By Michelle Moss* (www.signium.co.za)

Valentine’s Day is not just about flowers and candle-lit dinners. It’s an annual opportunity to contemplate the power of love and the promise of happiness when you find the only one for you.

‘The one’ doesn’t have to be a person. It could be a job; especially one offering fulfilment and satisfaction. Research indicates love is good for you. You perform better and live longer. You feel happy, care-free. Everything seems possible. You feel less stress (love really is good for your heart). Love for your job is positive, too.

Happiness at work fosters team spirit while good health supports high productivity and quality outcomes. Unfortunately, true love for the job is rare. A 2017 Gallup survey found 70% of employees are “actively disengaged”. They are indifferent, confirming that the curse of ‘presentism’ afflicts countless companies.

The lovelorn are frequently misunderstood. It’s the same at work. 89% of bosses say staff leave for money while only 12% of job-movers say money prompted their exit – so says the book The 7 Hidden Reasons Your Employees Leave by talent-retention expert Leigh Branham.

You stop being faithful because you are out of love. Clearly, finding something to love about your job is key to a lasting relationship. This prompted the inclusion of a ‘love test’ in questions put to job candidates and clients over several months.

They were asked ‘what is the one thing you love about your job?’ Many said the coffee breaks, the great cappuccino and water-cooler moments when they could chat to colleagues. The office bar or on-site drinks also featured strongly. A chance to unwind with peers is greatly appreciated. Altruism and the opportunity to make a difference were also highlighted.

People love to feel their work matters, that what they do improves lives or addresses social problems. Technical proficiency can also instil love.

‘Digging out the truth’ created some loving moments for one claims investigator and childhood Nancy Drew fan. Change, unpredictability and surprises were also cited. People love facing the unknown, not knowing what to expect from day to day, but coming out on top. Many love to learn. They felt their position gave them a chance to broaden their knowledge and ask questions.

Wow moments also foster love – those occasions when you complete a project or champion an idea and see the impact on your company and industry. You love the firm for believing in you and letting you take the initiative. However, negative feedback was frequent. Some confessed they loved the day the boss was away (‘because he’s crazy and impossible to work with’).

Others said they simply loved going home, and many said ‘Friday’ and a weekend away from work. So, what can we learn about love for the job and the chance to get the best out of your loved ones? Firstly, small things matter. Colleague interaction and socialising are important. Secondly, create a sense of purpose. People need to see the bigger picture and have a role in the wider scheme of things. In addition, change the routine when you can. Same old, same old is boring. People love change and challenge.

Some even love occasional chaos for the thrill of conquering it. Building learning and development into the job also helps. It’s worth the effort. When people love their job, you’ll love the 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.

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

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 Gusti Coetzer, director at Signium Africa www.signium.co.za

Pets! Who needs them?!

You do; especially if you’re a rising executive hoping to de-stress and stay healthy while achieving better work-life balance. Furry friends also help you empathise and develop your emotional IQ – soft skills that may be essential to success in a senior team.

Pet ownership can also be a plus point during job interviews as well-informed main board directors are apt to sneak in a surprise question about you and your pets. It’s not just an oddball question to probe your softer side. The benefits of pet ownership are becoming more widely known and it’s good to know whether a top candidate ticks the right pet ownership boxes.

New data give paws, sorry, pause, for thought.According to one US survey, 93% of top executives grew up with a pet and 78% partly attribute career success to childhood pet ownership. Survey respondents say having a pet taught a sense of responsibility and helped them show empathy.Later in life, walking the dog helped them relax and come up with business ideas. Pet ownership also helps these executives connect with colleagues who also own pets.

Various surveys spotlight a pet’s knack of de-stressing owners and the ability of pets to “spread laughter and positivity”.One US study (the Human Animal Bond Research Initiative) quantifies many benefits. For example, pet owners save an estimated $11.7 billion a year in visits to the doctor while the 20 million American owners who walk their dogs five times a week keep obesity in check and save $149 million in healthcare.Many respondents credit pets with helping their work-life balance. Laptops and smart devices can merge home and office into one. The danger is that the executive never stops. But a pet can force you to take a break.

Similarly, workaholics who live at the office attest to the life-changing properties of pet ownership. Having a dog or cat waiting at home gives you a reason to call it a day.

