Most Human Resource managers and business owners don’t need a study to tell them how many problems a disengaged workforce can cause.
Pieter de Klerk from JvR Consulting says that while many companies are enthusiastic about conducting regular employee engagement surveys and receiving the subsequent data, the value of this data lies in its ability to change the way teams interact. Recent engagement research indicates that a powerful factor was simply whether or not respondents reported doing most of their work on a team. Those who did were more than twice as likely to be fully engaged as those who said they did most of their work alone “Employee engagement is a moving target. There’s often a rush for business leaders to gain insights on the engagement levels of employees, but interventions often lose momentum a few months down the line. A better approach is to give managers a post-survey toolkit that helps them engage with staff more effectively on a daily basis and focus on the team, and not just the individual,” says de Klerk. The impact of globalisation Globalisation, combined with enabling factors such as the availability of reliable internet and the ‘always – on’ mindset of businesses , has led to many employees either working from home or being in a different geographic location than their team members. De Klerk says this shift in the marketplace has changed the way managers need to go about staying connected to their team members. “To continue to create a sense of unity and cohesion, instant messaging apps and other digital tools are used to communicate. These musn’t replace face-to-face meetings. Even if you need to book a boardroom and set up video conferencing facilities, it is important for team members to have meetings where they see each other and connect on a more personal level,” says de Klerk. Foster psychological safety and encourage constructive conflict The concept of psychological safety, according to William A. Khan in his 1990 paper on personal engagement and disengagement at work, is “being able to show and employ one’s self without fear of negative consequences of self-image, status or career.” De Klerk says that trust issues within a team, the emotional intelligence of the team leader and cultural differences among staff can all impact employees’ willingness to give feedback and work towards a common goal. “Many times an employee’s conditioning and cultural background, which has been formed many years before they became an employee, contribute to a mental model that restricts staff from constructively engaging with each other.To create a sense of empowerment and accountability within a team, the team leader needs emotional intelligence and the right communication skills,” says de Klerk. When employee engagement is addressed from a team-based perspective, it can be improved. Besides taking a team-based approach, clearly defined measurables need to be determined for an employee engagement strategy to work and companies need to give leaders within the business the authority to implement the interventions that are needed. “Employee engagement needs to be linked to clearly defined measurables such as a company or division’s financial performance or customer service. In this way, improvements in employee engagement can be aligned with a company’s goals. Lastly, people need to be given the authority to have constructive discussions and create the positive change that they envision for their teams,” concludes de Klerk. ENDS MEDIA CONTACT: Rosa-Mari Le Roux , 060 995 6277, rosa-mari@thatpoint.co.za, www.atthatpoint.co.za ABOUT the JvR Africa Group: The JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg, the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants, and academic institutions all over the world and support a range of development opportunities and host events around People Development in Africa – a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn:JvR Africa Group Facebook:The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group
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By: Spencer-Rae Kerr, Ukwanda podcast by JvR Africa
In this episode of the Ukwanda podcast, we speak to Spencer-Rae Kerr, an organisational psychologist and change management practitioner. His passion lies in applying behavioral science knowledge to the workplace in a way that maximizes human potential and flourishing. Spencer gives us his insights into the role of psychologists in the South African workplace or whether we should leave it to HR and MBAs Topics covered in this episode: – Contribution as a psychologist in his current organisation – Employee centricity/Org culture – Employee wellness and strategic/competitive advantage – 4th Industrial Revolution Click to listen: https://jvrafricagroup.co.za/reimagining-the-sa-workplace-a-psychologists-perspective/ If you are a people practitioner and would like to share your own insights, please contact Andrew Morris – andrew@jvrafrica.co.za Hofmeyr de Beer – hofmeyr@jvrafrica.co.za ENDS MEDIA CONTACT: Rosa-Mari Le Roux , 060 995 6277, rosa-mari@thatpoint.co.za, www.atthatpoint.co.za ABOUT the JvR Africa Group: The JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg, the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants, and academic institutions all over the world and support a range of development opportunities and host events around People Development in Africa – a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn: JvR Africa Group Facebook: The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group South Africa will be celebrating its annual Youth Day on Sunday, with the theme for June: “Live the Legacy: Towards a socio-economically empowered youth.”
