| |
|
Schuitema enables its clients to achieve excellence in 3 areas – Team Excellence, Personal Excellence and Leadership Excellence. In all three contexts, Schuitema helps individuals and groups to transform their intent through the shift of attention from taking to giving.
In each context the Schuitema process comprises three elements; establishing the criteria for excellence, diagnosing against the criteria and remediating against the criteria. |
| |
 |
|
| |
|
|
Organisations succeed to the degree to which they solicit the intent of the average employee to make a contribution. This only happens when employees work for people who Care and Grow them.
|
ESTABLISHING CRITERIA / ENABLEMENT |
| Schuitema argues that organisations succeed to the degree to which their members are committed to the organisation’s objectives. In successful organisations people give more than they take, willingly.
Before managers can expect subordinates to be in the relationship to give anything at all, they have to give something themselves. That something is very specific; it is a sincere and genuine concern for employees as human beings not human resources (care) and a deliberate intention to help subordinates to realize the very best in themselves (growth).
Schuitema runs workshops for those in leadership positions (managers and supervisors) which establishes an understanding of the Care and Growth Leadership Model and its application in the workplace. The key content of these workshops derives from Etsko Schuitema’s book “Leadership: The Care and Growth Model (2004)” and Wendy Lambourne’s article “Beyond Management (2008)”. The workshops on the Care and Growth Leadership Model are as follows:
| — |
Care and Growth – One Day Executive Overview
A high level overview of the essence of the Care and Growth Model for the senior management of the enterprise. |
| |
|
| — |
Care and Growth – Two Day Introductory Workshop
Provides those in leadership positions with an understanding of the Care and Growth framework and an opportunity to assess the degree to which they are currently aligned to the criteria. |
|
|
| — |
Care and Growth – Principles and Practices – Four Day Workshop
The first two days are the same as the Introductory Workshop. The second two days unpacks the Care and Growth criteria in more detail. It deals with what Care and Growth requires of leaders in terms of their day to day leadership practices. |
| |
|
| — |
Care and Growth – Leading Change – Two Day Workshop
The first half of this workshop deals with Personal Excellence (succeeding in life) and Change Excellence (succeeding in response to life’s changes). This is because it is clearly not possible to lead others, particularly in times of change, if one is not in the first instance in charge of one’s own life. In the second part of the workshop the focus shifts to excellence in the context of leading others at work, specifically in times of change.
|
|
DIAGNOSING AGAINST THE CRITERIA |
The Diagnostic component of Schuitema’s work in the area of Leadership Excellence has three elements, which can be done independently or in combination with one another. These three elements are in addition to and complement the self diagnosis which leaders do when they attend the Care and Growth – Principles and Practices – Four Day Workshop. The three elements are as follows:
|
|
THE LEADERSHIP AUDIT
An assessment of how individual leaders and the leadership as a whole are currently aligned to the Care and Growth Criteria based on their subordinate’s perceptions of their leadership capability.
The deliverable from the Leadership Audit is a profile for each individual leader in the organisation. The profiles are compiled from subordinate feedback either through direct mail questionnaires or face-to-face interviews as appropriate.
The purpose of the profile is to indicate to the leader areas of strength opposite the Care and Growth criteria as well as focus points for improvement. An individual remedial plan based on the profile can support a process for coaching improvements in the leader's behaviour.
Individual profiles can be aggregated for departments, levels and the organisation as a whole. Schuitema has an extensive database of profiles allowing for individual and organisational comparisons to be made.
The Leadership Audit can be repeated on an annual basis to measure improvements in leadership behaviour over time. |
| |
|
|
EMPLOYEE OPINION SURVEY
An assessment of the degree to which the leadership of an enterprise are seen to be legitimate and therefore worthy of support by employees. The degree to which management is trusted or not and the reasons for this.
The Schuitema survey of the climate of employee opinion was developed under the auspices of the South African Chamber of Mines Research Organisation in the 1980’s.
The development of the instrument was done in the context of the industrial and political instability at the time and was concerned with establishing the key diagnostic requirements that would enable leaders of enterprises to address the core issues that accounted for employee discontent.
