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
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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 The recent behaviour of leaders in the private and public sectors greatly harmed the already unsteady foundation of trust that South African citizens have in those who claim to have their best interests at heart. Suddenly it is not only government that can be blamed for the state of affairs.
In fact, several corporate entities have also gained first-hand experience of the devastating impact of what Warren Buffet positioned as: "It takes 20 years to build a reputation and five minutes to ruin it.". South Africans feel betrayed, deceived and manipulated like never before by those walking in front. When one analyses this more closely, it is clear that some of these leaders displayed narcissistic characteristics by being self-promoting, having a sense of entitlement and not owning up to and taking responsibility for their role in authorising poor or unethical decisions. The Tarzan leaders Renate Scherrer‚ MD of JvR Consulting Psychologists, says many narcissists are charming and seem visionary, but they also have a false sense of importance and are self-serving and entitled. It does not take long before the trust people have in a leader, who is overly preoccupied with him- or herself and their own interests, disappears. “They never own up to mistakes, never apologise, are quick to blame others and to praise themselves. In fact, such a person does not shy away from taking the credit even though it is not due.” When things are running smoothly their language is lavishly sprinkled with “Me” and “I”, but when problems arise the conversation becomes a finger-pointing exercise of “You” and “Them”. This Tarzan-like behaviour (declaring himself the king of the jungle) is however often a mask or persona to compensate for a deep sense of insecurity. The Humble leaders Scherrer says mature leaders have a large dose of humility. They do not put themselves above what needs to be done. President Cyril Ramaphosa eloquently demonstrated some of this when he referred to the words of the Hugh Masekela song, Thuma Mina (Send Me). “A humble leader takes responsibility for his actions, admits when he has made a mistake, and does not only focus on his own interests,” says Scherrer. In fact, a humble leader looks to himself first when trying to understand when things go wrong, but reflects on the actions of others when credit is due. Humble leaders do not abuse authority and are willing to serve others first. Their language has phrases such as “We” and “Us” and they insist on honest and direct conversations with clear commitments to a shared vision. Former president Nelson Mandela remains an impeccable example of a humble leader. He is quoted as saying that “there is nothing to popularize a person. Only humility, which is the ability to remain in the background and to put others in the front light”. The Complex leaders South Africa requires “complex” leaders who are Competent; innOvative; Mature; emPathetic; ethicaL; connEcted and fleXible. True complex leaders have an acute awareness of their limitations and do not try to disguise it for the benefit of the audience. They realise that ignoring their own weaknesses will lead to inevitable failure. In the VUCA-world we live in, the complex leader will ensure organisations and state entities answer volatility with vision; uncertainty with understanding; complexity with clarity; and ambiguity with agility. Getting it right According to Scherrer it is difficult to rebuild trust in an organisation or state entity if the leader displays narcissistic tendencies. Trust is based on integrity and strengthened when leaders admit and take ownership of mistakes, something narcissists do not even contemplate doing. Therefore, it is necessary to get it right from the start. “When appointing people, make sure the charisma is not narcissism in disguise. It is essential to implement a scientific selection process and validate references,” says Scherrer. Listen for clues in the examples used in interviews, and to what extent organisational achievements and success are attributed to the self. She adds that when people are promoted from within the ranks it is critical to continuously evaluate performance in an objective manner and not fall into the trap of ignoring the “red flags” that are inevitably already visible, even if perhaps well managed. Having more power will expose true character, so if someone is already entitled, self-centred and arrogant when they are supposed to follow, don’t be fooled to think it will become less when they lead. 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 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 Author: Dr Karina de Bruin, Managing Director, JvR Academy, a division of the JvR Africa Group
It is a well-known fact to anyone in South Africa that the country is suffering from an extremely high unemployment rate. Compared to adults, the unemployment rate among the youth, irrespective of educational level, is significantly higher. Close to 30% of young persons (15-24 years) appear not to be in employment, education or training. When the age margins for the youth population are expanded to early thirties, the unemployment rate reaches levels of almost 56%. Many youngsters do not find a job because of the mismatch between their education or training and labour market needs and requirements. Adding to this bleak picture, more and more reports and articles predicting how technology is going to replace jobs, or rather replacing the people holding those jobs, are being published by credible sources. These figures are not particularly encouraging for those who are experiencing unemployment. They also don’t paint a positive picture for learners who are preparing for their final school exams prior to entering higher education institutions or the work place. There is hope Fortunately, the published forecasts do not only predict gloom. Sometimes reading between the lines, there is a lot of hope for the future of human work. A recent article in the Harvard Business Review highlights several human characteristics that would be extremely relevant in the future world of work. These include imagination, creativity, and strategy. Along the same lines, a recent Deloitte report mentions that the capacity for creativity and problem-solving will set one employee apart from another in future work settings. Work activities that involve these abilities are not that easy to automate and therefore the involvement of people (rather than robots) is almost guaranteed. Furthermore, a basic internet search of non-technical workplace skills and analyses of job advertisements have confirmed the importance of these and many other skills. These include among others teamwork, communication, self-management, planning and organising, initiative, critical thinking, and adaptability. These skills are often commonly referred to as 21st century skills or employability skills. Employability skills are those skills that are necessary for finding, keeping, and being successful in a job. In times of high unemployment and work environments marked by technological take over, employers have a larger pool of applicants to choose from and will favour those with well-rounded employability skills. Although these skills can be developed, some of these come naturally to many