Millions of South African youths have however, very little to celebrate. According to trading economics, the Youth Unemployment Rate in South Africa increased to 55.20 percent in the first quarter of 2019 from 54.70 percent in the fourth quarter of 2018 More than 10% of the graduates aged between 25–34 years could not find a job, despite their education. The burden of unemployment is also concentrated amongst the youth as they account for 63,5% of the total number of unemployed persons. Lack of employability skills Dr Karina de Bruin, JVR Managing Director, says these results are a “sad reality”, despite efforts over the years to improve the plight of South Africa’s future generations. “The education system focuses on subject and functional competencies. And that should indeed be the case,” she says. “One should be able to read, write, calculate, understand history, geography and science. All these subjects contribute to potential career and personal development.” However, a crucial element of career and personal development is employability and the skills that makes one employable. The employability skills listed by employers include: problem solving, initiative and self-motivation, coping with pressure, team work, ability to learn and adapt, valuing diversity and negotiating skills. “The education system is lacking when it comes to this aspect of employability. We should also not forget that the individual is as important in determining employability.” Responsibility for one’s own development De Bruin refers to a Malaysian study which demonstrates that “self-concept, participation in career development activities, and industrial training” play the biggest role in terms of the acquisition of employability skills. The first two elements are solely related to the individual. She says another aspect that should be added is self-directedness: taking responsibility for one's own development. Young people need to look for opportunities to develop their workplace and functional skills, but also to obtain behavioural competencies that will contribute to finding and keeping a job. “Employability skills are often overlooked when attempts are made to make the youth economically active.” Many people have become involved in youth initiatives, simply because it seems to be the right thing to do. There is a lot of talking, just to advance their own careers. “If we look at the huge numbers of young people who go untouched by many of the youth bodies, it is indeed unsettling,” De Bruin remarks. Small steps for future change: “My philosophy in terms of people development has always been that you only need to touch one or two people... They go back to their communities and make a difference in the lives of those around them as well.” De Bruin believes simple and small changes is achievable to have meaningful long-term effects. One step is to infuse the education curriculum with employability skills development, another is to enhance communication channels between important role players so that everybody starts putting words into action. ENDS MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, rosa-mari@thatpoint.co.za, www.atthatpoint.co.za ABOUT JvR Africa Group: JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With it’s head office is situated in Johannesburg; the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants and academic institutions all over the world and supports a range of development opportunities and hosts events around People Development in Africa, a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn:JvR Africa Group Facebook:The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group Authored by: Jopie de Beer, Managing Director: JvR Psychometrics
There has been a renewed interest in fake news since the election of Donald Trump as American President. He famously and publicly labels anybody who criticizes him as fake news distributors. But the spread of fake news is by no means a recent occurrence. Fake news has over many centuries been used by some to influence people to vote, believe, act, or purchase differently.One might even consider how propaganda often veers into the realm of fake news. What makes the impact of fake news so important today is the fact that it is published on social media. Today a lie can go viral. The impact of one trending lie can be catastrophic and to counter an untruth can be close to impossible to do. The owners of social media platforms are continuously confronted with their responsibility to manage fake information.Governments are also seeking an answer in how to balance the educational benefits of social media, freedom of speech, and the destructive consequences of fake news. The often, overlooked question is what is our responsibilities as users of social media in being able to ‘spot’ fake news and not react on it; and ultimately why we believe and act on false news. The aswer can be found in the prevalence of lies in our lives and our emotional response to the information we are given. We all lie - some just more than others Lying can include ‘what we say’, ‘what we do not say’, and ‘how we say’ things. Outright lying or even lying through innuendo can provide an excuse for laziness, help boost your ego, get somebody else in trouble, cover up really bad behavior, or it could just have become a habit that provides satisfaction because you get away with it. Although people have been lying since the earliest days, it has never had such potential as is provided by social media platforms today. If we then accept that fake news as a form of lying is prevalent in life and also on social media, why is it so difficult to recognise it and why do such messages at times, go viral? The human reaction to fake/false news on social media It is well known that fake news is particularly prevalent in societies that are unstable, polarized, volatile, and where tensions run high. People are therefore highly susceptible to fake news and lies when their environment is tense, fearful, or angry. Troubled times provide ideal circumstances for devious characters to ‘plant’ false information - most often for their own benefit. In addition to trusting people, it is also because human beings are emotional in nature that fake news is so easily accepted at face value. If the fake news triggers emotions of fear or anger, people often feel that their survival is at stake. In such a case they act immediately and even impulsively rather than check the accuracy of the information. The emotional nature of news is highly contagious and can spread like wildfire. People are even more susceptible to lies in the form of false or fake news if it fits their own experience and pre-existing beliefs. Such beliefs become even more fixed if it corresponds with the beliefs of family and friends, and becomes messages that are often repeated. In this case it becomes very easy to ignore any information that is contrary to what you believe even if it is factually more correct. What satisfaction can there be in posting fake news? We know that people lie, we also know that people are both trusting and particularly vulnerable to emotional information. The false information can as such have a massive impact on people. The question is why people would want to post false information?
