5 Minute Mentor with Dr.Aprille Ericsson

5 Minute Mentor With Hannelie Nel

I spent seven years in industry and worked as both a chemical and industrial engineer.  My work focused on quality systems, engineering design, costing, environmental management and process improvement; and in 2002 I joined the University of Johannesburg as a lecturer in Industrial Engineering.  I was appointed Head of Department shortly after and from October 2005 to March 2010 I undertook Vice Deanship of the Faculty of Engineering and the Built Environment. In this portfolio, I was a matrix line manager of eight engineering departments, including Chemical, Mechanical and Industrial Engineering, as well as Mining, Mine Surveying, Extraction and Engineering Metallurgy. 

Currently I am a Fellow of the SAIIE, and I served as President of the Institute for the term 2009 – 2010. 

2. What has been your biggest achievement in life?

Academically, my biggest achievements were my postgraduate studies and paying for it through performance at work.    Professionally it has been the successful completion of any engineering project on which I have worked; and personally it has been the partial achievement of balance between parenthood and the rest of my life!

3. What do you think is the biggest challenge you face being a parent?

When my child was an infant, my biggest challenge was working and studying without much sleep.  Now that he is older, I find the challenge is spending enough time with him to ensure his emotional and psychological comfort and well-being.

4. Describe you management style?

I am driven by time and output.  As a result I expect and demand full attention, diligence and commitment from team members and colleagues.  I have learnt, however, that different settings require different management styles.  For example management in academia is very different than management in industry – and again different from management of non-profit organisations. 

5. What is your view on women empowerment?

Women empowerment is critical and absolutely necessary for strong economic and social development.  If you disempower women, you weaken the foundation of society.

6. What are your secrets to your business success?

I will name a few things that I believe have been secrets to my success:  strong family support and true friends.  My professional network has been a significant determinant in my career.  Guts and hard work.  A keen sense of right and wrong.  Integrity and intuition.  Being willing to change and adapt and look for opportunity.  Being prepared at all time. Reading widely.  Staying focused. Paying attention to detail.  A good sense of humour!

7.  What advice would you give South African business people looking to do business in Africa?

It is critical to understand the cultural environment and expectations of the country you intend to do business with.  The political climate and financial governance are determinants of the quality of business in Africa.  Practically, ensure that you know and understand the impact of the physical environment and climate (weather) on your business.  The infrastructure and logistic requirements are significant factors for your success.  And of course ensure that you can communicate effectively.

8.   Is enough being done to encourage young leaders?

I believe the socio-economic quality of a society and primary schooling are two fundamental determinants of young leaders.  In other words, young leaders may exist but not have the social or economic means to fulfil their potential.  In South Africa there are more than five thousand parentless households managed by older siblings; many children are raised in rural environments without access to schools, transport, electricity, water or even food; and our primary schools do not provide effective education.  No, we have not yet done enough to cultivate young leaders.

9.  Is a leader born or can leadership qualities be taught?

This is always an interesting question, and people have very different views about the topic.  Personally I believe in both scenarios.  Leaders may be born but not be willing to commit to the demands of being a leader.  Leadership qualities can be taught with good mentorship, education and experience.

10. Who would you regard as a good female role model?

I have never identified a single woman as a good role model.  For me, every woman who has the strength and conviction to work, love, raise her children well, and achieve her own dreams is a role model. 

11.  Leaders or Readers-What are you currently reading?

I read several books at a time, and I list a few that I am currently reading: “Talent is never enough” by John Maxwell.  “Beyond good and evil” by Nietzsche.  “Women who run with the wolves” by Clarissa Estés.  And of course all my son’s books - I particularly enjoy his world atlas!

Thank you for the opportunity to talk to you!

Kind regards,

Hannelie

5 Minute Mentor With Tania Simao

1. What is your background?

I am born and bred Mozambican. Graduated in Structural Engineering with Architecture at the University of Manchester in 2002. Worked for a couple of months in Mozambique for a consultancy and then moved to SA in 2003. I work for Group Five ever since, started as a jnr site engineer and grew to project management

2. What has been your biggest achievement in life?

Surviving on my own on a foreign country, different languages and cultures. Coming from a country where i celebrated my gender and heritage, to a country where all of a sudden i am made to understand the i am not a woman or back, becoming ‘window dresser’. I would not change the experience for anything.

3. Describe you management style?

I believe in growth, not only my own but of those working with me. I always thrive to stimulate growth as I believe is the main requirement for empowerment. Because i need to trust in the work of the team, and because we are a team we need to grow together

4. What is your view on women empowerment?

I am for women empowerment. I believe that we still have a long way to go. Women need to start understanding that success and career are not gender related, and are not a privilege of few women. We need to understand that we all have within ourselves, sometimes disguised as ‘instinct’ and ‘6th sense’. We need to cultivate new cultures, if women the World over are making we can also do it. We need to leave our fears and insecurities at home and go out there and make it happen.

