Authored by: Dr Karina de Bruin, Managing Director at JvR Academy How often do you think about the future of your own workplace? How many of the skills that you use daily were required when you started your career? The new world of work and future workplace skills is often associated with the Fourth Industrial Revolution. The World Economic Forum, Harvard Business Review, Deloitte and McKinsey Global Institute, among others, regularly report on insights, trends and challenges that relate to Industry 4.0. Like what has happened during and as a result of the previous three industrial revolutions, the current industrial revolution has already caused fundamental changes in the world we live in. Just think about the impact of the cloud, the Internet of things, 3D printing, big data and increasing computing power on how we live, work and communicate. These cyber-physical systems involve completely new capabilities and intelligence not only for people, but also for machines. Artificial intelligence is all around us, from self-driving cars and drones to robotic vacuum cleaners, chatbots and software that directs us to our destinations. Fear of being replaced Many of these advancements often dominate our thoughts with fear that employers may replace us with technology that can fulfill our roles more efficiently and effectively than we can. These fears are often amplified by predictions that going forward, up to 50% of work activities could be replaced by existing technology. Because artificial intelligence is drastically changing the nature of work, organisational structures are continuously redesigned. The results of a recent survey done by Deloitte showed that only 30% of Generation X’ers expects to work at a company for five years or more. The reality of high employee turnover therefore poses another justifiable threat to employees, which helps to maintain fears about the future of work. The toll of technological literacy Technological literacy is now a basic competency for everyone, regardless of age, generation or industry, but with that comes various social and emotional challenges. Staying connected 24/7 (as many employers expect) results in longer working hours, working at higher levels of intensity and removing the boundaries between work and private life. Proper human interaction is replaced by communication via emails, conference calls, and video chats. The demands caused by expectations that requests must receive almost immediate attention, no matter what time of the day or day of the week, often makes it very difficult to distinguish between work life and personal life. Researchers have proven that an imbalance between work and life roles may have a severe negative impact on the general well-being of individuals, including low mood, stress and anxiety. The McKinsey Global Institute recently published a report revealing that jobs that involve basic cognitive, physical and manual skills, as well as a lower level of data input are most likely to be taken over by machines. Fortunately, the report also predicts a dramatic increase in demand for more employee hours across jobs that involve (1) higher cognitive skills, such as advanced literacy and writing, quantitative and statistical skills, creativity, critical thinking and complex information processing, (2) social and emotional skills, including advanced communication and negotiation, empathy, the ability to learn continuously, to manage others and to be adaptable, and unsurprisingly (3) technological skills - from basic to advanced IT skills, data analysis, engineering and research. Creativity, complex information processing and advanced IT skills may appear to be out of reach for some of us. But what is exciting, is the fact that social and emotional skills, also commonly referred to as Emotional Intelligence, will also get more airtime. The McKinsey report predicts that from 2016 to 2030 there will be a 26% increase in the call for these skills. The good news is that it is indeed our social and emotional skills that distinguish us from and put us ahead of machines. Using EQ to survive To conquer our fear for artificial intelligence, we thus need to develop our emotional intelligence. This refers to the skills needed to identify, understand and manage our own emotions, and those of the people around us. When someone has with a high level of emotional intelligence, he or she knows what they are feeling, what their emotions mean, and what the effect of these emotions are on other people. Although some of these skills may not come naturally to everyone, they can be developed. What employees can do better than any smart machine, is manage their own emotions and that of their colleagues and team members. If we can be outstanding motivators, leaders, or listeners, and if we can manage our stress and solve problems when things are getting tough, then we will still have a very important role in the workplace where technology changes the world around us. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za ABOUT JvR Africa Group: JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg, the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants and academic institutions all over the world, and support a range of development opportunities and host events around People Development in Africa, a cause they feel is extremely important to the future of our continent.
