The document introduces the South African Leadership Standard, which aims to provide a consistent guideline for leadership practice. It outlines a process used to develop the standard, including stakeholder consultation. The standard focuses on five elements: instilling a vision, delivering results, living values, influencing people, and reflecting for improvement. Each element is further defined by outcomes, requirements, and questions. The goal is for organizations to apply the standard to improve leadership in South Africa by addressing issues like poverty, inequality, and job creation.

1. THE SOUTH AFRICAN LEADERSHIP STANDARD:
An opportunity to integrate people, process,
practices for improved business performance
Marius Meyer, QBit KZN Think Thank
10 April 2018
@SABPP1 @sabpp_1
#LeadershipStandard

2. A g e n d a
• Introduction
• From HR Standards to Leadership Standard
• Leadership Standard Process
• Leadership Standard Framework
• Purpose and focus of Leadership Standard
• The 5 elements of the Standard
• Conclusion

3. Introduction
• Leadership crisis in South Africa (and rest of
the world)
• Complex environment making things difficult
for leaders
• Poor leadership role models
• Inconsistency in leadership practice
• Pockets of excellence
• Setting a standard for leadership

4. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategic
HRM
Talent
Management
HR Risk
Management
HR ARCHITECTURE
I
HR VALUE &
DELIVERY PLATFORM
Work-
force
planning
Learning
&
Deve-
lopment
Perfor-
mance
Mana-
gement
Reward
&
Recogni-
tion
Em-
ployee
wellness
Employ-
ment
Rela-
tions
Organi-
sation
Deve-
lopment
HR Service
Delivery
HR Technology
(HRIS)
Prepare
Imple-
ment
Review ImproveHR MEASUREMENT
HR Audit: Standards & Metrics
HRCOMPETENCIES
© SABPP HR MANAGEMENT SYSTEM STANDARDS

5. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategic
HRM
58
Talent
Management
46
HR Risk
Management
64
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE &
DELIVERY PLATFORM
Work-
force
Planning
57
Learning
60
Perfor-
mance
60
Reward
64
Well-
ness
67
ERM
68
OD
55
HR Service
Delivery
55
HR Technology
(HRIS) 57
Prepare
Imple-
ment
Review ImproveMEASURING HR SUCCESS 45
HR Audit: Standards & Metrics
HRCOMPETENCIES
AUDITED RATINGS – OVERALL AVERAGE
(27 companies audited)

6. #LeadershipStandard

7. Purpose of the
#LeadershipStandard
• The objective of the Leadership Standard is to
have a consistent guideline for leadership
practice.
• We are creating a platform of understanding what
leadership means for South African leaders in all
fields so that we can unlock the potential of South
Africa’s workforce and society in general.

8. Focus of the
#LeadershipStandard
• To present to leaders in simple terms what is
expected from them;
• To form the basis from which to understand
current failures of leadership in many sectors;
• To identify actions to improve leadership in South
Africa

9. #LeadershipStandard Process
1. Initial consultation and planning
2. Stakeholder analysis
3. Development of draft leadership standard
framework
4. Formal leadership standard development
session (14 September)
5. Market consultation
6. Launch of #LeadershipStandard (26 Oct)
7. Awareness, collaboration & sharing
8. Leadership standard implementation

10. The essence of leadership
“Leadership is all about providing a vision and
direction for the organisation and the ability to
inspire people to go there with you.”
Nonkululeko Gobodo, Co-Founder
SizweNtsalubaGobodo

11. South African #LeadershipStandard
©SABPP (2017)

12. 1 Instilling a vision

13. Instilling a vision
“A leader is a dealer in hope – somebody who
can look at the future and get other people
there with him or her.
You’ve got to be ready to do great things.
Then, what is your vision for the future?”
Sim Tshabalala, CEO: Standard Bank

14. Instilling a vision
1.1 OUTCOME STATEMENT
The collective leadership of the organisation sends a
strong, simple message of the chosen future for the
organisation which clearly conveys a purpose which
inspires stakeholders and enables the organisation
to find its way through uncertainties as they unfold in
the future, presenting new opportunities and threats.
Individual leaders live this message and make it real
for their teams, showing them the line of sight
between the vision and their work.

15. Instilling a vision

16. Instilling a vision
1.2 FUNDAMENTAL REQUIREMENTS
1.2.1 The vision is appropriate to the organisation’s South African context and will
contribute to the national vision as stated in the Constitution: “to achieve a better
quality of life for all citizens and to free the potential of each person.” the need for
job creation and alleviation of poverty and inequality is front of mind in deciding on
the organisation’s chosen future. The vision demonstrates the active citizenship of
the organisation.
1.2.2 The vision is enduring but flexible to changing circumstances. The vision is
active in bridging the present and the future.
1.2.3 The vision is ethical, realistic and practical and clearly shows how the
organisation and its leaders will contribute positively to sustainability of all six
capitals of the International Integrated Reporting Framework (financial,
manufactured, intellectual, human, social and natural).
1.2.4 The process of defining the vision is collaborative, including as many
stakeholder groupings as is appropriate so that a comprehensive range of risks is
considered and differing interests of stakeholders are taken into account and
balanced.
1.2.5 The vision is widely and regularly communicated and stakeholders are
helped to understand the context and application of the vision.

17. Instilling a vision
1.3 KEY QUESTIONS
1.3.1 What is the most effective collaboration process with stakeholders to
ensure positive relationships and engagement with the vision?
1.3.2 Have we checked that our organisation culture will support the vision
and if it is not aligned, what will we do about it?
1.3.3 What are the best ways to convey the message of the vision to
stakeholders?
1.3.4 How will we know that everyone in the organisation is aligned in
working towards the vision?
1.3.5 How will we keep the vision alive and inspiring for our people?
1.3.6 How will we ensure that our vision continues to be relevant to our
changing context?

18. 2 Delivering results which
create value

19. Delivering results which
create value

20. 3 Living the values

21. Living the values

22. 4 Influencing people

23. Influencing people

24. 5 Reflecting for improvement

25. Reflecting for improvement

26. Let us all lead
“If you consciously choose to be a positive
influence in the world, you will always find
opportunities to make a difference.”
Thuli Madonsela
Patron: Thuma Foundation

27. South African #LeadershipStandard
©SABPP (2017)

28. Conclusion
Let us position leadership as the top priority
for all organisations by applying the
leadership standard in our companies.
I thank you all for listening to the
#LeadershipStandard journey today.
We have to share today’s story with all our
connections and build our own leadership
capability going forward.
Thank you to the business community of KZN
and QBit for your leadership!

29. We set #HRStandards #LeadershipStandard
professional@sabpp.co.za or registrations@sabpp.co.za
(Professional Registration)
executiveoffice@sabpp.co.za (Governance office)
marius@sabpp.co.za (CEO & Strategy inputs)
xolani@sabpp.co.za (COO)
hrstandards@sabpp.co.za (HR Standards)
hraudit@sabpp.co.za (HR Audits)
marketing@sabpp.co.za (Stakeholder Relations)
naren@sabpp.co.za (Learning & Quality)
events@sabpp.co.za (Events & HR Standards files)
Website: www.sabpp.co.za Blog: hrtoday.me
Twitter: @SABPP1 Instagram: @sabpp_1
Tel: +27 (011) 045-5400 or (010) 007 5906