Authored by: Dr Jopie de Beer, CEO, JvR Africa Group
The last few years and in particular 2018 have been very difficult and stressful for ordinary South Africans. It is well-known that stress in- and of itself is not always a bad thing. On a positive level it can motivate people to work harder or even be more innovative. When stress levels however become chronic and people feel that they have very little control over their lives and livelihood, it can cause burnout, despair, and physical illness. Human systems are not built for continuous stress and the buildup of stress hormones over time become harmful, affecting our cardio vascular- and immune systems, our memory, thoughts, and mood. December is the time when many South Africans leave on their annual summer holiday. Being able to take a break is critically important to try to retain emotional and physical wellness. Emotions need to calm down; and anger, frustration, and despair, if possible, should be replaced with relaxation, love, laughter, and fun. Try to cleanse yourself from the build-up and the effect of stress hormones and seek a sense of calmness, happiness, and hope. Make a conscious decision to use the holiday to replenish your physical and emotional energy. Challenge your thinking Very few of the South African challenges are within our control. The way we think is however within our control and is something we can work on. Instead of regarding South Africa as a ‘broken’ country, try to think of it as a country with opportunity. Change your thinking from one of criticizing or complaining, to trying to think of ways in which you can help/make a difference. Understand that all people are not like you Whilst fully recognizing how complex human beings are, the following examples may provide some perspective on how different we may be whilst on holiday. There are those who regard vacation as an ideal opportunity for meeting new people and having exciting experiences.This may be in total contrast to another who seeks quiet time to read, listen to music, and meditate. People also differ in how much control they take in planning and structuring their holiday. Some make lists, structure activities for every day, and keep a very close eye on spending. For these people a good holiday is one that has been well-planned and they may not take well to any last minute change in plans. For others a holiday is all about flexibility, freedom, and ‘going with the flow’; particularly if their work usually asks of them to be planned and scheduled, they cannot wait for the freedom of only doing what is necessary and being able to change their plans any time of the day. Regard these differences as interesting and even humorous rather than a reason for stress and conflict. Respect these differences and allow for people to relax according to their nature. If necessary ‘negotiate’ a compromise that could satisfy both parties. By understanding these differences, allowances can be made for both without allowing these personality styles to escalate into conflict. Talk about your differences and laugh about the benefits of both. Keep in mind that the purpose of being on holiday is to relax. 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
0 Comments
Authored by: Dr Renate Scherrer, MD at JvR Consulting Psychologists
Black Friday has become synonymous with frantic shopping and South Africa local retailers have definitely seized the opportunity to make it the biggest shopping day of the year. According to BankservAfrica 4.7 million card transaction were processed on Black Friday 2017. However, there are also increased concerns about violence, aggression and even looting. Black Friday has the potential of creating chaos, drama and the exploitation of customers and their financial and emotional weaknesses. Ramping up excitement South African retailers have been ramping up excitement for this year’s Black Friday, enticing shoppers with “bargains of the year” and “the deal of a lifetime”. From a human behaviour perspective however, we need to ask why it is that we are so easily swayed to purchase things that we do not need, with money we do not have? In effect, it comes down to three things that, when combined, ideally position us for excessive shopping: low willpower, heightened anticipation, and social influence. Low willpower Everyone has a “resource centre” of willpower. We can call it self-control, or an ability to resist temptation, but it is really about how we are able to resist or delay an impulse to act. If we are low on this resource, we are more likely to act on an impulse even if we know - in the moment - that we will regret it in the long run. It is like having a piece of chocolate cake in the fridge. If you are low on willpower you are more likely to eat it, even if you know you will regret it when you get onto the scale tomorrow morning. The reality is that at the end of November, most South Africans will tell you that their emotional resources are depleted and that they feel tired and overwhelmed, even depressed, and definitely in need of some reward and excitement. Heightened excitement and anticipation If we couple low willpower with the increased excitement and anticipation created by the Black Friday campaigns, we are very likely to have potential shoppers with an excess of dopamine production in the brain. Why is this relevant? Dopamine is the powerful neurotransmitter that forms the core of addiction. Its levels are boosted when pleasure is experienced. In fact, neuroscientist Robert Sapolsky found in his research with monkeys, that dopamine levels in the brain increased with the heightened anticipation of receiving a treat when a bar is pushed several times after a signal is given. Furthermore, he found that the levels increased even more in the face of unpredictability – that is the uncertainty that the treat is guaranteed when the bar is pushed. Applying this research to the concept of Black Friday: There is the “anticipation overload” due to the bombardment of advertisements about the “specials”, coupled with uncertainty whether you will find the items you want, if there is going to be enough stock or if it is going to be on sale at all. For humans this also