In the News

- An interiew with Carol Hayman, Senior Partner. Go There
- Corporate Convictions. Go There

Book Reviews:

• The Effective Director
  - The essential guide to director & board developmet.
  
  
• The 48 Laws of Power
  - All you ever wanted to know about power and how to play it...

People

- Cecilia Khuswayo at the Black Management Forum.

Articles of Interest

- Are you Leading for a Return on your Training/Development Investment? Go There
- Speak Up! Go There
- Humour - Office Wisdom. Go There
- Archive

In the News

An interview with
Carol Hayman,
Senior Partner.

"We are definitely not about conventional human resources management consulting," insists Carol Hayman, Senior Partner of the recently established ().

Previously a senior partner with Deloitte & Touche, Hayman and a small group of experienced consultants have

'Globalization can come at the cost of a bruised and demoralised local leadership'

established to focus exclusively on human relations and development as the key to building and maintaining successful business organizations in today's global environment. "Of course globalization can bring the benefits of improved cost management, product and service quality and seamless international branding," says Hayman. But, she warns, this can come at the cost of a bruised and demoralised local leadership, whose loss of personal autonomy and sense of commitment can pose serious threats to both their own capacity to achieve, and that of the organization as a whole.

The Group has particular strengths in the areas of leadership development, executive coaching and corporate governance. "We will undertake facilitation of whatever kind," says Hayman, whose track record in achieving long-term, real change for client organizations has already set up a demand for 's services.

Hayman, Johannesburg-based partner Heather Casey, and London-based Miranda Bell are in discussion with public and private sector specialists in the UK. "We have got much to learn from the implementation of outcomes-based performance management in some of the large UK institutions. But we also have a great deal to offer these institutions where the new, results-orientated environment often overlooks the needs and motivations of those who work within it. Effective leadership becomes more important than ever".

Hayman is also very clear about her perspectives on leadership. "If people want to cling to hierarchical conceptions of leadership they won't like our approach," she readily agrees. "We start, always, from the premise that leadership is about exercising responsible personal authority and that the only way to learn to lead effectively is experientially." In

'The new, results-orientated environment often overlooks the needs and motivations of those who work within it.'

practice, this involves the Group in extensive diagnostic work within organizations before designing custom-made programmes to achieve the kind of long-term changes needed for the organisation to adapt and flourish.

has a repertoire of skills and tools that it uses in its facilitative work. But Hayman insists that they will not be methodologically bound. "We don't believe in quick fixes," she says. "If a company is telling us that they really want to change the way in which people relate to each other, then a whole range of aspects of the organization have to change too - we have to make a major shift in the organizational environment. The greater the shift, the longer it will take and the greater the investment by the leadership in the organization."

In terms of its own operating structure, intends to remain as a small, core partnership and is building a register of specialist experts on which it can draw to support specific client needs. As an example, Hayman points to the area of risk management. "There is little point in developing effective corporate governance, say, if your data management systems aren't reliable."

is also planning to work with the public sector in SA where Hayman

'Leadership is about exercising responsible personal authority and that the only way to learn to lead effectively is experientially.'

sees leadership development and human relations as the key to the development of an efficient and dynamic national infrastructure. "Education is a good example of this," says Hayman. She points to the example of the further education sector where colleges are in the process of substantial change and where nearly all the country's colleges are going through major mergers with other institutions, requiring profound transformational change. "None of this will work without the right sort of leadership and the creation of environments where people are encouraged to see success as much in the achievement of their own organizational objectives as in that of others."

Corporate Convictions

1990's: THE TOP 100

1) F. Hoffmann-La Roche Ltd.

Type of Crime: Antitrust
Criminal Fine: $500 million
12 Corporate Crime Reporter 21(1), May 24, 1999

2) Daiwa Bank Ltd.

Type of Crime: Financial
Criminal Fine: $340 million
10 Corporate Crime Reporter 9(3), March 4, 1996

3) BASF Aktiengesellschaft

Type of Crime: Antitrust
Criminal Fine: $225 million
12 Corporate Crime Reporter 21(1), May 24, 1999

4) SGL Carbon Aktiengesellschaft (SGL AG)

Type of Crime: Antitrust
Criminal Fine: $135 million
12 Corporate Crime Reporter 19(4), May 10, 1999

 

5) Exxon Corporation and Exxon Shipping

Type of Crime: Environmental
Criminal Fine: $125 million
5 Corporate Crime Reporter 11(3), March 18, 1991

 

6) UCAR International, Inc.