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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 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 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. Authored by: Dr Jopie de Beer, CEO of JvR Africa Group
People are hardwired as both rational and emotional beings. People’s ability to acknowledge their emotions, and work to understand and manage their emotions constructively and appropriately (referred to as emotional intelligence), has much to do with their success in life. This principle applies to both individuals and groups. Emotions are highly contagious and easily affect others. This is particularly true if the emotions are intense and have been experienced over a longer period of time. It could take quite some time before rationality, reason, and “cool heads” return. Research done by Bloomberg in 2017 refers to South Africa as “one of the most miserable countries in the world”. This is owing to high unemployment rates, slow economic growth, high interest rates, poor service delivery, and high consumer prices, amongst other things. The sense of being miserable coincides with a time of political electioneering in the country, which could form part of a “perfect storm”, given how emotionally laden politics is. The emotional messages are intensified by the tone of voice, dress code, non-verbal gestures, innuendo, and language used by political leaders in speeches. Opposition parties are often referred to in derogatory terms and even as the enemy, to elicit emotions of distrust amongst potential voters. By establishing “an enemy”, the leader elicits the powerful emotions of fear, anger, distrust, and paranoia amongst potential voters, and when such emotions are heightened enough, they could override all rationality. This kind of leadership has the potential to lead followers into chaos, as enough fear and anger can motivate people to act emotionally and irrationally. Cambridge Analytica and Bell Pottinger are recent examples where personal and emotionally laden information was used to influence voter behavior. Understanding which personal and emotional “triggers” can push a potential voter to choose one or the other political candidate provides a powerful way to influence the outcome of an election. However, those in political leadership who rely primarily on stirring emotions to provide them with power may be exposed when rationality returns. In contrast, leaders who can provide voters with calmness and reason whilst acknowledging emotions, which is much more sustainable in the longer term, have a greater chance of running the country successfully. Emotional intelligence The principles of emotional intelligence require leaders and voters to acknowledge their emotions but allow for rationality at the same time. This means that they need to recognise their own emotions and the impact that others’ emotions could have on them, while objectively analyzing information and checking the accuracy of the facts. This would allow leaders to consider the impact and consequences of a highly charged political message, and voters to distill the message and react accordingly. However, a leadership approach anchored in rationality, calmness, and hope may not seem as charismatic as an approach based on hate, fear, and anger. In fact, those leaders who rely on the principles of emotional calmness, hope, optimism, trust, and reasonableness may have somewhat of an uphill battle in getting their message heard when competing against leaders using emotions as a tool. The choice Political leaders have a choice as to whether they use the power of emotions constructively or destructively. Voters also have the choice to be emotionally hijacked, or to evaluate the political messages from both an emotional and objective perspective, to determine whether the information they are provided with is accurate and true. Selfish and corrupt leaders drive personal agendas and use their ability to emotionally manipulate to gain and retain power. On the other hand, ethical and emotionally intelligent political leaders understand and manage their own emotions and respect the emotions, feelings, and needs of others. Their empathy can inform how to best seek solutions for complex and difficult problems to ensure the sustainability and survival of their people. In South Africa, the very difficult circumstances of the past in combination with current socio-economic hardships have led to a society where anger, despair, and despondency often flares up. The intensity of these emotions has, in some cases, led to destruction of property and loss of life. The South African society is intensely emotional and will probably remain so at least till after the next (2019) elections. The question is how these emotions will be used by those in positions of leadership to retain emotional political power, to gain and retain voters, and what the consequences of emotion without rationality are for the future and the reputation of the country. To build a South Africa that is not the second most miserable country on earth, we should all expect our leaders to act with integrity and with emotional intelligence. Our success as a country and as a rainbow nation depends on it. 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 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 Author: Jacob de Coning, Senior Consultant at JvR Safety
What is the first thing that comes to mind when you think of safety in the workplace? If you work in an industrial environment you probably thought of signs, rules and paperwork…lots of paperwork. In the service sector, you may have thought of the dangers of incorrect posture, staring at a screen for too many hours or sitting at your desk. Sitting is the new smoking you know. Regardless of the industry, this is not a topic that typically gets people excited. Considering the recent listeriosis outbreak in South Africa, workplace safety is a topic that can become very important, very quickly. Admittedly, many companies do take safety seriously and this focus has indeed paid off. From mining to manufacturing, fatalities have mostly been dropping since 1994(1). However, many companies lament the fact that they are seeing a diminishing return from their safety efforts. This leaves us with a fundamental question. If companies are investing so heavily in this area, why are incidents still happening? This is a surely a question worth answering and most of us can agree that companies should be able to pursue their goal without harming people. Yet the curious case remains that