translates into higher dopamine levels that will create a buzz of excitement and deplete the levels of self-control to resist the temptation of the bargain bin even more. Social influence People with low willpower and a heightened anticipation of being rewarded with the bargain of the year who find themselves in stores on Black Friday are easily caught up in the rush of excitement of people grabbing, pushing and shoving. The scarcity concept and competitive mindset activation with phrases such as ‘limited stock available’ and ‘promotion will end at …’ should not be underestimated. Shoppers do not want to be left out or lose out and may easily purchase goods just because everyone else is doing so. Stop being swayed The best advice – especially when you have low levels of willpower - is to avoid the shops on Black Friday. If that is not possible, set clear goals on what it is you want. Make a list of items, budget what you are going to spend and stick to it. Leave your credit card and cell phone at home. In this case BFF does not mean Black Friday is your Best Friend Forever. 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 Renate Scherrer‚ MD of JvR Consulting Psychologists
Despite many labeling it a marketing buzzword, Industry 4.0, a.k.a. the fourth industrial revolution, represents significant transformation that cannot be ignored, as businesses are increasingly able to optimise operations with the support of connected smart machines that keep getting smarter as they access more data. In the 2018 Deloitte Millennial Survey, only 36% of millennials were confident that they have the skills required for Industry 4.0. Soft skills were regarded as increasingly necessary with the top essential skills being reported as interpersonal skills (36%), confidence and motivation (35%), and ethics and integrity (33%). Young employees are however not looking towards universities and business schools as a training ground to cope with the evolving complexity of the future. They expect business to craft a fit-for-purpose development plan and offer focused support on their continuous development journey. When positioned and contracted appropriately, this process can indeed become a meaningful and purpose-driven roadmap, yielding not only positive individual returns, but also creating real and measurable value for the organisation itself. The rules of development Where modern-day and future-oriented people development are concerned, organisations do benefit from implementing an end-to-end process that is holistic, technologically enabled where beneficial, and informed by science and research. Yet, this is exactly where the challenge lies. Too often, behavior development initiatives are positioned and experienced as once-off or random energy injections with the expectation that it will lead to sustainable change. This is as illogical as expecting that eating vegetables for a whole day and exercising 10 hours straight once a month will lead to weight loss. A holistic development process can be unpacked along the following core and recurring steps: Map, Measure, and Mobilise. This allows for scalable but appropriate solutions that facilitate positive progress and action learning through continuous review and recalibration. Map is for clarity Understanding the context and strategic goals of the organisation are key elements to determine the future requirements of leader behavior to successfully deliver on the strategic intent of the organisation. There will be generalisable elements across most companies, but there are also unique aspects linked to the organisational lifecycle, the underlying culture, the stakeholder expectations, and the company-specific challenges that will have to be taken into consideration. This leadership blueprint then becomes the aspirational benchmark that employees can identify with and integrate into their development journey. It goes without saying that this blueprint stays a work in progress and needs to be reviewed and calibrated continuously to ensure ongoing relevance. Measure is for Insight Once there is a clear understanding of the requirements, it becomes possible to measure the fit of an individual to the demands of the context. Determining individual bench strength with scientific rigor includes a combination of the elements that makes up a person’s potential (underlying ability, preferences and values), competence (demonstrated ability to perform) and reputation (the perception of others). It is during this exploration phase that a skilled expert, together with a committed line manager have to challenge the individual to appreciate the following: natural strengths; how strengths can support areas of development; stress reactions to be managed; the potential impact of derailing behaviours on self and others; motivational requirements; resilience and emotional hygiene factors; and also aligning these with career aspirations and the organisational reality. Mobilise is for change The hard work starts once a dynamic development plan has been crafted that aligns to the overall strategic organisational goals. The best intentions for change will fall flat if it is not monitored and measured as part of the key deliverables the individual needs to realise. A personalised plan that is dynamic and consists of the right mix of eLearning, skills development, coaching, mentoring, business projects, rotation, and enough opportunity for continued robust feedback will cater to the requirements of the organization as well as discerning future leaders. Ultimately, success will come to those who see development as a lifelong learning experience. They will have to future-proof themselves through being open to continuous learning. Organisations who are up to the challenge of investing in and driving people development will reap the rewards in having leaders who can take ownership, proactively solve business problems, and support the workforce to deal effectively with the future. 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. 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 Technological innovation has triggered a new trend internationally – the need for large companies to become more “entrepreneurial”.
