Gender Mainstreaming e-zine November 2015

GENDER MAINSTREAMING E-ZINE

ENSURING CAREER SUCCESS SOME TIPS EVERY WOMAN SHOULD KNOW.

GENDER DIVERSITY KEY TO ORGANISATIONAL GROWTH

USING TECHNOLOGY

TO FURTHER LEADERSHIP DEVELOPMENT

Issue 1

FIVE INTERESTING FACTS ABOUT NEGOTIATION

RANIA ANDERSON

An interview to success

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GENDER MAINSTREAMING E-ZINE

We have heard it said that gender diversity is not being taken seriously in South Africa.

We know this is not true. It is just the stories are not being told.

The Awards tell those stories and give public recognition for good practice and excellence in tackling gender mainstreaming. They further strengthen the business case for gender diversity.

There are nine private sector categories, four government awards and an overall gender mainstreaming champion award. The nine private sector categories are: • Women on Boards Award • Women in Multinationals Equal Representation & Participation Award • Diversity & Transformation Award • Women Empowerment in the Workplace Award • Economic Empowerment Award • Mainstreaming Gender and Disability Award • Empowerment of Women in the Community • Investing in Young Women Award 2

www.genderawards.co.za The Awards are quickly becoming the premier event in gender diversity in South Africa, with the intention to take the awards to East and West Africa in the future.

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www.pwc.co.za

Valuing diversity

At PwC, we respect and value diversity.

We know that when people from different backgrounds and with different points of view work together, we create the most value – for our clients, our people and our society.

Shirley Machaba Governing Board Chair, Africa Governance Board, PwC Global Board Member and PwC Public Sector Leader

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©2015. PricewaterhouseCoopers (“PwC”). All rights reserved.

(15-17436)

GENDER MAINSTREAMING E-ZINE

FROM THE EDITOR Welcome to the first Gender Mainstreaming e-zine. This E zine will be published bi-annually and is intended to be an inspirational journey into the stories behind Gender Mainstreaming in the private sector.

The e-zine is a result of the Gender Mainstreaming Awards and the need to tell the stories in South Africa. Many of the articles are written by those that took part in the awards. Guest articles make up the balance of the content.

The e-zine taps into what the larger corporates are doing, thinking and saying when it comes to Gender Mainstreaming. What are the real issues and how do we as South Africa Inc go about resolving these issues? What do individuals feel about the subject?

Colleen Larsen

CE Business Engage colleen@businessengage.co.za 084-353-9865 www.businessengage.co.za www.30percentclub.org www.genderawards.co.za

We encourage everybody that reads this and other commentaries to contribute to the debate. There are no right or wrong opinions. It is not a “one size fits all� approach. What works for one organisation may not work for another. Each and every organisation needs to fit Gender Mainstreaming into their main aspirations and strategies.

Please feel free to distribute to all in your network that you feel would benefit. Enjoy!

30% Club

GROWTH THROUGH DIVERSITY

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GENDER MAINSTREAMING E-ZINE

PwC has proudly sponsored the Gender Mainstreaming Awards since their inception in 2013. We believe diversity is core to our success, and that without it we would not be able to access the different insights and skills we need in order to solve the world’s most important problems. Our annual global CEO survey tells us that we are not alone in that belief. In fact, 64% of CEOs interviewed for our survey have a formal diversity and inclusion strategy in place, with a further 13% planning to adopt one in the next year.

08 GENDER DIVERSITY KEY TO ORGANISATIONAL GROWTH 12 ENSURING CAREER SUCCESS IN A CHALLENGING AND CONSTANTLY CHANGING ENVIRONMENT 16 DIVERSITY IS KEY TO SUCCESS 20 DO YOU HAVE THE RIGHT DIVERSITY MANAGER FOR EMPLOYEE MANAGEMENT?

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22 A DIFFERENT APPROACH TO EMPOWERING WOMEN 24 USING TECHNOLOGY TO FURTHER LEADERSHIP DEVELOPMENT 26 DISTELL/USB- SMALL BUSINESS ACADEMY 28 FIVE INTERESTING FACTS ABOUT NEGOTIATION 30 TRANSFORMATION - FNB 32 BOARDROOM DIVERSITY 36 UN WOMEN - HE FOR SHE 38 MENTORSHIP 40 VUMA REPUTATION MANAGEMENT - A PIONEER OF GENDER MAINSTREAMING 44 WOMEN AS ONE 46 DELL TOPS FOR DIVERSITY AND INCLUSION 48 T-SYSTEMS’ NATION BUILDING PROGRAMMES CHANGE LIVES FOREVER 50 RANIA ANDERSON - AN INTERVIEW TO SUCCESS 52 CORPORATE ARCHETYPES 54 GENDER MAINSTREAMING - NORTON ROSE FULBRIGHT, SOUTH AFRICA

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GENDER DIVERSITY KEY TO ORGANISATIONAL GROWTH The limited number of women in top positions in South African organisations remains a major challenge. This was recently revealed in the Businesswomen’s Association of South Africa’s annual Women in Leadership Census. According to the census, only 34 of the 293 companies measured met the criteria to be classified as a top company. Business Connexion believes that women empowerment should be part of an organisation’s DNA if it is to succeed and has made great strides in creating a supportive culture for women - a culture that will surface and give credence to the female voice in the organisation, the industry and the broader community.

“Business Connexion is extremely proud that this voice has been heard, loud and clear!

We are extremely honoured to have been selected as the winner of the 2015 Gender Mainstreaming Champion award at the ceremony held on 18 August in Midrand, hosted by Business Engage. We were also recognised as a winner in the Woman on Boards category, as well as runner-up in the Women Empowerment in the Workplace (Large and JSE listed) category.

Furthermore, our Deputy Chief Executive Officer, Vanessa Olver, a Business Connexion and industry gender icon and empowerment champion, who herself is juggling the demands of being a senior executive, wife and mother of two small children, was 8

also one of the finalists in the Standard Bank Top Gender Empowered Company: Businesswoman of the Year Award 2015,” says Isaac Mophatlane, chief executive officer of Business Connexion.

How has Business Connexion successfully managed to amplify the voice of the women in their business? “Engaging the hearts and minds of all employees to value a diverse workplace is key to unlocking a greater contribution by women in business. We have created specific platforms to empower women, such as an internship programme, management development programmes and women mentorship programmes. Through these programs we are seeing young women grow, develop and become empowered, which, in turn, creates sustainability,” says Vanessa Olver, Deputy Chief Executive Officer of Business Connexion. “Our 8 month internship programme has a very strong gender focus, with between 60-70% of our intern intake being female. In addition, we have invested in a specific internship programme to fast track the development of 50 talented black females. It is wonderful to see how they have responded to the opportunity to grow and develop within Business Connexion,” Olver explains.

Business Connexion challenges other organisations and industries to add their voices to the gender empowerment story, as this is the only way real progress will be made in empowering women. Key to Business Connexion’s success has been executive and business support, across all levels of the organisation, which has allowed various initiatives to reach their full impetus.

“A woman with a voice is by definition a strong woman. But the search to find that voice can be remarkably difficult.”

– Melinda Gates 9

GENDER MAINSTREAMING E-ZINE

Another key element for success is a robust and inclusive communication strategy, which includes electronic, face to face, interactive, holistic communication and engagement with all stakeholders. The long term sustainability and ongoing improvement of all of the company’s programmes and initiatives is also a key focus and with the support and commitment of senior leadership as well as ongoing communication efforts, Business Connexion has been able to utilise these initiatives as a platform for continued efforts and successes in this sphere. However none of these efforts would be effective in the absence of an organisational culture that supports, embraces and fosters gender empowerment and upliftment.

“We, at Business Connexion, have been fortunate to operate in an environment that cultivates the female voice at all levels in the organisation, through representation all the way to board level. And finally, no voice is sufficiently heard without ardour and passion. We are passionate about gender mainstreaming and infuse this passion in all we set out to achieve,” Mophatlane comments.

“For us it is not about the awards… What is more rewarding is the contribution we can make to the lives of individuals, industry and corporate South Africa by leading by example and collectively contributing to transforming our communities and society at large. We encourage other corporates to do the same, create a legacy” Olver concludes.

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www.bcx.co.za

The Concept The Boardwalk is an initiative that has been created to nurture the development of aspiring directors who are currently in senior management positions and help them to unlock their future potential. It aims to expose these individuals to existing directors (both executive and non-executive) and partners during an interactive networking breakfast that will encourage meaningful engagement and dialogue.

The Name While “The Boardwalk� paints the picture of a promenade or walkway, it holds an underlying meaning of the bridge that an aspiring director needs to cross to become Board ready, as well as the journey that needs to be embarked upon.

The Format Business and other leaders will be invited to host a table of between eight and ten people. The job of the host will be to impart knowledge, experience and words of wisdom to the table, while directing the conversation.

The topics may be either specific or general as the host As they take their first steps down this path of and the table pleases. Attendees will rotate tables twice opportunity, these aspiring directors will benefit from during the breakfast, while the host remains at their those already sitting in the higher echelons of corporate table throughout.

South Africa who will offer their guidance and share their insights and challenges.

