Posts Tagged ‘Care and Growth’

Empowerment and the Incremental Suspension of Control: Etsko Schuitema

Monday, September 6th, 2010

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http://www.youtube.com/watch?v=G7heER60H2s

Etsko Schuitema: Intent - Care and Growth by Ramla Akhtar

Thursday, September 2nd, 2010

“At the core of the crises humanity is facing is the spectacular failure of controls and policies – be that in food management, financial sectors, international relations, governance systems, or even inter-personal relationships.”

“Etsko has explored Intent as the core of being human, and developed the Care & Growth Model of Leadership – derived from his research in the African mining sector.” ~Etsko Schuitema

Discussion Topics:

  • Why do people matter
  •  Yet, “people” are not the priority on most organizations’ plans.
  • But all organizations serve customers. Where is the difference?
  • What is the essence of your Care & Growth Model of Organizational Leadership?
  •  How does empowerment work?
  • What is the surrender of control?
  • How does intent function? How does it transform the organization’s relationship with the society?
  • How do organizations ensure sustainability?

ramla-mugshotread the full article on Triple Bottom Line - A Specialised CSR Journal

Care and Growth and Benevolent Intent: The Example of Telenor Pakistan- Etsko Schuitema

Monday, August 23rd, 2010

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http://www.youtube.com/watch?v=sQ6i2VExy7c&feature=related

Etsko Schuitema Introducing Care and Growth

Monday, August 23rd, 2010

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http://www.youtube.com/watch?v=MLCmy7jmtd8&feature=search

Video on How Groups Succeed: Etsko Schuitema

Friday, August 20th, 2010

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http://www.youtube.com/watch?v=W0vQeJJTjW0&feature=channel

Deloitte Consulting Leadership Philosophy: Dave Wilson

Saturday, August 14th, 2010

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The following summarises key concepts of the leadership philosophy which we follow at Deloitte Consulting to guide our relationships with ourselves, our subordinates and clients and in other aspects of our lives. 

 Leadership and power

We reject the conventional definition of Leadership as “achieving a result through people”. This implies that people are the means and the result is the end, and that we as leaders have to exercise power over them to get them to do we want them to. However, as they have something we need, they have power over us.  This and the implication that leadership is predominantly about the interests of the leader can only lead to resistance and conflict.

We have therefore turned the definition on its head.  We say leadership is about “’achieving’ the people through the result”.  It is the same situation, but we have changed the INTENT – using the task to grow and develop our people. In the conventional definition, leadership is around the leader taking, in our definition, it is about the leader giving.  In the first, the relationship is adversarial, in the latter collegial.  In the first the leader is the beneficiary by taking, in the latter both are the beneficiary by the leader’s giving.

Leadership for us is about establishing a relationship where those we lead accept our power to lead them as being legitimate.  This legitimacy results from our intent as leaders to empower those we lead and to act in their interests. It is the essence of leadership in Deloitte Consulting.

 Care and Growth

We as leaders distilled our expectation of the person we would work for willingly as someone who:

·         Cares for us: is interested in us and acts according to what is in our best interests rather than his or hers

·         Is committed to our growth: gives us the means and abilities to succeed in an environment of empowerment

As we want this from our own leaders, it is our duty to give the same to those we lead.

Care and growth does not mean that we as leaders are soft and sentimental.  On the contrary, that is poor leadership which leads to manipulation, abdication and tolerance of mediocrity in the interests of a peaceful life. Genuine care and growth implies that we as leaders give hard messages and drive performance to enable those we lead to reach their maximum potential.

Maturity

Legitimate leadership implies the intent by us as leaders to give rather than to take, and to be concerned for the other ahead of self.  The following maturity model traces the development of our propensity to give as we mature through life and move from our focus on ourselves to focus on others:

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Maturity means the awareness that we are here for others before self and to act with generosity and courage.  Many of the issues which go wrong in our organisation can be traced to when we as leaders act out of greed and fear - we transcend ourselves when we are driven by generosity and courage.

 Empowerment

Empowerment for us means incrementally suspending control – not abdication. We do this the more we know we can trust people to do the right thing when faced with a choice between doing what is right and what is in their own self interest. Ultimately, we want to make our people powerful, and that is the case when they themselves reach the level of maturity where they are also here to give.

For us, empowerment is about giving our people:

·         The means: resources, tools, authority, our time and standards to work towards

·         Ability: ensuring they know why things need to be done in a particular way and how

·         Accountability: if we are confident that we have given our people the means and ability to be successful, we respond to their performance as follows:

o   Those who meet and exceed our expectations, we recognise and reward

o   Those who do not match the standards, we warn and if necessary punish

We do not see empowerment as about being nice or tolerating mediocrity but rather about pushing people to realise the best in themselves.

We can only achieve these leadership ideals if we hold ourselves accountable for our actions, aware that those we lead are watching us.  We cannot let ourselves or them down.

Wendy Lambourne Visits Home!

Friday, August 13th, 2010

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Zizek’s Alternative View of Altruism: Frederick Spielberg, UNICEF

Wednesday, August 11th, 2010

capitalism1Dear Etsko:So, I still think your “Care and Growth” model is one of the best paradigms I have managed to take away from a training course in the past decade; it certainly gave me a reason to strive for leadership without feeling like I am selling out on my egalitarian principles.  (Learning as a search for excuses?)   But in the meantime, I keep coming across new and fascinating counter-arguments.   Without wishing to become your personal bete noire, I wanted to share with you this youtube video of the thought of political philosopher Zizek, which brings up an alternate view of altruism, charity and noblesse oblige.  Does it ring true to you?  Does it contradict Care and Growth?  Or is it a reinforcement of your whole point?  You be the judge…Stay well.

