Page 16 - KZN Business Sense-Vol6 No5

BUILDING BETTER BUSINESSES

BUSINESS LEADERSHIP

David White, needs to move to the second S-Curve 3 is quite different. Here includes providing staff members To meet these organisational
Chairman, S-Curve platform where defined staff and teams migrate from the with a clear understanding of requirements, a Leader must
BusinessFit workflows, detailed role clarity, organisation’s structured routine the organisations intention, create an engaged work
and clear outcome expectations of activity-based job descriptions its purpose and contribution environment, where people
W e and communicated to all staff outcomes, to being individual and ethical value norms, and contribution to the organisation’s
are explained, understood,
to stakeholders, its cultural
feel they belong, and that their
and department defined
members. The organisation’s
success is essential. An important
and team resources contributing
defining each person’s area of
know that evolution from S-Curve 1 within their “zones of influence”. commitment and how their element in the evolution of
Staff focus on the outcome of the
to S-Curve 2 is critical as it
an organisation and in the
individual and team attributes
Leadership is provides essential structure to organisation’s intention to provide contribute towards the combined contribution orientation of its
a science… the organisation, inclusive of its quality services to a specific activity and desired output of the team members is the personal
meaning that staffing activity and outcome target market, and to support organisation. Each staff member growth of the senior leaders and,
everyone intention. Thus, this evolution the organisation’s vision and must understand the impact in particular, that of the CEO;
who helps to ensure ongoing quality mission in meeting stakeholders’ of the organisation meeting namely, emotional intelligence,
understands delivery service standards are not expectations. All staff in S-Curve stakeholder measurements and or interpersonal acumen. This
its intention compromised. 3 believe in the vision and mission must clearly understand and growth includes developing an
and steps to of the organisation and instill support the organisation’s key insight into personal style and
greatness At S-Curve 2 the Leader relooks within themselves the values and success and delivery areas, and its impact upon the attitude
can be at each of the functional areas ethics as initially articulated by support initiatives to ensure and behaviour of others – what
a successful Leader. We are of the organisation, defines the Leader in S-Curve 1. the organisation’s success and works and doesn’t work in the
also able to learn the traits individual and team output sustainability. enablement of team members to
of exceptional Leaders, requirements, ensures effective Attraction and retention of optimise their contribution to
implement their strategies in our communication processes, and suitable staffing is essential for the At S-Curve 3, everyone in the enterprise goals.
organisations, and understand focuses on mechanisms to meet sustainability of the organisation organisation is encouraged to
the impact our leadership style administration, compliance, and at each of the S-Curve maturity “contribute” and are empowered The Leader’s team of co-
is having on the effectiveness of reporting responsibilities. The levels. This, too, is a science a to make decisions to meet directors ensure operational
driving the organisation’s vision whole team in this stage begins to Leader who has experience and quality assurance standards and and financial standards are
and sustainability. understand customers’ needs and understanding in aligning staff stakeholder commitments in their maintained – and are responsible
expectations, the organisation’s purpose and commitment with area of expertise. Everyone in the to ensure that organisational
Leadership begins, as virtually key success factors, and its the organisation’s vision and organisation aligns their decision sustainability milestones and
every book on the subject will financial measurements. This confidence in meeting intended making with organisational objectives are met. The bond
tell you, with a Leader having understanding helps to ensure outcomes, can easily implement. culture and norms, and so the between the Leader (CEO) and
a deep passion for an improved organisational measurements and S-Curve maturity is only possible directing Leader’s approach chief financial officer (CFO( at
organisational outcome, having stakeholder commitments are where staffing and teams are changes dramatically from that S-Curve 3 become inseparable.
a strong sense of commitment met or exceeded. as committed to the values and was needed in the S-Curves 1&2 The CFO’s role is not only to
to stakeholder expectation, or service levels of the organisation maturity. People and teams now ensure financial information
a belief in a process to improve In S-Curve 2 the Leader’s role as much as the Leader himself think and act like the Leader is collated and administrated
customer experience. and responsibilities continue to or herself is. S-Curve 3 culture himself or herself and make effectively, but also to prepare
direct values and organisational consists of self-driven individuals decisions based on the best financial information in such a
As organisations grow… so the outcomes, but routine activities way that it is of value to the CEO
leadership role evolves. It moves now include mentoring staff and teams, who are committed interests of the organisation, and and other members of the board
from a directing and hands on and teams to help them gain to ongoing quality output its commitment to sustainability to support effective decision
approach in the initial set-up or an understanding of the improvement of the organisations and stakeholder measurements. making (and comply with good
survival stage of the business, to business and “how it works”. internal and external customers. The directors in organisations governance norms).
a finely structured activity-based This activity includes building Having attracted like-minded at S-Curve 3 work together
model where individual people committed teams, creating people into the organisation, closely. The business is now Business leadership principles
focus on meeting defined tasks, an organisational culture people who strongly identify bigger (and more complex) than are not unique to business alone.
and then to individuals and of ongoing improvement to with what the company does, are it was at S-Curves 1&2 and Sports teams, and in fact all team
teams working together focused operational processes, developing able to add value through their requires more sophistication in of people with effective Leaders,
on meeting organisational positive customer relationships, experience and expertise, and systems to maintain consistent will produce better and more
outcomes and ensuring the implementing systems to help who support the contribution levels of operation. The Leader’s sustainable results. To reiterate,
organisation’s success and coordinate essential quality the organisation makes to the fundamental responsibility leadership is a science all can
sustainability. assurance activities, and defining market and economy. It is the is to ensure governance learn. It is something we practice
on a day to day basis, and as long
In the first stage of the department and organisational Leader’s role to ensure that staff standards are maintained, that as we align ourselves with people
organisation’s evolution, which measurements. The leader also are correctly inducted into the safety and service levels are who have common values, beliefs
we refer to as S-Curve 1, the ensures effective training and organisation, and to create a not compromised, and that and outcome intentions, our work
Leader guides the organisation’s opportunity for staff development common foundation of values stakeholder measurements and is made easy. 
staff and ideals towards success and team contributions. and beliefs. This induction expectations are suitably met.
through articulating clearly
its vision and purpose, and by GROWTH OF AN For more information contact:
directing individual activities to 20 S-Curve 2 David White
meet desired outcomes. ENTERPRISE 19 Teams T: +27 (0)31 767 0625
E: david@businessfit.co.za
Decision making at this initial 18 HR MD HR W: www.businessfit.co.za
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stage of the organisation’s Leadership Functional Area Measurement Purpose and Marketing IT
Support
Commitment
16
& Sales
development is often centrally As an Enterprise grows, so 15 Marketing Finance Operations IT Legal
Functional
coordinated by the Leader, as he does its complexity, requiring 14 Clients Suitable Understanding Success Strategy
Area Support
Legal
Shareholders

