Management of People

1
Management of
People
2
Perception Study
Every judgement made by an individual is
conditioned by his personality type and every
point of view is necessarily relative. Memories,
Dreams, and Reflections Carl G. Jung
3
Perception and Awareness
We see the World not as it is, but as we are.
Stephen Covey
4
Theoretical Influence

• Hersey Blanchard
• Covey
• Kouzes Posner
• Koestenbaum
• Kotter
• African Leadership
• Bar-On
• Cohan and Beck
• Jung
• Value-based leadership
• Steward Leadership
• Participative Evolution

5
The importance of leadership
70 of variance in Organisational Climate can be
explained by differences in Leadership Style
Organisational Structure/Job Design/ Policies
Revenue, Profit, Shareholder Value
Products and Services
MANAGEMENT COMPETENCIES
28
28 of variance in revenue and Profit can be
explained by differences in Organisational
Culture/Climate
Business Strategy
Organisational Culture/ Climate
70
Leadership style
Schutte 2005
6
Leadership Framework
Inclusivity
7
Attitudinal Research
                                     
                                     

• Accurate attitudinal research is vital to
  delivering effective management strategies and
  can provide insights in the following areas
• defining, understanding and targeting specific
  groups with regard to their attitude towards the
  organisation
• Identifying and making underlying assumptions and
  limiting beliefs conscious
• understanding why individual voices are lost
• understanding the failure and/or success of
  organisational infrastructures
• assisting the development and delivery of
  effective joint action planning
• providing the foundation for dialogue with
  residents and providing valuable feedback.

8
BeQ Benchmark of Engagement Quotient
National Cultural
The individual
Assumptions About Me
Assumptions About We
Voice
The Team
The Organisation
Assumptions About They
and Society Context
R Viljoen (2007)
9
BeQ Benchmark of Engagement Quotient
Voice
Virtuous cycle
Vicious cycle
Correlates directly to
- Unleashing Voice Disengage Productivit
y Absenteeism Staff Retention Staff
Turnover Employee Satisfaction Apathy Creativity
and Innovation Low morale Value based
Behaviour Negligent behaviour Aligned
leadership Fragmented leadership service
delivery
10
BeQ Benchmark of Engagement Quotient
Within the context of the culture/climate
Assumptions About Me
Respect, Regard, Resilience, Mastery Personal
Responsibility
The individual
Assumptions About We
Support, Leadership, Flexibility, Valuing
Diversity, Accountability
The Team
Assumptions About They
Head Office support, Strategic
Alignment, Stability of Labour Enablement
Factors Critical success factors
The Organisation
11
BeQ - Benchmark of Engagement Quotient
Level of Voice
Within the context of the culture/climate
Respect, Regard, Resilience, Mastery Personal
Responsibility
The individual
World View Assumptions About Me
The Team
Support, Leadership, Flexibility Valuing
Diversity, Accountability
Climate Assumptions About We
The Organisation
Head Office support, Strategic
Alignment, Stability of Labour Relations Enablemen
t Factors Critical success Factors
Culture Assumptions About They

• The primary objective of the BeQ is to
• explore the relations between perceptions that
  influence organisational commitment and the
  unleashing of individual voices
• understand the underlying assumptions as they
  pertain to the individual, the group, the
  organisation and the greater organisation and to
• determine the level of engagement within the
  organisation