5. Is a leader born or can leadership qualities be taught?

Although I believe that a true leader is born with it, I believe that leadership qualities can be taught and natured. We are only as good as we thrive to become

6. Who would you regard as a good female role model?

I believe starts with the women around us. My role model is my mother, she has shown to me that no mountain is too big to climb, even when the odds are against you. She has shown me that even when you feel run down, you can find strength inside to go that extra mile. If we all understand the amazing strength we have, the amazing force and determination we have we can climb that mountain and in the process inspire other women around us to follow suit.

DoE extends IRP comment period, announces hearings schedule

The Department of Energy (DoE) confirmed on Friday that the comment period for written submissions on the draft second integrated resource plan (IRP2010) would be extended by 30 days to December 10, 2010.

It also announced that the public hearings would begin in Durban on November 26, before moving to Cape Town on November 29, and Johannesburg on December 2 and 3.

The extension, the DoE said, meant that the IRP2010 would "most likely be promulgated by the end of the first quarter of 2011 instead of by the end of the year, as had initially been planned.

"We have been overwhelmed by the manner in which ordinary South Africans, including civil society, have internalised and taken interest in the IRP for electricity," director-general Nelisiwe Magubane said in a statement.

She added that as of Thursday, the Department had received 80 requests from groups seeking to make presentations at the four public hearings earmarked as part of the public consultation process.

These gatherings would be preceded by a public participation event in Upington, in the Northern Cape, which would be held on Tuesday October 26, ahead of a big solar park investor conference.

The IRP2010 was released earlier in October and has already been criticised by some as leaning heavily on coal and nuclear solutions, despite providing for an upscaling of wind, solar, landfill and hydropower over the medium term.
Edited by: Creamer Media Reporter (Polity.org)

Become a Brilliant Leader By Communicating Hope and Motivation During Difficult Times and Change

“Leadership is the ability to influence people towards achieving goals”

A leader is a designer, steward and a teacher with competencies which include attention, meaning, trust and self.

Great leaders never desire to lead but to serve and a model for his followers
(Myles Munroe on leadership).

• Becoming a brilliant leader by communicating hope and motivation during difficult times and change rest on the leader “being a leader in a tough and in a good climate, being able to create opportunity to built trust and teamwork in difficult times, able to communicate in a transparent, honest manner on time and lastly to give the team the tools to maintain performance and perspective under pressure and change

Being a leader in a tough climate is no different to being a leader in good climate

I fully agree with the statement.
Whether the climate is tough or good, the purpose and vision remains the same and the leader strive to achieve just that irrespective of conditions or situation.

An effective leader must always be prepared for any situation good or bad, remain optimistic all the time, even when things looks good or bad for the followers: sake.

During best, good times a leader must work hard to strengthen the team so that when bad times comes, he/she can be able to stand, for the time to repair the roof is when the sun is shinning and it is always best to do what is necessary on time.

A consistent leadership style reassures people even during difficult time. An inspiration leader and high performer does not to be that in advent of change. Remain the dynamic leader that one is renowned for even during adversity will help retain calamity and help an organisation weather the storm.

continued inspirational leadership will help reportees maintain focus and deliver on the goals and objectives of an organisation.

Inspirational leadership will give assurance to people being led thus not impact on performance. 

Creating an opportunity to build trust and team work in difficult times

Trust is a positive orientation that another will not another will act opportunistically, whether it is through words, actions or decision.

It is important to built trust because often decisions making responsibilities will be delegated rather than to take too great a load of responsibility to oneself to individual and/or team member.

      Trust is based on integrity, competency, loyalty and openness. Trust is built on;

• Practicing openness
• Being fair
• Speaking ones feelings
• Showing consistency
• Fulfilment of promises
• Demonstrating and maintaining confidence

when all these are demonstrated, delegate and allow followers to work do not micro manage, where challenges arise do not blame, but work together and allow members an opportunity to correct mistakes.

Collaborate with followers to resolve the problem without taking over and resolving the problem yourself.
A leader maintain control and yet give people the space, freedom and autonomy to be effective in their work.  

Team cohesion in the face of adversity can be attained if the leader:

• Clearly communicate details of difficulties in the present and in the future.
• Involves her subjects in plans to deal with difficult situations.
• Allows for participation and input by team leaders.
• Is decisive and does not simply avoid problems
• Is honest on the extent and impact of the problem
• Is present throughout the difficult period address concerns and provide solutions
• Makes reasonable promises and delivers on the over time.