NEXT EVENT Date : 2 February 2016 Venue : RMB, Sandton Time : 07h30 for 08h00-10h30 Cost : R495,00 ex VAT per person RSVP : colleen@businessengage.co.za

30% Club GROWTH THROUGH DIVERSITY

Guest Speaker Shirley Machaba - PwC South Africa board executive chairman, Partner in Change of the Menlyn office and PwC international board member 11

GENDER MAINSTREAMING E-ZINE

Italia Boninelli - Executive Vice President; People and Organisation Development; AngloGold Ashanti

ENSURING CAREER SUCCESS IN A CHALLENGING AND CONSTANTLY CHANGING ENVIRONMENT: SOME TIPS EVERY WOMAN SHOULD KNOW. Statistics show that while women constitute 52% of the population in South Africa, only 2,4% of CEO positions and only 29,3% of top management positions are filled by women . Over the years, women have regularly approached me requesting my assistance in mentoring or coaching them.

They would often pose the question: “Why is it so difficult to break through the glass ceiling ?”

Here are a few tips that I can offer based on: (i) my personal experience in executive roles across different industries; (ii) the insights gained from coaching women in senior management and executive roles; and (iii) the results of a research study I conducted in a South African bank some years ago , focused on identifying which factors differentiated the successful (mostly male) executives from the women lower down in the corporation who were struggling to break through.

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1. UNDERSTANDING THE COMPETENCIES REQUIRED OF THE JOB AT THE NEXT LEVEL

Most of the women I have coached are characterised by the perception that delivering good results at their current job level would eventually be noticed and earn them a promotion.

But the initial strengths that led to promotions early in their careers can later become “fatal flaws” when women continue to repeat the same formula and fail to realize that success at the next level up is not ‘more of ’ what they are currently doing but adding qualitatively different competencies and skills. If you have only a very loose understanding of how operating at a strategic level as an executive differs from what you are currently doing, there is little chance of building a coherent strategy for developing the additional skills and competencies

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required for the next level of work up.

Tip 1: Get a copy of the role description and KPIs of the job you aspire to, so you can start to assess what is really required to succeed and what your gaps might be.

Tip 3: Identify which two or three ‘key achievements’ you hope to complete in the next two-three year career cycle and create the time and mental space not to mention the resources to ensure you achieve these.

2. BRIDGING THE GAPS

4. BREADTH VS. DEPTH OF SKILLS

Successful executives put in place some key practices to enhance their skills in areas where they have gaps or staff their teams with people with appropriate skills who can compensate. For example, in order to improve decision-making and judgement, one needs to be informed of best practice, be able to identify developing trends and be fully in touch with how customers, staff and other key stakeholders’ expectations are being met.

Ask yourself: “How good is my environmental scanning? What feedback loops have I created? Is ‘Best Practice’ part of my ongoing plan?”

Tip 2: Utilise an array of techniques to build (or compensate for) skills you lack and which you may previously have overlooked in favour of an inward and operational focus on the current job.

Tip 4: Take every opportunity to build the breadth of your business acumen and to demonstrate your ability to generate solutions across the business value chain, and not just within your discipline

3.INSUFFICIENT LONG-TERM CAREER PLANNING AND RISK PROPENSITY

5. MENTORS, COACHES AND DEVELOPMENT PLANS

It is all too easy to get caught up in dozens of e-mails a day, ten meetings a day and five crises a day and arrive at the end of the year exhausted but with nothing of great significance to show for all the effort. Many of the successful executives set clear career goals for each career cycle of 3-5 years and even write their CV that way – on the first page is usually a set of ‘key achievements’.

These executives also show a higher risk propensity and will take a job that is somewhat outside their normal area of expertise because it represents an opportunity to gain experience in a new area or because taking a high profile job and being very visible in any subsequent success is seen as a careerenhancing move. Even when such moves proved less than successful, they seemed better able than women to capitalise on the learning experience and avoid immobilising self-doubt, accepting the lack of success as a short-term situation.

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Almost all managers display significant depth of experience which has supported their career success thus far. However, many women spend considerably more time in staff or specialist roles rather than in line roles, while the managers who later make successful executives had made frequent job changes and career shifts and as a result were more knowledgeable about different functions and divisions. They were thus better able to provide integrated solutions born out of a wider perspective of the organization.

Many women report that they do not have mentors or coaches and that developmental plans are not regularly discussed with them by their managers.

While this reflects poorly on their managers who are not actively developing them, it reflects equally poorly on the women themselves who have not taken proactive steps to address this shortcoming.

The majority of successful executives report having had a strong mentor and/or coach at critical points of their career and also mentioned having taking taken proactive steps at the early stages of their career in approaching someone in a senior position and asking to be mentored.

Tip 5: Stop waiting for someone to assign you a mentor or coach. Go out and seek one – just be realistic as to the time availability of senior people with busy calendars.

6. NETWORKING AND RELATIONSHIP MANAGEMENT

Many successful executives display a characteristic pattern of networking that differs from that of other groups.

This networking can best be described as the strategic way people manage relationships to make themselves more effective and to leverage the solutions they can offer. Women tend to see networking as they would personal friendships i.e. requiring a level of emotional commitment usually reserved for only a handful of close relatives and friends. Successful executives use networking to establish ‘Contacts’ who can provide them with information, influence, introductions, invitations, access and power that can really help leverage the solutions they can develop. While women typically reported having a network of 30-50 people at that level, the successful executives reported networks of in excess of 200 people.

Tip 6: Rethink your networking strategies. First step is to realise what you have of value to offer (refer to those ‘key achievements’) and then work out what other people have of value to offer and accept that networking is like an exchange of commodities.

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Y T I S R E V DI

S S E C C U S O T Y E K IS PwC has proudly sponsored the Gender Mainstreaming Awards since their inception in 2013.

We believe diversity is core to our success, and that without it we would not be able to access the different insights and skills we need in order to solve the world’s most important problems. Our annual global CEO survey tells us that we are not alone in that belief. In fact, 64% of CEOs interviewed for our survey have a formal diversity and inclusion strategy in place, with a further 13% planning to adopt one in the next year.

We understand that diversity is a complex subject with no easy answers. There is a lot we need to understand in order to be more inclusive. One of the spheres of diversity which we focus on at PwC is generational diversity. A key challenge employers are faced with today is the vast numbers of millennial talent entering and reshaping the workforce. At PwC, 50% of our workforce is female, and we recruit approximately 20 000 graduate millennials every year, half of whom are female. As such, this year we published a report entitled The female millennial: A new era of talent.

The report provides some insights into the minds of female millennials and highlights what needs to be done in order to maximise their potential and understand their divergent views on advancement.

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Our research showed that when it comes to the female millennial we are really talking about a new era of talent. Female millennials are more highly educated, more financially independent and more confident than any previous generation. They are also entering the workforce in larger numbers than previous generations. However, this is not the only thing that has changed: they are entering the workforce with a different mindset.

Despite the lack of women in today’s top leadership positions, more than half of the female millennials surveyed believe that they can reach the very top levels of their current organisation. However, what is disappointing to note is that the further millennials advance in their careers, the further their selfassurance dwindles. This is why understanding the millennial is so important; it is our duty to ensure we keep them motivated and encourage them to achieve whatever level it is they aspire to. Future growth is key to the female millennial. They want clear targets set, with regular and structured feedback given to them timeously in a one-on-one meeting. They are future focused and if their career progression is not clear, they will be more likely to leave the organisation they work for.

Another item of importance to the millennial is the need for a work-life balance, and working for an organisation that has a culture of valuing performance over presence. Employers need to foster a culture that embraces work-life programmes and policies in order to make it possible for their key talent to succeed, no matter what their work pattern is.

Our world is changing. Our businesses are changing.

How we develop our talent through the way we run our businesses needs to change. In order for us to capitalise on the stellar traits of female millennials, we must commit to inclusive cultures and strategies.

Having something written on paper is not good enough – we have to really put into practice what we talk about. If companies today do not shift their mindsets about how to attract, develop and retain their millennial employees, they will be unable to attract the right talent for their organisation’s future success.

www.pwc.com/za 17

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FINANCIAL PLANNING

PROTECT YOUR LEGACY FOR YOUR LOVED ONES Benjamin Franklin said: “In this world nothing can be said to be certain, except death and taxes.” These certainties are part of life. Nobody likes to think that they will eventually die, but it is important to plan for this event.

Dealing with the death of a loved one is hard enough. Not knowing what to do with someone’s finances after the person has passed away puts an additional burden on a grieving family.

At its core, estate planning is about the legacy that you leave behind. Will that legacy be one of conflict, confusion and cost, or a process that positively extends the impact of your life? You don’t have to plan to fail your family; you just have to fail to plan.

The two main principles to consider when planning your legacy are:

1. WEALTH PROTECTION OF GOALS An unexpected event such as death means a loss of income, which can be a heavy financial burden on your dependants.

This potential loss of income can be covered by a risk policy.

You and your financial planner must discuss the amount of risk cover you need to ensure that the gap between your assets, liabilities and future expenses are well covered. This is particularly crucial where you are the breadwinner or have minor dependants.

It is important to review this regularly as your life and circumstances change.

2. ESTATE PLANNING Estate planning is an integral part of any good financial plan. We all want to leave a lasting legacy to protect our loved ones and inspire the younger generation to reach even higher.

LESEGO MONARENG FINANCIAL PLANNER, PRIVATE WEALTH MANAGEMENT

Inherited wealth can be a burden if it was not carefully planned. Good planning will empower you and your future generations to preserve your wealth.

It involves making plans for the transfer of your estate after death. Your net estate will include your personal assets, business assets and all other investment assets (excl. retirement assets) less all liabilities, taxes and any other valid financial claims. A good estate plan will provide adequate guidance on the management of your assets upon your death.

This process will also reduce estate costs you may not have considered.

