Page 20 - KZN Business Sense 7.1

BUILDING A BUSINESS CULTURE THAT PROMOTES

PRODUCTIVITY AND SUSTAINABILITY

David White, CEO, DRG Outsourcing statistics are alarming, and impact measures, and provide value to organisation’s specific target impact their actions have on each
considerably on organisational customers, staff, and stakeholders. market stakeholder.
very effectiveness. A Leader needs to be confident in ■ An HR foundation that meets
business We have worked in many his or her pursuit in meeting these cultural norms, administration Staffing and Teams
ELeader’s different industries and in big and defined organisational outcome and compliance standards Business success derives from the
first small organisations, and note that intentions. This confidence needs – as well as providing role day to day activities that produce
responsibility is the principles of engagement are to come through a knowing of how clarity, outcome expectation and the desired organisational outcome,
to create a work common in all organisations, and anticipated organisational goals promotion of equity and and these activities are managed
environment are somewhat straight forward and desires can be reached. This fairness in the workplace. by people. People, as such are the
conducive and simple to implement. There of often comes through experience, essential component to ensure the
to meeting course needs to be a willingness on intuition, and recognising Without a solid business and success and sustainability of every
organisational and the part of the Leader, who must contribution requirements needed functional area foundation, organisation. In an organisation,
stakeholder want to encourage staff and teams from staff and resources within it is not possible to build a “people” are referred to as staff,
objectives. to have meaningful roles in the the organisation. Very often the highly engaged and productive and it is for good reason that we
These business organisation, and for them to have Leader is the source of inspiration organisation culture. The consider their contribution to the
leadership a sense of purpose, contribution for the creation of the organisation, functional area activities need to organisation’s success so highly.
expectations and belonging. There is no one and although this role may be be designed specifically to meet Staff need to support the purpose
are deeply specific formula that creates the transferred or shared as the outcome requirements of the and vision of the organisation as
etched in perfect outcome, as there are many organisation evolves, it is necessary organisation. defined by the Leader, and these
standard unique variables such as maturity for the Leader himself or herself Clearly defined intentions and ideals must resonate comfortably
governance and ethics of the organisation, its existing (and staff members) to recognise measurements with their own life’s goals and
responsibilities. Effective culture and leadership norms, the importance of a founder’s role ideals. Staff also need to understand
leadership is essential in ensuring and situational staff and customer in guiding innovation, building Stakeholder expectations help to clearly how the organisation’s
the organisation’s intention, its expectations. However, all highly customer, supplier and funder define the measurements needed business processes unfold to ensure
mission, its vision and objectives engaged organisations have many loyalty, and ensuring an engaged in the organisation. It is essential quality outcomes, and how they
are planned and organised in things in common, and if we apply and productive employment that the Leader and staff members personally contribute towards
such a way that success and similar engagement principles in culture. recognise the importance of all meeting goals, objectives, and
sustainability are likely to be our own organisations, we can stakeholders in the organisation, measurements. We often find
achieved. Creating a solid business and that the success of the that although staff may be highly
certainly anticipate a positive foundation business is directly proportionate
Of couse, this is easier said than outcome. It is important upfront to it meeting all stakeholder trained and experienced in specific
done. Where does one begin? To to mention, that creating a highly The vision as defined by the expectations. Stakeholders areas of the work they do, they
be successful, the organisation’s engaged organisation is a journey Leader of the organisation, and include customers, shareholders, lack understanding of that which
intention needs to align closely a Leader goes on with staff and the business foundation are quite staff, affected communities, makes the organisation attractive to
with customer and stakeholder stakeholders, and is not created different. Business foundations funders, the environment, customers, how it generates income
satisfaction. From this anticipated by a single tap on the shoulder include the functional activities receivers of revenue, department and ensures its profitability and