Type of Crime: Antitrust
Criminal Fine: $110 million
12 Corporate Crime Reporter 15(6), April 13, 1998

7) Archer Daniels Midland

Type of Crime: Antitrust
Criminal Fine: $100 million
10 Corporate Crime Reporter 40(1), October 21, 1996

8)(tie) Banker's Trust

Type of Crime: Financial
Criminal Fine: $60 million
12 Corporate Crime Reporter 11(1), March 15, 1999

8)(tie) Sears Bankruptcy Recovery Management Services

Type of Crime: Fraud
Criminal Fine: $60 million
13 Corporate Crime Reporter 7(1), February 15, 1999

10) Haarman & Reimer Corp.

Type of Crime: Antitrust
Criminal Fine: $50 million
11 Corporate Crime Reporter 5(4), February 3, 1997

11) Louisiana-Pacific Corporation

Type of Crime: Environmental
Criminal Fine: $37 million
12 Corporate Crime Reporter 23(1), June 8, 1998

12) Hoechst AG

Type of Crime: Antitrust
Criminal Fine: $36 million
12 Corporate Crime Reporter 19(6), May 10, 1999

13) Damon Clinical Laboratories, Inc.

Type of Crime: Fraud
Criminal Fine: $35.2 million
10 Corporate Crime Reporter 39(6), October 14, 1996

14) C.R. Bard Inc.

Type of Crime: Food and drug
Criminal Fine: $30.9 million
7 Corporate Crime Reporter 41(1), October 25, 1993

15) Genentech Inc.

Type of Crime: Food and drug
Criminal Fine: $30 million
12 Corporate Crime Reporter 16(3), April 19, 1999

Continue...

Source: Russell Mokhiber at www.corporatepredator.com

Book Reviews

People

The Black Management Forum Corporate Update Dinner was held at Vodaworld, Midrand in Gauteng South Africa on 20th June 2002. In his address, Deputy President of the Republic of South Africa, Mr. Jacob Zuma congratulated the BMF on its contribution to transformation: "In the 1990's the BMF courageously set up the commission on Affirmative Action which resulted in the BMF's Blueprint on Affirmative Action and your famous Basotho Hat Formula. In 1996 you contributed very significantly in the founding of the Business Council."

Seen here at the dinner with Mr Thami Mazwai of Mafube Publishing is Associate, Cecilia Khuswayo who is also Deputy President of the BMF.

Articles of Interest

The views expressed in articles included here, unless authored by members, are not necessarily reflective of the professional opinion of . We hope they provide points of interest and debate, and access to useful resources.

This month, continuing our theme of training efficacy:

ARE YOU LEADING FOR A RETURN ON YOUR TRAINING/DEVELOPMENT INVESTMENT? .

Providing training and development for your staff is an essential investment in today's competitive and innovative environment. However, outsourcing your staff training and development to internal or external service providers, while often necessary and appropriate, is not enough. The training and development of your staff is a critical component of your leadership responsibility that cannot be abrogated if you wish to maximise the return on your training and development investment. The return on your and your staff's investment of time, opportunity costs and direct costs should be realized in targeted renewed commitment, new skills and improved performance and financial results. You can optimise the return of your investment by paying attention to the following leadership behaviours before, during and after your staff's training and development activities.

BEFORE:

1. Review with staff why they were selected for the programme and discuss anticipated benefits for the organization. This shifts their perspective from the purely personal, - "I am going on a training/development programme" -, to include the organizational, - "The organization is making an investment in my development which will extend my skills to assist my organization to become more competitive and productive."
2. Ask learners to set out the personal and work related objectives they expect to benefit from participating in the programme. Where do they see opportunities for improvement in their skills and/or behaviour, and how these improvements may contribute to organizational goals.
3. Discuss and obtain agreement from your staff on their punctuality, attendance and participation in the programme.
4. Discuss and agree with learners any need to redistribute their workload during their absence. Remember that for adult learners, "the effective learning of complex data can only take place in a 'low anxiety' setting". Help your staff to approach their programme without unnecessary anxieties.
5. If two or more staff members are to attend the same programme, help them create a "buddy system" before they go. Buddies can facilitate collegial support and learning and maximise the value learners obtain from their programmes.