Researchers increasingly focus on quite specific medical benefits.They have found that pet owners tend to have healthier hearts and feel less depressed. When you own a pet, blood pressure and heart rates return to normal faster after a stress test. Performance under stress also improves.Apparently, simply stroking your pet can lower your blood pressure and cholesterol.In a nutshell, if you’re animal crackers you’re less likely to crack up at work. That’s got to be good news for pet-friendly decision makers and the businesses they lead.

*Auguste (Gusti) Coetzer is a director of 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

Executive retrenchment..becoming the new normal  By Auguste (Gusti) Coetzer* - www.signium.co.za

November 2018 

No job is safe, no future secure. That’s the new normal as executives in both the private and public sectors confront a disturbing reality – retrenchment. Executive head-hunters are today witnessing an upsurge in the number of senior candidates who are in the job market for one reason only: recent or imminent retrenchment. The development is not purely local. These days, international candidates with quality CVs often test the South African waters after being blindsided by retrenchment. The drivers are fast-changing technology, tough economic conditions and belt-tightening by private companies and public services. Cost savings are substantial when ‘tall poppies’ are cut.

How should executives react to an environment in which seniority is no safeguard and delayering of organisational structures ensures some top managers, advisers and professionals will be redundant? First, never assume ‘this can’t happen to me’. You may have good qualifications, with good relationships in place, but you can still be thrown under the bus when economic pressures mount and operational losses pile up. With this in mind, begin preparing for retrenchment years in advance. It should be central to personal forward planning. Keep networks, your skill set and friendships in good repair. You don’t want to be the executive who phones old contacts out of the blue, desperate for a favour.

The unspoken reaction to avoid is ‘I’ve not heard from you in years and now you phone me because you want something’. Engage in community or charity work. You meet new people and create contacts outside your industry and profession. You also demonstrate you are a well-rounded person with a sense of social responsibility – ticking an important box when future employers look at the sort of person you are. When developing wider networks or entrenching relationships, be sure your associates are people of integrity. Even a passing connection with unsavoury characters can come back to haunt you. However, no matter how well you prepare, retrenchment always comes as a shock. Self-esteem may take a knock. Emotions come into play. But it is important to proceed logically and methodically. Consult the internet for lists of things to do when facing retrenchment. Some tips may be irrelevant. Others are useful thought-starters.

Check your contract of employment, your insurance cover and income protection policies. Protect your financial position as far as you can. Amend your lifestyle. Cut needless extravagance. Take time for reflection. Where do you go from here? What about an entrepreneurial route? Update your resumé. Consult talent search professionals. Finding a top job may take time. Obtain the best possible assessment of prospects in your field and your situation. Write down your objectives. You might want to remain in your current industry or might prefer radical change, even relocation to a new country. Be mindful of your age should you consider emigrating. Don’t dwell on the past. Be future-focused. Don’t sit and fret. Try to relax and recharge the batteries. Never hide from reality. Share your situation with family, friends, peers, coach, therapist and associates. Listen to suggestions. Stay alert for leads. Retrenchment is not the end of the world. It can be a stepping stone to better things.

This may sound glib, but it’s true … for those who are well prepared, well advised and well placed to spot new opportunities. 

*Auguste (Gusti) Coetzer is a director of 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
Website: www.signium.co.za
Tel:  +27 11 771 4800

Corporate narcissism…SA’s secret curse - By Annelize van Rensburg* (www.signium.co.za)

It is the unspoken curse stalking corporate South Africa. Few people talk about it but many executives encounter it and may be vaguely – or acutely – aware of the danger to organisations and careers. The potentially toxic issue is corporate narcissism and its personification, the corporate narcissist. Psychologists, consultants and corporate head-hunters have been aware of the issue for many years, though it came into sharp focus internationally following the 2008 financial crisis as the egotism of some business leaders may have paved the way to the Great Recession. Specialists describe corporate narcissism as a corporate culture characterised by excessive pride, leading to destructive behaviour and strategies that boost personal egos rather than a company’s long-term prospects. It is often found in large firms, especially those with clear hierarchies as corporate narcissists favour structures that support their power and protect their position. One chartered psychologist notes negative correlation with honesty and humility, yet positive correlation with openness and extroversion. Translation? A corporate narcissist initially appears charming and open. He or she makes a great first impression and exploits it to win high ratings for performance. Sometimes performance can be impressive, but narcissists are likely to ride early successes for all they are worth to secure personal advantage. Narcissists steal credit for the work of others and minimise the contribution of subordinates. Narcissists are manipulative and enjoy the trappings of success … the best office, first-class travel and accommodation, luxury cars and celebrity lifestyle. A corporate narcissist may build a reputation as a stellar deal-maker and financial wizard. He (or she) is the corporate rain-maker with a knack for building a network of admirers and praise-singers. Peers and subordinates often do the real work while the manipulator hogs the limelight. Those with a different perspective are marginalised. Mistakes may be covered up and blame wrongly apportioned. Abuse and erosion of ethical values set in. Anyone challenging the narcissist is ostracised. An ace manipulator undermines the self-esteem of others.