individuals, in which instance they can be regarded as strengths. And seeing that they are extremely relevant in the workplace, we can even call them workplace strengths. Strengths can be defined as underlying qualities that give us energy, help us grow and lead to high levels of performance. For example, if someone has a strength in terms of strategic mindedness, it is likely that he or she will be energised by focusing on the future and taking a strategic perspective on issues and challenges that he or she is confronted with. Such a person may play a valuable role in any organisation – especially in the current volatile world of work, where organisations often need to be flexible to adjust their strategy to cope effectively with the challenges. Identifying strengths To differentiate yourself from the thousands of applicants out there in the same position as you, you need to understand what it is that makes you stand out. One way of doing this is to identify and reflect on “defining moments” in all the areas of your life – this could include school, part-time jobs, volunteer work, and previous full-time employment. Identify times when you felt energised and performed at your best – remember that we are getting energised by our strengths! Ask yourself questions such as: “what did I learn about myself and my strengths from these situations? What type of work really energises me?” Discussions with friends and colleagues, who shared these environments with you provide a good platform for identifying these underlying strengths. This strengths-based approach turns individual development upside down. Instead of focusing on weaknesses that need to be overcome, it focuses on natural talents and on finding ways to complement them with further use and development. However, this approach should not provide any excuse for not being aware of and developing other important qualities and skills. For example, if teamwork does not come naturally to you, it might be good to challenge yourself to go beyond what you regard as your natural talents. It is therefore of the greatest importance to identify opportunities where your newly acquired skills, as well as your natural employability talents can be developed to enhance your chances of getting the job you really want. 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, support a range of development opportunities and host events around People Development in Africa, a cause they feel is extremely important for 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 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 South Africa boasts some of the best-known entrepreneurs. However onerous compliance processes and rigid legislation tend to dampen the entrepreneurial spirit needed to get people employed and the economy growing.
Dr Jopie de Beer, CEO of the JvR Africa Group, says some societies are considered naturally entrepreneurial. The jury is however out on how many South Africans are entrepreneurs by nature or by choice. “As South Africans we have a reputation of being innovative, problem solving oriented and able to fend for ourselves. These attributes can sit well with entrepreneurship. I think it could be in our make-up to be entrepreneurs, but the environment needs to allow for that.” She refers to statistics which show that between 70% and 80% of all entrepreneurial businesses fail in the first five years. Why so many fail Dr de Beer says there may be many reasons why entrepreneurial businesses fail. It could be related to the very flat economy, difficulties to obtain funding-, mentoring and support, excessive red tape, turbulence in the exchange rate and/or slow payments from government and the private sector for products/services provided. It may also be that assumptions about entrepreneurs are “off the mark”. Some believe that having a good idea and adequate funding will guarantee entrepreneurial success. This assumption does not reflect in reality. Entrepreneurial businesses require knowledge and understanding of finances, business plans, marketing and networking initiatives, good products, innovative ideas, client management processes, technological savvy, compliance to legal requirements and more. Much of this, in the early stages of entrepreneurship is guided and managed by the entrepreneur. The hardwiring of the entrepreneur, and the people he/she surround them with is critically important in the growth- or demise of the business. “Entrepreneurship is probably the most stressful career option one could choose. Many people, if they have a choice between a stable, seemingly secure income, or the extreme hard work and risk that comes with establishing an entrepreneurial business, will go for the secure job,” Dr de Beer points out. Why we need more entrepreneurs The unemployment rate, especially under South Africa’s youth, is alarmingly high. One would think that entrepreneurship should be the answer to address this, and that more opportunities for more people are created to start a business. Establishing entrepreneurial businesses however require that the business environment is supportive and that the entrepreneur as a person has the knowledge, competence and resilience to make it work. “I can only hope that the massive issue of growing unemployment and the social evils associated with that, the personal issues in terms of self-regard and self-pride and the enormous negative implications of not being able to earn an income will bring insight and willingness to make South Africa an entrepreneur-friendly country,” Dr de Beer says. The making of an entrepreneur There are entrepreneurs by choice (the passionate and the serial entrepreneurs) and then there are those who have been pushed into it because there was no other choice (the survivalist). “It is essential to regard the entrepreneur as the golden thread in the business,” Dr de Beer notes. It is the entrepreneur that initially takes the decision to start a business, to identify/construct/innovate a product, to believe in it to such an extent that they work 24/7 to ensure its uptake in the market. The entrepreneur is also a leader, shows good/bad judgment in selecting products and partners, makes business decisions on spending, cashflow and expansion, employs staff and has to keep them engaged and motivated. Psychometric assessments are valuable tools to identify, support and develop entrepreneurs. The purpose of these assessments includes providing the entrepreneur with the required self-insight to constructively manage his/her role in the business. In addition, Dr de Beer says it is helpful to take a “helicopter view” of yourself. “Think about how you feel when you have to perform certain tasks. When do you procrastinate, on what do you spend a lot of time, and what do you enjoy doing”. Role of government Dr de Beer urges that government has to be more flexible on issues of governance and red tape for entrepreneurial businesses to survive those initial five years. Entrepreneurs need an environment where there is economic growth, political stability and the necessary infrastructure (such as affordable internet access) to thrive. It is essential for governments to nurture entrepreneurial activity as this is a source of employment and of generating income through taxes. 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 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 Grou |
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