or she guides the organisation 13 Workflow Staffing Self & Team
towards meeting intended goals more thought and structure 12 Finance Operations
Personal
and milestones. This initial to ensure its ongoing 11 Understanding “Zone of Influence”
Business Plan
the Business
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structure in organisational Success and Sustainability. 9 Zone of Complexity
design is not sustainable in the HR 8 Mature Mentoring &
Focus on

long term, as it is overly reliant Marketing IT 7 Organisational Coaching SCAN
Outcomes
Doing
on the Leader’s ability to direct Area Support 6 Administration Finding
Functional
Clients
5
the organisation in each of its Legal Strategy Scale Recognition Compliance QR CODE
Reporting
4
& Reward
functional areas to meet desired 3 Governance TO SEE
outcomes. Finance Operations 2 Ensuring VIDEO
Qaulity Control Deliverling
1 Growth Services
Leadership, Functional Reasons, goals, Creating an
To ensure ongoing quality Idea Generation, Area 0 Start and objectives. engaged work
Foundation
environment
assurance and stakeholder Core to support Growth -1 where staff (Open the camera on your phone and
Competency,
take self
stucture of the
management, the organisation Purpose & business. Time inspired action hover steadily for 2-3 seconds over the
Passion.
for results.
QR Code to see the video.)
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