Colleagues may find themselves working harder and harder as they are led to believe under-performance is their fault. Three consequences may manifest:                                                                                                 

victims (frequently talented individuals) refuse to be victims any longer and quit, hurting organisational performance as staff turnover rockets victims become depressed and demotivated (health and work suffer) victims become whistle-blowers as egotism may lead to mis-statements of fact, even fraud (though raising a red flag may initially do more harm to whistle-blowers than narcissists who supposedly do no wrong). The extent of the local challenge is not only apparent from anecdotal reports, but from feedback given by executives looking to leave seemingly successful organisations.                                      

Upon close questioning, they reveal the angst, anger and frustration of working alongside corporate narcissists in several sectors. There is some good news. International experience shows individuals can resist manipulation by setting clear boundaries and refusing to be sucked into the sycophantic culture that often surrounds a narcissist. You can’t change narcissists, but you can change your reaction to them by refusing to do their jobs or cover for them. Corporate scandals and persistent organisational under-performance are also beginning to alert boards to risks posed by corporate narcissism. Well-informed boards know self-confidence is good, self-absorption bad. With the help of skilled head-hunters, they are becoming better at spotting the difference. Taking a good hard look is a good start if we wish to combat the toxic effects of corporate narcissism. It then becomes possible to build cohesive teams that deliver good, consistent results without glory-hunting … or narcissism.

 *Annelize van Rensburg is a director of 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 

By *Gusti Coetzer (Signium Africa) and **J Michael Judin (Judin Combrinck Inc)

Advisory boards seem an obvious way forward for companies run by executives with limited global leadership exposure. One of the biggest advantages of advisory boards in South Africa is the facilitation of input and advice from wise old heads. In this way, highly respected, vastly experienced managers can make an important contribution to the company and the new South Africa.At the same time, younger managers and business school graduates benefit from the sort of knowledge not found on an MBA course.So, where’s the potential flaw?The pitfall is found in the grey area between advice and direction or between a general observation and a specific instruction.

If an instruction or direction is given, an advisor may be regarded, for legal purposes, as a ‘shadow director’ and that could spell trouble for any advisor who has not taken out insurance to cover the risks run by formal boards of directors in the event of liquidation or fraud.October 2018Some concepts are so useful in a new nation crying out for skills that widespread adoption is only a matter of time. The danger is that the advantages are so manifest they distract attention from the one potential flaw that could turn a well-intentioned initiative into catastrophe.For example, the coming trend around the establishment of advisory boards carries with it a largely overlooked risk that deserves to be examined in detail before any harm is done.

To explain …Advisory boards seem an obvious way forward for companies run by executives with limited global leadership exposure.One of the biggest advantages of advisory boards in South Africa is the facilitation of input and advice from wise old heads. In this way, highly respected, vastly experienced managers can make an important contribution to the company and the new South Africa.

At the same time, younger managers and business school graduates benefit from the sort of knowledge not found on an MBA course.Some businesses also recruit advisory board members for the ‘halo effect’. They borrow credibility or gravitas as a line-up of advisory board luminaries can smooth the path to the big league and might attract investors or assist in fundraising.Practical considerations also support the trend.Formal board structures are expensive to set up while company directors carry heavy fiduciary and statutory responsibilities.Remuneration of advisory board members is often modest, making these informal structures affordable for young, dynamic companies.In effect, relatively inexperienced executives tap into a wealth of knowledge at a discount while the business benefits from diversity and access to a wider range of opinions.

Of course, an ‘elder statesman’ is sometimes seen as a human Rolodex, with scores of local and international contacts. Gaining access to such a high-level network can be as simple as bringing a senior figure on to the advisory board.Other needs can also be addressed through the use of advisory boards. For example, a company planning to enter new, high-growth markets dominated by black consumers may need the insights of black influencers, who could be recruited to the advisory team.