Ongoing planning for the liquidity needs of an estate and the management of immovable property is another essential element. In the case of minors inheriting immovable property, the maintenance, rental income and other matters have to be discussed.

It is important to identify expenses such as income tax, capital gains tax, executor’s fees and claims upon death. Personal estates that are valued in excess of the estate duty abatement (R3.5 million for individuals and R7 million between spouses) will have significant estate duty taxes. These costs can compromise the preservation of your wealth for the next generation.

Your assets and investments will grow over time exceeding debt and future financial commitments and reducing your need for risk cover. The ultimate goal of financial planning is to reach financial independence where you can live from your assets. See diagram below.

Your financial planner can assist you with these difficult discussions to create, protect and transfer your wealth.

YOUR FINANCIAL PLANNER CAN ASSIST YOU WITH THESE DIFFICULT DISCUSSIONS TO PROTECT YOUR WEALTH. For more information please visit www.privatewealth.co.za or call 011 6857400.

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“IN THIS WORLD NOTHING CAN BE CERTAIN, EXCEPT DEATH AND TAXES.”

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Do you have the right diversity manager for Employee Engagement?

Richard Riche

According to Gallup’s estimates the right management (direct supervisor) accounts for more than 70% of the variance in employee engagement scores across business units. Gallup’s research has also found that female managers tend to be 15% more engaged than male leaders (Female leaders 41% Engaged; Male leaders 35% Engaged). Employees of female managers outscored employees of male managers by 5% or more on almost all of the Gallup Q12 engagement items. The Gallup researchers found that the odds of success in performance is nearly double in the engaged work units when compared to the actively disengaged work units. The engaged work units outperformed actively disengaged work units by 21% in productivity, 10% on customer ratings and 22% in profitability.

Engaged work units also had significantly less staff turnover (25% in high-turnover organisations and 65% in low-turnover organisations), shrinkage (28%), and absenteeism (37%) and fewer safety incidents (48%) and quality defects (41%).

People tend to leave managers rather than organisations. How are 20

JUST BECAUSE THEY ARE AN EXCELLENT SALESPERSON, ACCOUNTANT OR ENGINEER DOES’T MEAN THEY HAVE THE SKILLS TO MANAGE PEOPLE.

are supervised by highly engaged leaders were 40% more likely to be engaged themselves. This link is greater when it comes to employees.

Those managed by highly engaged managers were 60% more likely to be engaged than those supervised by actively disengaged managers.

your management doing in keeping valuable employees, motivating Many organisations use outdated them, and helping them engage principles of succession to find the your customers? right person for the role. Often hiring and promotion decisions are Gallup’s research shows that made based on the individuals’ past organisations fail to choose the performance in a role or they give right candidate to manage a team them the manager job as a reward 80% of the time for their length of service. This method of promotion, overlooking Managers are supposed to engage people management talent, is the members of their team, but often damaging to the culture and according to Gallup’s research over performance of the organisation.

50% of managers are disengaged Managers promoted beyond their themselves and have essentially level of experience or skill tend to checked out. A managers’ attitude become easily disengaged. Gallup has dire consequences for their estimates that these disengaged teams. The research clearly shows (non-people skill) managers cost that a manager’s engagement levels the U.S. economy between $300 directly impact the engagement billion and $400 billion annually. levels of their employees, what Gallup calls the cascade effect. In Gallup’s recent Gallup “State of the over 190 diverse industries (finance, American Manager” report suggests healthcare, manufacturing, retail, women often make better managers etc.) it was found that managers who than their male counterparts as

female leaders tend to be better at: • Promoting Engagement Employees working for a female manager are on average 6% more engaged than those working for male managers. • Cultivating potential Female managers were almost 20% more likely than their male counterparts to pay attention to employee progress and actively cultivate their potential. They were also more likely to provide regular feedback to help their employees achieve their development goals. • Providing regular recognition Female managers were 15%+ more likely to acknowledge the progress employees made. They were also better at providing positive feedback that helps employees to feel valued for their everyday contributions. Female leaders tended to be better at setting basic expectations for their employees, building relationships with their teams, encouraging a positive team environment and providing employees with opportunities to develop and grow.

Picking the right management should be about finding those with people management talent regardless of race, gender or job skill set (salesperson, accountant or engineer, etc.) Ultimately workplaces with more diversity tended to have better records at innovation, collaboration and engagement. We learn from our experiences and our colleagues.

Having a healthy mix of male and female managers tends to increases overall Engagement scores.

Richard Riche

www.oneclearmessage.co.za 21

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A DIFFERENT APPROACH TO EMPOWERING YOUNG WOMEN www.manpower.co.za For businesses in South Africa, Broad Based Black Economic Empowerment may illicit various responses, but most would agree that transformation is necessary to address social and economic inequalities. At Manpower South Africa we wanted to do things differently in complying with the regulation, and aimed to find a BEE partner that would assist us in making a true, lasting, and selfperpetuating difference in the community in which we operate.

We found just that in the Imvula Education Empowerment Fund – a non-profit organisation and trust which oversees a group of smaller organisations, established with the aim of assisting black students from disadvantaged backgrounds in obtaining both educational qualifications and work experience.

the lack of females being placed in senior management positions. We believe we are able to have a positive impact on this challenge, through providing young females with good quality education, workplace training, exposure to global business practices and ultimately finding suitable employment in which they will be able to flourish.

The ethos carried by our BEE partner is perfectly in line with Manpower’s organisational culture, which focuses on breaking down barriers of prejudice, since 1969.

This is evident in the Manpower Wintergram communication sent to the staff by one of the group’s founders, Elmer Winter. Manpower consciously took the decision to invest 25% of our South African entity into the empowerment of our youth, with a keen focus on young Empowering young women women. Essentially, this means that in South Africa is something 25% of all our profits go towards Manpower South Africa is educating the youth of which more particularly passionate about, given than 60% are female. The most 22

favourable outcome of this initiative is not in just providing an education to tomorrow’s leaders, but in the way this initiative will have a longterm, positive impact on the lives of many women in the future.

A large part of our partnership with the Imvula Education Empowerment Fund is carried out through our work with the Maharishi Institute – a non-profit organisation that provides free university education and work experience to underprivileged youth in South Africa. Last year, over 50 students were able to graduate.

Between them, they accumulated 70 job offers, proving that the programme provided the highest quality education and most desirable skill sets possible. It is important to note that of the 50 graduates, 30 were female, all of whom were employed after graduation, and who are set to become the next generation of leaders in South Africa, providing guidance, assistance, and received

and even our CEO. Winning this local award quantifies the difference we are making in the lives of young We hope that the positive results we South Africans and the country’s have had through our work with the future leaders.

Imvula Education Fund will set an example for other businesses, and encourage them to get involved with a BEE partner who allows them to TIPS AND TOOLS TO TAKE NOTE OF: make a difference in the lives of tomorrows leaders, and not just one 1. Be creative in complying with the BBBEE requirements, in a way that or two individuals. This will ensure adds value. a sustainable future for the economy 2. Look to add real value to the broader community in which you though creating a more employable operate, rather than just in the lives of one or two individuals. population and adding value to 3. Ensure your partner aligns with your values and corporate goals. corporate South Africa.

4. Focus in the journey with your partner, rather than looking for immediate results. True value can often take time to create.

Being awarded the ‘Investing 5. Remember the importance of integrating women into the corporate in Young Women’ award at this hierarchy. Studies have shown that this can have positive effects on year’s Gender Mainstreaming the profitability an organisation.

Awards is a true achievement for 6. That being said, it is important t remember to have a diversity in your Manpower South Africa and all organisation, in terms of gender, race and even age. our staff. The work we have carried 7. There is still a lack of women who are qualified and trained for hold out in conjunction with our BEE ing management positions. This needs to be addressed by todays partner has already given our staff corporate leaders in the most effective way. something to be proud of, and has created a hugely positive response from our sister companies globally bursaries to study MBAs at local business schools as well as abroad.

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USING TECHNOLOGY TO FURTHER LEADERSHIP DEVELOPMENT The most exciting breakthroughs of the 21st century will not occur because of technology but because of an expanding concept of what it means to be human - John Naisbitt

www.pda-africa.co.za

Dr. Gerhard van Rensburg Technology is part of life. Broadly described, it is the use of scientific knowledge for improving the way to do things. It is inevitable that we all have some sort of relationship with technology.

Due to the continuing marketing of the benefits of new technology we can hardly not be aware of new technologies.

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It makes life comfortable, connects us, empowers us, saves us time and entertains us. In the case of leadership development, internet technology serves us not only for more convenience and efficiency, but also in our deeper understanding of ‘what it means to be human’, as Naisbitt points out in the above quote – it can facilitate reflection, awareness and conversation, and as such, internalised learning.

Understanding leadership in the 21st century Over the years our views of leadership evolved in response to.

the type of challenges we faced in our ever-changing world. For leadership to be leadership it has to be relevant and at the cutting edge of new thinking and trends – as much as it needs to be grounded in age-old wisdom about being human and in the tested principles needed for excellence. It follows that, if we still operate with an out-dated paradigm, even though we might be in powerful leadership positions, we will not be as effective as we could be and ultimately the organisations will suffer negative consequences.

leader needed for our day. Indeed, • facilitate self-reflection and from a gender perspective, it points growing self-knowledge to more feminine qualities such • be holistic and as such engage as empathy, vulnerability, subtlety, mind, heart and spirit intimacy, and the inclination to be • facilitate conversation about the personal and relational. application of leadership principles as they are relevant in a particular context Traditional learning • make use of coaching and methodology mentoring and Signs of the old paradigm are • be long-term and process-based as opposed to short-term and visible in the approaches and events-based. methodologies that are still used

It can be said that in many ways our thinking is still in the grip of the scientific revolution with its overwhelming emphasis on human reason and intellect, knowledge, cause and effect analysis, and top-down control by experts and bureaucrats. Accordingly, ‘leadership material’ is still regarded as those with the qualifications to proof their superior knowledge and intellectual ability, those with proven expert and functional experience, and those who deliver quick results through manipulation and control. The more typical masculine style of dominance is a perfect fit for the above criteria. As Richard Rohr noticed ‘For centuries, males have been encouraged and rewarded for living an “outer” life of performances, which are usually framed in terms of win or lose.’

