in a rush to judgment. Essentially, we look for things that make us comfortable.Quickie judgments like this can flaw traditional interviews.Obtaining a diverse skills set may be vital. But how, if old-style interviews might not be up to the job?A mix of tools is increasingly adopted, including psychometric tests (often questionnaire-based), simulation exercises (to replicate challenging scenarios and scrutinise behaviour) and semi-structured or competency-based interviews.Is there any evidence South African business is racing to adopt these more objective assessment tools in its quest for greater representivity?Yes and no.Some employers are moving in this direction.

Others rely greatly (sometimes solely) on traditional interviews. Often, objective assessment techniques identify a high potential candidate who challenges traditional thinking, identifies novel opportunities and embraces risk, but is passed over by a hiring team who favour slow, cautious and conservative thinking.Again, the culture-fit rationale is trotted out.It seems everyone wants diversity, but ‘cloning’ is comfortable, ‘cloning’ is acceptable … but for how long?