Young advisors might also be used on an advisory board to lend digital skills to an older board with limited understanding of high-tech developments.For all of these reasons, many companies (and some charities) increasingly ask leading firms of executive ‘head-hunters’ for the names of possible candidates for places on their advisory boards.This can be an easy ‘sell’.Many senior personalities are eager to give back. They are generous with their time and eager to share knowledge with a new generation of business leaders.Advisory board remuneration may not be spectacular but advisors carry no statutory or fiduciary responsibilities.

It’s not a hard slog in the corporate trenches. You’re not giving blood, you’re giving strategic insights.So, where’s the potential flaw?The pitfall is found in the grey area between advice and direction or between a general observation and a specific instruction.If an instruction or direction is given, an advisor may be regarded, for legal purposes, as a ‘shadow director’ and that could spell trouble for any advisor who has not taken out insurance to cover the risks run by formal boards of directors in the event of liquidation or fraud.Advisors found to have acted as shadow directors may be held to be just as accountable as formal directors.The definition in the UK Companies Act is illuminating. It says a shadow director is someone “in accordance with whose directions or instructions the directors of a company are accustomed to act”. Though our Companies Act does not specifically refer to shadow directors, section 1 is broad enough to include the concept in view of the phraseology “occupying the position of a director”.

Risk also applies should a company portray an advisory board member as a member of the formal board.Individuals are also on risky ground if they regularly negotiated on behalf of the company or took on a corporate function; perhaps recruitment of certain specialists or professionals who might have been impressed by the involvement of such a senior figure.Should a firm become insolvent, a liquidator will closely scrutinise the actions of all responsible persons, and this may include members of the advisory board. Much the same applies in the event of fraud.In a worst-case scenario, creditors may target anyone assumed to have ‘long pockets’, including advisory board personalities who apparently acted as shadow directors. The result could be personal bankruptcy.Overstepping the line between advice and active participation in the business can be extremely easy.As the advisor works more and more closely with senior figures, he or she may be consulted quite frequently.

You may think you are simply being helpful by going over a business plan or reviewing financial projections. This may become a habit. After a time, what you say goes on specific issues … taking you into the no-go area where you become a shadow director.If you wish to avoid directorial liability, don’t go there. The good news is that alleged liability only becomes an issue if you functioned as a shadow director. If you simply acted as an advisor while sitting on an advisory board, you are totally in the clear.

*Auguste Coetzer is a Director of Signium Africa (previously Talent Africa), a leading South African-based executive search and talent management company servicing sub-Saharan Africa. **J. Michael Judin is a partner in the Johannesburg law firm of Judin Combrinck Inc. He is a member of the King Committee, a non-executive director of the American Chamber of Commerce in South Africa and co-chairman of a sub-committee of the American Bar Association Business Law Section.

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 

By Annelize van Rensburg, director at Signium Africa www.signium.co.za

Leadership identification and development continues to be one of the most pressing business issues keeping executives awake at night. Every business has the same aim: success and sustainability. Established routes to this destination include competitive advantage, new technology to improve productivity and product innovation, and cost reduction to secure pricing efficiencies. Without superior leaders, none of this is possible.Companies progress through a life cycle from seed to start-up, growth to established, expansion to mature, and then to decline and exit, or renewal through invention.

In the same way, leadership identification and development progresses through a cycle.Leadership consulting offers the most suitable answers to these current dilemmas by helping leaders to align their people strategy with their business strategy; providing scientific and objective information through assessments; designing development interventions to help leaders function at their highest potential; and then embarking on acquiring and retaining leadership talent when talent needs to be acquired and not ‘home-grown’.In order to remain competitive and relevant, business leaders must start by aligning their talent strategy with their business strategy. This is critical because talent strategies translate the company’s vision and values into expected employee behaviour and define how they will contribute towards the company’s success. Misalignment is likely to result in strategic goals not being met. 

It is a myth that only large organisations need a talent strategy. Smaller organisations are more at risk because there are fewer possible successors in unique roles.In addition, not only is it important to understand the current talent pool within the company but also future needs. This is done by analysing the readiness of the current leaders to meet the future business needs of the organisation and provides a realistic pipeline of leadership talent.Plan your talent for five years from now and not only for today; look to the future of the company. Use competency assessments to test employees’ long-term strategic thinking ability, innovation, as well as their flexibility in decision-making, because these are critical skills for building a successful business.Assessments are an objective and scientific way of gathering insight into a person’s current functioning and future potential. They provide an understanding of the impact of the person’s behaviour on others in the workplace.

