Page 11 - KZN Business Sense - 4.2

GIVING DIRECTION AND SETTING THE PACE IN

GROWING ENTERPRISES

David Charles Henzi – pay, access to skills We advocate that people in opportunities for the leadership
White - Director, DRG development, promotional organisations are empowered development programme to
- CEO, DRG Outsourcing opportunities, etc. to understand ‘the business of network with each other (to
Outsourcing
ú Workplace conditions – their business’ so as to discover, share what works and doesn’t),
comfort, safety, equipment, identify with and embrace be exposed to thought leaders
etc. their roles’ particular ‘Zone in the leadership space.
ú Leadership style – of Influence’. This provides
inconsistency, indifference, an effective foundation for By the way, the process starts
uninspiring leaders to coach and mentor with the buy-in of the CEO
ú Perceptions of purposeless their people and for them to and senior team to successfully
work hold themselves accountable for embed a culture of authentic
required outcomes. enterprise leadership within
As a starting point we suggest the enterprise.
conducting a perception study We strongly advocate leaders
amongst team members to engaging with a professional The process is also designed
A GUIDE FOR LEADERS of purposeful work shortly. discover the extent and intensity coach/ mentor in mastering to fast-track emerging leaders
The title of this article includes of such demotivators, making an effective leadership practice who have successfully acquired
s owners and directors ‘Growing Enterprises’. We and style to the point where appropriate technical expertise
of DRG Outsourcing, findings known and crafting leadership behaviour becomes but needing the mobilising
Awe have entered into hold that no enterprise pursues remedial action, which includes authentic and where team of human capital element in
a strategy of no growth,
a collaboration with the Top sometimes referred to as a review of leadership style! members become self-directed rounding them off.
Leaders Portfolio in launching ‘consolidation’, which in itself In parallel with the perception (engaged in purposeful work) in
a leadership development implies gearing for further study we propose that leaders achieving required outcomes. If the foregoing has piqued
initiative by way of a short book growth. In our book we make enter into a self-discovery your interest, we invite you
authored by us. reference to the ‘S-Curve’, a exercise, which would reveal Our book makes reference to request the e-version of

The book, Authentic simple model illustrating the your behavioural tendencies and, to a workbook which outlines our book at no cost and look
the ‘How’ of implementation.
Leadership … Inspiring evolution of a business and especially your ‘default’ position This ‘Workbook’, for those forward to welcoming you as a
Purpose, breaks no new well known to all. Suffice it to when under stress (discovery of who are keen to enter into the participant in our Leadership
ground in the field of leading say that we would explain the disempowering behaviour or, development process, is actually Development Programme. n
businesses (so much material: decline of business growth bad leadership habits). a link to a website giving access
curve at the ‘top of the S’ as the
courses, books, dissertations Experience gained from to further reading, videos, If you would like to receive the e-book,
and articles, is already available result of increasing complexity, a diversity of interventions templates, and introductions to please contact Iviwe Mtebele:
for instance, new market
to anyone wishing to make a entrants, obsolescence, and, conducted within a diverse expert resources within DRG iviwe@drg.co.za
study of the subject) but rather, number of team members which client base has taught us that Outsourcing.
proposes a common-sense and extends leaders’ span of control. the performance management
systematic approach; one of Enterprises become at risk of system typically does not The Top Leaders Portfolio
‘back to basics’. losing their way and vitality; work; it soon devolves into is establishing a leadership
The book is aimed at anyone people lose purpose. yet another corporate ritual. network which will provide
in an organisation whose Back to Purpose: The book
role involves the achievement provides a quick review on
of results through others. It how the world of work has
serves to stimulate interest and evolved with people in their
then invite readers to join the endeavour to survive, once self-
development process. sufficient, have had their sense
of purpose diluted. We hold that
For leaders and aspirant it is a fundamental leadership
leaders, it remains vitally responsibility to instil a sense
important to expose yourselves of purpose in those who they
to material on the subject of depend upon to deliver results.
leadership in building your
personal ‘database’ of principles The purpose theme incorporates
and creative best-practice; two elements:
this to draw upon in dealing ■ The organisation’s purpose,
with situations requiring the ‘Why’ of the business (as
particular leadership skills. per Simon Sinek) which
However, authentic leadership informs its vision and mission
skill cannot be acquired purely
through reading or attending ■ The purpose of team
courses, much like one cannot members’ roles in delivering
to the vision and mission
acquire the skill to operate a which informs ‘the purpose
motor vehicle or aeroplane
successfully from a handbook of my work’ – my Zone of
Influence.
alone; it needs expert guidance
and practice. ■ The book emphasises that,
before embarking upon an
Employee engagement has effective leadership initiative,
become a fashionable topic in a robust foundation needs
the field of leadership but, in laying, namely, ‘getting the
achieving engagement, where base right’ and which includes:
people will behave as ‘business ú Resolving ‘demotivators’
owners’ or, entrepreneurially; as referred to by Herzberg,
common sense tells us that an namely, any aspect of the
enabling environment needs to workplace experience
be established and we propose which serves to distract
that it is purposeful work which people (background noise)
encourages such engagement. from pursuing the goals set
for them, for example:
We will return to the theme ú Perceptions of unfairness David White and Charles Henzi on their way to a meeting at Institute of Directors in London.

11