Modern-day online technology can be used effectively to meet the above criteria and serve our needs for convenience, timeefficiency, flexibility, accessibility, individual empowerment and cost-effectiveness. Participants in their development journey can be guided in their self-reflection where and whenever they feel comfortable and relaxed. They can have intelligent, constructive and continuous conversations as they share their views on the leadership topic presented in a structured programme. Coaching can effectively be integrated with the online self-managed development programme, ensuring support and ongoing engagement, and rich coaching conversations informed by the self-reflective work done by participants. Numerous relevant additional visual and text resources can be sifted and added to the programme as web links.

for so-called ‘leadership training’.

The word ‘training’ is in itself a give-away. It implies the imparting of information and/or instructions by an expert to learners. As such, it is aimed at the accumulation of knowledge (focusing only on the mind), one-directional from the one who knows to those who don’t, typically in a classroom environment, and mostly in an atmosphere of compliance with the well-known ‘carrot and stick’ psychology at play.

What is needed in the new paradigm, is not merely more knowledge, but growing self- and other- awareness, the commitment to self-challenge, and growing wisdom in what context-sensitive leadership responses mean. If leadership development in the past mainly focused on outsidein processes (learning what is ‘out there’) then today, for a large part, it should be focusing on inside-out However, the disillusionment with processes (learning and growing ideological-based grand designs what is ‘within’), or character and by experts, expanding democracy, latent potential development. interconnectivity, the explosion of accessible information and diverse The development methodology that views and opinions on all matters, would be appropriate and effective and the renewed appreciation for for the development of leaders for human emotions and holism, to today and tomorrow, needs to mention a few, are all waves of change that require a relook at the kind of

Facilitated online development

Research shows that all forms of online learning are on the rise and the benefits are becoming ever more convincing. It is certainly a wise choice to use technology to further leadership development.

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University of Stellenbosch’s Business School’s Small Business Academy (USB SBA) The Distell Foundation is one of the gold sponsors of the University of Stellenbosch’s Business School’s Small Business Academy (SBA).

The SBA, established in 2012, focuses primarily on providing business education and business development support to township entrepreneurs. Conceived and run by the University of Stellenbosch Business School (USB), the academy provides practical Africa-based solutions, backed by the rigour of theory.

The premise of the academy is that successful small businesses can stimulate broader job creation and economic growth. Given South Africa’s low level of entrepreneurship compared to other developing countries, small businesses are generally not achieving the growth required for increased job creation. The SBA hopes to transform the viability of such businesses by building business skills, and in the process, promoting a stronger culture of entrepreneurship and business ownership.

The SBA’s Development Programme is a nine-month course, currently available to eligible business owners in Khayelitsha, Mitchells Plain, Strandfontein, Langa, Philippi, Gugulethu and Du Noon. It is underpinned by one-on-one mentorship provided by USB alumni, specifically trained for the purpose.

The programme covers training in business essentials, from computer literacy to administration and financial management, marketing and networking. The programme also regularly runs workshops for participants, giving them access to resources and facilities. What makes the programme unique are the 12 face-to-face mentorship sessions, which are run by volunteers from the MBA programme and other graduates from the University of Stellenbosch.

Graduates are awarded a National Quality Framework (NQF) Level-5 certificate on completion of the course.

Since its inception in 2013, the SBA has trained 33 female entrepreneurs, including this year’s candidates. In total, 51 participants have completed the training.

http://www.usb.ac.za/Pages/AboutUs/Small-Business-Academy.aspx

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Success Story Rushana Charles Little Mermaids Swimming School

In 2011, with five years’ experience as a swimming teacher, Rushana Charles (30) knew that she wanted to do something about the lack of a swimming school in her community in Mitchells Plain. This led her to build the Little Mermaid Swimming School in Strandfontein, a facility for teaching swimming and water-safety skills to babies, toddlers, older kids and adults.

Rushana started with her mother’s investment of R120 000 and sold a bakkie that she’d won for R80 000 as capital towards building the pool. She also remortgaged her house to raise R80 000 for the solar panels and the expensive materials to build the structure surrounding the pool.

After seeing an advertisement of the Small Business Academy, she decided to apply in a bid to grow her business skills. Today, Rushana has 480 swimmers on her books, employs five staff members with another swimming instructor in training. She has also purchased a seven-seater vehicle to transport more kids, and her turnover has doubled since she started the school.

www.usb.ac.za/Pages/AboutUs/Small-Business-Academy.aspx 27

GENDER MAINSTREAMING E-ZINE

How do you rate yourself as a negotiator? Do you always get the best deal possible when you negotiate? Does the thought of negotiating excite you, or fill you with dread?

Here are five interesting facts about negotiation, brought to you courtesy of The Dealmaker Company, thought leaders in the field of business negotiation:

1.Did you know you were born with negotiating skills?

Cast your mind back to when you were a child and you wanted a treat – maybe being taken to the park or having a sweet before dinner. How did you get what you wanted? Children peak as negotiators between the ages of four and ten. If you are having to negotiate with children of your own you already know this! How do they do it? Firstly, negotiation is a life skill with which humans are born. Secondly, kids do not apply associative logic to negotiations. Here’s an example: Mom: “Johnny, eat your peas”. Johnny: “If I can stay up late I’ll eat six peas”. How are peas and bedtime related?

Who taught Johhny about trading?

2.Did you know you start losing your negotiating skills towards the end of primary school?

The problem with children is that they think everything is negotiable and in order for them to adapt to the rigours of school life, they are systematically taught that not everything is negotiable – that there are times when they simply have to accept instruction.

Is this true or do you believe that everything is negotiable? Can you remember the film “Indecent Proposal” in which Demi Moore receives what some would consider an off-colour proposal from Robert Redford? If you can remember the film, you may also recall that after the film’s release you had many a dinner-party conversation wherein you debated what you and your partner would do in such a situation.

Everything can be negotiated but sometimes the price you have to pay to do the deal makes the transaction 28

unacceptable. If your child or someone you love was being dangled from the top of Sandton City by their foot and you were told you had to give “x” or your loved one would be dropped, what price would you pay to save the life of your loved one?

3.Did you know that there is only one key difference between “negotiation” and “bribery”?

And the difference is… ethics. This is an interesting concept because one person’s negotiation is another’s bribery. There are no “golden rules” that can be given to help you determine the difference – it is up to you and your value system. A major UK retailer did a study of what mothers would do to get their children to eat vegetables. In most cases, the children were offered money in return for eating their veggies. The worst offender was a woman who offered her five year old a pound per pea eaten. Imagine the conversation: Mom: “Johnny, what would you like for breakfast?”. Johnny: “Peas”. Mom: “How many”. Johnny: “Two hundred”.

Negotiation or bribery? If it’s going to get you into trouble, it’s the wrong side of the line!

4.Did you know more than two thirds of business people do not know the difference between “negotiating” and “selling”?

Spectrum Solutions conducted research for The Dealmaker™ programme over a period of six years and, astoundingly, more than 67% of the business people surveyed did not have a clear understanding of the difference between negotiating and selling, despite

DID YOU KNOW? FIVE INTERESTING FACTS ABOUT NEGOTIATION

the fact that in nine out of ten cases customers ask for discounts at the close of deals. Can you resolve the following conflict?: Assume you have been working on a R100 million deal for the best part of a year, you’ve addressed all the issues and concerns of the other party, the terms and conditions of the deal have been agreed and that you are now into the vinegar strokes.

You go to the offices of the other party to sign the deal – so you think – and the other party asks for a 20% discount or no deal. What do you do? Do you give the discount? Or do you go back into the selling cycle?

There is a major difference between negotiating and selling, but without being given specific skills in how to handle this type of conflict, most of us will not be confident in this situation.

a better negotiator that benefits all facets of your life – business (dealing with customers, colleagues, the Board) and personal (think about buying a house, your personal relationships) – read The Devil In The Deal

by Kim Meredith.

5. Did you know it is far better to deal with a “skilled” negotiator than an “unskilled” negotiator?

You are probably thinking at this stage that the above statement is rubbish – that a skilled negotiator will “screw” you just because they can. What is interesting is that the only time a skilled negotiator will push the deal to their advantage is when it is a once-off, short term transaction. A skilled negotiator will typically give you what you want in a negotiation. This sounds like a contradiction – a skilled negotiator giving in?

Well, there is a caveat to the skilled negotiator giving you what you want – they will only give you what you want on their terms. What are these terms? How do you respond to their proposals? Negotiation is a fascinating subject…

Want to know more about your own level of negotiating ability? Want to learn, and practice, being

Kim Meredith The Deal Maker Company www.thedealmaker.com 29

GENDER MAINSTREAMING E-ZINE

At FNB, we embrace the spirit of diversity, and what better way to embrace that spirit than in recognising we all have a different way of reaching our goals.