12
The dual engagement process model
Personal responsibility
Assumptions about Self
Engagement
Assumptions about Work

Affect
Assumptions about Organisation
Work situation
_
Dis- engagement
Stress reactions
Coping
Competencies of Employee
13
BeQ - Benchmark of Engagement Quotient
Level of Voice
Within the context of the culture/climate
Respect, Regard, Resilience, Mastery Personal
Responsibility
The individual
World View Assumptions About Me
The Team
Support, Leadership, Flexibility Valuing
Diversity, Accountability
Climate Assumptions About We
The Organisation
Head Office support, Strategic
Alignment, Stability of Labour Enablement
factors Critical success factors
Culture Assumptions About They
Engagement gt 75
Involved 60-74
Apathetic 45-59
Internationally Benchmarked
Disconnected 30-44
14
BeQ - Benchmark of Engagement Quotient
Sub-scales
Respect, Regard, Resilience, Mastery Personal
Responsibility
Allowance of voice, acknowledging voice,
dignity, connectedness, humaneness
Authenticity, self-awareness, self-insight, value
contribution, actualisation Reality-testing,
wellness, willingness to change, adaptability,
capacity to change Competency, optimism,
confidence, sharing wisdom, value-add Personal
authority, admitting of mistakes, vulnerability,
owning up, responsibility
Support, Leadership, Flexibility Valuing
Diversity, Accountability
Feedback, reward, acknowledgement, involvement,
participative Teaching, mentoring, coaching,
involving, sharing Team adaptability, emergent,
planful-ness, implementation ability,
complexity Valuing differences, gender, race,
nationalities, level, world view Manage
performance, output driven, contacting, planning,
consequence management
Head Office support, Strategic
Alignment, Stability of Labour Enablement
factors Critical success factors
Availability, contribution, integration,
relating, enablement Group, organisation, team,
individual BSC, performance management, reward,
IDP Level of skill, unionism, leadership
capability, HR practices, wellness, SST HR,
finance, communication, legal, training,
capabilities Inclusion, Optimal performance,
quality of teamwork, climate, culture
Through qualitative and quantitative research
methodology the scores on each of the sub-scales
are analysed, interpreted and synthesized in a
story that describe the dynamics in the
organisation under study.
15
Each scale has 4 or 5 subscales that is presented
graphically in the report.
16
Leadership In A High Performance Culture

• INTRAPERSONAL
• Enabling the leader personal growth
• Allowing different voices
• Building trust
• Honesty and integrity
• Decisiveness and hardiness
• Emotional intelligence
• Wellness

• INTERPERSONAL
• Empowering followers
• Building inclusivity
• Taking up authority
• Facilitating learning
• Enhanced EQ
• Inspiring people
• Reviewing performance

• EXTERNAL ENVIRONMENT
• Awareness of the external environment
• New Economy understanding
• Articulating vision and enlisting followers
• Conceptualising strategy
• Systemic Thought

• ORGANISATIONAL
• Awareness of internal environment
• Aligning enabling structures and processes
• Facilitating interdepartmental co-ordination
  across organisational boundaries
• Developing and implementing performance plans
• Valuing Diversity
• Rewarding Performance

17
BeQ Questionnaire

• Advantages/Disadvantages
• Evaluates individual, team and organisational
  levels of engagement
• Identify what cultural factors takes away
  individual leaders voices, opinions or
  contribution
• World-views (diversity aspect), Climate, Culture
  and important interpersonal interactional skill
  sets are determined
• Focus on ethical behaviours
• Engagement correlates directly with Talent
  Retention
• Focus on value of Emotional Intelligence,
  awareness of personality type, complexity
  handling ability and world view
• Two options
• Version 1 LBeQ - Leadership Benchmark of
  Engagement Quotient
• Version 2 BeQ - Benchmark of Engagement
  Quotient for organisations
• Does not measure customer service
• Web-based version under construction

18
Beehive
High Performance Leadership
Stakeholder Commitment
Pay Incentives
Strategy
Talent Creation
Business Disciplines
Structures
Prof C Nel
19
Beehive Questionnaire

• Advantages/Disadvantages
• Measures old versus new world of work behaviour
• Organisational Development Snapshot
• Can measure individuals, teams, departments and
  organisation as a whole
• Option for on-line assessment
• Introduce Levels of Work language
• Does not inform directly on level of engagement
  of members and impact on service
  delivery/satisfaction
• Each construct only measured once

20
Sample Results
Old Economy New Economy
Strategy
Structures
Talent Creation
Business Disciplines
Stakeholder Value
Recognition Reward
Change Leadership
Total
100
50
0
50
100
21
CES (Customer Excellence Survey) Model
Climate
Attitude Towards Job
Attitude Towards Organisation
Relationship Credibility
Set of Perceived Values
Common Beliefs
Trust Caring Support Respect Ownership
Workforce Satisfaction
Capacity To Perform/ Energy in system
Service Quality
Service Environment
Service Intent
Is fundamentally shaped by
Prof Petri Schutte
22
Employee Loyalty
Employee Loyalty