outcome the Leader works by a mystical magic wand… and that support the organisation of labour, etc. Each stakeholder sustainable.
backwards, recognising that the voilà … overnight, a fully engaged meeting its mission and vision, measure is critical in defining the A Leader’s role in the organisation
business foundation, its quality organisation where staff take and are in most circumstances organisation outcome objectives, is to ensure the sustainability of the
assurance processes, staffing and self-inspired action… for results, common to all organisations. and it is essential the Leader organisation, and that stakeholder
culture, and measurements and suddenly appears. These include: ensures that all staff members measures are met. The Leader does
milestones are the defining means The journey needs to be ■ Clearly defined operational and and the organisation’s culture this effectively through creating
to achieve the desired outcome. intentional and should contain quality assurance processes directs activities and supports an engaging work environment,
The desired outcome needs to aspects of the four areas that ■ Systems to map processes and the intention of meeting these with people (staff) as the central
be clearly defined by the Leader, are highlighted in the points provide structure and controls outcome measures. As the core of the organisation who
and staff employed into the summarised below. ■ Licensing, accreditations and organisation evolves, there will ensure administrative, quality
organisation must understand and customer and supplier service be different stakeholder focus assurance, and desired outcomes
support this mission and vision. Knowing outcome intentions agreements areas. Certainly a newly founded are reached. It is essential that
They must align their individual A Leader must have a clearly ■ Financial models that ensure organisation may be more focused Leaders consider seriously their
purpose to supporting these defined vision which details the the organisation is able to on generating income through responsibility in articulating
intentions. Without alignment intended outcome and reason for manage margins, cashflow sales, and meeting supplier clearly the organisation’s intention,
of the Leader’s vision and of staff the organisation’s existence. This requirements and meet and staffing commitments, but and ensure staff employed into
members’ purpose, there is little vision (purpose) needs to meet stakeholder reporting and a Leader should never forget, the organisation align their
hope of creating the heightened governance, sustainability, and earning requirements the responsibility they have in motivation and actions with this
energy an organisation needs to stakeholder expectations. In other ■ A holistic understanding meeting the expectations and purpose. This includes focusing
reach and exceed its goals and words, it needs to meet ethical of consumer behaviour and measurements of all stakeholders. on stakeholder measurements, and
intentions. standards, complement or add value ensuring focused and effective In defining stakeholder measures, ensuring ongoing maintenance and
to globally defined sustainability communications with the the organisation must identify the improvements of the organisation’s
Energy is the catalyst in quality assured functional area
ensuring momentum to overcome foundation.. 
operational challenges, to BUSINESS LEADER FOCUS
engage proactively and caringly For more information contact:
with customers, and to tap into ƒ The four aspects, in picture form, that Business Leaders focus on in creating David White
inspirational ideas and solutions. productive and sustainable enterprises. T: +27 (0)31 767 0625
The Leader too needs to be part of Functional Area Purpose and E: david@businessfit.co.za
the organisation’s momentum, but, Leadership Support Measurement Commitment W: www.businessfit.co.za
also needs to be able to overcome
inertia, drive new ideas, and Suitable Understanding Productive &
Self & Team
involve staff and customers in the Staffing Sustainable
organisation’s journey towards Personal
meeting goals and objectives. Understanding “Zone of Influence”
Business Plan
the Business
In our research and experience, HR

Focus on

we identified important Marketing IT Organisational Mentoring &
Coaching
Outcomes
perspectives Leaders should SCAN
Functional
consider in their role of Legal Area Support Strategy Recognition Reporting QR CODE
creating “highly engaged work & Reward Compliance
Governance
environments”. Consider, that Finance Operations TO SEE
most companies in the world VIDEO
today are on average only 40% Leadership, Functional Reasons, goals, Creating an
engaged work
Area
Idea Generation,
and objectives.
productive, and that only 20% to Core Foundation environment
where staff
to support
Competency,
25% of staff are excited to get up Purpose & stucture of the take self (Open the camera on your phone and
business.
inspired action
hover steadily for 2-3 seconds over the
Passion.
and go to work each day. These for results. QR Code to see the video.)
20