Dr Gorkan Ahmetoglu, co-founder of Meta Profiling and lecturer in business psychology at the University College of London, says although many companies talk about “incorporating new technologies”, they are in fact doing nothing at all. The reason is that people are not sure what to do or they are too comfortable. However, there will be an incremental move towards innovation and creating entrepreneurial ecosystems. “Companies no longer have an option. It is now the stick rather than the carrot,” he said at a breakfast hosted by JvR Africa Group in Johannesburg. Many companies are “almost panicking” about all the new technology needed to remain relevant and competitive. He refers to data which indicate that 50 years ago the average lifespan of a company in the S&P 500 Index was 60 years. Today it is 12 years. “In 10 years’ time most of the companies listed on the Index will be companies we have never heard of,” says Ahmetoglu. Disruptive technology Innovation has changed the way we do things. It has changed business models. The world now talks about the gig economy, the on-demand economy and the sharing economy. In the gig economy organizations often contract with independent workers on shorter term contracts. The on demand economy is enabled by the rating economy – everyone is rated like products – Uber drivers rate you and you rate them. We will have on-demand managers, lawyers and even doctors and they will be chosen because of their ratings – mainly by total strangers. In the US there is the concept of rating your professors on overall quality, helpfulness, clarity and “hotness”. The internet has made it easier for people who have usable assets such as cars (Uber) and property (Airbnb) and those who want to use it, to find each other. This economy is also referred to as collaborative consumption and collaborative economy. Entrepreneurial talent Ahmetoglu says for a company to become entrepreneurial it needs to identify the entrepreneurial talent within the organisation. Meta Profiling has done more than 100 empirical studies to identify the key characteristics of entrepreneurial talent. It includes:
Ahmetoglu says bureaucratic cultures in an organisation lead to the disengagement or loss of entrepreneurial individuals. Entrepreneurial ecosystem He warns against the “over romanticising” of entrepreneurship. He says when there is growth in the number of “start-ups” in a country, it is a sure sign there is something wrong with the economy. The key is to optimise entrepreneurship and innovation within companies. Leadership needs to promote an innovative culture, there has to be mechanisms to test ideas, decision-making cannot take forever, managers must be able to implement innovative ideas, and all good ideas must be rewarded, not only the ones that made the money, but also the ones that did not. Optimise entrepreneurship Ahmetoglu says the “rule of thumb” is to have people who will come up with good ideas. Their ability to use information to connect the dots will assist with predicting consumer demands. No matter how innovative people are, they still need the tools and encouragement to implement the ideas. “Innovation is also relative and contextual to a particular company – it is not general and absolute. The main factor is to analyse your competitors and recognise what it is, that you have to be a little better at.” Invaluable benefits Dr Jopie de Beer, CEO of the JvR Africa Group, says many large corporates employ entrepreneurial talent. The trick is to identify and nurture them. Having a mix of entrepreneurial talent in the organisation can provide invaluable benefits with regards to staying abreast with technological and other innovations. 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 consist of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With it’s 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 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 South Africa’s massive unemployment rate under its youth is currently estimated at around 52% and the percentage of youth absorbed into the formal economy is a mere 12.2%, justifying South Africans’ concerns about the matter. Although job creation is a global challenge, the low skills and education levels of the unemployed in South Africa undoubtedly exacerbates this predicament.
