Welcome to the overview results of our first snapshot survey on Leadership in South Africa. We launched this survey in an effort to isolate touchpoints of insight which would then serve as pivots around which further debate could blossom. Join our discussions here: http://www.linkedin.com/groups/Performance-Hub-3894549?trk=myg_ugrp_ovr

1. Welcome to
The Performance Hub
Leadership Survey
Results
December 2011

2. About us...
THE PERFORMANCE HUB
is a small performance enhancement consultancy.
We work with performance targets.
Our values are Transformation, Innovation, Passion and Integrity.
We live these in our work, with our blue-chip clients, our partners,
our associates, our suppliers and each other.
www.theperformancehub.co.za
51% owned by a BBBEE Trust focussed on the upliftment of disadvantaged
youth. AAA+ (Level 3) rating on the BBBEE Scorecard.

3. Who responded?
Our snapshot survey drew respondents from a range of sectors:
entertainment and media
financial services
retail
consulting
manufacturing
And levels in organisation:
junior
manager
director
specialist

4. How are SA leaders keeping up to date?
Most popular – conferences and seminars, print and online sources of info.
We expected these responses.
Less expected:
Lower uptake of interactive methods - networking and interactive online
media.
Why is this important? Dynamic and interactive methods may serve leaders well
as they navigate a volatile economic climate.
Leading organisations to observe, anticipate, flex and learn within business
context requires subtle appreciation of current realities, and ability to interpret
trends and anticipate what will be affecting their business in the future.

5. How are SA leaders being developed?
In order of frequency:
formal learning programmes and seminars
informal methods such as books and magazines
coaching and mentoring
And less so, ‘stretch opportunities’ such as rotation
Less support noted for SME’s: we expect this may be linked to
availability of resources in smaller organisations.

6. What methodologies are you using?
Transformational leadership, coaching and mentoring styles and pipeline
The Guru’s: Maxwell, Collins, Blanchard, Ulrich, Drotter & Welsh
One respondent simply alluded to a set of values that underpins the
leadership thinking and development in their organisation, which we thought
was simple and on target:
‘integrity humility fairness’
Do theories need adapting for our local context?
Almost resoundingly, the response was yes.

7. Top challenges ranked on a global list produced
by Corporate Leadership Council & Hay Group
Leadership challenge Local ranking Global ranking
Complexity 1 1
Innovation 2 2
Globalisation and cultural sensitivity 3 4
Authenticity 4 7
Interruption 5 6
Virtual-osity (networked, connected online) 6 3
Collaboration 7 5
Longevity 8 8
Need to do good not only do well 9 10
Participation 10 9

8. Top challenges cont’d...
Virtual-osity, a term for loosely describing the need to be networked and
connected online, ranked as the top third challenge globally. It ranked 6th for
South Africans, much lower down.
3rd for SA respondents was Globalisation and cultural sensitivity, which only
occupies a 4th place globally.
Next on the list in 4th place from our local survey is Authenticity, which ranks
as 7th globally - much higher up.
Question:
What skills do we need our leaders to have?

9. Critical skills for SA HR & Business
leaders – open response box
Integrity, authenticity, humility
Ethical, strong emotional intelligence, good communication skills and
business acumen
Ability to innovate, to change and to be resilient
Question:
How do we develop these ‘critical skills’? Are they easily developed through
conventional methods which respondents cited they benefit from, in this order:
formal learning programmes and seminars, and informally through books and
magazines?

10. What are the key people management
challenges of the future in SA?
The responses fell into these categories:
skills and productivity challenges
managing talent required to feed organisation plans
engaging and keeping employees engaged
developing flexible working practices and a flexible workforce, and dealing
with the regulatory context in SA
building sustainable business.

11. Questions and discussions: join us
Can these results tell us something about the skills we want to develop in our
leaders? What methods are we going to use? What should be our focus areas?
How do you work to enhance ‘authenticity’, ‘integrity’ and the ‘ability to innovate’?
Should virtual-osity be higher on our agenda?
Join our group on LinkedIn where we can debate some of these questions:
http://www.linkedin.com/groups/Performance-Hub-3894549?trk=myg_ugrp_ovr
Follow our informed commentary feed on Twitter here:
http://twitter.com/#!/PerformanceHub