people are often disengaged and, quite frankly, annoyed with the topic… Somewhere, through all the efforts to improve safety, we have forgotten about the very thing we are trying to protect…the person. We attempt to engineer and regulate every possible interaction a person may have with risks in their environment. While important, this approach has had an unintended consequence in that people have become so used to risks they are lulled into a false sense of security. Reducing the need to think Through our over-emphasis on engineering and regulatory approaches to safety, we have reduced the need for a person to think about what they are doing. More frightening still, some companies seem to prefer it this way. We have heard from employees across different industries, that they are not involved in planning their work or making work-related decisions. As some employees may put it, “We get paid to work, not to think”. However, once an incident happens you are almost guaranteed to hear the ubiquitous “Why didn’t you think?!!” response. Possibly… because that is exactly what we are training people to do. It makes sense to control and remove risks where possible - hence the critical role of safety engineering. It also makes sense to learn from best practice and entrench these as guidelines that different companies can follow. On top of this, it REALLY makes sense not to disregard a tool, that has been refined over several million years to efficiently handle input, adjust to its surroundings and which conveniently has a self-preservation drive built right in. Hint: It’s the brain… It is quite ironic that at the time when we are placing ever more sensors and learning algorithms into machines to better enable them to deal with their environments, we are suppressing those same qualities in human beings. Granted, humans are not always the easiest things to work with, but the same goes for microwaves and we have learnt to work effectively with them. Here are a few simple ways to promote safe behaviour among your team: 1. Allow people to think and make decisions. We have found that employees understand that they cannot be involved in every minute part of the business, however, they do want to have an input into the work they are doing. This notion is backed up by research supporting the idea that employees are more engaged when they have a sense of autonomy and agency, which contributes to a sense of ownership(2)(3). 2. Involve individuals in planning their tasks. Individuals like to know that what they are doing contributes to a larger whole. Involving a team in planning their work greatly improves the odds of them being committed to the goal(4). On a practical note, proper planning can assist workers to complete their tasks in a more efficient manner 3. Use questions more than “telling”. Most safety conversations involve telling adults how to do their work, or what not to do. Moving from a “telling” mindset to using questions not only involves the person more, but ties into the structure of their brain to keep their attention. Through using questions employees are immediately more engaged and it improves the chances of them thinking through their tasks, rather than just listening passively. People want to do great work, to perform well on difficult challenges(5). Perhaps it is time to involve them in one of the most difficult challenges faced by the industrial world. Reaching our goals, continuing the march of progress. Without losing people along the way. References: 1. Mckay, D. SA mining laments rise in number of employee fatalities in 2017. Miningmx.com. [Online] 2017. 2. Freaks, D. Motivating Employees Has Everything To Do With Giving Them Feelings Of Ownership. Forbes.com. [Online] 2014. 3. Schawbel, D. How Companies Can Benefit From Inclusion. Forbes.com. [Online] 2012. 4. Newport, C. Professor. How to love your Job. s.l. : Tiny Leaps, 1 March 2018. 5. Whitehurst, J. Decisions Are More Effective when More People Are Involved from the Start. Harvard Business Review. [Online] 2016. 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 A recent report released by the research department of JvR Africa Group, consisting of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy and JvR Safety, highlights the critical role that the youth can play in driving economic change and development.
It is clear that one of Africa’s prevalent challenges is also a source of immense opportunity – its people. Africa is home to the youngest population on the globe, where 200 million people are between the ages of 15 to 24 years. The United Nations Population Fund (UNFPA) reports that about 77.6% of South Africa’s population are below the age of 35 years. As UNFPA’s Executive Director, Dr. Babatunde Osotimehin, stated: “Never before have there been so many young people. Never again is there likely to be such potential for economic and social progress.” Unemployment This abundant youth population can be the key that unlocks Africa’s economic potential, yet at present 60% of Africa’s youth population are unemployed. Further, if we consider those individuals who are employed, but who are receiving low pay, no benefits and few advancement prospects, this statistic becomes even more alarming. In the world’s least developed countries, every year around 15 million young people enter the labour market, whereby the large majority of them are faced with the reality of unemployment, underemployment, or vulnerable employment. This is substantiated by UNFPA, claiming that economic power tends to be the lowest amongst the youth population. A primary reason could result from a lack of education. In 2011, 64 million adolescents around the world did not attend secondary school, of which 21-million of these individuals lived in Sub-Saharan Africa. If this delicate matter is not adequately addressed, by 2050 Africa’s population is estimated to double in size to approximately 2.4 billion people, and the world's largest working-age population will remain economically stagnant. The solution A re-inventing and shift in youth development focus is therefore essential if Africa is to move to a socially and economically prosperous state. But how can Africa move forward and adequately address this current reality? The answer is a simple one, but it requires tremendous effort from government, leaders, philanthropists, and initiatives across the continent. There needs to be a deliberate and conscientious attempt to create and harness entrepreneurism. By promoting entrepreneurial initiatives, this will in turn generate millions of new jobs for the expanding