By Mosima Selekisho, director at Signium Africa (www.signium.co.za)

International Women’s Day (8 March) has a provocative theme this year – Balance for better and encourage action. Presumably, balance is currently poor and action is needed for women to reach their goals. Most would agree with this assessment and IWD commentators will doubtless interrogate ‘the usual suspects’ –cultural norms, patriarchy, resistance to change and the supposed failure of some women leaders to do more to uplift other women.

The cry that top women don’t do enough has become strident in recent years. I am well placed to judge. As a so-called head-hunter for executive talent, I interact with women at the top of large organisations and with a new generation of female go-getters. Women on the way up often complain senior female colleagues do little to help while those who have made it will sometimes admit as much.

Why don’t they? Conversations over several years suggest the reasons go beyond demands on time or disinclination to lend a hand on the basis that ‘nobody helped me so why should I smooth the way for this newcomer?’ Top women find it difficult to help because they themselves are wounded and live with a lot of internal pain. This is never admitted. One characteristic of top achievers is that they put on a good front. They always seem in control. This mask never slips. Perhaps it should. The pain is inevitable. Women give of themselves and live every day with issues affecting husbands and partners, children and family members.

Thoughtful, giving women carry unseen burdens, especially in Africa. The scrapes of children at school, financial obligations when you’re the biggest earner in an extended family, a spouse’s career difficulties, the problems of kids at university, even police enquiries affecting members of the wider family ... all these issues and more have to be handled day by day. The woman who supposedly has it all is expected to solve it all. That can mean anything from helping a sibling quit substance abuse to paying the legal fees of a partner facing litigation. What can women do about it? First, look in the mirror and confess the professional front has become a mask. Admit you have been carrying internal pain for years.

You might even be embittered by the thoughtlessness of others and their assumption that you will always cope. This gives you a chance to release the pain. Those who have gone along this road say honest discussion with those close to you gives the best chance of a pain-free future. The blame you cast on those around you will be replaced by deeper understanding while those close to you will realise they can’t simply add to your burden.

You also have a life. Women released from private pain have more time for colleagues. Greater rapport leads to greater willingness to help. Upliftment of others is natural after that. Wounded women find they also achieve career growth. The focus falls on blind-spots and getting the wider team to work toward a single vision. The top achiever begins to see areas in which she can also improve. Carrying burdens makes you strong, but you eventually stoop under the weight and see just one step at a time. You only see the big picture and help others when you put the burden down. 

*Mosima Selekisho is a Director of Signium Africa (previously Talent Africa), a leading South African-based executive search and talent management company servicing sub-Saharan Africa.

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Website:www.signium.co.za
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Leadership going up a gear  by Mosima Selekisho* director at Signium Africa (www.signium.co.za)

Corporate leadership in South Africa is being redefined. A ‘safe pair of hands’ is still required, but increasingly the focus is shifting to greater dynamism. At CEO level, more and more organisations are looking for go-getters who deliver results at pace. The change has been evident for some time but has reached critical mass in recent months as economic prospects have improved and private sector companies have sensed that opportunities for meaningful growth are at hand. Until recently, the incumbent CEO was often seen as the school principal who made sure everyone did their homework and stayed on top of their assignments.

This is changing at many firms. They have faced an economy in limbo for long enough and don’t want their own business to be locked in neutral forever. The demand is for an energetic motivator who does not waste time on formalities and drives hard for discernible results. In the past, the C-suite was characterised by emphasis on processes and detail. Research could be painstaking. Strategic deliberations might take months. Mistakes were avoided.

Costs were tightly controlled. But fast action to exploit fleeting opportunities was rarely seen. In contrast, the new priority when top talent is being sought is for an action man (or woman) who can turn strategy into reality without delay. The newcomer is expected to be technically accomplished, and relative youth is seen as an asset.

