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LEADERSHIP IN ACTION A PERSONAL AND ORGANISATIONAL TRANSFORMATION JOURNEY

LEADERSHIP IN ACTION A PERSONAL AND ORGANISATIONAL TRANSFORMATION JOURNEY. SECURITY COMPANY 1995 SURVIVAL – IN MORE WAYS THAN ONE. HR Administration. HR ADMINISTRATION – Survival Benefits Administration Medical

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LEADERSHIP IN ACTION A PERSONAL AND ORGANISATIONAL TRANSFORMATION JOURNEY

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  1. LEADERSHIP IN ACTION A PERSONAL AND ORGANISATIONAL TRANSFORMATION JOURNEY

  2. SECURITY COMPANY 1995 SURVIVAL – IN MORE WAYS THAN ONE HR Administration • HR ADMINISTRATION – Survival • Benefits Administration • Medical • Pension • Professional Registrations SURVIVAL 1

  3. SECURITY COMPANY 1995 – 2000 RELATIONSHIPS Industrial Relations Specialist • INDUSTRIAL RELATIONS – THE SHADOW OF LEVEL 2 • UNIONS versus MANAGEMENT • We are a company that provides a contract security service to industry in general. • The company specialises in loss control and access control. Due to the nature of our business and the industry in general, the loyalty, commitment, performance and obedience of every employee is essential to the success of the company. • Any employee who deliberately disregards the rules and regulations of the company is a threat to the group as a whole. RELATIONSHIP 2

  4. SECURITY COMPANY 2000-2003 SELF-ESTEEM HR Best Practice • BEING THE BEST - Shadow • Best Recruitment Methodology • Best Exit (IR) Methodology – 130 Arbitration (tribunal) held, no losses • HRIS – Personnel Administration • HR finds a place on the Executive • FALSE SENSE OF SECURITY – TOP OF MY GAME – Head Hunted SELF-ESTEEM 3

  5. PERSONAL & COMPANY 2004 CRISIS • Personal Crisis • Retrenchment • Illness • Company • Aveng share price dramatically lagging the industry

  6. GRINAKER-LTA 2004-2005 TRANSFORMATION Leadership Development • Visionary Leader who believed that the longevity and sustainability of a business would be gained through leadership development. • Commenced with Leadership Development Programme which afforded leaders an opportunity to look in the mirror – some mid-life crises stuff! • Before Transformation occurs you have to know where you are? • Slipping back all the time… TRANSFORMATION 4

  7. B2TEN 2006 PROJECT What is this all about? What is my contribution? What is my core motivation? Why am I here? What is this organisation about? What is the organisation’s contribution? Why does the organisation exist? There’s gotta be more to life…

  8. THERE’S GOTTA BE MORE TO LIFE … STACIE ORRICO I’ve got it all, but I feel so deprived I go up, I come down and I’m emptier inside Tell me what is this thing that I feel like I’m missing And why can’t I let it go There’s gotta be more to life… Than chasing down every temporary high to satisfy me Cause the more that I’m….. Trippin’ out thinkin’ there must be more to life Well it’s life, but I’m sure… There’s gotta be more

  9. THERE’S GOTTA BE MORE TO LIFE… STACIE ORRICO I’ve got the time and I’m wasting it slowly Here in this moment I’m half-way out the door Onto the next thing, I’m searching for something that’s missing CHORUS I’m wanting more I’m always waiting on something other than this Why am I feelin’ like there’s something I missed…

  10. B2TEN 2006 PROJECT • Strategy Consulting Firm Employed • Organisational Diagnostic Conducted • Included CTT • How do I get back to what I have always known? • Originally trained in Human Resource Development? • Attended CTT training in August 2006 to try and understand how the tool might assist to move the organisation to a place where it could be more agile, constantly developing, continually questioning, BEING MORE THAN JUST GOOD BUT GREAT – and by being great, be much more for its people and for the world. • CTT provided an ability to verbalise and illustrate what it was I fundamentally believed, in a way that the organisation could relate to.