• Employee Loyalty embraces the trueness of the
  work relationship and the inherent caring
  character that bonds individuals as a team, and
  moulds / shapes the workforce mindset /
  motivational intent.
• Fundamental to Employee Loyalty are the key
  success factors Trust, Support, Ownership and
  Respect.
• By determining what factors are problematic
  amongst the team members a baseline is created
  upon which remedial intervention can be built

Trust Caring Support Respect Ownership
23
Service Conducive Climate

• Climate (Worklife Experiences) is the immediate
  and instant sensation that employees get about
  what is important in the organisation
• Manifest as two integrated dimensions i.e.
  workforce satisfaction as well as the perceived
  supportive relationships to establish Service
  Quality
• Attitude toward the job is largely shaped by the
  employees perceived work joy, as well as
  management/supervisory treatment.
• Attitude toward the company is largely shaped by
  the employees perceived understanding of the
  future as well as the employees ability to
  connect his/her work with the companys strategic
  objectives.
• Service Quality is achieved when the employee
  develops a total integrated experience of the
  companys commitment and intent to achieve high
  levels of quality service

24
Service Culture

• Intangibles that tend to bring people to
  share/not share a common vision of the
  organisation, and its goals.
• Indicative of workforce behaviours, the reason
  behind behaviour, the unquestioned rules,
  unstated or unconscious beliefs, assumptions
  taken for granted, the way we do things around
  here.
• This set of perceived values is indicative of
  what work force behaviours are designed to
  accomplish, and these values indicate the desired
  consequences that work force behaviour seeks to
  elicit.
• Common beliefs, according to experts globally,
  are those unquestioned rules, almost unstated
  or unconscious beliefs that form the heart of
  an organisational culture.

Set of Perceived Values
Common Beliefs
25
CES Questionnaire

• Advantages/Disadvantages
• CES informs well in a client-centric business
  model where the focus lies on service excellence
• Underlying assumptions, values and beliefs alive
  and well in the organisation are determined
• Impact of culture and climate on service delivery
  is quantified
• Option for on-line assessment exists which
  minimises professional administration day fees
• A safety version of the CES, SAFEHUMAN measures
  safety climates
• Does not inform directly on strategic
  initiatives, level of engagement of members,
  level of emotional maturity of members, diversity
  related aspects or talent and leadership
  qualities

26
BOEI Benchmark for Organisational Emotional
Intelligence
27
BOEI - Measures
28
BOEI Scale Descriptions
29
BOEI Scale Descriptions
30
BOEI Scale Descriptions
31
BOEI Questionnaire

• Advantages/Disadvantages
• Emotional Intelligence development can be
  addressed at all levels of the organisation to
  improve organisational behaviour over time
• Aspects like Diversity management is included in
  the study
• Can measure individuals, teams, departments and
  organisation as a whole
• Option for on-line assessment exists which
  minimizes professional administration day fees
• Does not inform directly on strategic
  initiatives, levels of engagement of members,
  impact of climate on service delivery/satisfaction
  , underlying perceptions and beliefs within the
  organisation
• No South African norms yet