Industry outsiders may well make the shortlist, especially if a strong technically adept team is already in place. Some boards of directors are happy to press the ‘fast forward’ button, but still require the reassurance that solid foundations will not be compromised. In this scenario, they may specify a go-getter CEO who will be expected to work with a senior team capable of providing balance and continuity. Alternatively, the board may prefer to appoint a youngish operations officer, known for dynamism and results orientation. In these circumstances, the COO’s job is often beefed up to include a strategic dimension.

The incentive for the incoming COO is that the scene is clearly being set for the newcomer to take the top job once initial dynamism is tempered by greater acquaintance with company culture. In all scenarios, the new CEO or member of the leadership team is expected to be on top of digital developments and new media platforms. The days are gone when CEOs regarded digital devices and communication as something their PAs sorted out.

Feedback following the placement of this new generation of CEOs is largely positive. Many organisations are ripe for reinvigoration and a rapid mood change can be achieved. However, one shortcoming has been noted. The go-getter looks for results rather than consensus. Therefore, listening skills may require work. The public sector has yet to embrace the need for more aggression and dynamism at the top.

A deliberate ‘team player’ is the standard requirement. However, SOEs know times are changing and sometimes a preference is expressed for ‘a new face without baggage’. The good news is that a fresh breed of leaders is emerging and is fully capable of optimising the potential for a new beginning within major organisations … private or public. 

*Mosima Selekisho is a Director of 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 Mosima Selekisho*

Women’s Day is a good time to share a secret … recent events give women executives a big opportunity to fulfil their potential as key contributors to corporate success as they are ideally placed to meet the growing need for a new type of corporate leader. A spate of organisational failures and mis-steps highlights the shortcomings of power leaders (corporate kingpins who operate on some elevated plane and go unchallenged for years) and self-serving leaders (who do well personally while their operations go to the dogs). Most women find it hard to ‘man up’ and embrace hard-driving, hard-nosed leadership styles.

Now they don’t have to. Increasing focus, worldwide and locally, falls on the advantages of servant leadership. The concept has been discussed for more than a generation by business gurus and corporate consultants. Simply put, servant leaders are there to serve the people and the organisation. Rule through fear or hierarchy is out. Rule through shared purpose and teamwork is in.

Most women have to make few adjustments when adopting this leadership style. Traditional roles as a mother and the pivotal figure in the household give them a head start. A key characteristic of servant leadership is listening skill. Any woman with children knows the importance of listening and absorbing information from several sources at once while being a calming influence.

Children with a problem want mother to fix it. Subordinates with problems want the same. The servant leader responds by getting them to open up, share perspectives, look at options and together decide the way forward. Leaders like this are not there to further their own agenda. They are happy to meet the needs of others. Peers and subordinates go to them to tap their knowledge, experience and skills, which the leader is happy to share. A servant leader (like mother) shows empathy. This type of leader is accessible. Insights are shared. Feedback is constant.

Suggestions can be made and ideas debated. No one worries about who gets the credit (or blame) as the team and the wider corporate vision are more important than individual ego. Servant leaders lead by example, not by dominating every meeting and conversation. Just like mum, the servant leader knows you cannot say one thing and do another – the kids notice and credibility suffers. So, you go the extra mile and put yourself out, knowing that subordinates are more inclined to put in long days and nights when they know the boss does the same. The leader draws on an inner belief in excellence; that only the best will do. Leadership by example ensures this culture is quietly instilled. Mothers know they are rearing the next generation.

They take pride in every accomplishment notched up by their offspring. Servant leaders are much the same. They are happy to share power by encouraging others to take responsibility for delivery in this area or that. When success is achieved, they are delighted to acknowledge the team’s contribution. Servant leaders are resilient and reliable.

They get the job done without fuss and fanfare. In so many respects, they are just what South Africa needs … and a high proportion of them will be women.  

*Mosima Selekisho is a Director at Signium Africa (previously Talent Africa), a leading recruitment company based in South Africa offering executive head-hunting and leadership consulting - servicing sub-Saharan Africa.  www.signium.co.za