In the course of eight years of research into the matter the following was established: |
| |
1. |
That there were fundamental criteria
whereby the leadership of the enterprise was seen
to be legitimate and worthy of support by employees. |
|
2. |
That in terms of these criteria any group, no
matter how unstable or healthy, had two fundamental
populations: a group of people who were anti-establishment
and a group of people who were pro-establishment. |
|
3. |
That these two groups would always exist but
what leadership could influence was the size of
the positive group. |
| |
| 4. |
The bigger the positive group became the more
positive trust in management became for both
groups. |
| |
| 5. |
Growing the positive group was greatly facilitated
by the degree to which management had access to
the following information: |
| |
a. |
To what degree do employees
trust various levels of leadership in the
organisation. |
b. |
To what degree is first line supervision
seen to have the authority to adequately
deal with employee concerns. |
c. |
What are the roles that are appealed to
in order to address work related problems
by both groups. |
| d. |
What media are seen as credible sources
of information by both groups. |
| e. |
What are the information or content requirements
of each group. |
|
The research referred to was also the basis for the development of the Care and Growth Leadership Model. This implies that not only does the client get a thorough understanding of the climate of employee opinion in the enterprise, but also has access to a model on which to base an effective remedial strategy.
|
ORGANISATION DIAGNOSTIC
- An assessment of the organisational context against the Care and Growth criteria. Ascertaining what organisational changes need to be made to support a sustainable implementation of the Care and Growth Framework.
The Organisational Diagnosis goes beyond opinion (surveys) and perception (audit) to an understanding of what organisational changes are required to sustain Care and Growth within the organisation.
The deliverable to the client is an assessment of the organisation against 10 Organisational Elements and specific recommendations for improvement. The Diagnostic conducted on the client's site(s) can include a selection or all of the following types of analysis:
| — |
An analysis of employee data looking
for trends and opportunities. |
|
| |
|
| — |
A review of people systems, specifically performance
management, discipline and reward systems. |
| |
|
| — |
The development and analysis of the company's
Value Added Statement. |
| |
|
— |
A review of organisational structure to determine
how enabling or disenabling structures are to Care
and Growth. |
|
|
— |
A review of performance measures and performance
management systems. |
|
|
— |
An assessment of operational review meetings
at all levels through attendance at a representative
sample of meetings. |
|
|
|
— |
The use of the Leadership Diagnostic
to determine the command issues behind performance
concerns and the potential benefits of addressing
the issue(s). |
|
|
|
— |
Shadowing of individual leaders
in their leadership role. |
|
|
|
— |
Conducting interviews with key people
using a structured interview format. |
The three diagnostic indicators form the basis for both remedial action and ongoing assessments of the state of leadership throughout the organisation.
|
|
REMEDIATING / IMPLEMENTATION
COACHING AND CONSULTATION |
During the Implementation phase of an intervention, Schuitema assists those in command positions to apply the Care and Growth approach to transforming the people side of the business. Each implementation process is, by definition, unique to the client. There is no standard recipe.
Schuitema’s intention in any implementation project is to enable the client to transform themselves on an ongoing basis using the leadership excellence criteria which they have been given.
Any Care and Growth Leadership Intervention should realize the following:
| — |
The leadership of an enterprise are seen to be legitimate and have the support of the majority of employees being led by them. |
| |
|
| — |
The spirit of the average reporting relationship is subordinate not boss centred. |
|
|
| — |
The organisations systems and structures are increasingly enabling. |
| |
|
| — |
People take accountability for and are held accountable for their contribution. |
| |
|
| — |
Leaders are acting in every situation for what is correct as opposed to what is expedient. |
To support client organisations in implementing the Care and Growth Framework, Schuitema has developed a combination of application modules / workshops, leadership tools and consulting support in the following specific aspects of the Care and Growth Framework.
| |
|
1. |
CARE: Living the Care and Growth Values
The Care and Growth model argues that the core criterion for success as a leader is intent; what leaders elect to make important to themselves. In any command situation, a leader has a choice to act on the basis of their needs or values. A leader who is values driven demonstrates this by acting for reasons other than self interest, by doing what is correct rather than expedient.
Schuitema helps client organisations to understand the values which are operative in typical command situations and what acting in accordance with these values means practically. Schuitema also helps clients to choose and define the values which they will ascribe to, assess their current behaviour against them and take whatever action is required to live the values in their day to day leadership practices.
|
| |
2. |
MEANS: Designing Enabling Structures
The way that work is organized and designed can either enable or disenable employee contribution. Schuitema’s view on good organisational design is based on three beliefs and five design principles.
Schuitema works with client organisations to help them design structures that promote the Care and Growth of people in their organisation. Schuitema reviews current structures and makes improvement recommendations in accordance with its design principles. It also helps clients to construct enabling structures following a particular design process.
|
| |
3. |
MEANS: The Issue of Time and Attention
If leaders care for their people this will be visible and demonstrable from where they spend their time and what they give attention to. This is because one has time for the things one cares about. The shift in attention from task/result to people is consistent with the shift in attention from outcome to process.