Job creation initiatives During the recent Job Summit, initiatives and agreements reached between government and large organisations promise the creation of an additional 275,000 jobs per annum over the coming years. “Youth employment interventions worldwide have shown to have a positive impact on labour market outcomes,” says Dr Karina de Bruin, Managing Director at JvR Academy and counselling psychologist. She says skills development, the promotion of entrepreneurship, subsidised employment programmes, and youth employment services greatly assist in achieving this positive impact. “These may however not lead to immediate positive effects on labour market outcomes. Investments in human capital take time to bear fruit.” Job destroyers The quality of education instilled in the individual is often questionable. De Bruin says instead of taking responsibility for their own upskilling and finding a job, individuals often look around them and lose hope when they see so many other unemployed and in the same dire situation they find themselves in. “At their immediate environment or social level, there is often a lack of successful role models and negative influences by family members and peers.” She adds that at the broader societal and political level, factors such as socio-economic status, state capture and corruption lead to lower levels of trust and scepticism from investors in the SA economy. The result is an economy that is being deprived of meaningful investment in its human capital – education and skills development. Author of “South Africa Can Work” and labour lawyer Frans Rautenbach writes in an article that regulation and labour legislation increase the cost of labour. “So employers buy less of it”. The role of legislation De Bruin says labour market legislations are necessary to address inequalities, protect temporary workers and improve working conditions. However, they sometimes create barriers for entry into the job market. “Worldwide, research has indicated that when government intervenes in the workplace, it does not necessarily decrease inequalities and it often leads to an increase in unemployment.” She adds that employers generally do not respond very positively when governments are too prescriptive in terms of how they should do business. “Employers often choose to downscale on temporary employees rather than offering them permanent employment. Or they choose to outsource some of their activities rather than employing people full time.” The need for job security, minimum wage laws and other conditions of employment often prevent people on the lower levels of the spectrum, from finding employment. Especially the non-skilled worker is missing out on opportunities to earn a wage (even if they are willing to offer their services at a much lower wage than prescribed), says De Bruin. They are deprived of the opportunity to show how they can make a valuable contribution to the workplace. When appointed on a temporary basis, employers have the chance to observe their potential, which may lead to longer term and better employment prospects. At the least, they would have proven their willingness to work, reflecting on a positive attitude – a quality equally important than technical skills and experience. “Even opportunities to be involved in temporary or low paying jobs, provide a chance to gain work experience – exactly what employers are looking for in prospective employees.” The differentiators The success of employment intervention programmes largely depends on how they are designed and implemented. De Bruin says it is critical to ensure alignment between individual strengths and the type of work environment where an individual applies these strengths. It is also imperative that efficient mentoring and monitoring occur. “The intensity and scale of the skills development programmes contribute to the success of these programmes.” De Bruin notes that too often these programmes merely provide the youth with a once-off development opportunity with limited impact. “These programmes are a waste of time and money, but the numbers often satisfy the sponsors.” Her advice: “Rather focus on longer term skills programmes, including technical skills and workplace soft skills, where participants are mentored, monitored and the learning gets cemented by means of continuous learning touch points.” Work readiness programmes, particularly, could be integrated in the school curriculum and should rather be a continuous exposure to the development of skills needed to enter and remain in the workplace. It is also important to instil a greater appreciation and recognition for trades qualifications. Certainly, in our current economic climate, Matric or a higher education qualification is not the only ticket into the job market. END 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 collaborate with test developers, consultants and academic institutions all over the world and support a range of development opportunities. The JvR Africa Group proudly 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 Grou Authored by: Dr Karina de Bruin, managing director of the JvR Academy