If the assessment tools used are valid, reliable and culture-fair, and if assessments are professionally conducted, the insights are extremely useful.Most leaders are built, not born. Top performers take responsibility for developing their knowledge, skills and competencies. There are many ways of doing this, including leadership development programmes, on-the-job training and executive coaching, which is a powerful way to provide support to leaders and help them navigate current and future challenges.

Executive coaching can help turn good leaders into great ones.If leaders within the company are not yet ready or fully developed, leadership needs to be acquired, preferably with the assistance of a reputable headhunter or talent-search professional for those executive level positions.That suitable candidates can be found from outside the company’s industry is beyond doubt; they may even have an advantage over industry insiders.

Their advantage is the ability to ask embarrassing questions while taking nothing for granted. Successful cross-industry movers acknowledge that their first job is to listen, then listen some more. The reinvigorated executive team around the new leader stops making assumptions and starts to question old habits. They may also acknowledge that new technology, new legislation and the emergence of a new consumer are having major impact on their sector. There are no guarantees of success, however. Outsiders don’t always work miracles.Pros are accompanied by cons.

The ‘safe’ industry insider does not have to go through a period of intensive familiarisation with a new industry and its dynamics. He or she can hit the ground running. In contrast, the outsider faces a steep learning curve. Suddenly, evolution seems safer than revolution. Continuity seems a better bet than a thorough shake-up.Stay open-minded.When recruiting leaders, don’t ignore the importance of diversity to balance your team. Remember generation, gender, race, religion and so forth. Businesses with diverse workforces will have a strategic advantage in the marketplace.It is difficult to attract executive talent. It is easy to lose executive talent.Offering opportunities to grow and giving leaders room to express themselves remain key to executive retention.

This is according to Michelle Moss, director of Leadership Assessment Consulting at Signium Africa.There are also other ways business leaders can meet their employees’ needs and foster employee satisfaction to support retention.Give them the permission to dream up new ideas and different ways of doing things. Of course, the boss still needs to keep a bird’s eye view of what is going on and provide advice and guidance whenever necessary to ensure ultimate success.Make work meaningful because most employees want to identify with the vision, the mission and the goals of the company they work for. As business leader, make sure that these are communicated often and that all leaders walk the talk.

Pay your employees what they are worth. Reward and recognition is still critically important in the workplace. A fair trade is important to most people.Business success is a journey, leadership is the compass. Leaders should develop talent strategies for the right reasons, and not just to tick a compliance box. It is worthwhile remembering that we are dealing with individuals who should be esteemed in the workplace.

A leader is a dealer in hope – Napoleon Bonaparte.

* Annelize van Rensburg is a founder and director of Signium Africa, previously Talent Africa, a leading provider of integrated talent solutions and leadership development in sub-Saharan Africa, e-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

BY: Annelize van Rensburg, Director at Signium Africa (previously Talent Africa) www.signium.co.za

Executive DNA is not immutable. Requirements shift. Profiles change. Business needs and economic conditions are obvious drivers, but societal factors, technology developments and the spirit of the times play a major role in how executives see themselves, their role and priorities.We are what we eat, but we are also what we read, think and feel.

What happens around us, shapes us. Executives are not elevated above the society they serve. They are rooted in it.Global trends research strongly supports this view, even when the primary focus is much broader than the executive head-hunter’s fixation with managerial skill and leadership potential.

Parallels between evolving executive profiles and changing consumer preferences are inescapable when consulting in-depth studies like ‘Megatrend Analysis (Putting the Consumer at the Heart of Business)’ by a market research firm like Euromonitor International.For instance, the world trend to ethical living and its direct consequence, ethical shopping, are echoed by the growing C-suite emphasis on personal values and adherence to well-defined moral principles.Companies and their leaders are held to a higher standard than the balance sheet. How you perform is not limited to how much profit you make, but how you respect people, communities and the environment.

Today, this broader yardstick is fully endorsed by those hoping to achieve leadership positions. They don’t want to work for businesses that cheat and blur ethical lines.In addition, consumer trends to healthy living and mental and spiritual wellbeing are closely aligned with growing emphasis by senior managers on a balanced lifestyle, with time for reflection, for family and for personal growth.Consumers are not the only ones focused on local produce, local sourcing and local alignment. Businesses and executives increasingly stress their commitment to communities and local schools and charities.Another major retail trend is s-commerce, with sidelights provided by the contemporary techno-savvy executive. Social media and social messaging influence the purchasing of the Net-enabled shopper. Simultaneously, familiarity with digital platforms has become a key characteristic of ambitious managers.They don’t delegate personal techno tasks to PAs.