32
TLCS Leadership Culture Survey


33
Leadership Culture Survey (TLCS)
The Leadership Culture Survey delivers a
powerful litmus test of an organisations
leadership culture. Used for an entire
organisation or just a team, the TLCS reveals
valuable data. It tells you how your people
view their current leadership culture, and
compares that reality to the optimal culture they
desire. The gap between data on the
current culture and the desired culture reveals
key opportunities for leadership development.
34
Leadership Circle Profile (TLCP)
The Leadership Circle Profile is a true
breakthrough among 360 degree profiles. It is
the first to connect a well-researched battery of
competencies with the underlying and motivating
habits of thought. It reveals the relationship
between patterns of action and internal
assumptions that drive behaviour. It allows for
transformation to occur on a deep, significant
and life-changing level. The data in TLCP
reveals itself in seconds. At a glance leaders
are put in touch with what is working, what is
not, and why!
35
Leadership Fitness Program
The Leadership Fitness Program is a 6 month
coaching program for leaders at any level in an
organisation. Our experience has taught us that
personalised guidance / coaching is the ideal
vehicle to convert leadership theory into
practice. Our approach is very practical and
focuses primarily on assisting managers and
supervisors better able to handle practical
leadership situations encountered on a daily
basis.
36
TLCP Sub scales
The Relating Dimension measures the extent to
which leaders in your organisation relate to
others in a way that brings out the best in
people, groups and organizations. It measures how
well the leadership culture of the organization
builds quality relationships, fosters teamwork,
collaborates, develops people, involves people in
decision making and planning, and demonstrates a
high level of interpersonal skill. The
Self-Awareness Dimension measures leaderships
orientation to ongoing professional and personal
development, as well as the degree to which inner
self-awareness is expressed through high
integrity leadership. It is a measure of
emotional and interpersonal maturity. It also
measures the extent to which the culture
encourages the kind of personal/professional
development that results in personal mastery.
37
TLCP Sub Scales
The Authenticity Dimension measures your leaders
capability to relate to others in an authentic,
courageous, and high integrity manner. It
measures the extent to which their leadership is
authenticnot masked by organizational politics,
looking good, winning approval, etc. It also
measures their ability to take tough stands,
bring up the "un-discussables" (risky issues the
group avoids discussing), to openly deal with
relationship problems, and share personal
feelings/vulnerabilities about a situation.
Courage in the workplace involves authentically
and directly dealing with risky issues in
one-to-one and group situations. The Systems
Awareness Dimension measures the degree to which
your awareness is focused on whole system
improvement and on community welfare (the
symbiotic relationship between the long-term
welfare of the community and the interests of the
organization). The Achieving Dimension measures
the extent to which leaders offer visionary,
authentic, and high achievement leadership. It
measures the extent to which leaders encourage a
focus on achieving end results that are at once
purposeful and strategic. It measures the
creative use of power and effective
decision-making
38
Leadership Subscales
THE REACTIVE LEADERSHIP STYLES are ways of
leading that have significant strengths
associated with them, but also reflect inner
beliefs and behavior that limit effectiveness,
authentic expression, and empowering
leadership. The Controlling Dimension measures
the extent to which leaders establish a sense of
personal worth through task accomplishment and
personal achievement. It measures the extent to
which leaders push themselves and others hard and
use overly driven and aggressive tactics to get
others to do what they want. The Protecting
Dimension measures the extent to which leaders
act to protect themselves and establish a sense
of worth/security by emotionally withdrawing and
remaining distant, hidden, aloof, cynical,
superior, and/or rational. This stance is often
intellectually bright, but overly critical and
cold. The Complying Dimension measures the
extent to which leaders act in ways that are
overly conservative, cautious, and/or polite. It
measures the extent to which leaders get a sense
of self-worth and security by complying with the
expectations of others rather than acting on what
they intend and want
39
The Leadership Circle Profile
40
THCP Questionnaire

• Advantages/Disadvantages
• Organisational Snapshot that is linked to 360
  degree feedback on individual
• 6 month journey to enhance 360 degree feedback
• Language on individual and group level similar
• Extensive file to assist management in change
  effort
• Does not inform directly on strategic
  initiatives, levels of engagement of members,
  impact of climate on service delivery/satisfaction
  , underlying perceptions and beliefs within the
  organisation.
• Climate study only an average of individual 360
  degree scores.

41
Module Outcomes

• The overarching objective to determine your
  own leadership philosophy
• Distinguish between style-based organic
  leadership approaches
• Develop an organisational leadership brand
• Install an individual leadership pathway
• Whilst designing an integrated model of
  leadership, critically evaluate the current
  Telkom leadership against this model and make
  appropriate recommendations to management.
• Design an appropriate leadership model for the
  telecommunications sector in South Africa in
  general and for Telkom in particular.