Schuitema helps leaders to analyse where they are currently spending their time and what they are giving attention to. Schuitema also enables leaders to set up their own leadership diary based on an understanding of the 7 Possibilities that leaders have in terms of what they can give any one of their subordinates at any point in time.
|
| |
| 4. |
MEANS: The Issue of Control and Authority
There is an absolute relationship between the growth of people and the twin issues of authority and control. The growth of people requires an incremental suspension of control commensurate with the maturity of the subordinate. Empowerment through the suspension of control affects both where authority is vested in the hierarchy as well as the manner in which horizontal business processes are executed in the business.
Schuitema assists client organisations to systematically review the whole issue of authority and control in their enterprise. Schuitema also teaches leaders how to empower both vertically (the 5 steps to empowerment) and horizontally (snake-killing process). The sum effect is the freeing up of people to serve both internal and external customers.
|
| |
| 5. |
MEANS: Clarifying Contribution
Clarity of contribution is a critical enabler of contribution. It is the means issue which most people in organisations believe, if addressed, will most enhance the value that they can add to the organisation. Clarity of contribution is, moreover, a precondition for holding people accountable for their contribution. This is because it is not possible to fairly assess and reward people for their contribution, if their contribution has not been clarified and agreed in the first place.
Schuitema teaches leaders to identify and clarify contribution both at the level of the role and in terms of the specific contribution required by an individual within any given reporting cycle. Developing clarity of contribution in the context of the results to be achieved, lays the foundation for a performance management system based on contribution.
|
| |
| 6. |
ABILITY: Coaching for Excellence
One of the consequences of inverting the line of service, such that relationships are subordinate rather than boss centred, is that leaders need to develop a coaching as opposed to a reporting relationship with their subordinates. This implies practically speaking that the task is used as the means to grow the person rather than that the person is used as the means to get the job done.
Schuitema assists leaders to set up and implement coaching plans for each of their direct reports. The plans specify the learning need and hence the learning opportunity which will be the focus of the coaching. The plans also determine the tasks which will be used to address the subordinate’s learning opportunity and the role of the coach while the task is being done.
|
| |
| 7. |
ABILITY: Coaching the "Why"
It is naïve to believe that employees will give unconditionally in the pursuit of enriching the owners of the enterprise. Employees only give unconditionally for a cause worth rising above their self interest for. This cause, this motivating ‘why’, is referred to as benevolent intent.
Schuitema helps client organisations to develop an understanding of the benevolent intent of their organisation. Schuitema also assists organisations to determine the benevolent intent of specific roles in the company and establish a clear line of sight between the benevolent intent of the task and of the organisation.
|
| |
| 8. |
ABILITY: Measures
The Care and Growth Model argues that organisations will only solicit contributory behaviour when they measure contribution. The only accounting format which measures contribution is the Value Added Statement which measures how well the organisation is both generating and distributing wealth among all its stakeholders.
Schuitema assists organisations to develop and interpret the Value Added Statement for their business. It also assists workgroups to determine the critical scores/measures which are their responsibility and which contribute to both wealth generation and sensible wealth distribution in their part of the organisation. Finally Schuitema coaches leaders in the use of their scoreboard to perfect the process and achieve sustainable results.
|
| |
| 9. |
ACCOUNTABILITY: Making Masters
One of the problems in organisations is that people do not feel that they have control over their own lives at work. They therefore gripe and behave like victims. Growing people means to make masters out of victims. To change the victim’s mentality to one of taking accountability and being accountable for the situation that they are in.
Schuitema has developed a very powerful process for making victims into masters. This process is called the Gripe to Goal Process. Schuitema helps leaders to build their ability in the use of the Gripe to Goal Process and supports them in using the process to address victim behaviour whenever it arises in the organisation.
|
| |
| 10. |
ACCOUNTABILITY: Dealing with Exceptions
Every time an exception (positive or negative) occurs in a business there is an opportunity, forded by the exception, to understand and act on command issues which sit behind every exception. Sustainability of results are achieved not by fixing the result directly but by addressing the leadership causes of the result at every level in the line of command.