  11. Aveng (675) Personal Values Current Culture Values Desired Culture Values 1. profit (275) 2. customer satisfaction (245) 3. market focus (226) 4. employee safety (222) 5. cost reduction (183) 6. results orientation (183) 7. financial stability (182) 8. quality (174) 9. performance (164) 10. bureaucracy (157) (L) 1. accountability (298) 2. honesty (260) 3. commitment (247) 4. efficiency (216) 5. achievement (208) 6. integrity (201) 7. family (188) 8. trust (186) 9. balance (home/work) (168) 10. competence (168) 1. financial stability (243) 2. accountability (233) 3. customer satisfaction (227) 4. continuous improvement (217) 5. being the best (212) 6. profit (195) 7. employee fulfilment (183) 8. teamwork (175) 9. balance (home/work) (168) 10. empowering people (167) PL = 10-0 IROS (P) = 0-3-7-0 IROS (L) = 0-0-0-0 2 Matches PL = 10-0 IRS (P) = 7-3-0 IRS (L) = 0-0-0 0 Matches PL = 9-1 IROS (P) = 0-0-9-0 IROS (L) = 0-0-1-0 3 Matches LEGEND Underline = PV & CC match P = Positive I = Individual Red = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = Organizational Blue = PV & DC match S = Societal Cultural Transformation Tools February 2006 Values Assessment

  12. C T S Aveng (675) Current Culture Values Desired Culture Values Personal Values 7 6 5 4 3 2 1 CTS = 34 - 26 - 40 CTS = 38 - 22 - 40 CTS = 19 - 17 - 64 Entropy = 4% Entropy = 16% Entropy = 2% C = Common Good T = Transformation S = Self-interest Positive Values Potentially Limiting Cultural Transformation Tools Values Distribution February 2006

  13. AVENG 2006-2007 THE SEARCH FOR INTERNAL COHESION TALENT DEVELOPMENT – ORGANISATION DESIGN Aveng Branding

  14. AVENG 2006-2007 THE SEARCH FOR INTERNAL COHESION Aveng Vision To be a great company, building a legacy, of which every employee, their families and future generations can be fiercely proud.

  15. AVENG 2006-2007 THE SEARCH FOR INTERNAL COHESION ACCOUNTABILITY “Doing What I Say I’ll Do” HONESTY Code of Business Conduct SAFETY “Home Without Harm Everyone Everyday” Aveng Values

  16. AVENG LEADERS 2006-2007 INTERNAL COHESION FAILURE!!!!!! Organisations don’t change because you change your branding or publish values – YOUR LEADERS MUST FIRST CHANGE!!!!! Check state of readiness for change.

  17. GRINAKER-LTA 2007 THE SEARCH FOR INTERNAL COHESION GRINAKER-LTA TOP TEAM ALIGNMENT

  18. The Aveng Group (576) Personal Values Current Culture Values Desired Culture Values 1. customer satisfaction (255) 2. profit (226) 3. safety (205) 4. accountability (187) 5. achievement (155) 6. commitment (145) 7. being the best (140) 8. employee development (130) 9. cost reduction (129) 10. quality (124) 11. teamwork (124) 1. accountability (330) 2. commitment (302) 3. honesty (254) 4. integrity (219) 5. reliability (184) 6. responsibility (179) 7. leadership (168) 8. trust (140) 9. family (139) 10. making a difference (138) 1. accountability (324) 2. customer satisfaction (264) 3. employee development (201) 4. commitment (176) 5. teamwork (151) 6. employee recognition (148) 7. being the best (145) 8. leadership (143) 9. quality (136) 10. leadership development (135) PL = 10-0 IROS (P) = 1-4-5-0 IROS (L) = 0-0-0-0 3 Matches PL = 10-0 IRS (P) = 5-4-1 IRS (L) = 0-0-0 2 Matches PL = 11-0 IROS (P) = 3-2-6-0 IROS (L) = 0-0-0-0 7 Matches LEGEND Underline = PV & CC match P = Positive I = Individual Red = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = Organisational Blue = PV & DC match S = Societal Cultural Transformation Tools August 2007 Values Assessment

