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Taking notes on women in leadership from Thuli Madonsela

Time Magazine recently named South African public protector, Thuli Madonsela, among the world's top 100 most influential people. She has a strong sense of ethics and moral sensibility, which defines her particular leadership brand, and has more to offer South Africans than her hard-line stance on government corruption. Madonsela embodies a leadership quality that other women in leadership would do well to emulate.


Leadership is central to competitiveness

At last month's IPM HR Director's Leadership Summit, Mpho Makwana – chairman at ArcelorMittal South Africa – spoke about how leadership needs to be humanised if we are going to become competitive. As Africans, we are well placed to achieve this as the spirit of Ubuntu is at the heart of our culture. However, we're not there just yet. "There is still a sea of poverty surrounding our conversations which means that the journey of transforming organisations is far from over," he cautions. How can we speed up this process?


How to build a high-trust leadership style

Building a high-trust organisation is a brilliant way of increasing your staff retention and employee engagement. Stephen MR Covey identifies 13 common behaviours of trusted leaders around the world. These behaviours build - and allow you to maintain - trust. When you adopt these ways of behaving, it's like making deposits into a "trust account" of another party and helps create good working relationships. A high-trust organisation also emphasises organisational growth and employees’ growth while providing an open environment for effective communication to take place. What are these behaviours and how can you nurture these in your organisation?


What people choices do you make in your talent management processes?

Talent Management

Employers make one of three choices when it comes to people choices in talent management. Leaders in South African organisations tend to favour one type of choice when it comes to people; however, this isn't the most effective.


Why your company doesn’t succeed in executing its corporate strategy


At a recent event hosted by the Institute of People Management (IPM), Marlinie Ramsamy - CEO of FranklinCovey South Africa - stated that Professor Lawrence of the Wharton Business School identified why companies don't succeed when they execute corporate strategies. This, she says, is a leader's responsibility - not something that a company's talent must address.