Always communicate honestly and timeously – transparency is key

Honest timeous and transparent communication built trust

      Change and uncertainty need to be managed effectively if an organisation is to continue producing above average results this can be done by:

• Informing people what change will happen
• Detail the impact of change on the organisation
• Detail and share the impact of change on individuals
• Share information on what the leadership of the organisation is doing to mitigate the negative impact if any of change
• Allow for regular questions and answers forums
• Schedule regular feedback sessions
• Address without misleading and unnecessary PR the genuine concerns of the people
• Do not make commitment that are above your mandate
• Do not make commitments that you do not have the resources to deliver on
• Have a thorough internal communication campaign with clearly outlined action
• Plans with milestones and achievements, the campaign should address the following;
  • State the challenges and difficulties that an organisation is going through outlined organisational plans to deal with those challenges and difficulties
  • The functions of each leader within the organisation on what is being done to curb the impact of the challenges and difficulties in service delivery
  • Establish a dedicated line that will address concerns, take suggestions and any other issues related to the challenges at hand.
  • Revisit progress on the communication campaign
  • Have a thorough external communication campaign with clearly outlined action plans with milestones and achievements, the campaign should address the following:
• In the case of a municipality since service issues are key an extensive   communication campaign plan will need to be put in place to address the   following . 
• State the magnitude of the problem
• State the impact that the problem will have on service delivery
• Commit and outlined reasonable timeliness and actions taken to resolve problems
• Give the community regular updates through messages  posted on bulletin boards, via forums, radio, TV and newspapers.
• Schedule feedback sessions with the community
• Establish a dedicated careline to address community queries
• Always have on hand anticipated questions and answers for the media and the community
• Have a one page timesheet that you and your leadership support structure will read from to address the issue at hand- this will ensure that the message communicated to the community are not conflicting messages.

Give your team the tools to maintain performance and perspective under pressure and change

Facts:

• 1 In 10 Organisations execute their strategies successfully ( Fortune Magazine 1998).
• 72% of CEO’s believe that executing their chosen strategy is more difficult than developing a good strategy ( Malcolm Baldridge CEO Survey, 2002)
• Performance in an organisation equals to effectively executing strategies which depends largely on people commitment and peoples right set of skills, actions and attitude.
• Translate strategy into teams “ everyday speak”.
• Jack Welch in his book on this book, topic starts by saying “You’ve got the right players on the field- A great start, an now what”.  The “what” lies with the leader, on how to keep the followers on their toes to perform in order to execute the strategy.
• People need to work together, steadily to improve and maintain their performance.
• The worst thing to happen in an organisation is to have a cranky and ruthless boss who creates a toxic organisation filled with negative under-achievements who ignore opportunities, an inspirational inclusive leader spawns acolytes for whom any challenge is surmountable.
• Create a clear purpose or goal everybody should understand the vision, strategy align business goals, individual responsibilities and business structure , dialogue and communications performance management of both organisation and individual 

Often change and pressure can divert people’s focus, instill the following in your reportees:

• A sense of authority and ownership of processes
• Remind them of the key role, goals and business objectives of the   organisation
• Remind them of the principals key performance objectives they need to adhere to
• Allow people to exercise their leadership role with their own reportees and take accountability for their own teams and units.
• Remind that change is inevitable  and is not always negative, assure   them good can come out of change.
• Have a crisis management campaign plan that can be adapted to any crisis emerging.
• Always have a crisis management hymsheet which can be adapted and used in any crisis situation.
• Communicate and detail the anticipated change, the impact it will have      on the organisation, outlined the rational behind the change, inform           people on the time it will take to implement the change and what it       means to the organisation, what are the benefits, what are the delta and pluses of the change

      Other tools includes

• Relationship
• Equipping adopting and adapting successful and strategies used by      private sector to public sector.
• common goals and approach.
• Technical or functional expertise.
• Integrated best skill fit development for each individual.
• Problem solving and decision making skills.
• Inter-personal skills.
• Total commitment and accountability to team
• Attitude
• emotional intelligence 

Mantlhakeng Mahlangu
Executive Mayor
Steve Tshwete Local Municipality

Has Dressing for Success become Irrelevant

Defining style can never be a one size fits all approach nor is it a mass marketed, common place head-to-toe connect the dots way of dressing. It’s an individually crafted, tailored to the consumer, masterfully-designed ensemble of product, perception, packaging and ultimately, power.
The corporation has an image, your products and services carry perceptions but it’s up to you, the individual, to step up and play ball.
You may be selling a product but in the game of life, you’re moving more than just money or ideas. You are a product, and either you will be bought or your competition will get ahead. Dressing the part of a major player, is not about sinking into submission of the tried and tested, but evolving, moving with the times and staying on top form.