  19. C T S The Aveng Group (576) Current Culture Values Desired Culture Values Personal Values 7 6 5 4 3 2 1 CTS = 35-26-39 CTS = 41-22-37 CTS = 24-18-58 Entropy = 4% Entropy = 18% Entropy = 2% C = Common Good T = Transformation S = Self-interest Positive Values Potentially Limiting Cultural Transformation Tools Values Distribution August 2007

  20. Grinaker - LTA Combined (223) Personal Values Current Culture Values Desired Culture Values 1. customer satisfaction (114) 2. profit (94) 3. safety (93) 4. accountability (78) 5. corporate image (61) 6. employee development (60) 7. commitment (59) 8. being the best (55) 9. results orientation (53) 10. quality (51) 1. accountability (143) 2. commitment (125) 3. honesty (105) 4. integrity (76) 5. reliability (75) 6. responsibility (69) 7. leadership (60) 8. trust (57) 9. self-discipline (50) 10. efficiency (49) 11. fairness (49) 12. performance (49) 1. accountability (148) 2. customer satisfaction (109) 3. employee development (85) 4. commitment (70) 5. being the best (67) 6. employee recognition (66) 7. quality (63) 8. teamwork (62) 9. leadership development (61) 10. profit (58) PL = 10-0 IROS (P) = 1-4-5-0 IROS (L) = 0-0-0-0 2 Matches PL = 12-0 IRS (P) = 8-4-0 IRS (L) = 0-0-0 2 Matches PL = 10-0 IROS (P) = 2-1-7-0 IROS (L) = 0-0-0-0 7 Matches LEGEND Underline = PV & CC match P = Positive I = Individual Red = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = Organisational Blue = PV & DC match S = Societal Cultural Transformation Tools August 2007 Values Assessment

  21. C T S Grinaker - LTA Combined (223) Current Culture Values Desired Culture Values Personal Values 7 6 5 4 3 2 1 CTS = 32-28-40 CTS = 40-21-39 CTS = 22-17-61 Entropy = 4% Entropy = 20% Entropy = 2% C = Common Good T = Transformation S = Self-interest Positive Values Potentially Limiting Cultural Transformation Tools Values Distribution August 2007

  22. GRINAKER-LTA 2007-2008 THE SEARCH FOR INTERNAL COHESION Grinaker-LTA Vision To create sustainable value for all stakeholders by being the leading South African based multi-disciplinary construction group through focused business units acting in synergy

  23. GRINAKER-LTA 2007- 2008 THE SEARCH FOR INTERNAL COHESION Grinaker-LTA Values • SAFETY • ACCOUNTABILITY • INTEGRITY • CLIENT SATISFACTION • EMPLOYEE FULFILLMENT

  24. GRINAKER-LTA 2008 INTERNAL COHESION Team Alignment EXECUTIVE TEAM We are committed to … Leading an aligned & synergistic organisation to grow capability thereby ensuring we can collaborate, innovate and pursue opportunities We want to do this so that … 5 INTERNAL COHESION

  25. GRINAKER-LTA 2008 INTERNAL COHESION Team Alignment We can provide appropriate solutions that adds value to our clients’ businesses through collaborative relationships We foster a winning culture that supports & enables our people to make a difference & reach their potential Through this we believe we can all make a difference in … 5 INTERNAL COHESION

  26. GRINAKER-LTA 2008 INTERNAL COHESION Team Alignment Creating employment, uplifting society & instilling socially responsible values whilst developing infrastructure 5 INTERNAL COHESION

  27. PERSONAL 2006 - 2008 THE SEARCH FOR INTERNAL COHESION CTT helped me obtain clarity on my personal vision and mission and to use my vision and mission as guiding principles around where I go and what activities I get involved in. My Core Purpose My Leadership Values Assessment Arrogance…Humility? My purpose is to help people achieve the potential they have inside of them in order that they may have joyful and loving living.