“Leveraging off diversity is a business priority for FNB,” says Shamala Moodley FNB HR Executive.

FNB’s strategic intent is to be the most sought after employer of a diverse workforce. Diversity is broader than race and gender; it is all the ways in which we are different, yet similar, to one another.

Although the Employment Equity Act is at the forefront of legislation that drives transformation of our society and the economy, legislation in itself does not guarantee a change in the environment, it needs to be internalised into our values and organisational culture.

We have always promoted a culture of non-discrimination and equal employment opportunities for all and therefore it is natural for us to embrace the principles of fairness and transparency. We also believe in order to retain our leading position in the South African financial services industry; we must retain our competitive edge. We 30

achieve this through our people.

Diversity enriches our innovative culture and contributes to high performance.

An important part of this process would be the further development and maintenance of sound employment relationships. In this regard we remain committed to providing equal employment opportunities and endorse the value of women and people living with disabilities as an integral part of our business plan.

FNB specifically runs two programmes; Catalyst and Ignite for the development of female leaders in our organisation. These programmes are designed to improve innovation, efficiencies and service through harnessing the talent of high potential women in our business. It builds on leadership and highlights the specific behaviours that are critical in inspirational leadership. These programmes are endorsed and supported directly by our executive team.

The emphasis of these programmes is on taking charge of one’s own career progression within FNB as per our owner-manager ‘selfstarter’ culture. Delegates are empowered to take action and

navigate the complex landscape of FNB with confidence and to build powerful networks that will enable their further development and mobility. Each delegate has a mentor for the duration of the programme and receives guidance on how to drive and manage the mentoring relationship. Mentors are selected by the participants of the programme ensuring long-term sustainability of the relationship.

These programmes provide an integrated highly practical learning experience to advance the skills necessary to transform one from being an effective colleague and manager into a successful and valuable leader who will be ready to lead at the next level.

FNB Catalyst Women’s Development Programme is aimed at senior management and was launched in May 2014. To date we have had 139 ladies complete the programme and of these 22 have already been promoted.

Ignite Women’s Development Programme is aimed at our middle and junior management levels and was launched in January 2015. 100 delegates have already completed the programme with 3 promotions recorded.

Key to the success of these transformation and direct the programmes has been Senior journey.

Leadership commitment and buy-in.

At FNB, our senior leadership Delegates on the programme get to take time out to connect engage with and personally meet with with delegates on our gender our Senior Leaders, both male and mainstreaming programmes. female.

• It is important that all At FNB, our disability strategy and interventions are integrated into policy allows for employees to request talent management practices such reasonable accommodation. We as succession planning and continue to drive the declaration of promotions, adding additional disability through our “What’s in it for credibility. me?” disability campaign.

• For transformation to truly be successful, one has to internalise A Disability Advisory Committee has it in your company’s culture and been established, which is made up values. of employees who are living with a disability.

Our Learning & Development team have developed a multimedia blended learning approach that takes into consideration the need for learning solutions to be delivered in formats other than facilitator led, classroom based interventions. A learning technologist has been appointed to investigate learning technologies that could potentially assist learners who are sight or hearing impaired.

“Embracing diversity makes good business sense, leveraging off this rich diversity is a business priority for FNB. Positive change and complete adoption can only occur if an organisation is committed to internalising these actions in the culture of that organisation. FNB is proud to live and promote a culture of non-discrimination and equitable employment opportunities for all, based on principles of fairness and transparency.”

TIPS: • Buy-in from the top is crucial.

Senior leadership need to under stand the importance of

We have seen a 47% increase in our disability declarations year on year, and continue to drive this initiative towards the attainment of the goals we have set in terms of our Employment Equity plan.

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Boardroom diversity

www.tuesday.co.za

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Why boardroom diversity matters (and how to achieve it)…

From Silicon Valley to Sandton CBD, diversity is becoming a major business imperative. Business leaders worldwide are being forced to pay attention, and more importantly, to take action.

According to a study by advisory group Institutional Shareholder Services (ISS), the growing attention given to diversity in recent years is becoming apparent in boardroom makeup, especially with regards to gender diversity. Sadly, in South Africa, little attention is being paid to real diversity in the boardroom.

True Diversity

It must be noted that true diversity extends far wider than race and gender. Indeed, real diversity means that there is a wide variation in core skills and expertise, age/generation, and even nationality. In any high performing organisation, you will usually find a very diverse group of people executing on the strategy and leadership.

If one takes a closer look, JSE listed companies are still being led by people who are not truly diverse in their makeup. Arguably, this is the result of a flawed approach to evaluating board competence. In South Africa, the evaluation of a board member’s relevance and competence often defaults to their ability to navigate the risk, audit and compliance responsibilities of a listed entity.

But, as mandated in King iii: “The Board should appreciate that strategy, risk, performance and sustainability are inseparable”. So considering that a board’s responsibility is to influence and enable company strategy (and ensure future sustainability and shareholder returns) the evaluation of the overall board competence must expand itself further - and consider its ability to participate effectively in the company’s strategic direction.

Surviving Amidst Disruption

Moreover, diversity is becoming increasingly critical in a business environment characterised by rapid change and constant disruption. Advisory firm PwC’s 18th Annual Global CEO survey revealed that in order to survive in a tough market, companies are looking to compete in new industries/geographies; serve new customer needs; and innovate and leverage technology such as Big Data and analytics. The makeup of boardrooms should closely reflect these priorities.

If you consider the board appointment equation with the mindset of delivering on the company’s current challenges and future strategy, it should essentially lead to the consideration (and ultimately, the appointment) of board members who are diverse not only in their race, gender and age, but also with regards to their core skills and expertise.

In South Africa, a great example of this can be found in T-Systems South Africa, an innovative ICT company. In 2014, they received several accolades at the Gender Mainstreaming Awards, one of which was for “Women on Boards”. The Women on Boards award recognises companies that have successfully transformed their boards whilst ensuring that aspiring female directors are judged on their corporate governance skills and not solely their gender.

Pushing the Reset Button

In our view, companies need to think about boards in a different way. Today’s boards need to be constantly evolving and adapting to meet the company’s strategic objectives. Given today’s complex business challenges, we believe that the board member composition should be evaluated 33

GENDER MAINSTREAMING E-ZINE

on a far more regular basis than is current practice – and is always closely aligned to meeting the company’s strategic objectives.

Formal Development

Added to this, there needs to be greater investment in and formal development of board leaders. In SA, we have a few academic institutions providing board management courses in which eager students can participate as long as they can afford the fees, following which they are awarded certification for an average of three days of attendance.

One potential solution that has been pioneered in Europe is the establishment of a Board Academy. Such an academy has the sole purpose of investing in, educating and creating a broader base of suitable candidates through specialised programmes. In this Academy, interested candidates have to go through stringent assessments and meet specific selection criteria. Candidates are enrolled over a six month period, after which they need to pass the course content, in order to be accredited. Critically, such a board academy would then facilitate opportunities for successful candidates to gain board experience by drawing on Alumni referrals and interested Chairman and CEOs. New Board Opportunities

Another key consideration when addressing diversity is that organisations can play a critical role by creating different types of board opportunities - either through a tiered board system or the appointment of Alternate Directors. For example, Alexander Forbes has established a junior board, which will not only build the Alexander Forbes leadership pool but also create a strong pipeline of next generation leaders and essentially add to innovation to various strategic initiatives.

In short, it is imperative that local companies and business leaders consider new and alternative approaches to creating a sustainable pipeline of diverse and talented boardroom candidates.

- Wendy Spalding Director, Tuesday Consulting 34

30% Club

GROWTH THROUGH DIVERSITY

The 30% Club is a group of Chairmen, CEOs and Senior Partners voluntarily committed to bringing more women onto corporate boards because it makes business sense.

Increasing board diversity is key to driving profitable growth.

Having better balance - at least 30% senior female leaders positively influences both a company’s culture and the decision-making process. www.30percentclub.org GROWTH THROUGH DIVERSITY

An initiative of

30% Club

Thank you to the members that supported the 2015 Gender Mainstreaming Awards

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heFORSHE 36

Gender inequality is one of the most persistent human rights violations of our time. Despite many years of promoting gender equality, inequalities among women/girls and men/boys continue to manifest in egregious ways around the world.

• HeForShe is a solidarity movement for gender equality that engages men and boys as advocates and stakeholders, to break the silence, raise their voices and take action for the achievement of gender equality.

• Gender equality is not only a women’s issue, it is a human rights issue that affects all of us – women and girls, men and boys. We all benefit socially, politically and economically from gender equality in our every day lives. When women are empowered, the whole of humanity benefits. Gender equality liberates not only women but also men, from prescribed social roles and gender stereotypes.

ABOUT THE CAMPAIGN HeForShe is a solidarity movement for gender equality developed by UN Women to engage men and boys as advocates and agents of change for the achievement of gender equality and women’s rights. The campaign encourages them to speak out and take action against inequalities faced by women and girls.

CAMPAIGN GOALS The overall goal of the campaign is to spread awareness and spark action on the responsibility that men and boys have in eliminating all forms of discrimination against women and violence against women and girls.

Additional goals include: • Engage UN Women and UN entities and their country offices to develop sustainable, transformative programs for the full participation of men and boys in support of gender equality • Collaborate with government officials, men’s organizations and other civil society organizations, universities and schools to create and promote

HeForShe events and campaigns within their local communities.

Inspire people to take action against gender-based discrimination and violence against women and girls Create a platform to highlight as role models, men and boys who are taking a stand against gender- based discrimination and violence against women and girls globally.