How can honest and trusting people become social media resilient? Even though the owners of social media platforms and governments have to take responsibility for safeguarding the users from inaccurate and misleading information - people also need to take personal responsibility. Consider the following:
ENDS MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, rosa-mari@thatpoint.co.za , www.atthatpoint.co.za ABOUT JvR Africa Group: JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg, the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants and academic institutions all over the world, and support a range of development opportunities and host events around People Development in Africa, a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn:JvR Africa Group Facebook:The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group Authored by: Dr Karina de Bruin, Managing Director at JvR Academy How often do you think about the future of your own workplace? How many of the skills that you use daily were required when you started your career? The new world of work and future workplace skills is often associated with the Fourth Industrial Revolution. The World Economic Forum, Harvard Business Review, Deloitte and McKinsey Global Institute, among others, regularly report on insights, trends and challenges that relate to Industry 4.0. Like what has happened during and as a result of the previous three industrial revolutions, the current industrial revolution has already caused fundamental changes in the world we live in. Just think about the impact of the cloud, the Internet of things, 3D printing, big data and increasing computing power on how we live, work and communicate. These cyber-physical systems involve completely new capabilities and intelligence not only for people, but also for machines. Artificial intelligence is all around us, from self-driving cars and drones to robotic vacuum cleaners, chatbots and software that directs us to our destinations. Fear of being replaced Many of these advancements often dominate our thoughts with fear that employers may replace us with technology that can fulfill our roles more efficiently and effectively than we can. These fears are often amplified by predictions that going forward, up to 50% of work activities could be replaced by existing technology. Because artificial intelligence is drastically changing the nature of work, organisational structures are continuously redesigned. The results of a recent survey done by Deloitte showed that only 30% of Generation X’ers expects to work at a company for five years or more. The reality of high employee turnover therefore poses another justifiable threat to employees, which helps to maintain fears about the future of work. The toll of technological literacy Technological literacy is now a basic competency for everyone, regardless of age, generation or industry, but with that comes various social and emotional challenges. Staying connected 24/7 (as many employers expect) results in longer working hours, working at higher levels of intensity and removing the boundaries between work and private life. Proper human interaction is replaced by communication via emails, conference calls, and video chats. The demands caused by expectations that requests must receive almost immediate attention, no matter what time of the day or day of the week, often makes it very difficult to distinguish between work life and personal life. Researchers have proven that an imbalance between work and life roles may have a severe negative impact on the general well-being of individuals, including low mood, stress and anxiety. The McKinsey Global Institute recently published a report revealing that jobs that involve basic cognitive, physical and manual skills, as well as a lower level of data input are most likely to be taken over by machines. Fortunately, the report also predicts a dramatic increase in demand for more employee hours across jobs that involve (1) higher cognitive skills, such as advanced literacy and writing, quantitative and statistical skills, creativity, critical thinking and complex information processing, (2) social and emotional skills, including advanced communication and negotiation, empathy, the ability to learn continuously, to manage others and to be adaptable, and unsurprisingly (3) technological skills - from basic to advanced IT skills, data analysis, engineering and research. Creativity, complex information processing and advanced IT skills may appear to be out of reach for some of us. But what is exciting, is the fact that social and emotional skills, also commonly referred to as Emotional Intelligence, will also get more airtime. The McKinsey report predicts that from 2016 to 2030 there will be a 26% increase in the call for these skills. The good news is that it is indeed our social and emotional skills that distinguish us from and put us ahead of machines. Using EQ to survive To conquer our fear for artificial intelligence, we thus need to develop our emotional intelligence. This refers to the skills needed to identify, understand and manage our own emotions, and those of the people around us. When someone has with a high level of emotional intelligence, he or she knows what they are feeling, what their emotions mean, and what the effect of these emotions are on other people. Although some of these skills may not come naturally to everyone, they can be developed. What employees can do better than any smart machine, is manage their own emotions and that of their colleagues and team members. If we can be outstanding motivators, leaders, or listeners, and if we can manage our stress and solve problems when things are getting tough, then we will still have a very important role in the workplace where technology changes the world around us. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za ABOUT JvR Africa Group: JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg, the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants and academic institutions all over the world, and support a range of development opportunities and host events around People Development in Africa, a cause they feel is extremely important to the future of our continent. Authored by: Dr Renate Scherrer, MD at JvR Consulting Psychologists