  28. GRINAKER-LTA 2007-2008 KEY INTERVENTIONS • KEY INTERVENTIONS • Refine Vision and Values • Remove Leaders (or they remove themselves) who do not feel affinity to our new values • Hard-wire values into Performance Management • 360 Behavioural Assessment for top 150 leaders annually • Business Performance Management – entropy on scorecard • Succession Management – is the potential successor living our values? • Remuneration System • Leadership Development • Employee Engagement • CTT Consultants – from 1 to 21

  29. PERFORMANCE MANAGEMENT 2008 HARD-WIRING VALUES

  30. BUSINESS PERFORMANCE 2008 HARD-WIRING VALUES

  31. REMUNERATION PHILOSOPHY 2008 HARD-WIRING VALUES Total pay Positive workplace • People focus • Strong, credible leadership • Values based culture • Meaningful work Total Reward Compelling future • Vision and values • Company growth and success • Employer of choice Individual growth • Development and learning • Performance management • Career growth • Guaranteed pay(includes Benefits) • Variable pay

  32. LEARNING & DEVELOPMENT & EE ENGAGEMENT HARD-WIRING VALUES 2008 Executive Development Programme – SEL Aveng Leadership Development Programme – FLL, MLL and BUL Aveng Supervisory Development Programme Our Reason for Being – Employee Engagement Industrial Theatre - Labour

  33. RESULTS AFTER 2008 ALIGNMENT OF SYSTEMS Still an ongoing journey and by NO MEANS perfect, but…

  34. The Aveng Group (837) Personal Values Current Culture Values Desired Culture Values 1. customer satisfaction (338) 2. safety (318) 3. profit (301) 4. accountability (287) 5. commitment (230) 6. achievement (223) 7. employee development (213) 8. being the best (203) 9. teamwork (180) 10. quality (177) 1. accountability (462) 2. commitment (445) 3. honesty (410) 4. integrity (304) 5. responsibility (264) 6. reliability (261) 7. leadership (209) 8. family (206) 9. efficiency (204) 10. ethics (197) 1. accountability (468) 2. customer satisfaction (346) 3. employee development (267) 4. commitment (266) 5. leadership development (243) 6. safety (227) 7. teamwork (223) 8. being the best (221) 9. employee recognition (207) 10. integrity (195) PL = 10-0 IROS (P) = 3-4-3-0 IROS (L) = 0-0-0-0 3 Matches PL = 10-0 IRS (P) = 7-3-0 IRS (L) = 0-0-0 2 Matches PL = 10-0 IROS (P) = 3-2-5-0 IROS (L) = 0-0-0-0 7 Matches LEGEND Underline = PV & CC match P = Positive I = Individual Red = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = Organisational Blue = PV & DC match S = Societal Cultural Transformation Tools June 2008 Values Assessment

  35. C T S The Aveng Group (837) Current Culture Values Desired Culture Values Personal Values 7 6 5 4 3 2 1 CTS = 35-26-39 CTS = 41-21-38 CTS = 26-18-56 Entropy = 3% Entropy = 16% Entropy = 2% C = Common Good T = Transformation S = Self-interest Positive Values Potentially Limiting Cultural Transformation Tools Values Distribution June 2008