HeForShe | UN Women Solidarity Movement for Gender Equality THE HeForShe CONCEPT • Much has been achieved by the feminist movement and women’s rights organisations in promoting gender equality to this day; however, progress has been uneven between and among countries with pervasive gender-based discrimination continuing in every country and region; • It is the time to capitalise on the recognition that women’s empowerment is essential for inclusive economic growth, social cohesion and social justice, environmental balance, and for progress in all spheres of life.

• Men and boys need to be part of the global movement to promote women’s rights both as advocates and stakeholders, who need to change to make gender equality a reality for all. This is not about women or men; it is about crafting a shared vision of human progress for all – about creating a solidarity movement between women and men for the achievement of gender equality.

IMPLEMENTING THE HeForShe CAMPAIGN The realisation of the HeForShe campaign full potential requires joint efforts from all of society.

UN Women will act as a facilitator, convenor and implementer of the campaign and its global goals.

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MENTORSHIP Teryl Schroenn CEO; Accsys(Pty) Ltd

What is the difference? Over the years, I have been lucky enough to have quite a few mentors, who were generous with their time, ideas and input. And I have certainly had sponsors, who have recommended me for really good positions and opportunities, as well as head hunting me at just the right time!

But once I was in the position of having a mentor who was also a great coach and a sponsor. Sieg Frankenfeld held my current position of heading up +Accsys (Pty) Ltd for 4 months as a caretaker, before I was promoted from Sales Director to CEO, and he was, and is, an unbelievable coach.

We were at a meeting at our Head Office once, and he was presenting on the company, and he kept saying “I” have done this and “I” have done that. When we sat down together after the meeting, I queried saying I instead of we about all the positive input and he, smiled, and said “Do you think you will be able to share the failures with your team, too?” I still use “We” a lot, and am deeply appreciative of everything my colleagues and business partners do, every day, but it was a big life lesson, from the coach side of him.

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What is the difference? Over the years, I have been lucky enough to have quite a few mentors, who were generous with their time, ideas and input. And I have certainly had sponsors, who have recommended me for really good positions and opportunities, as well as head hunting me at just the right time!

But once I was in the position of having a mentor who was also a great coach and a sponsor. Sieg Frankenfeld held my current position of heading up +Accsys (Pty) Ltd for 4 months as a caretaker, before I was promoted from Sales Director to CEO, and he was, and is, an unbelievable coach.

We were at a meeting at our Head Office once, and he was presenting on the company, and he kept saying “I” have done this and “I” have done that. When we sat down together after the meeting, I queried saying I instead of we about all the positive input and he, smiled, and said “Do you think you will be able to share the failures with your team, too?” I still use “We” a lot, and am deeply appreciative of everything my colleagues and business partners do, every day, but it was a big life lesson, from the coach side of him.

In the first months of my running the company, he acted as a sounding board, and one man advisory council. What an amazing listener he is, a skill I am still trying to learn.

While he has gone on to become a Business Coach, as a profession, at the time he held a full time, challenging job, but still found time for me, and it was from this experience that I realised that there was a difference between coaching, mentorship and sponsorship. It is my opinion, though, and there are many out there, so here is my definition: Mentorship - its a softer, less job specific approach ie you can be a programmer, and have a chef as a mentor.

Mentorship is around sharing issues and challenges, which might be job specific, but the mentor does not have to be an expert in the role you are in. The skills being shared are general and come from life and on the job experience as well as formal qualification, and add richness and support. Both mentor and mentee should gain enormously from the relationship.

Coaching - Business and Life Coaching - this is often a professional or formal relationship, and might even

have a fixed time frame attached to it, eg 12 sessions, is very much about providing a platform for open discussion, as well as tools for improving performance.

Sponsorship - when you find a sponsor who really believes in you, it can have a significant impact on your career trajectory, as this is a person who will actively look for opportunities for you, and promote your case.

There is risk to the sponsor in taking on a protégé, and trust is an essential part of the relationship. Of course, it is also true that peer level people sponsor each other, but typically it is a senior / junior relationship.

As a woman in business I have found that, while both men and women need a combination of the three on their path to success, men are generally very good at business networking and it is time for women in business to focus on finding mentors and sponsors in leadership roles. In South Africa, some statistics show that over 70% of people in senior leadership roles are men. Simple maths indicate that many women will have male mentors and sponsors, and certainly I have been privileged to have amazing men help guide me.

Today, though, there are many opportunities for women to meet other women in senior roles, and it is really important to join associations and clubs that will connect women with role models of both genders, as well as building strong relationships within the workplace.

Women need to take a step forward to leverage networking opportunities. If you receive a business card at a networking event from a potential mentor, take the time to send a brief note, introducing yourself again, and asking to meet for a cup of coffee. You can then broach the topic of mentorship in a more informal manner. Most people are flattered to be asked!

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Vuma Reputation Management –

A Pioneer of Gender Mainstreaming

Vuma Reputation Management, which on October 1, 2015 celebrated its 10th year as South Africa’s leading reputation management company, was the winner in the Women Empowerment in the Workplace (nonJSE-listed organisations) category in the 2015 Gender Mainstreaming Awards.

The company, which comprises a diverse and integrated team of experts – 90% of whom are women, specialises in reputation management, government protocol, stakeholder and media relationship management, crisis communication and public relations. It also runs a reputation academy.

The diversity of its employee profile matches the diversity of its clients, which range from government departments to companies in the health, telecoms, mining, technology, financial and retail sectors.

Janine Hills, Vuma Reputation Management CEO, says gender mainstreaming has been a key focus of the company since its inception.

“We’ve always understood the need for pay parity and

equality within society and for everyone to be treated with respect and dignity, no matter their station in life.

At Vuma Reputation Management we’re very excited to have created that balance and it continues to be a focus of each and every person within the organisation.”

Companies that seek to create a workplace environment in which employees thrive and deliver their best, says Hills, need to recognise the unique skills set that each individual brings to the organisation, and ensure that men and women who hold the same positions and responsibilities within a company receive equal pay and equal respect.

“We are fortunate within Vuma to have achieved this parity, and have created an environment that allows for transparency, which leads to trust and understanding within our organisation.”

The focus on gender mainstreaming as a business imperative, says Hills, is beneficial to companies as it enables them to attract a broader range of skills, and gives organisations greater choice when it comes to selecting the right employees to fulfill their business requirements.

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“While there may be different approaches, gender mainstreaming allows for diversity within an organisation. With the world changing at such a rapid rate and diversity and transformation becoming a focus globally, it is vital for companies to stay ahead of the trend. Gender mainstreaming is not a feminist issue – a concept that is often misunderstood - but rather about equality at all levels of an organisation from its president to its cleaners.”

She adds that companies can enhance their reputations through gender mainstreaming.

“The diversity created through gender mainstreaming, enables companies to attract talent from different cultures and backgrounds, individuals who think and problem solve differently and bring a range of expertise to the company. This can enhance a company’s reputation in terms of its intellectual capital.

But its reputation can also be enhanced by having employees that can connect, understand and effectively communicate with its target market, something that diversity enables.”

Through its stakeholder management programmes, Vuma can assist companies in diversifying their employee profiles to ensure they have the right mix of experience and expertise to take their businesses to the next level.

Vuma, says Hills, has reaped the benefits of gender mainstreaming. “We have been privileged to attract the best people to join our team because of our policies of diversity, equality and respect. We founded the company to enhance the standard of communication in South Africa and Africa and gender mainstreaming is one element that is enabling us to achieve this.

The reputation of a company is key to its success and our team has been at the forefront of adding value to our clients’ reputations, which ultimately builds our country’s reputation.”

For companies just starting out on their gender mainstreaming journey, Hills offers these tips: • When putting teams together, look at how you can create diversity within those teams.

• Live the transformation. Don’t see it merely as com 42

pany policy and a box that needs to be ticked.

• Be gentle with yourself as far as timing goes. See it as a growth path within your business, a process of transformation that will take a good two to three years to achieve. It’s not something that can happen overnight.

• Allow yourself to make mistakes. You’re not always going to find the right people at the right time.

• Ensure your entire organisation understands your vision, what you’re trying to achieve through gender mainstreaming, and why you’re embarking on this journey.

Hills adds that Vuma Reputation Management is very proud to be associated with the Gender Mainstreaming Awards.

“The awards create much-needed awareness of gender mainstreaming, something we would like to see many more companies in South Africa embrace.”

Janine Hills CEO; Vuma Reputation Management www.vumareputation.com

“We are fortunate within Vuma to have achieved this parity, and have created an environment that allows for transparency, which leads to trust and understanding within our organisation.�

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Women as One. - Naima Maclean

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I speak to women past present and women to come I sing legends untold upon unwritten melodies As we harmonize the truth of how we begun And that present days may bring even brighter suns To inevitably set on consistently evolving hopeful tomorrows I live for women as one.

One force to be reckoned with, Because it was my unnamed foremothers that passed down batons of power, determination and a voice that will settle for no less than what is rightfully deserved.

My unnamed foremothers who sit heavily in my dreams to ensure that I’ve heard their potent whispers of when to initiate or when reserve my spirit for a destiny that is yet to arrive.

They undeniably form part of the purpose I’m alive.

Giving birth to the mamas that cradle this social nest, To mamas whose heartbeats visibly penetrate barriers build to confine and restrict.

My eyes tear as I quietly listen to their chest, because their hearts beat in me too, Synchronized to the striking rhythms of Mama Tambo, Mama Sisulu, Mama Makeba, And many more that make moments like these matter.