42
Values

• Ladder of Inference
• Storytelling
• Core Values Assessment

43
Going up your ladder
44
Going up your ladder
Our perception of an event or experience
powerfully affects our emotional, behavioural
and physiological responses to it. For example,
if we are waiting to be served in a grocery store
and think, This will take a while, I may just as
well relax, we are likely to stay calm ...
However, if we think, This place is poorly
managed. It is not fair to have to wait so
long, we may feel angry. Dennis Greenberger
and Christine Padesky, Mind over Mood
45
Perceptions and judgement
Every judgement made by an individual is
conditioned by his personality type and every
point of view is necessarily relative.
Memories, Dreams, and Reflections - Carl G. Jung
-
46
Perception and Awareness
We see the World not as it is, but as we
are. - Stephen Covey -
INTR 4.6
47
Perception and Awareness
What is unconscious usually emerges in
projection. The opposite that troubles us will
continue to be projected until we understand it
better. C A Meier, Personality
48
Unconscious Behaviour
49
Storytelling

• Stories are the carriers of behavioural norms
  and teach
• us how to behave
• - Viljoen (2006)

50
The Story of Abigayle and Apollo
The Scene
INTR 4.6
51
The Story of Abigayle and Apollo
The Characters Abigayle
INTR 4.6
52
The Story of Abigayle and Apollo
The Characters Apollo
INTR 4.6
53
The Story of Abigayle and Apollo
The Characters Sinbad the Sailor
INTR 4.6
54
The Story of Abigayle and Apollo
The Characters The Oracle
INTR 4.6
55
The Story of Abigayle and Apollo
INTR 4.6
56
The Story of Abigayle and Apollo
The Characters Pierre
INTR 4.6
57
The Story of Abigayle and Apollo
INTR 4.6
58
The Story of Abigayle and Apollo
Rank the characters from good to
bad 1 2 3 4 5
Abigayle
Sinbad
Apollo
The Oracle
Pierre
INTR 4.6
59
Your personal values influence your leadership
style
Rank your own values 1 2 3 4 5
INTR 4.6
60
Morality

• Right or Wrong Group Sculpt
• World Café Case Study Discussions
• Experiential Learning Activity Radiation
  Shelter

61
Group Sculpt Dialogue on

• Reflect on the statements presented to you and
  in your workbooks indicate whether you feel

It is TRUE
It is FALSE
INDIFFERENT
62
Power

• Power Recognition
• Individuals Groups with Power
• Power dynamics
• Enron Case Study

63
Power Recognition Matrix


Delivers value to the value chain
Delivers some Value and is recognised
Delivers significant value is recognised
Delivers some Value but is not recognised
Delivers significant Value but is not recognised
D. Gampel- June 2005
Recognised as powerful/valuable

• Plot the individual Bank that you work for on the
  Power Recognition Matrix and then plot where you
  think your major competitors feature

64
Identify Power

• Identify individuals and groups that you think
  have Power in organisations/society
• Identify what you think not having Power means or
  is
• In the plenary dialogue around these two
  questions

65
Power Dynamics Leadership

• How is power used in organisations
• What is the relationship between leadership
  power
• How powerful can an Individual be
• (Power Vortex)
• World Café these 3 Questions

66
Enron Case Study

• Enron Case Study
• Questions
• How can Power go wrong
• What are the ethical implications of having and
  using Power

67
Renaissance Organisation

• Sustains and initiates transformation
• Facilitates transformation leadership
  development
• Empowers Others
• Draws on the success of the past
• Redefines the values of today to empower more
  players for today tomorrow

68
A Renaissance Organisation

• Creating a Renaissance Organisation
• Assignment
• Using the framework provided in your Workbook to
  conduct an analysis on the state in which your
  organisation is a Renaissance organisation and/
  what it needs to do to become one.

69

• Statement 1
• To be a moral leader one needs a following. But
  if the path one is recommending is one that is
  difficult to follow (ethical), one will never
  have a following.

Group Sculpt Dialogue on
70
Group Sculpt Dialogue on

• Statement 2
• Ethical leaders achieve better results.