  36. Aveng Group: Grinaker: LTA (554) Personal Values Current Culture Values Desired Culture Values 1. safety (223) 2. customer satisfaction (219) 3. accountability (200) 4. profit (189) 5. achievement (157) 6. employee development (151) 7. commitment (146) 8. being the best (135) 9. quality (127) 10. leadership development (126) 1. commitment (300) 2. accountability (292) 3. honesty (271) 4. integrity (197) 5. responsibility (183) 6. reliability (178) 7. family (151) 8. achievement (139) 9. leadership (135) 10. trust (134) 1. accountability (310) 2. customer satisfaction (228) 3. employee development (180) 4. commitment (173) 5. leadership development (163) 6. safety (151) 7. teamwork (150) 8. being the best (146) 9. employee recognition (145) 10. quality (130) PL = 10-0 IROS (P) = 2-4-4-0 IROS (L) = 0-0-0-0 2 Matches PL = 10-0 IRS (P) = 6-4-0 IRS (L) = 0-0-0 3 Matches PL = 10-0 IROS (P) = 3-2-5-0 IROS (L) = 0-0-0-0 8 Matches LEGEND Underline = PV & CC match P = Positive I = Individual Red = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = Organisational Blue = PV & DC match S = Societal Cultural Transformation Tools June 2008 Values Assessment

  37. C T S Aveng Group: Grinaker: LTA (554) Current Culture Values Desired Culture Values Personal Values 7 6 5 4 3 2 1 CTS = 35-25-40 CTS = 41-21-39 CTS = 25-19-56 Entropy = 5% Entropy = 16% Entropy = 2% C = Common Good T = Transformation S = Self-interest Positive Values Potentially Limiting Cultural Transformation Tools Values Distribution June 2008

  38. IMPACTING SOCIETY

  39. COMMUNITY INVOLVEMENT MAKING A DIFFERENCE We are intent on creating employment, uplifting society and instilling socially responsible values whilst developing infrastructure. 6 Community Investment MAKING A DIFFERENCE Grinaker-LTA employs over 15 000 people, Aveng employs over 26 000 people. WE CAN MAKE A DIFFERENCE!!!!

  40. What is PROJECT 1.618? Grinaker-LTA has undertaken a major Corporate Social investment project by sponsoring a unique examination revision programme for 1st year UNISA engineering students. By enrolling at a correspondence university, UNISA students have not received the benefits of attending lectures and interacting face to face with their lecturers.

  41. PROJECT 1.618 Thanks to this programme, UNISA 1st year engineering students will be invited to attend a ten week revision course in selected subjects, including mathematics and electrical engineering, commencing in early August 2008. These courses, which have been pre-recorded by UNISA lecturers, will be screened to approximately 2000 students per week in Ster-Kinekor movie theatres across the country.

  42. LINK BETWEEN CULTURE AND BUSINESS PERFORMANCE Some noise in the system, construction boom, improved processes, etc. BUT…

  43. LINK BETWEEN CULTURE AND BUSINESS PERFORMANCE

  44. PERSONAL & ORGANISATIONAL TRANSFORMATION Community ?????????? Community Team Alignment Leadership Development HR Best Practice Industrial Relations Specialist HR Administration 7 SERVICE MAKING A DIFFERENCE 6 5 INTERNAL COHESION TRANSFORMATION 4 SELF-ESTEEM 3 RELATIONSHIP 2 SURVIVAL 1

  45. LEVEL 7 SERVICE? LEADERSHIP LESSONS FROM NELSON MANDELA “Great leaders create trails that we can follow to find our own greatness. This does not mean we become their clones – that would be impossible, and anyway it would mean losing the rich variety of our personalities. But these great people inspire us as role models and their example helps us see what to aim for as we nurture or own style.” Source : Martin Kalungu-Banda, Leading like Madiba, Leadership lessons from Nelson Mandela

  46. LEVEL 7 SERVICE? • HOW TO LEAD LIKE MADIBA • Cultivate a deep sense of awe for human beings • Allow yourself to be inspired by the giftedness of other people • Grow your courage • “Go and preach the Gospel. Where necessary, use words” Source : Martin Kalungu-Banda, Leading like Madiba, Leadership lessons from Nelson Mandela

  47. LEVEL 7 SERVICE? • Create your own brand of leadership • Practice humility • Learn to live with the Madiba paradox (life is a mixture of hope and hoplessness) • Surprise your opponents by believing in them • Celebrate life • Know when and how to make yourself replaceable Source : Martin Kalungu-Banda, Leading like Madiba, Leadership lessons from Nelson Mandela

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