They are the sung heroines that serve as symbols for a united struggle and a growing vision that will never shatter I speak to women past present and women to come I sing legends untold upon unwritten melodies As we harmonize the truth of how we begun And that present days may bring even brighter suns To inevitably set on consistently evolving hopeful tomorrows I live for women as one.

But what I didn’t know is that there comes a defining moment where mama back can no loner sustain the weight of today’s growth, my growth.

And Footprints left behind to set the path begin to fade.

Unguided territory lies ahead, And I’m forced to make my mark, navigate the way, No more shade to shelter me from the heat.

I burn from the pressure of having to assert my opinion in male dominated space,

That my experience, knowledge, intellect and very essence override what may be considered just a pretty face.

I walk the tight rope repeatedly falling off as I struggle to find the balance between claiming my strength and owning my insecurity, I’m present to the silencing of peers who suffer the losses of unborn children they couldn’t have, I’m awakened to the reality that today, In a world that is named liberal.

I too am conditioned to patriarchal beliefs and customs I struggle to shake, But I am blessed to have my mamas support to catch me when I trip over an unseen mistake.

I ululate at the gift of being part of these changing times.

The gift of transition makes infinite possibility my mission.

And what more could one ask for than to live in memories of those that will follow.

I’m grateful to be a builder of our future world’s moral fiber, Weaving a web of self love, honor and respect, My child will hum lullabies of a mama who put injustice to the test I speak to women past present and women to come I sing legends untold upon unwritten melodies As we harmonize the truth of how we begun And that present days may bring even brighter suns To inevitably set on consistently evolving hopeful tomorrows I live for women as one.

The woman we mould for future roads stand tall, Feet firmly ingrained in trust of her own intuition.

The daughter I long to have will feel complete at the sight of her own mirrors reflection.

My blossoming niece will shout loud and proud from the ecstasy of self-expression.

Weep openly from passing depression and as her streams flow, She’ll stare her male counter part in the eyes, hand in hand, and say With all my boundaries in place my love for you and me has no conditions.

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Dell took home the award for Diversity and Inclusion at the Gender Mainstreaming Awards 2015, a prize which recognizes the company’s commitment to managing diversity and championing an inclusive culture at international and local levels.

DELL TOPS FOR DIVERSITY AND INCLUSION

The award is a reflection of Dell’s People Strategy and commitment to supporting women in the workplace, an approach which has led to the development of a range of initiatives in recent years aimed at driving diversity and gender equality both at Dell and in local communities.

These include youth learning programmes, Dell Women’s Entrepreneur Network and Dell’s Connected Workplace initiative, aimed at providing more flexible working practices to all employees. Through such programmes, Dell focuses not only on embracing individual differences, but actively leveraging them and, in doing so, is able to harness each individual’s full potential, drive innovation, and foster an environment for its global team to do its best work to meet the aspirations of its customers and communities.

One way Dell is achieving this is through Employee Resource Groups (ERGs), which are aimed specifically at creating a stronger gender balance across the organization and better opportunities for women. These groups connect over 15% of Dell team members across 139 chapters worldwide, furthering an inclusive work environment, and the company has a goal as part of its Legacy of Good Plan to engage 40% of its workforce in ERGs by 2020. The groups encourage career progression by providing opportunities to engage with executives and a new network of peers, team members a place to share ideas for market intelligence and product development.

Along with its international efforts to improve diversity in the workplace, Dell is also passionate about promoting gender equality at local levels. There is still a lack of women in ICT globally, and South Africa is no exception. Dell is making a conscious effect to bridge that gap and in 2015 announced the launch of an IT training centre - the Khulisa Academy (Khulisa means “nurturing” in isiZulu) - as part of its ongoing partnership with the Department of Trade and Industry (DTI) and Centre for High Performance Computing (CHPC). The academy provides equal rights access to education, mentoring and High Performance Computing experience, with work experience both within the solutions centre and the wider IT industry. Along with learning key

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HPC skills, the students will also “earn while they learn”, receiving a marketing related salary whilst studying.

Natasha Reuben, Head of Transformation for Dell South Africa, said: “Dell is committed to breaking down stereotypes and barriers that exist in the IT industry, we believe that access to education and technology is not a luxury but a necessity. By giving students an opportunity to solve unique and complex issues, Dell is addressing an area that can have a significant impact on the economy and the lives of many South Africans.”

Clerrene Bhabha Dell | Development Fund SA

www.delldevelopmentfund.co.za

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T-Systems Nation Building Programmes change lives FOREVER

As a German multi-national, T Systems wishes to contribute to a society and a workplace in which respect, opportunity, diversity and professional excellence are combined and where, each day, we are able to take actions that will transform our company and our country.

T Systems’ value proposition is based on 3 key pillars, to create long term growth and sustainability in South Africa: • Transform through ICT that Works : We transform your ICT landscape into a secure, cost effective and scalable ICT environment; • Transform with Innovation : We enable business agility through “Digital transformation” 48

• Transform in South Africa, for South Africa : We believe in inclusive transformation, and are committed to be a significant contributor to ICT skills development, job creation and localisation to build our Nation.

We believe that it is not only the “What” that differentiates us, but also the “How”. It is about changing lives and creating a sustainable, ongoing future for the people we touch.

We believe in the “Butterfly effect”: a very small change in the initial conditions will have a significant different outcome. South Africa is globally recognised as one of the most beautiful countries in the world, and as South

Africans, we have a responsibility to also look after this country from an economical perspective.

With 43% gender representation at executive level and 66% at board level, we fully embraced gender mainstreaming.

Through our urban ICT Academy in the CBD, and our rural Hazyview Digital Learning Centre, we impact hundreds of learners every year. Since the ICT Academy’s inception in 2003 more than 1,800 graduates were enabled with internationally recognised ICT qualifications, with a 95% pass rate and more than 85% employment rate in ICT related fields for graduates. In Hazyview the Open Learning Academy for digital literacy reached +/- 6000 primary school children, and celebrated 185 ICDL graduates, 9 ICDL advanced graduates, 5 CompTIA A+ graduates, 1 CompTIA Network+ graduate, 139 English for Access graduates and 7394 Online Hospitality Modules passed.

the prestigious Heroes Award - presented by the International Federation of Business & Professional Women (BPW) in collaboration with the Department of Trade & Industry, UN-Women (New York) and the UN Global Compact and under the auspices of the UN Women’s Empowerment Principles. This award salutes CEOs’ commitment to realise gender equality and highlights the concrete actions taken by the leadership to achieve noteworthy progress on gender equality at executive level. With the ICT industry being a male dominant environment, giving opportunities to women goes a long way to creating gender equality.

Changing from the heart and not only from the head is essential to the success of our organisation, customers, our communities and our nation, and as we hand over the baton, we invite you to become part of this Nation Building journey.

Our intern program in-turn provides newly qualified learners growth opportunities within a business environment, to create a platform for their careers going forward, including mentoring, coaching and life skills to complement the practical skills required for their chosen career aspirations. Since 2006, more than 500 interns successfully completed the programme.

From a supplier development perspective, we provide opportunities for the establishment of local small businesses in the regions, including Nkgwete IT Solutions, a black majority female-owned company in eMalahleni and Vumela IT Services, a black female owned company in KwaZulu-Natal.

T-Systems is very proud of the local accolades we received for our contribution in 2014 through the Gender Mainstreaming Awards, as winners in the categories: Investing in Young Women, Women on Boards and Gender and Poverty Alleviation, and also received the overall Gender Mainstreaming Champion award. We want to show the world how to make a sustainable impact and awards like these helps to carry the message.

In addition, T-Systems were also nominated for

www.t-systems.co.za 49

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RANIA ANDERSON An interview to success

www.thewaywomenwork.com

Originally from the Middle East, Rania Habiby Anderson, the author of the first career advice book expressly written for educated, ambitious women in developing and emerging economies, Undeterred: The Six Success Habits of Women in Emerging Economies, has lived and traveled all over the developing world.

Her early career success were at Bank of America where she progressed to senior leadership and in 1997 when she launched an executive coaching and consulting business.

For the past 18 years, Rania has coached business women and men around the world. In 2010, Rania founded The Way Women Work, now a thriving career advice platform visited daily by hundreds of women around the world.

Rania is also a global speaker, the co-founder of a women’s angel investor network, a devoted mentor, and frequent contributor to business publications. She holds a Masters of Science in Foreign Service, with an honours concentration in International Business, from Georgetown University and a Bachelor of Science in Business, from Oklahoma State University.

Business Engage had the privilege of hosting Rania during her recent speaking tour in South Africa where she spoke at universities and corporations. She explored her views of success in today’s global business climate with us.

“Success to me means whatever you define success to be. I don’t think of success in the typical terms and measures that people often use about money, fame, power and influence unless that is something that you want for yourself. As I work with women I talk to them about determining what success means to them, what their drivers are, and I urge them to and to aspire to what they find meaningful in life. Essentially, success iswhat you personally define it to be.”

“Achieving success requires a broad set of actions.

People often ask me to define one catalyst to success.

I explain that there are several steps, but the first is to take action - to start on your path to success, to believe and have a mindset that you can be successful,” Rania shared.

“In my book Undeterred: The Six Success Habits of Women in Emerging Economies I uncovered in my research of over 250 women around the world that successful women have a set of habits that they employ to create their success.

“They prepare themselves for success, in terms of their confidence, competence and courage to take on new challenges. They keep abreast of new thinking, new technology and on mastering skills for the challenges that lie ahead.