DURING:

1. If the programme is extended over several days (or months), have learners brief you as the programme progresses. This can take the form of short face-to-face meetings, periodic telephone calls at the end of the day, or a summary fax or e-mail written and sent overnight.
2. Enquire about the material covered, major learning points, and what value they see in applying this learning back at work. Help learners identify examples of application points in their work roles.
3. Discuss any ambiguities or uncertainties that arise. Help formulate clarifying question for learners to take back to the programme facilitator the following day, or at the appropriate time.
4. If there are interim assignments to complete, encourage learners to engage others not participating in the programme in discussions and deliberations. This brings the learning experience back into the workplace, benefiting others and building internal support networks during the programme and assisting in transfer of learning after the programme.

AFTER:

1. Formally meet with returning learners to review:
   

   	The most valuable learning points from the programme and how these match up with their personal and work-related objectives outlined prior to the programme
   	How these learning points will impact on their work approach, behaviour and performance
   	When and in what circumstances or situations will they first attempt to use their new learning
   	Their critical appreciation of the quality and applicability of the programme
   	Who else they think may benefit from the programme.

   
   
   
   
   
   
   
   
   
2. Discuss potential organizational improvements based upon the learners' new learning. Be willing to implement new suggestions on a trial basis with the learners' involvement in implementation and evaluation.

IN CONCLUSION:

"If your actions inspire others to dream more, learn more, do more and become more, you are a leader." - John Quincy Adams

SPEAK UP!
Rhoberta Shaler, PhD

Ever been in a meeting with something important to say and remained silent? You may have felt the flush of the good idea and the rising adrenalin. You may have moved to the front of your seat and readied your body to speak...and then didn't. What stopped you?

Certainly there is wisdom in knowing when to speak and when not to. Knowing the politics of a situation or the time constraints, you may choose not to speak. Often, though, you may have a unique view, perspective, issue or concern that needs to be raised. That contribution would add a new dimension to the discussion or change the decision about to be made.

You may feel strongly about a new policy and your silence allows people to think you agree. Is that the message you wish to send?

Recently I was involved in the creation of a new management team for a department of a public sector organization. This brought together four people who previously had felt that they

Focusing on the fact that each person was hired because he or she is an expert in a distinct field, it was soon decided that each person's opinion was vital to good decision-making.

were in a 'pecking order' and changed them into a cohesive decision-making team. Two of the four have strong opinions and are very comfortable expressing them. Two are very quiet. In forming the team, we discussed this dynamic. How are we each going to best contribute to the team? We talked about the possibility that the talkative two could overpower the silent two. In fact, they might even do the talking for them! Focusing on the fact that each person was hired because he or she is an expert in a distinct field, it was soon decided that each person's opinion was vital to good decision-making.

The two who are quiet are very competent as are the others. Increasing their level of comfort with adding their voices to the group was important. Two things were agreed upon: every person would speak on every issue and each person would take responsibility for doing so. One of the natural 'talkers' offered to ask the quiet two for their opinions. This seems like a good idea on the surface, however, as a rule, it is a poor idea.

Why is it a poor idea? Simple. If one person takes responsibility for the contributions of others there are two new kinds of control being encouraged. The 'talker' has control over when the others are asked for their opinions. The 'silent' ones could be waiting to be asked making their contribution the 'talkers' responsibility. Neither of these options are optimal.

The important piece is that each person understands that he or she was hired to contribute his or her expertise and experience to the team. It is the responsibility of the individual to contribute. For the talkers that is easy.

When you have something you feel is important to contribute to a meeting formulate your thoughts, take a deep breath and jump in. Nothing life-threatening will happen.

In fact, it is enjoyable. For the quiet people, two things seemed to be true. One of them only felt it necessary to contribute if she disagreed with the direction of the conversation. The other is very shy. What to do?