Human Rights Day in South Africa commemorates ordinary people asserting themselves and standing united to proclaim their rights. It serves as a reminder of people’s rights and the costs paid for it. Despite the fact that the world has probably never been more mindful than it is now of the issue of human rights, there is no doubt that the human race is a far cry from being able to honour the universal human rights of the United Nations established on the basis of humanity, freedom, justice and peace. Thriving vs Surviving In organisations, the modern-day realities of the pace of change and the demands of being switched on all the time adds significant complexity, pressure and uncertainty to work life. Agile principles for organisational sustainability also advocate for greater interdependence and team coherence to enable the realisation of organisational goals. The Bill of Rights preserved in our Constitution determines that everyone has a right to life, equality and human dignity. This points to more than just the basic requirements to survive. Employees and teams need more than decent working hours and fair pay to flourish. The case for ‘psychological safety’ As Peter Drucker put it: “Culture eats strategy for breakfast”. Therefore, organisations who are looking to succeed need to create a culture that will facilitate innovation, collaboration and extraordinary performance. This is where an environment of psychological safety can play a vital role in creating a safe space for team members to take risks and be vulnerable in front of each other. One may want to argue the relevance of vulnerability and risk-taking in the work environment. But these characteristics also go hand-in-hand with factors such as diversity, trust and respect, which all lay the foundation for sustainable performance. ‘A leader shows the way, whether he intends to or not’ Since leaders have a significant impact on crafting work culture, they need to be mindful of, and model/implement, the following:
Just as the infringement of human rights have dire consequences for those impacted, having to work in a psychologically dangerous environment only leads to negative outcomes for the individual, the team and ultimately the organisation. If the already challenging demands of the world of work are not mitigated with a psychologically safe environment where employees are valued and supported, their physical and mental health is at stake. The leader needs to be tuned in to the dynamics of the team interactions and proactively deal with it. This will create the climate and conditions that are necessary for sustainable and exceptional performance. ENDS MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, rosa-mari@thatpoint.co.za , www.atthatpoint.co.za ABOUT the JvR Africa Group: The JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg, the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants, and academic institutions all over the world and support a range of development opportunities and host events around People Development in Africa – a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn:JvR Africa Group Facebook:The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group Authored by: Dr Renate Scherrer, MD at JvR Consulting Psychologists
In a country where unethical behaviour and blatant corruption by political and business leaders seem to be the norm, more and more people are asking what causes it and how it can be prevented. What it means to be an ethical organisation If the leaders of an organisation have a strategy, vision and promise that is inspiring, and financial returns are actually positioned as a consequence of the company’s purpose, and not the reason for its existence, the call for principled action resonates throughout the organisation. The causes of unethical behaviour The factors that contribute to the level of ethical behaviour in the organisation are environmental-, organisational- and individual-level factors.
Leaders need to model good behaviour. Their unethical or self-serving actions will authorise others to do the same. Ethical leadership is not about what is said, but about what is done, every day, in the big and small moments. As they say: “A leader leads by example, whether he intends to or not.” The ethical disablers If the only goals are profit and shareholder returns the company may be opening the door to behaviour that will ensure success, no matter the cost. The way organisations reward their employees have a major impact on their behaviour. When there is no regard for the economic environment the business finds itself in and managers insist on targets that are unattainable, people will take shortcuts in a desperate attempt to meet the targets. The ethical enablers HR policies and procedures must embody the values of the organisation and reward good behaviour. Transgressions must carry real consequences. It is also important to have effective whistle-blowing mechanisms in place. Leaders and managers need to have the necessary tough conversations with employees who only do what is best for themselves. When the top sales performer in the company is engaged in any form of unethical conduct or his behaviour is toxic in the workplace, this needs to be addressed. By not acting the message is that money is more important than being ethical or acting in the best interest of all stakeholders. Prepare the soil Benjamin Franklin said: “An ounce of prevention is better than a pound of cure.”. Organisations have to continuously prepare and nurture the soil to produce healthy ethical behaviour. It becomes almost impossible to get rid of weeds when it has started to overtake the garden. ENDS MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, rosa-mari@thatpoint.co.za , www.atthatpoint.co.za ABOUT the JvR Africa Group: The JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg, the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants, and academic institutions all over the world and support a range of development opportunities and host events around People Development in Africa – a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn:JvR Africa Group Facebook:The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group Authored by: Dr Karina de Bruin, Managing Director: JvR Academy and Counselling Psychologist