71
Group Sculpt Dialogue on

• Statement 3
• Not revealing the truth is always unethical.

72
World Café

• Within your assigned groups discuss each case
  and record your findings.

73
Radiation Shelter

• How did I feel when I disagreed with someone?
• How did I feel when someone disagreed with me?
• How did I behave when I wanted to convince
  someone to change his/her idea?
• How did I behave when someone was trying to
  convince me to change my idea?

74
Leadership Models

• Hersey Blanchard
• Covey
• Kouzes Posner
• Koestenbaum
• Kotter
• African Leadership
• Value-based leadership
• Steward Leadership
• Participative Evolution

75
The Evolution Of Leadership Theoretical Pathway
Transactional
Power and influence
Behaviorist
Transformational
Adapted from Huss 2007
76
The Blake And Mouton Managerial Grid
9
Democratic 1,9
Team 9,9
Organisation 5,5
People
Impoverished 1,1
Autocratic 9,1
1
9
Production
77
Situational Leadership
High Relationship and Low Task
S2
S3
S4
S1
Hersey and Blanchard
Able But Unwilling Or Insecure
Able Willing Or Confident
Unable But Willing Or Confident
Unable Unwilling Or Insecure
Low
High
R2
R1
R4
R3
78
Situational Leadership
High Relationship and Low Task
S2
S3
S4
S1
Hersey and Blanchard
Able But Unwilling Or Insecure
Able Willing Or Confident
Unable But Willing Or Confident
Unable Unwilling Or Insecure
Low
High
R2
R1
R4
R3
79
The Leadership Domain
- Kets de Vries -

• LEADER
• Character type
• Values/attitudes/beliefs
• Position
• Experience

• SITUATION
• Nature of the task
• Life stage of organization
• Organizational variables
• Corporate culture
• Nature of the industry
• Socioeconomic/political environment

LEADERSHIP STYLE

• FOLLOWERS
• Character type
• Values/attitudes/beliefs
• Group cohesiveness

80
Dimensions of leadership style
Personal leadership style the
roles

• Inner theater
• motivational needs
• traits
• temperament

• Competencies
• personal
• cognitive
• social

81
Ethical Leadership

• There is no softer pillow than a clear
  conscience - Ken Blanchard -
• Definition
• Foundational Principles
• You must ethically to lead ethically
• You must be trustworthy to build trust
• You must define a path for others to follow
• You must believe ethics is profitable

82
Check out

• Use the space to check out.
• Reflect on your progress and key learning during
  the day.

83
How stories work . . .

Stories do not need to convey literal, factual
content, since stories contain ancient human
wisdom about how to face adversity through the
language of storytelling, which is the metaphor
The Philosophy of leadership
84
ARS TOTUM REQUIRIT HOMINEM - Old
Alchemical Saying
THE ART REQUIRES THE WHOLE PERSON
85
To stay young requires the unceasing ability to
unlearn old falsehoods.
86
Story Structure

• Once upon a time . . .
• Every day . . .
• But one day . . .
• Because of that . . .
• Repeat . . .
• Repeat . . .
• Ect . . .
• Until finally . . .
• Ever since then the Absa LD Department was
  recognized as a credible strategic business
  partner, both internally and externally

87
Storytelling
ADVANCE
EXPAND
88
Storytelling
Data
89

Performance (Potential realisation) Potential
X leadership X Motivating Climate
The Philosophy of leadership
90
The value ofshared vision

Shared Vision/ Future position
Real Strategic Gap
Tension Gap
Perceived Strategic Gap
Current Reality
Perceived Future Position
To close the gap between the shared vision and
the perceived future position, alignment of the
future picture must be established . . .
The Philosophy of leadership
91
The philosophy of leadership
Shared Vision
Significance
Involvement
Scenario Planning Purpose Mission Vision Goal Stra
tegic Architecture
Whats in it for you Alignment of
values Alignment of purpose Accomplishment
Whats in it for you Alignment of
values Alignment of purpose Accomplishment
Leadership
The Philosophy of leadership