workforce. With ‘strength in numbers’ a positive impact can be achieved, bringing with it transformative and sustained growth throughout Africa for Africans. With the correct policies and investments in place, along with sustained engagement and enthusiasm, the largest generation of young people in human history can become the problem-solving producers, creators, change agents, and leaders of the coming decades. Identifying entrepreneurs The JvR Africa Group has long recognised the impact that entrepreneurs have on society and the economy. Without the creation of small businesses in Africa, an even larger proportion of people would be unemployed. Yet, for a business to be sustainable, Africa needs to look beyond the external barriers and focus on the people aspects behind the business. Identifying individuals with entrepreneurial potential is critical, since it has been widely confirmed that there are measurable individual differences in entrepreneurial talent, such that some individuals are more successful in entrepreneurial ventures than are others. The Measure of Entrepreneurial Tendencies and Abilities (META) is one such tool able to assess an individual’s entrepreneurial potential. It taps into the likelihood of an individual becoming an entrepreneur who innovates and creates jobs. According to the META, the essence of a successful business relies on four foundational characteristics possessed by entrepreneurs, including a combination of creativity, opportunism, proactivity, and vision. On a knife’s edge In order to achieve measurable progress in Africa, entrepreneurialism is imperative. Since economic development in Africa is on a knife edge, the next few years mark a quintessential period for Africa to take advantage of and invest in the human capital so abundantly available. African entrepreneurs are needed to construct globally competitive value adding businesses that create employment, spread wealth, and address intractable social challenges. By cultivating entrepreneurial opportunities for young Africans, both society and the economy can thrive. 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 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 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 Author: Dr. Karina de Bruin, Managing Director of JvR Academy, a JvR Africa Group company When going to work, one does not necessarily consider the emotional aspect of it, which in reality plays a significant role in your productivity and success. We are after all emotionally driven creatures, whether we want to be or not. This is where the term Emotional Intelligence comes in. It’s the ability to recognise specific emotions in oneself and others, acknowledge their effect on one’s goals and relationships, and either minimise negative effects or actively elicit emotions more appropriate to the situation. With Emotional Intelligence as a tool in hand, you can find much more effective ways of dealing with challenges at work and get your work done as efficiently as possible. There is a lot that companies can do to foster Emotional Intelligence (or EQ as called by its metric) among employees, one of which is to make it part of their corporate culture. When companies make the language of Emotional Intelligence part of the everyday work experience, they create an environment in which employees naturally embrace and start living the concept. This can lead to lasting results and a bigger payoff in increased productivity. Internationally, and locally, Emotional Intelligence has gained popularity in business over the last few decades. Research conducted by the JvR Africa Group has shown that, when comparing professionals in South Africa to their U.S. counterparts, the South Africans generally report higher levels of EQ on most of the sub-components of the EQi2.0, which is internationally widely used to assess Emotional Intelligence. However, these differences are relatively small and not really meaningful. But what is it that increased EQ can do for a company? Benefits Success on employee and business level hinges on effective personal performance and favourable relationships with customers, suppliers, colleagues, subordinates and stakeholders. There are many examples where Emotional Intelligence can have a positive effect, but warns that it must be considered in conjunction with factors like motivation, education and experience. Many companies already use psychological assessments in their recruitment and selection process. To obtain a more comprehensive picture, the assessment of Emotional Intelligence should be included, as it can distinguish between an employee who only just copes and one who excels. Such assessments also ensure that high EQ employees are hired from the start, reducing the cost of development interventions later. Productivity usually suffers when employees face aspects of their work they don’t enjoy or people with whom they disagree. Emotional Intelligence provides the tools they need to become more productive, cope better with work stress, resolve differences and work effectively in teams. A high EQ is therefore vital for executive positions, where good stress management, excellent problem-solving and sound decision-making are expected. By nature, leaders often seek to enhance their performance, and exposure to Emotional Intelligence development opportunities can help them achieve their goals in a sustainable way. Improving EQ Emotional Intelligence relates to a broad spectrum of soft skills so companies should first establish where improvements are required. Professionally administered self-report assessments, completed by employees, will highlight areas of concern and provide a guide for coaching and/or skills development. With this self-information, employers can plot the best course for EQ improvements in their workforce. Emotional Intelligence can then be increased through appropriate employee development that focuses on practical capabilities that deliver immediate results. Programmes can be customised to address the specific competencies required. They are typically offered as workshops stretching over one or more days and delivered as face-to-face sessions with an experienced facilitator. Ultimately, if companies can truly appreciate the fact that their employees are emotional beings, they can find effective ways of managing this aspect so that it can be the x-factor that sets the organisation apart from its competition, instead of hampering its growth and success. 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 |
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