Grade 12 learners will soon be facing their final school exams. For most, this will be followed by extended matric holidays. But what happens thereafter? For the lucky ones, it may be further studies at a higher education institution, or perhaps joining a family business. The brave ones may start their own enterprises, while others may choose to take a so-called ‘gap year’ to try and finalise their future career plans. However, with only a few months left, many matriculants are still not sure where they will find themselves in the new year. Numbers don’t lie Finding a job in a crippled economy may be a challenge. According to Statistics SA (May 2018), South Africans between 15-34 remain vulnerable in the labour market. Many young people become so discouraged by the lack of work opportunities, that they also become disinterested in further education or training. Almost one in every three young people between 15 and 24 were not employed, or part of the education and training system in the first quarter of this year. Graduate employment figures also show that a university degree does not guarantee a job. The unemployment rate among graduates aged 15-24 was just over 33%, and among those between 25 and 34 years, just more than 10%. Research has highlighted various factors that contribute to graduate unemployment. These include negative perceptions about certain higher education institutions by prospective employers, lack of work experience, lack of behavioural skills required by the specific industry, and cultural fit. All these figures and research paint a rather bleak picture to school leavers who are about to take their first steps into the adult world. The resilient bright side If we are a bit more optimistic, the figures also tell us that two in every three young people between 15 and 24 were employed, or in education in the first quarter of this year. So why is it possible for some young people to find their feet in the labour market? Again, there are many external factors contributing to this. However, we often forget about one of the most important factors that lead to success: the resilience of the jobseeker. And then the question arises of why some people are more resilient than others. Researchers in the field of positive psychology have spent many hours trying to figure this out. In the engineering world, resilience refers to the ability of an object, or structure, to spring back into shape after it was exposed to a severe force or pressure. Other terms associated with resilience are elasticity, flexibility, pliability, plasticity, and adaptability. In human terms, resilience refers to the ability of a person to recover from setbacks, adapt well to change, and keep going even when facing difficult circumstances. To survive in a country with a high level of unemployment, resilience is probably one of the most important skills for anyone to possess. The characteristics of a resilient person remind us a bit of Aesop’s fable of the neighbouring willow and oak trees. Amid a raging storm, the mighty and solid Oak collapsed, as it was rigid and inflexible. On the other hand, the Willow survived owing to its ability to be flexible and adaptable to weather storms. How to become a Willow Tree How can we as humans cultivate such a willow-like character? Although researchers have made strong links between resilience, genetic and biological factors, the good news is that we can also learn to be more resilient! Here are a few ideas:
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. 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 Grou Road rage is internationally on the rise, mainly because of increased traffic congestion, insufficient infrastructure, drinking-and-driving and inadequate policing.
In South Africa there are additional factors which make our roads more dangerous than elsewhere in the world, says Dr Jopie de Beer, CEO of JvR Africa Group. One of these factors relate to the ‘state of our nation’. A recent Bloomberg study shows SA to be the second most stressed country out of 74 nations, with Nigeria in the top stressed position. El Salvador, known for its brutal gang wars, is third. The political temperature in the country needs attention. Our driving is a major reflector of who we have become. Driving realities in SA Ordinary South Africans have to contend, almost on a daily basis, with hijackings, smash-and-grab incidents, taxi wars and service delivery protests, where roads are blocked, and traffic disrupted. The incidents of road rage – aggressive driving (speeding, tailgating, cutting in), extreme bouts of swearing, hooting, gesturing, shouting abuse, threatening, and physically assaulting people - have become the norm. Dr De Beer says the character of the driver is probably the most important factor in trying to understand road rage. Pressure-cooker road rage It is a progressive condition that starts with anxiety and stress, but builds up to a pressure-cooker situation where irritation turns into anger. When the pressure cooker blows, the vehicle becomes a very dangerous weapon. “The emotional blow-out overshadows reason, and angry and irrational actions follow.” These drivers are ‘emotionally hijacked’ and use the vehicle to spite, harm or damage. However, they are still able to acknowledge that their driving is dangerous. “They are still in control and can own up to their responsibility as a road user by checking themselves on the intensity of their progressive anxiety.” Rule breaking, hostile road rage Some