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
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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: Jopie de Beer, CEO of JvR Africa Group
The world, as global village, is becoming progressively more diverse. Whether the movement of people has to do with emigrants fleeing their country of origin, or people who prefer to stay in a new environment - there is no doubt that societies and cultures are becoming more interwoven. Within a multicultural context, even outside their country of origin, people seem to find it comfortable and easier to socialise with those with whom they share values, history, language, habits, beliefs, and possibly even appearance. In exceedingly diverse societies, like South Africa, deep divisions between groups may allow for a variety of thinking habits to develop about each other. To achieve the united country, we have been striving for, we must be conscious of these thinking habits and actively work to avoid them. We all use thinking habits and biases to make decision-making easier. People very seldom have all the facts, nor can they comprehend all the facts, even if they wanted to. Herbert Simon called this our 'bounded rationality'. We like to think of ourselves as rational, but, everyone one of us must rely on a wide range of assumptions to cope with the overwhelming complexity of day to day decision-making. The problem comes in when our assumptions are wrong. We often feel so convinced of the truth as we see it, that we literally become blind to evidence that may prove us wrong. Regardless of our background, gender, race, or beliefs, as human beings our minds tend to work in similar ways. We tend to make similar kinds of systematic decision-making errors, and it is only through education and mindfulness that we can become aware of their effect on our thinking. Here are some common biases that impact the way we see the world:
If any of the above statements seemed familiar to you, you are a human being like the rest of us. We all find relationship building difficult, even in the best of times, and downright painful in the worst of times. Add in some diversity to the mix, and things get even harder. However, no matter the difficulties, human beings are natural relationship builders. With some basic knowledge of biases, we can overcome many of the obstacles to building strong, diverse relationships - a basic requirement of building our rainbow nation. 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: Dr Jopie de Beer, CEO of JvR Africa Group For many, the title of manager or leader means that you earn a significant salary and have absolute control, while delegating the work to others. But, this is not a sustainable form of leadership, particularly not in the modern workplace. Leaders must be facilitators, people who can empower others, yet manage to maintain focus, discipline and respect. Successful leaders work harder and for longer hours than others in the company. They carry the ultimate responsibility for the success of the business. Real leadership is therefore not about the title, it is an incredibly important position of responsibility. Much of a leader’s responsibility comes down to how employees are managed. This is possibly the most crucial test for the quality of leadership in a company. Leader responsibilities in terms of managing people: 1. Acknowledge the impact your behaviour has on others in the workplace The behaviour of a leader serves as an example to others. If the leader procrastinates, is lazy, abusive, absent, arrogant, or corrupt, it will provide a model of behaviour that others will follow. The best leaders tend to show humility, productivity, fairness, respect and ethical behaviour, and they understand that they need to create a work environment where people can flourish. To be a good leader therefore requires so much more than technical skills. 2. Create an environment of care, fairness and respect Leaders who care about their people and who are as even-handed and fair as is humanly possible, more easily earn the respect of employees. Douglas McGregor’s Theory Y leaders believe that their employees are talented and have much to offer the workplace. These leaders create a much more positive work environment. Such a positive environment has a direct impact on productivity, creativity, and even interpersonal relationships. 3. Create an environment where people can learn This can be formalised learning such as internships, or being sponsored for training courses or qualifications. Valuable learning could however also result from practical and onsite learning, or articles made available on a company intranet, to mention just a few. In many workplaces there are ample opportunities to learn, particularly when employees use some of their own initiative to learn about the job, the company, the industry or projects. Good leaders are often good at storytelling and teaching. They play the role of coach, sometimes connecting their employees with others who can best teach desired skills. 4. Create an environment where people can innovate Innovation does not only refer to technological or disruptive innovation. Smaller innovations can also have immense value to the organisation. By creating an environment where employees can suggest changes and innovations to existing ways of doing work, can be of immense value. For employees to do so, they must feel confident that they will be “heard”. Their ideas need not always be accepted, but it at least needs to be acknowledged, respected, and considered. You know you’re doing a good job as leader when your employees feel safe enough to share new, untested ideas, even if there might be a risk of failure or rejection. 5. Create an environment of integrity and trust Trust cannot be demanded - it must be earned! Trust takes a long time to be established and it can be broken in a single irresponsible, angry or impulsive moment. Leaders cannot be successful if employees do not trust him/her. It takes consistent trustworthy decisions and actions from a leader to be trusted by employees. For people to trust the leader he/she must be honest, “keep their promises” and “do the right thing”. Once the leader is branded as unreliable, it becomes nearly impossible for a leader to earn trust from employees again. 6. Create an environment where consequences and discipline can be accepted The workplace is not always a positive and happy environment. Contracts may be lost; the economy may make doing business very difficult; or there may be corruption or sabotage. It is the responsibility of the leader to implement corrective actions when something in the business goes wrong.. Good leaders are able to fairly deal with consequences, hold others accountable, and through it all remain positive about the future. A leader is the person that must keep “everything together” whether it is the people, the product, the client needs, the need for governance, and of course the finances. The character of the leader and the quality of the decision he/she makes, creates the atmosphere within which people work. Leaders therefore have complex responsibilities, and how they conduct themselves has a big influence on the nature of the workplace. It is a big job! Are you still sure that you want that promotion? ENDS 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. 