“I advise women to be focused on what they want to achieve and to have a plan to achieve their goals. There is no such thing as overnight success. A successful person needs to lead innovatively, think clearly and focus on solutions not problems. These are some habits that lead to success. Also, I have never met a successful person who hasn’t had numerous failures, so don’t be deterred by failure. It is best to work in a collaborative and generous way with the people that around you. I know I can’t be successful on my own and I believe in giving of myself, talents, contacts and connections,” said Rania.

In summation Rania imparted the wonderful expression ‘to whom much is given, much is expected’, she often takes stock of these words, asserting that everyone has a role to play in empowering young girls, university students and women to create and take advantage of opportunities, Rania concluded “I am merely a catalyst to their aspirations and dreams.”

Book orders : colleen@businessengage.co.za .

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CORPORATE ARCHETYPES

GENDER MAINSTREAMING E-ZINE

As gender is not determined biologically yet is constructed socially, so are corporate archetypes. These characteristics, or traits that are played out by women and men within the corporate environ have to a large extent been labelled as either ‘male or female’ behaviours e.g. men are the ‘Tyrants’ whilst women are the ‘Companions’.

What would be the benefit to your organisation if you were able to recognise the key corporate archetypes at play and equally to tease out the empowered aspects of each?

Being in a position to self aknowledge the archetype that is your BFF (second in command) is of immense value to each of us as we are then in a position to recognise when we move off centre.

There is also equal benefit knowing where to stretch ourselves; those traits that feel unimportant or of less value.

The most well recognised of the

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corporate archetypes are Monarch, Magician, Warrior and Lover and if this language already has you moving off the page, let’s call them Stability, Flexibility, Resoluteness and Openess.

From these concepts you will, I am sure, resonate with one or more and you may even be saying that those you do not recognise are ‘too hard’ or ‘more feminine’ and definitely not you…

Archetypes are neutral, non gender specific, they are neither good nor bad, it is our social construct and language influence that we allocate them that makes them positive or negative or more masculine or feminine.

Yet each archetype has an empowered and disempowered aspect and a very simplistic way of looking at this would be to say we are empowered possibly in an archetype when we are responsive rather than reactive e.g. as the Warrior energy we are focused in direction as a team; we understand the deliverables and engage our ‘troops’ from a place of invitation.

The disempowered aspect would be where we disregard the people around us – the battle is all ours and to win at all costs.

From a place of centered leadership it is in our interest as leaders of ourselves first and foremost to lead from as holistic a place of focus as possible.

What does this mean?

Simply to be aware of our ‘primary’ default archetype and where it would be advantageous to

exercise muscle in developing the empowered aspects of the other archetypes.

Each archetype has three ways in which it demonstrates itself in the world: through language, somatically (the body dispositions) and mood or emotion.

Let us in this article explore the Monarch | Stability archetype: The empowered qualities of this archetype are to hold the space, be solid even when the ‘stock markets are crashing around’. This person also holds attributes of being the visionary: seeing the bigger picture and being comfortable in putting the framework together to move forward into the unknown.

This archetype holds assertiveness with calm and a way of fairness, all the while holding the primary focus of serving the realm.

The mood is one of fairness and service to the people of the organisation; one of being able to both lead and follow. There is a knowingness or sense of self that allows this person to move within the organisation with confidence and a quietness about having earned the right to be there and in the role that they are holding.

The disempowered aspects of this archetype would play out in a manner that speaks to ‘unbendingness’, ‘Dictatorial’ or even Tyrannical and an inability to ask for insight or help.

Can you recognise yourself in either aspect of the Stability |

Monarch archetype? What is the impact on yourself and on your team, or organisation?

If Stability is your sense of ease and on either spectrum of the archetype, what do you think the area of growth may be? Yes, the Magician | Flexibility. Is this you? What are you thinking when you read of “Magicians” in the workplace?

Tips to recognise your Monarch archetype:

- Do you find it easy to lead others? Are you recognised as a leader within your organisation and by your peers?

- Is leading others akin to putting needles in your eyes?

- Are you more the command Monarch? What has led you to being this aspect of the archetype?

What are you willing to commit to, to being more fluid in following so that you can lead?

Some examples of the Monarch archetype:

- The Godfather: by Mario Puzo - Queen Rania of Jordan - Barack Obama

Juanene Frydman: executive coach and speaker.

www.juanenefrydman.com

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Gender Mainstreaming Norton Rose Fulbright, South Africa

Diversity is one of the most important strategic imperatives of Norton Rose Fulbright. It is driven at global level by the Global Diversity and Inclusion Advisory Council. As a business that deals with people, we are committed to creating and sustaining a diverse working environment which allows us to pursue and retain the best talent. An inclusive workforce allows us to understand our clients’ needs in a diverse market.

Gender diversity is one of the main areas of diversity that we focus on. We have various initiatives in place aimed at achieving gender diversity, which are underpinned by our policies at global level.

It is not a numbers game but a strategic one. Our 54

women in decision making positions allow us to deliver innovative solutions to complex problems and to engage with our clients in new ways.

Increasing representation of women in the firm, particularly in senior roles, is important to us. In November 2014, we announced our target to reach 30% female partners in 2020.

We have made progress towards the realisation of our target:

• 35% of our global executive committee are women • In 2012/13, 42% of partner promotions globally were women, 43% in 2013/14 and 37% in 2014/15.

• We have already achieved this global gender target in South Africa and currently 34% of our Directors are women.

At a global level, we have more than 30% representation in all the employment categories in the firm except at partner level which is at 25%. We are confident that the target we have set for ourselves is within reach, and we will achieve it soon.

Improved and impactful outcomes do not come from simply having the ‘right’ number of women and men.

The most important piece of the puzzle is inclusion – individuals need to feel that their uniqueness is valued and respected. If people feel they are valued, they will be more engaged, and motivated employees use the full spectrum of their capabilities to best advantage of their employer.

To help us create an even more inclusive culture, we launched an unconscious bias training programme.

Our programme encourages participants to question the assumptions made about people based on established stereotypes and encourages them to treat colleagues as individuals, rather than as members of a group. We aim for all of our directors and staff to have completed the programme by the end of 2016.

In July 2011 we launched Women in Red, a professional women’s network for directors, associates and business services heads.This platform encourages the development of women both within NRF and within our clients’ businesses. Events are designed to expose women to new ideas and opportunities and create the space for meaningful networking. Our female lawyers and managers are encouraged not only to invite women from our clients with whom they work, but also women with whom they would like to work.

The objectives of the Women in Red network is: • Personal and Professional:

- Develop and implement mechanisms to assist professional women in their careers and personal lives to enhance their management and leadership skills, communication, marketing capabilities and confidence through formal programmes and networking opportunities.

- Provide business and access tools to be used to improve the confidence of females in a professional environment, thereby fostering a sense of belonging.

- Re-establish NRFSA’s commitment to the strategic retention and advancement of professional women in the firm.

• Network and Mentor:

- Provide meaningful networking, education, mentor ing and information-sharing opportunities for female professionals by sharing experiences and supporting each other in personal and professional pursuits.

- Sponsor events to help professional women succeed and advance their careers, including seminars, leadership courses, luncheons and programs of special interest.

- Develop and implement programmes that will stimulate personal and professional growth.

- Foster opportunities and provide a forum for like-minded female professionals to exchange ideas, discuss issues and share information.

- Provide mentoring opportunities for all female professionals.

Professional women value the opportunity to learn from and share with each other. At our exclusive events, women are given the opportunity to focus on themselves and their careers in a supportive and nonthreatening space.

The Africa region of our practice, following the lead of other regions of our practice, joined the 30% Club because of the realisation that we need to work with other like-minded organisations which strive for gender diversity to make a meaningful change in and outside our practice.

We identify ourselves with the concept of gender mainstreaming. A number of initiatives end up failing for lack of strategic direction and a clearly defined 55

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course of action. Involvement of senior people within the firm to drive strategy and implementation is, for us, a critical element in ensuring that the objectives of gender parity are achieved.

I have no doubt that the results we have achieved through our initiatives will create the necessary momentum to enable us to achieve even more and, by 2020, we will have achieved and exceeded 30% representation of women at partnership level.

I would like to add that 30% is not the end game. We will not rest in our pursuit to ensure that no woman is deprived the opportunity to advance in their career because of their gender.

Sbu Gule, Chairman Norton Rose Fulbright, South Africa

www.nortonrosefulbright.com

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FLORENCE MUSENGI

WOMEN AT THE TOP Challenging Women Everywhere To Be The Best They Can

This book is a clarion call for women to recognise the giant in them and to aim for and achieve their boldest dreams.

Book launch: 4 February 2016 18:00

CONTACT 082 926 5027 FOR MORE INFORMATION 57

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Get rewarded for your Gender Diversity initiatives...

The Gender Mainstreaming Awards 25 August 2016 : Studio Blu, Fourways www.genderawards.co.za Sponsored by

ENTER NOW, there is no charge to enter Open to all private sector companies and government departments that have started, on the road with or succeeded in gender diversity programmes.

Closing date for entries : 15 June 2016; E-mail : colleen@businessengage.co.za

20% discount on table bookings received and paid for by 28 February 2016 An initiative of

In association with

30% Club GROWTH THROUGH DIVERSITY

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GENDER MAINSTREAMING AWARDS 2016

G M A 25 AUGUST 2016 An initiative of

Sponsored by

In association with

30% Club GROWTH THROUGH DIVERSITY

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GENDER MAINSTREAMING AWARDS