people enjoy the adrenaline of fast and dangerous driving. They are always in a hurry, and they easily become agitated when other drivers frustrate them. If, added to this, they are naturally angry and hostile, they reject authority and rules, and really do not care about others, one has the “Molotov cocktail” for road rage. “The car becomes a deadly weapon, and the car reflects their power in what they consider to be their territory, which may start out to be the car, but could extend to their road, passengers, route, city, country, and their right to eliminate competition,” says Dr De Beer. Using a vehicle to harm others or get back at them and to release their rage, surely is criminal or even possibly pathology? “One could however wonder at which stage in the progression of the condition one would classify it as a disease”, says Dr De Beer. Cultivating socially competent drivers Research by the JvR Africa Group confirms that drivers who ignore and violate traffic regulations, do cause more accidents than those who comply to road rules. It is also confirmed that those drivers who have low self-discipline, and blame others for everything - referring to their attitude - are more likely to have accidents. The converse is also true - those drivers who own up to their mistakes, show empathy for others, and have self-discipline, are better drivers with lower risk of creating accidents. It is advised that drivers should be screened for their character, and social and emotional skills, before providing them with a license. A caring society Government must address inadequate infrastructure, road density, compliance and policing. If traffic is a dipstick of our society, we need to be more considerate, respectful, and law-abiding. The country needs an effective system to ensure that those who exhibit road rage feel the consequences of their actions. 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 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 Authors: Dr Renate Scherrer‚ MD of JvR Consulting Psychologists and Dr Karina de Bruin, JvR Academy Managing Director
Throughout history we’ve seen women who stood out above the rest. They excelled against all odds in a society or a sector which did not acknowledge their contribution, whether in politics or business. These are arguably tough sectors for any leader to make a difference in, and have an impact on, but even more so for these women who often had to navigate the muddy waters of prejudice, stereotyping and even jealousy. What makes women successful as leaders? When one considers the Forbes list of the 100 most powerful women, Germany’s Angela Merkel has been the number one for almost a decade – being ousted by Michelle Obama once in 2010. Other names frequenting this list are Melinda Gates, Sheryl Sandberg and Christine Lagarde – all strong women with unique characteristics. Closer to home, some of the names we have come to associate with power and influence would typically be Winnie Madikizela Mandela, Pam Golding, Thuli Madonsela, Wendy Lehabe and Gill Marcus. In broad strokes the similarities we perceive them to share are certainly some of the following: courageous, focused, driven, self-confident, assertive, and resilient. Overall, they do not conform to what society dictates, they are passionate about their beliefs, willing to take risks, and they often spearhead social change by speaking up about domestic violence, injustice, and discrimination of any kind and the oppression of minority groups. Focus on the activities that are energising Even though most women may not make the Forbes list or the top echelons of multinationals, there is no doubt that they start their careers in business and other professions with the same level of intelligence, education, and commitment as men. Recent years have seen an increase in women taking up significant leadership roles, perhaps because of the realisation that the familiar glass ceiling is unfair, but also because of an increasingly urgent need for more leaders. What hasn’t changed, however, is the fact that women often get home from work, only to sign-in to a ‘second shift’ of motherhood and homemaking. According to the Mckinsey quarterly (2008), this double burden of motherhood and management drains energy in a particularly challenging way. Most people will agree that work–life balance is a myth, especially when you are in a leadership position in an always-on, always connected work culture. Mckinsey highlights that women’s only hope for survival is to balance their energy flows: in short, they need to focus on the activities that are energising (both at work and at home), and actively managing their resources. This is probably easier said than done. Countless women will attest to the fact that they are often too tired or occupied to even know what energises them. As a result, they land up being overworked, overstressed, and emotionally overloaded. The fire-spitting dragon queen When we are stressed, tired, or distracted, we are at risk of overusing our strengths or operating from the dark side – by being, for example, emotionally volatile, manipulative, distrustful, passive-aggressive, and arrogant. In more every day terms, we become the cold-hearted ice queen, the colourful drama queen, the manipulative queen of hearts, the adventurous queen of the