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 Author: Jopie de Beer, CEO of JvR Africa Group Why do people with apparent leadership capabilities sometimes fail to “make the grade”? Some of the reasons for the leadership failure may lie in the personal “hardwiring” of the leaders, as human nature is far more complex than what is visible on the surface. Most people learn about leadership by following and observing other leaders. If they are also competent, loyal, and hard-working, they may grow into leadership positions of their own. Yet, everyday, new studies are published on how disillusioned people are with their leaders. These studies highlight perceptions of leaders having low or no integrity, self-serving attitudes and poor listening skills, being resistant to feedback, and abusing power. Power reveals It is generally accepted that power does not only corrupt, but that it actually exposes. A position of power can serve as an excellent platform for those leaders who wish to do well and make a constructive difference to their business and society. However, a position of power can also allow negative characteristics such as a need for absolute control, personal image, greed, selfishness, laziness, manipulation, and jealousy to flourish uninhibited. The irony is that a person in a position of power, if not checked by strict governance, consequences, and hopefully a good amount of personal insight and moral values, may allow their natural leadership characteristics (such as confidence, ambition, analytical thinking, strategic orientation and taking initiative) to “morph” into unacceptable versions of these characteristics. In this regard, confidence could become arrogance, and analytical reasoning could change to being hyper critical of others, both which can lead to becoming abusive and dismissive of people. Absolute power, when there are not enough checks and balances, corrupts absolutely. Leaders in such powerful positions believe that they are untouchable and can get away with anything. They can become addicted to the freedom, excitement, and money such power provides. Being able to gamble with resources, taking chances, playing “hide and seek” with information and unduly influencing colleagues can blur all the boundaries of what is generally regarded as “right or wrong”. Like most addictions, it requires a conscious effort to manage the use of power, if not by the individual in power, then by those around them. What do do? John C. Maxwell has said that a leader who thinks he/she leads, but has no followers, is only taking a walk. Powerful positions can tempt one with the illusion that people do not matter. Nothing could be further from the truth, as poor relationships will boomerang and become the essence of the leader’s failure. The way you work with people, listen to their feedback, respect their opinions, negotiate solutions, and illustrate emotional control are some of the key characteristics associated with successful leadership. These so-called “soft skills” are actually “core skills”. When asking a group of executives to list the characteristics of a good leader, these are the characteristics they most often pick first. These core skills can also play an important part in mitigating the temptations of power. This is particularly true if they are based on a very strong set of values that the leader lives by. Those who are elected to powerful positions have generally earned the opportunity, given their skills, experience, and leadership capabilities. Powerful positions, however, provide fertile ground for a leader to show characteristics that may not have been visible before. Organisations do well when they not only screen their leadership candidates for their qualifications, experience, and leadership traits, but specifically give attention to the risks associated with placing the person in a position of power and design ways to keep them accountable for 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 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 Author: Dr Jopie de Beer, CEO of JvR Africa Group In South Africa, we have been forced to “adapt or die”, either you become used to the breaking news of corruption, crime, lies and deceit, or you will crumble and collapse under the continuous onslaught of bad news, human fallibility, doubtful integrity and evil intent. Perceptions that the fabric of society is collapsing are rife, while values and integrity do not seem to exist anymore. It is incomprehensible that human beings can regress to such an extent that to lie, steal, murder and manipulate others become the new normal. This has resulted in many seeking to blame a “third force” - whoever and whatever that may be. However, much of this can be taken back to bad leadership. The dark triad An interesting phenomenon in leadership and politics originates from a book by Niccolo Machiavelli that was published in 1532 titled “The Prince”. Today his name is used to describe one of three distinct types of personalities that are jointly referred to as the “dark triad”. In this triad are included Machiavellian-, Psychopathic- and Narcissistic personality traits. Although much more complex, those with Psychopathic tendencies tend to have no conscience as to the impact of their actions. Narcissists are driven by the need to be centre stage and admired/revered by everybody. Those with Machiavellian tendencies are characterised by scheming and manipulating others to ensure position and power. Machiavelli described the kind of person he found in politics all those decades ago as someone who would stop at nothing to ensure their own power. Believing that “all is fair in love and war” they would strategically work to establish their control over everything and everybody. They regard it as just “part of the job” to eliminate rivals, lie, plant false information, create innuendo and manipulate them whilst building their own coalitions of like-minded people. They see no reason to feel guilty as this is what they regard leadership to be. Those who show Machiavellian traits can also be seen as charming, persuasive and even empathetic. Their ability to “read” others is at the core of their ability to manipulate. They use the needs or weaknesses of others to their advantage, and if they can get to the “soft underbelly” of friends, colleagues or competitors, it provides them with the kind of power they enjoy. Acting with seeming morality is only important if it serves the ultimate purpose of impressing or manipulating others. Choose well The damage created by a Machiavellian leader is significant- particularly if the behaviour is allowed to play out without challenge or consequence. Using a combination of some truth, half-truths, false information and manipulation, they can create such doubt and suspicion that their opposition may pitch against each other rather than confront the leader. Those who have the courage to go against them will know how frightening it is. It is important to recognise that no amount of power, money, property, position or admiration is ever enough for these individuals. Note also that their own conscience will not curb their behaviour because they feel very little- or nothing, for others. All of the above is in stark contrast with what research and literature describe as required from 21st century leadership where democracy, integrity, honesty, humility and respect align closely with adherence to laws and good governance. We must make sure to choose our leaders very well. Be careful of charisma and appearance, rather look below the surface and listen carefully to the feedback from those few brave individuals who see dark behaviour for what it is. Give particular attention to their past behaviour in as much as it predicts future actions. Dark leaders can destroy what may have been built up over many years. 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. The group works with test developers, consultants and academic institutions all over the world, 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 |
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