 

http://www.youtube.com/watch?v=hpAMbpQ8J7g&feature=player_embedded

Team Excellence, South Africa and the Beautiful Game: Wendy Lambourne

Wednesday, August 11th, 2010

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For one glorious month the Rainbow Nation came together to prove to the world that “Yes, we can!”  Contrary to widespread opinion, both in and outside the country, South Africa managed to put on a great show.  Fans returned home generally impressed with the country and full of praise for its wonderful people. For the first time, the African Renaissance appeared to be more than just a pipedream. But what the tournament itself provided was an opportunity, in real time, to witness and comment on, excellence at the level of a group.

 

Firstly, the World Cup showed what we don’t like to admit, but actually all know, and that it that it is just not possible to produce a 100% predictable outcome. This is because there are always factors outside of human beings’ control which determine any result. The fact that we relied so heavily on an octopus and a parrot to foretell the outcome proves the point. Who could possibly have foreseen the flu which whacked the Germans before the semi final?  What about the sheer bad luck of  hitting the crossbar; the deciding factor which took Africa’s remaining hope Ghana out of the running?angela-merkel3  What about the coach’s lucky blue jersey or the potent omen of having Angela Merkel physically present at a game?In truth, who wins, at the end of any day, is about as certain as spinning a wheel in a casino.

 

Secondly, there was that dastardly moment during the World Cup which both proved that expedient action generally pays off in the moment and that there is always a price to pay for not doing the right thing. diegoDiego Suarez’s handball served to take Uruguay through to the semi finals. It was nevertheless a sweet moment, and not at all surprising, that the team of which he is a member got their comeuppance shortly thereafter.Somehow the universe is set up in such a way that those who cheat are rewarded for a finite period only.

 

Thirdly, the French team were living testimony of what happens to a group once it is beset by conflict within.  Be it a political party, a business or a nation, internal troubles tend to divert precious energies away from whatever is the group’s purpose.france-sa2When internal conflict goes unresolved the group literally falls apart. Witness France (ranked in the ±25 in the world) and their ignominious defeat at the hands of South Africa’s Bafana Bafana. The latter after all only got a chance to play with the big guys because, as the host nation, South Africa was allowed to bypass the qualifying criteria that the other thirty one teams had to satisfy in order to compete.

 

Fourthly, the 2010 FIFA World Cup ratified the fact that teamwork can be much more powerful than a reliance on one or two superstars to carry the day. Unlike previous tournaments, none of the so called “football greats” lived up to their projected image. It was left up to a team of youthful Germans to show the world what great teamwork can achieve.

 

On several occasions one of the German strikers could have been overcome by a desire for personal glory and taken a shot at goal. Each time, however, the player put his own significance to one side by passing the ball across to a perfectly positioned team mate, who then propelled the ball into the net.

german-strikersWhat a pity that the German team did not go through to the Finals. Perhaps the moment was just too much for them?  Perhaps they lacked the experience needed to hold things together under the kind of pressure which comes with knowing that your entire nation is depending on you to deliver another victory?

 

Lastly, the World Cup confirmed that, as with any sport, it is the coach not the players who is expendable. No matter what a coach has done to build a team, he must know that it is finally the players not himself who goes out on the pitch and plays a winning or losing game.No doubt it was this realisation, more than anything else, which accounts for the fact that throughout the World Cup any coach who was picked up in a camera lens appeared to be singularly stressed out of his mind!

 

It is the players then, rather than the coaches, who are justifiably the heroes of the piece. They are the ones who are relished for their amazing physical prowess, their sheer skill and dazzling finesse with the ball.In almost every one of the games played during the 2010 World Cup there were times, however brief, that can only be described as pure “poetry in motion”.  Times when something quite magical happened between player and ball and when time itself stood still. Contrary to conventional belief, therefore, it is not the score on the scoreboard which actually keeps six million fans across the globe transfixed. It is those moments when fans see for themselves that the beautiful game can be played with absolute perfection.

 

These special moments in a game are not simply the culmination of exceptional talent, honed by mind boggling hours of practice. Nor are they purely a function of wanting go give one’s all for one’s country. These moments only happen when a player submits himself so totally to the moment itself that he is literally consumed by it. Only when a player hands himself over to something bigger than himself does he, in that instant, both lose himself to and find himself transformed by the process. When this happens the outcome takes care of itself.

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Leadership Intent Exercise 1: Fayruz Abrahams

Tuesday, August 10th, 2010

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Exercise to explore impact of one’s INTENT on relationships:

1)      Identify 2 subordinates, one whom you consider a ‘favourite’ and one who consider difficult to work with (not a favourite)

2)      Describe the nature and quality of your interactions with each of them (be descriptive)

3)      Discuss in plenary (small groups)

4)      Now, define the objective you have with each of these individuals

a.       What is it you hope to achieve with each of them

5)      Translate this into a statement of intent for each (without judgement – right or wrong; it is what it is, and that’s alright)

6)      Do you recognise a correlation between your intent and the quality of the relationships?

7)      Can you take this further – is there a causal link between your intent and the quality of the interactions?

8)       What comes first? Intent or quality of interaction

a.       What does this imply about you and for you?

FINDING: The quality of one’s interactions with others will be predicated by the intent one has.

(reference Etsko’s article on Relationships: it takes only one person to have a relationship!)