desert, the meticulous queen bee, or the infamous queen of denial? Leadership in increasingly virtual, digital and global organisations with progressively diverse, multigenerational and highly educated teams will relentlessly test the resilience and character of women leaders. Leaders have a high level of influence and people generally look up to them. Others see them as role models and mimic their social interaction. We also know that employee engagement is specifically driven by the quality of the relationship between leaders and followers. It is therefore important that this relationship is defined by aspects such as respect, learning how to debate rather than fight, to not allow emotions to overrule reason, to inspire rather than micro-manage, to display humility, and have a fierce ambition for collective success. Reputation is Queen! Women leaders who tend to digress to the dark side when pressured will inevitably end up having a tainted leadership reputation. Such a tainted reputation will (sooner or later) derail the otherwise high-potential, competent and strong leader. Consequently, the wise women leader will manage her reputation very carefully. Crucial aspects underlying reputation management are self-awareness and self-management. It is impossible to change your reputation if you are not aware of what it is and how it is impacting your leadership influence. A good start is to ask for feedback, truly listen to it, and then act on it with integrity and good judgment. In doing so, they stand a far better chance to reach their potential and leave an inspiring legacy. 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. 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 Author: Jopie de Beer, CEO of JvR Africa Group
Mandela Day serves to remind South Africans to follow President Mandela’s example of caring for others, this is a day where many take the initiative to help and support wherever and however they can. We also heard at the inauguration speech by President Ramaphosa how, in true Madiba style, he referred to the Hugh Masakela song, Thuma Mina that says: I wanna be there when people start to turn it around When they triumph over poverty I wanna be there when people win the battle against AIDS I wanna lend a hand I wanna be there for the alcoholic I wanna be there for the drug addict I wanna be there for the victim of violence and abuse I wanna lend a hand Send me The essence of this song is to be of service where there is need. The ability of people to be considerate, generous, helpful, empathetic and supportive most often without expecting anything in return is referred to as kindness. To be kind to others does not come naturally to all people. Many may prefer to “look out for themselves” and their reasoning is often that “nobody has been kind to me, why should I be kind to them”. Special Breed To recognise kindness in others and to be kind to others without expecting anything in return therefore requires a special breed of people. This character strength has nothing to do with age, gender, race, culture or creed. It is a personal characteristic, a value and a personal choice that people make, and it has a significant impact on others. What President Mandela knew about kindness (and it has been supported in research) is that kind people tend to be happier people because they know they mean something to others. Their kindness plays an incredibly valuable role in building good relationships in society. Good relationships are essential to make any society flourish. To understand that, we should all understand that you do unto others what you want to have them do unto you – this helps to build the moral fibre of our society. When South Africa changed politically in 1994, President Mandela deeply understood the risks associated with a new democracy. The way he led the country was done without media and ego-centric fanfare. He deeply cared about “at risk” people and the quality of their lives. He focused on systematic planning and worked hard to have everyone work together to achieve daunting socio-economic goals. The essence is that he cared more about others, than himself. He was humble rather than ego-centric; he brought hope and understanding rather than bitterness, anger and blame. He was a very wise man who will be loved and respected for many generations to come. Kindness, helpfulness, understanding, respect, willingness to share, are all actions with a positive emotional undertone. Those who care about others understand that there is a link between kindness, gratitude, care, happiness and general well-being and good social relationships. Personal gratitude and interpersonal kindness can “undo” damaging negative emotions like anger and despair. Be Grateful Try this by logging, for one month, everything you should be grateful for as well as your acts of kindness. You may find a heightened sense of well-being and even lower stress levels. How interesting it is that when you feel happier, you will also more easily show acts of kindness. President Mandela knew that there are many benefits to genuine acts of kindness. It is inextricably linked to personal happiness and feeling connected to others. Kindness is critically important to building a sense of community and belonging. When asked how best people should live their lives, Henry James (the well-known novelist) said: “only 3 things are important - the 1st is to be kind… the 2nd… to be kind and the 3rd… to be kind. The same wisdom is seen in the following statement by President Mandela: “I believe that in the end it is kindness and generous accommodation that are catalysts for real change”. In a country where fear and anger, selfishness and greed are reported on every day, we should celebrate the wisdom of President Mandela with all our heart. Let’s all do our best to make a difference. 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. 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 Grou Author: Dr Karina de Bruin, Managing Director of the JvR Academy