Schuitema teaches leaders how to deal with exceptions in their business. Schuitema helps leaders to develop their expertise in the use of Schuitema’s Leadership Diagnostic Methodology. Finally it assists the executive of the business to determine how best to use and implement the Leadership Diagnostic in their business.
|
| |
| 11. |
ACCOUNTABILITY: Assessing, Reviewing & Rewarding Contribution
Results can be measured at a distance. Contribution, on the other hand, can only be assessed by ‘watching the game’. Having specified the contribution to be made, leaders need to regularly review contribution in a manner which enables enhanced contribution into the future. Finally reward must be commensurate with contribution made.
Schuitema assists client organisations to design and implement an individual performance management and reward system aligned to the Care and Growth principles of accountability. It also helps leaders to hone their abilities in the key skills of observation / watching the game, feedback on what was observed and review of contribution made.
|
|
|
|
| |
|
|
| |
|
|
Teams succeed only when the members of the Team collectively give more than what they take out. That is, when they subordinate their own interests for the bigger interests of the team.
In addition, powerful teams have a clear purpose which unlocks or engages the will of the team members to give unconditionally. That purpose has to do with adding value to a customer. The team that does not give to or serve its clients will cease to exist.
Being here to give or serve is, therefore, the criterion which accounts for the excellence of any group or collective.
|
ESTABLISHING CRITERIA / ENABLEMENT |
It is very important to understand that the capacity that people can, and do have, to make a contribution has very little to do with how much they have or how much they know. This capacity to give lies at the level of the will or intent.
Peoples’ preparedness to give unconditionally is, in the first instance, solicited by the leadership of the group. People go the extra mile for someone, the leader of the group, who cares for and grows them. In addition to this there are four critical variables which account for successful teams. |
 |
Firstly the team has a vision or an objective that solicits the intent to contribute. Secondly each member understands how their individual role contributes to orchestrating the success of the team. Thirdly, there is mutual respect among members of the team. This is evidenced when each member of the team confirms the significance of the other members. When they deliberately set up the other members of the team for success.
Finally, the behaviour of team members is fundamentally values driven. Team members demonstrate that they are able to differentiate between what is correct and what is expedient in any situation and they act on the basis of what is correct.
Schuitema enables client organisations to build contribution focused value adding teams through their Team Excellence Workshops. Schuitema also works with those who directly contribute to the achievement of the group’s objectives by enabling them to engage their will in the noble purpose of serving a customer. To this end Schuitema provides the following Service Excellence Workshops:
| — |
Grow to Care Workshop
The one day Grow to Care Workshop is aimed at people who are specialists in an organisation or who do not have subordinates. It gives those in the frontline of a business the means to build relationships of trust with their colleagues, contribute to the success of the enterprise and transform their day to day work experience into an experience of personal transformation. |
| |
|
| — |
Mastery at Work Workshop
This one day workshop is for non-managerial staff and their immediate line managers. It clarifies what is required by both parties to deliver excellent individual and team performance. The programme realizes a commitment by those in the frontline to go the extra mile in pursuit of service excellence and, its corollary, the success of the enterprise. |
|
|
| — |
Service Excellence Workshop
This two day workshop is aimed at enabling both individual and organisational contribution. It makes explicit how the core criterion of being here to give or to serve accounts for personal excellence, organisational excellence and business excellence. |
| |
|
| — |
The People and Wealth Workshop
This course was designed in an illiterate environment. It enables employees to become mature contributors to the performance of their organisation through an understanding of the critical role they fulfill in the success of any enterprise. The programme can be presented over two days or as six two hourly modules.
|
|
DIAGNOSING AGAINST THE CRITERIA |
Schuitema has developed two instruments to assist client organisations to diagnose themselves against the team excellence criteria.
The first of these is a Peer Questionnaire completed by each member of the team with respect to the contribution made of each of the other team members. Each member of the team is presented with their own Peer Profile, as a basis for distilling their strengths and weaknesses as a member of the team. The overall Team Profile provides a platform for the Team to discuss the health of relationships in the team and improve the overall team’s functioning.
The second diagnostic instrument is a Customer Survey customized to meet the team’s specific needs and circumstances. The Customer Survey feedback is used by the team to analyse how well the team is serving the needs of its customers. It assists the team to understand what it needs to do to enhance its customer driven and contributory behaviour.
|
REMEDIATING / IMPLEMENTATION
COACHING AND CONSULTATION |
Schuitema assists client organisations to establish effective operational teams throughout the enterprise which are focused on contribution. Schuitema does this by providing the following services.
Firstly Schuitema assists client organisations to engage the will of their people through commitment to a noble cause. It assists organisations to uncover the benevolent intent of the enterprise and develop a clear direction and strategy for achieving it. A clear line of sight between each individual’s contribution and the bigger purpose and meaning of the organisation is forged through this process.