The Fourth Industrial Revolution brings with it technological advances and innovation that are not only changing the world we live in, but also the world we work in. This new world offers an abundance of opportunities, but its unfamiliarity also creates uncertainty in our lives. Too much uncertainty leads to anxiety, which often escalates into uncontrolled stress, emotional exhaustion, and eventually burnout. The spiral Most people have occasionally experienced feelings of anxiety in their lives. Although it is normal to have feelings of anxiety at particular times, it may become a problem when it is excessive and prevents someone from coping with everyday tasks and enjoying life. If people are highly stressed, their bodies react by releasing stress hormones into the blood and activate a ‘fight, flight or freeze’ response.Long-term, accumulated stress often leads to emotional exhaustion, where you find yourself in a state of feeling emotionally overwhelmed, empty, and drained. Emotional exhaustion is one of the signs of burnout. Christina Maslach and Susan Jackson constructed the Maslach Burnout Inventory which explains occupational burnout through three interrelated components, namely emotional exhaustion, feelings of depersonalisation or detachment, and a sense of ineffectiveness or lack of accomplishment. The difference between the signs of stress and burnout is only a matter of degree. Burnout slowly stalks us and announces itself once it is too late. The earlier one recognises the signs, the better one can manage it to avoid burnout. The signs Burnout, when left unchecked, can destroy your career, health, and relationships.However, there are ways to find out when you are on the path to burnout. Ask yourself the following questions and be honest about those you have answered yes;
Employees have a responsibility toward their employers to perform at their best and if they are not able to do so, because of whatever reason, to discuss it with their supervisors. This is not always an easy task. Many workplaces offer support through employee assistance programmes or provide mental health resources in the community to help employees manage stress factors. Stay well Although burnout is not a permanent state, it takes quite a long time to recover. And if not managed properly, it is possible to go down the same path again. As a first step, be attuned to your body and your emotions. If you experience some of the signs and symptoms, and if your friends and colleagues tell you that you are showing these symptoms, acknowledge the fact that you may be suffering from burnout, or are on your way there. Identify the root causes of stress in your life. Use a stress diary to list all the situations that make you feel stressed, worried, and helpless. For each of these stressors, think about one change that you can make to reduce its impact on your life – and implement those. Learn to say ‘no’, delegate some of your tasks, and trust that the tasks will be completed successfully. Create a support system through friends and family, and use it. Social support is one of the most important resources in trying to overcome the harmful impact of stress in our lives. On a very basic level, make sure that you get enough good sleep, exercise regularly, and eat healthy. Remember, stress does not have to be negative. If managed effectively, it can be a motivator and contribute to a healthy, successful life. ENDS MEDIA CONTACT: Rosa-Mari Le Roux , 060 995 6277, rosa-mari@thatpoint.co.za,www.atthatpoint.co.za ABOUT the JvR Africa Group: The JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg, the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants, and academic institutions all over the world and support a range of development opportunities and host events around People Development in Africa – a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn: JvR Africa Group Facebook: The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group Authored by: Dr Renate Scherrer, MD at JvR Consulting Psychologists
In a world where the only constant seems to be change, organisations are continuously challenged to operate simpler, smarter and faster. Many put a lot of effort and cost into adopting what is believed to be ‘agile principles and mindsets’ – for example creating a flatter structure, renovating to fashion open-plan offices, implementing standardised ways of working, and developing or obtaining enabling technology. The Leadership Challenge Agile organisations are both stable and dynamic. They are customer-centric, ever-evolving and open to change. Implementing agile practices often call for employees to rearrange as cross-functional or smaller self-managing teams that can autonomously decide priorities and allocate resources in a decentralised way.These teams are also progressively multi-generational and likely working off-site. This provides leaders with the challenge of aligning their people to the overall purpose and vision of the organisation in a meaningful and enabling manner, keeping them engaged and connected, whilst still delivering on the organisational intent.In order to do this, leaders have to start serving their people rather than directing and controlling them. It also implies that leaders have to increasingly share the task of leadership with their teams who become involved in and takes ownership of making the decisions that will affect themselves and their work. Becoming Agile is a Balancing Act Before leaders can assist others and the organisation on the agile journey, they have to equip themselves first. They often need to let go of old paradigms and transform their thinking and ways of being. In essence, leaders need to be agile before they can lead agile. Being agile is about developing one’s inner agility. It is taking the best of seemingly different and opposite characteristics and combining them in a balanced approach to position for maximum impact:
Switching on agility Leading agile is being able to move on from the self and focusing on others in order to support, prepare and empower them to go agile. This requires from the leader to build diverse teams who are authorised to deliver on agreed goals and role-modelling the expected behaviour that will support healthy agility. Key behavioural messages these leaders need to embed in words, actions and business practices are:
As with most things in life, there is unfortunately no silver bullet or magic blueprint available and each leader has to bravely navigate this uncertain, mine-filled landscape in the effort to become agile. There will be hiccups and glitches along the way, but the agile leader views this as continuous training to get better rather than trying again and failing again. As Thomas Edison put it: “Our greatest weakness lies in giving up. The most certain way to succeed is always to try just one more time.” ENDS MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, rosa-mari@thatpoint.co.za , www.atthatpoint.co.za ABOUT the JvR Africa Group: The JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg, the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants, and academic institutions all over the world and support a range of development opportunities and host events around People Development in Africa – a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn: JvR Africa Group Facebook: The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group Authored by: Dr Karina de Bruin, Managing Director, JvR Academy
Most people associate the upcoming festive season with feelings of happiness, celebrations, relaxation and an opportunity to spend time with our loved ones. Previous research has shown that mere thinking about spending time with family and friends during the holiday season leads to positive feelings. But, while most of us cannot wait to say goodbye to the office, this time of year can be a very lonely, stressful, and difficult time for others. In a recent online survey of more than 1,000 adults conducted by the AARP Foundation, a shocking 30% have indicated that they experienced feelings of loneliness during the holiday season over the last couple of years. What is equally concerning, is that more than 40% of adults indicated that in the past five years, they have worried about a family member or friend feeling lonely during the holiday period. Furthermore, people who suffer from depression often report more feelings of anxiety and helplessness during this time. In fact, various studies have reported a significant increase in the number of suicides and suicide attempts in the days following Christmas and during the New Year period. So, why do we see this increase in negative mood and suicides during a time that is supposed to evoke positive feelings? ‘The Broken Promise effect’ Most of us live in anticipation that the days surrounding Christmas and New Year will be filled with joy and laughter. However, for many, these festive days sadly seem to promise more than they can deliver, leaving these individuals disillusioned and disappointed.Also, the festivities may exacerbate loneliness in those who are not able to be with their families during these times. Excessive stress Holiday periods are very often marked by extra stress that results from family conflicts, increased alcohol use, and excessive spending. Not all family members get along equally well and the tension between some of them usually spill over to the rest of the family. Returning to work Most of us can identify with the so-called Sunday evening blues. These feelings are often more excessive at the end of holiday periods. It is interesting to note that suicide rates appear to be the highest at the beginning of a work week and decline as the week progresses. Research has also shown that there is an increase in suicide and suicide attempts at the start of a new year. For all of us, New Year means the end of the holiday season and the start of a new working year. Although it is a time of promise and fresh beginnings, it may also lead to a sense of hopelessness, especially when previous years left the promise unfulfilled. How does one then reduce the risks associated with stress and negative mood in the festive season? Self-awareness, impulse control, reality testing, and moderation are key to coping with stressors and avoiding negative feelings. The following basic suggestions may help to lift the moods and cope better during the festive season: • We all know that a healthy body is the foundation of a healthy mind. Enjoy the festive treats, but try to maintain a healthy and balanced diet. Use alcohol in moderation and make sure you continue your normal exercise routines. It is also important to relax, rest and set enough time aside to catch up with lost sleep in the festive season. • Make sure you are in touch with your emotions. If you know that you are prone to negative thoughts and to feelings of isolation, actively plan to keep yourself busy and involve others in your life during this time. Volunteering with a charity service can foster positive feelings and open new social networks. Interpersonal relationships have proven to be one of the cornerstones of emotional well-being. • Have realistic expectations about the outcomes of the holidays. It is unlikely that your holiday will be perfect or without any stress. • Set a limit for your Christmas spending and leave your credit card at home when you go shopping. Over-spending will just create more financial stress for the New Year. ENDS MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, rosa-mari@thatpoint.co.za , www.atthatpoint.co.za ABOUT the JvR Africa Group: The JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg, the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants, and academic institutions all over the world and support a range of development opportunities and host events around People Development in Africa – a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn: JvR Africa Group Facebook: The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group |
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