As we are approaching the 2018 FIFA World Cup Soccer finals, it could be interesting to look at whether we can take some lessons from soccer players to senior management in the corporate world, and of course, vice versa. So far, this year’s World Cup tournament has been marked by huge upsets, leading to shock exits – of which South Korea’s elimination of Germany, and Croatia’s win over Argentina probably are the most remarkable. If Germany went into the tournament as one of the favourites to take the cup home, their disappointment and despondency after losing to South Korea came as no surprise. Soccer is a game of rollercoaster-ride emotions, for both the players and the spectators. One moment there is jubilation, euphoria and triumph and soon after, there is anticipation, anger and sorrow. What happens next, usually depends on how the individuals and the teams regulate these emotions. Destructive emotions can highjack performance and team relationships. They can lead to impulsive behaviours and prevent anyone from making effective decisions. Managing emotions Coping effectively with these emotions means you must have a high level of emotional self-awareness. Emotional self-awareness has to do with recognising your emotions as well as the impact of these emotions on yourself and others. Furthermore, it will help you to identify the triggers of certain emotional and behavioural reactions. The ability to be emotionally self-aware is one of the fundamental building blocks of emotional intelligence. The concept of emotional intelligence is broadly structured around “managing ourselves effectively” and “managing others effectively”. Seeing that a soccer player shares the pitch with the rest of his (or her) team, the opponents and officials, it would make sense to focus on team and social relationships and how to manage these effectively. But there is no way that you can manage your relationships with others if you cannot manage yourself well. And managing yourself (your emotions and behaviour) is impossible without knowledge of what is happening inside. The basic principle of self-awareness is somewhat like that of project management you can only manage what you are aware of! Start in a safe environment Soccer is an extremely fast-paced game, so trying to focus on emotions while playing, is probably asking too much. Similarly, the corporate world moves very quickly. How can any player or boardroom member increase his or her level of emotional self-awareness while speeding around on the pitch or in the office? It might be a good idea to start working on your self-awareness away from the field or your colleagues, where the competition is less fierce and the stress levels more manageable. Once you experience self-awareness success in safer environments, the more competitive soccer field or boardroom will provide ample opportunity to practise these skills. Here are a few tips on managing your emotions in stressful situations: Step 1: Do self-observation and write your observations down in a little notebook. However, simply writing down your experiences will not be enough. You also need to reflect on these experiences by asking yourself thought-provoking questions so that you can develop a deeper level of understanding about yourself. After a while, you will see patterns of emotions, insights and behaviour emerging. The knowledge about yourself can guide you in managing yourself and your relationships more effectively. Step 2: Ask for feedback from others that know you well and that you trust. Not everything people say about you may be true, but it is worthwhile listening to their views. The fact that someone experiences you as always angry, irritated or tired can be invaluable feedback and, as said previously - what you know, you can manage! Step 3: Listen to your body. If you continuously have tight shoulders, struggle to sleep or wake up clenching your teeth, your body is trying to tell you something! Listen to this message, because once again, what we know we can manage! Being able to identify your emotions and regulating them are cornerstone ingredients of emotional intelligence. Losing a match is always disappointing, but researchers have shown that athletes with high levels of emotional intelligence have more positive feelings. And more positive feelings will generally reduce the negative impact of the loss and help the team to face the next opponents with confidence and courage. 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. 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 |
Welcome to the JvR Africa Group Newsroom.
Archives
August 2019
Categories
All
|