Secondly, Schuitema works with the client to establish a set of balanced measures / scoreboards for each workgroup as a basis for ongoing feedback on the results of their contribution. Schuitema then provides coaching for workgroups in the running of effective operational and strategic review meetings focused on improving performance and building organisational capability. The outcome of the process is right focus at every level in the organisation and powerful workgroups that are enabled to consistently improve organisational results.
Finally, Schuitema works with client organisations to systematically review and revise horizontal business processes. The Schuitema methodology delivers an enabling organisational context where controls and minimized and accountability restored. |
|
|
| |
|
|
| |
|
|
People are significant on the basis of their contribution; the value that they add to others during their lifetime. They are significant for what they put in, not for what they get out. Being here to give or to serve is therefore the core criterion which accounts for excellence in any individual.
|
ESTABLISHING CRITERIA / ENABLEMENT |
The Schuitema leadership approach is based on the premise that personal mastery and successful leadership of others are one issue not two.
The Care and Growth leadership model emphasizes that the key problem facing leaders at work is to establish legitimate power or acceptance of their authority by those they lead. Legitimacy is gained only when leaders care for and grow those in their charge.
To grow others implies a willingness to entrust responsibility to them. It means that the person who is doing the enabling has to have the courage to take the risk that is involved in trusting and hence entrusting others.
This capacity to take a risk with others relates directly to a person’s basic assumptions about existence. If a person is convinced that the universe is an unfriendly place then they are bound to be nervous about taking risks in their life generally and with their subordinates particularly. |
 |
Furthermore, the criterion of Care has an unconditional requirement associated with it. In other words, to truly Care for people requires a remarkable degree of maturity and personal mastery of the person doing the caring. In short, you cannot lead anyone else if you are not in the first instance in charge of your own life.
Schuitema provides the following workshops in the area of Personal Excellence each of which explores the key elements of personal excellence which are necessary for success, both in terms of leadership of others and personal fulfillment. The workshops are as follows:
| — |
Personal Excellence – 5 Day Programme
The five day residential programme is for key individuals in client organisations whose personal excellence and growth is of paramount importance to the transformation of the business. |
| |
|
| — |
Personal Excellence – 4 Day Programme
The four day programme is run over four months as either two 2 day programmes or as four one day workshops. It provides a framework for participants to explore and develop their intent. |
|
|
| — |
Personal Excellence – Personal Mastery
The Personal Mastery Programme is an abridged version of the four day Personal Excellence Programme. It consists of six modules of ± 2 hours duration. The modules can be run consecutively with no more than three modules being run on one day and no less than a single module being developed once a week. |
| |
|
| — |
Personal Excellence – One Day Overview
This programme provides participants with an overview of the Intent Model, the personal excellence framework delineated in the text “Intent – Exploring the Core of Being Human” (2004). |
| |
|
| — |
Personal Excellence – One Day Dealing with Change
This one day workshop is for those that are dealing with difficult changes in their work and personal lives. It provides participants with simple but powerful frameworks and tools for dealing with change and, more generally, dealing with life. |
| |
|
| — |
Personal Excellence – 2 Day Growing by Growing Others
The Growing by Growing Others process was designed in collaboration with executives at JM with the intent to produce a process that would enable members of an organisation who have been exposed to both Care and Growth Leadership Model and Personal Excellence to integrate the two perspectives and to apply this integration to their day to day work experience.
|
|
DIAGNOSING AGAINST THE CRITERIA |
Schuitema advocates the keeping of a journal or a diary as a structured process for enabling an ongoing maturation of intent. The diary allows a person to reflect on events in their day to day lives and to distil the lessons from them. It also affords a person an opportunity to see the connectedness of all things, and ultimately how they connect to others.
Schuitema believes that the universe that surrounds you has you at its centre. From this point of view nothing which you experience is arbitrary. It all has meaning and it all relates to you.
Keeping a journal is therefore a key activity for reflection. It allows an individual to pull back from day to day events so that they can, proverbially, see the wood from the trees.
|
REMEDIATING / IMPLEMENTATION
COACHING AND CONSULTATION |
Schuitema assists individuals in client organisations to further their personal maturation, post a Personal Excellence or Personal Mastery Programme, by providing a coaching or mentoring service to them.
The service is conducted consistently with the framework provided by the book “Intent – Exploring the Core of Being Human” (2004). |
|
|
| |
| |
|