Wardrobe and dress are silent influencers in every deal. You may consider yourself the Mrs Balls Chutney of the business the world, with a steady group of admirers, but at some point everybody wants to try something different. Are you able to adapt? Can you keep growing with your consumer, does your image evolve, or are you a one-trick, one-suit, chino and blue shirt pony?

Start with an honest assessment of yourself. Look at your shoes, look at your clothes, look at your hairstyle – if you think they simply ‘do’, chances are you haven’t felt good about yourself in a while. Being lazy about dressing, is simply limiting your paycheque.

Successful dressing starts with knowing what your consumer, both internally (your employer) and externally (your client), expect to see someone of your calibre wearing. You shouldn’t have to rely on dress codes to guide your style; you should have a keen understanding of what you want and where you are going and what someone at the top of their game looks like – Professional industry, professional dress; Creative industry, creative dress.
Understand the basics of great dressing. If you haven’t fully grasped the concept or have little interest of what you should be wearing, log onto the internet and visit some reputable fashion sites or buy a style magazine.

Both forms of media offer advice in terms of what you should and shouldn’t keep in your wardrobe, what colours you should be wearing and matching and even the types of shoes which look better with certain styles of clothing. Pay attention. Relying on your parents or partner for clothing advice will only lead to repeat buying habits and even more blue shirts. Get external advice, keep an eye on what’s current and stay on-top of your image.
Age, circumstance, position and body shapes are irrelevant when it comes to dressing. There are options for everyone and excuses show a lack of confidence. Trying something new and looking good are just as exciting as landing a major client.
And these clients want to do business with individuals who understand what is expected

f them, and offer that and much more. Individuals who know that they have 5 days every week to build their personal and professional brand – 5 days to create an impression- 5 days to work towards the corner office and 5 days to get admiring glances from fellow colleagues.
Allow yourself to feel good about yourself and let no ill-fitting shirt or scuffed shoe break your stride.
If I were your customer would I think of you first or would I even think of you at all? It’s a simple equation really; successful dressing is about knowing what you want, going for it and looking good whilst doing it. It’s a great game.
Are you playing to win?

Article Written By Bronwen Saayman
Bronwen Saayman is the head designer of BRONWEN, a high-end woman’s clothing label. Bronwen has styled over 200 wardrobes, presented image and style workshops to top South African companies and recently completed a TV style series on Kaleidoscope, CNBC AFRICA. Visit her website: www.bronwen.co.za

ATTRACTING AND RETAINING WOMEN IN LAW ENFORCEMENT

It is a known fact that South Africa has one of the highest levels of violence in the world. Hundreds of thousand South Africans are exposed to violence on an annual basis. More shocking is the rape statistic that one woman is raped every minute in South Africa. This means that when I finish writing this article, more than 30 women would have been raped! Shocking isn’t it?
There has been lot of publicity in the media about strengthening and “militarising the police force” and “fighting the war against crime”. Whilst I think it is important for us to focus on creating safety and arresting criminals, I think it is equally important that we focus the survivors of violence. In order to do this, we need to ask ourselves a couple of questions. If there are so many people exposed to crime, what does it mean about the levels of traumatisation in our country? How many of these people are able to treat, address, process and deal with their trauma? As a clinical psychologist and someone who has worked with survivors of violence for over a decade, I know that a very small percentage of South Africans deal with their traumatisation. This is worse with women, who are expected to continue with the “caring” duties even after exposure to a traumatic event.
This suggests that there are a lot of South Africans still carrying unresolved and/or untreated traumas. Unresolved traumatic stress responses, feelings, thoughts and actions can have devastating effect on interpersonal relationships. Unresolved trauma affects not only the survivors but its impact are also felt by those who live, work or interact with them. Some signs of unresolved trauma are (Schmidt, K.W; 2003; Kathy, Broady; 2009);

• Addictive behaviors including excessive use of food, alcohol, shopping, gambling etc.;
• Inability to tolerate feelings and or conflict (e.g. road rage);
• Distorted thinking (jumping to conclusion, making unrealistic assumptions about people’s actions, black and white thinking, “all or nothing” thinking);
• Intense feelings of unworthiness and guilt;
• Difficulty maintaining healthy relationships;
• Inflexible and rigid roles (constantly rescuing people, being aggressive or abusive all the time; playing the victim role);
• Suicidal actions and behaviors, failed attempts to commit suicide,
• Unexplained but intense fears of people, places, things;
• Ongoing, chronic depression

It is clear how these are likely to impact functioning in significant areas of a woman’s life, whether it is parenting, pursuing a career, leading an organization or maintain intimate relationships.
If you have any of these symptoms or have traumatic events or painful experiences that you feel are still affecting you, please get help. If not for yourself, for those you love. As I always say, dealing with your unresolved trauma is not just for you, but also for those you love. If trauma is untreated it is the very same people that you “sacrifice” your time for, who suffer.