These executives use Facebook, Twitter, Snapchat and other mobile messaging apps. Many make effective use of blog posts.They make themselves accessible, knowing isolation is impossible as well as undesirable when social media reach is global. Asia Pacific has more than half of the world’s Net users while three-quarters of the planet’s population is served by 3G telecom networks.Techno sophistication increases all the time. Smartphone users totalled an estimated 18.48 million in South Africa in 2017 and will top 25 million by 2022.Willingness to explore new media is accompanied by willingness to explore new markets.

Consumer researchers see this as recognition that market saturation forces change. Retail brands that made major inroads into China’s megacities now target mid-tier cities while other businesses are looking at new methods of reaching rural areas, whether in sub-Saharan Africa, Asia or South America.Similar flexibility is evident in the make-up of the modern executive.

Very few believe in 10 years’ time they will still be conducting business in the same way in the same market or that their current skill set will never need a makeover. Some look at radical career change and movement into totally new industries.Social shifts and fresh thinking are reconfiguring the attitudes and attributes of the current consumer … but you could say exactly the same of today’s flexible, adaptable and socially attuned executive.

Annelize van Rensburg is a Director at Signium Africa (previously Talent Africa), a leading South African-based executive search and talent management company servicing sub-Saharan Africa. She is also Leader of Signium’s Global Consumer Goods and Services Practice.

What to do when … Integrity may get you fired 

By Auguste Coetzer*, Director at Signium Africa (www.signium.co.za)  

Rising levels of perceived corruption have sharpened the ethical challenge for those in responsible positions. When the spoils might run into billions, it seems you can be fired for doing the right thing and rewarded for doing what you know to be wrong. How do you stay on the side of the angels, stay in your job … and stay out of jail? The issue receives growing attention. The PwC study, Strategy & Recent CEO Success notes an international rise in ethical lapses and subsequent dismissals at senior level. It attributes the uptick to public outrage at corporate scandals, social media as a platform for experience-sharing and a 24/7 news cycle that makes any cover-up highly problematic.

The topic is also examined by author Ira Chaleef in his book, Intelligent Disobedience: Doing Right When What You’re Told to Do Is Wrong. Intelligent Disobedience indicates the impossibility of being only slightly dirty. You might  object to an unethical practice and go along reluctantly, but your ethical lapse can still land you in jail. So, do you simply resign in protest and walk away? Sometimes, this is the only thing to do. You might then go public and become a whistle-blower – with huge personal consequences if you are labelled a ‘trouble-maker’. This is not always a wise move, and is often not necessary.

In a small market like South Africa, industry peers, professionals and specialists in executive recruitment are usually aware of the organisations where leadership is flawed and irregularities are apt to occur. Quitting an operation like this – or being fired for taking an ethical stand – holds no stigma. Your career will often resume an upward trajectory after an initial bump or two. In many cases, however, the issues are not nearly so clear cut. The organisation might decide on suspension rather than dismissal. You can then be pressured to go quietly. In South Africa, there have been cases where senior personnel have been suspended for years, leaving them and their careers in limbo. With this in mind, it may be advisable to avoid an outright rift in the event of unethical demands.  Intelligent Disobedience suggests four techniques: Obvious shock. By your tone and facial expression indicate the request has taken you aback. Don’t give an outright refusal (yet). Your demeanour may be enough to prompt a rethink.

The boss or board may backtrack and subsequently abandon the idea without losing face. Seek clarification. Ask ‘Did I understand you correctly? Do you really want me to do this?’ You might even ask for the instruction to be put in writing. (For your own part, never sign any documents sanctioning unethical practices. This puts you in the cross-hairs while guilty parties stay camoflaged.) Suggest a better alternative. There may be a chance other, less dubious, steps could be taken and deliver a positive outcome. Emphasise self-preservation. Use expressions that enable a superior to retreat. Say, ‘This could make us look bad if this comes’ rather than ‘You will look bad.’ Point out that in the social media era, dirty secrets always come out eventually and this will not look good for ‘us’. But, at the end of the day, remember there are worse things than quitting a job or being fired from it … for instance, going to prison. 

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