With some individual coaching for each team member, each began to monitor involvement in the meetings. For those for whom it was difficult, they undertook to at least say when they agreed or disagreed. For those for whom it was easy, they undertook to leave some airtime free. Often, it is a challenge to find a quiet moment to summon up the gumption to speak!

When you have something you feel is important to contribute to a meeting formulate your thoughts, take a deep breath and jump in. Nothing life-threatening will happen. It's a little like learning to swim. The first few times you may get a mouthful of water and splutter a little. You may find yourself gasping for air. You may flail around a little, but, with practice, things even out and you make progress. Yes, it may feel awkward. Yes, you may discount the importance of what you have to say before you say it. But, jump in. You are there to offer your skills and learning. It is your responsibility.

A tip or two about handling those who only value the sound of their own voices may be in order. They have to take a breath sometime. Be ready to step in and take that opportunity.

AGREE WITH THEM. Beginning with 'I agree with _____________ part of your opinion..." and go on to offer your thoughts. Being agreed with, even in part, will encourage them to listen to you.

USE POSITIVE LANGUAGE. Tell people what you think would be best and why, rather than telling them what is wrong with their ideas. Again, you may capture their attention.

HAVE CONFIDENCE IN YOUR IDEAS. Work within yourself to clarify your thoughts prior to the meeting. You may even make some notes. Being prepared will make it more likely that you will have some energy behind your points of view and, therefore, be more likely to express them.

BE BRIEF AND SPECIFIC. This is a great tip for everyone at the meeting. Stay on the topic and the point. Give your thoughts and reasons in short sentences, then stop and let others respond. This is the way business gets done! Who wants interminable meetings?

Speak up! You have the right and responsibility to do so.

© Rhoberta Shaler, PhD. All rights reserved worldwide. Rhoberta Shaler, PhD, speaks, coaches & conducts seminars for entrepreneurs & professionals who want the motivation, strategies and inspiration to achieve, to lead and to live richly. For further information, visit http://www.OptimizeLifeNow.com

…And some humour, with acknowledgements to an anonymous internet wit.

	Eagles may soar high, but weasels don't get sucked into jet engines.
	Lack of planning on your part does not constitute an emergency on my part.
	There may be no 'I' in team, but there's a 'ME' if you look hard enough.
	Process and Procedure are the last hiding place of people without the wit and wisdom to do their job properly.
	Never do today that which will become someone else's responsibility tomorrow.
	Every time you open your mouth you have this wonderful ability to continually confirm what I think.
	It's the team that matters. Where would The Beatles be without Ringo? If John got Yoko to play drums the history of music would be completely different .
	What does a squirrel do in the summer? It buries nuts. Why? Because then in wintertime he's got something to eat and he won't die. So, collecting nuts in the summer is worthwhile work. Every task you do at work think, would a squirrel do that? Think squirrels. Think nuts.
	When confronted by a difficult problem, you can solve it more easily by reducing it to the question, "How would the Lone Ranger handle this?"
	Accept that some days you are the pigeon, and some days you are the statue.
	If you can keep your head when all around you have lost theirs, then you probably haven't understood the seriousness of the situation.
	You don't have to be mad to work here! In fact we ask you to complete a medical questionnaire to ensure that you are not.
	If at first you don't succeed, remove all evidence you ever tried.
	If work were so good, the rich would have kept more of it for themselves.
	Those of you who think you know everything are annoying to those of us who do.
	Know your limitations and be content with them. Too much ambition results in promotion to a job you can't do.
	Make good use of your cylindrical filing unit, the one you mainly keep under your desk.
	Quitters never win, winners never quit. But those who never win and never quit are losers.
	If you're going to be late, then be late and not just 2 minutes - make it an hour and enjoy your breakfast.
	Set out to leave the first vapour trail in the blue-sky scenario.
	Statistics are like a lamppost to a drunken man - more for leaning on than illumination.
	A problem shared is a problem halved, so is your problem really yours or just half of someone elses?
	You don't have to be mad to work here, but you do have to be on time, well presented, a team player, customer service focused and sober!