amanda singleton
TRANSCRIPT
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Culture change through
leadership
Amanda Singleton
Group Executive: Corporate Communication
Telkom
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Launching into the global arena
Challenges facing SA leaders
Addressing local
transformation challenges
and also
Satisfying shareholdersAttending to the diverse
needs of a complex networkof stakeholders
while
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Telkoms evolution
1991 Commercialisation
1996 Licensed
(with a 5-year exclusivity)
under new Telecoms Act
1997 Partial privatisation
2002 End of exclusivity
2003 IPO 2004 Competition
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To survive and prosper in a ever-changing environment,
adaptability is key
SA industries need more than gradual adjustment to changingcircumstances; we need to shift paradigms
The central challenge: to create and lead an adaptive enterprise
Why is corporate culture so important?
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No CEO can single-handedly make changes to an organisations
genetic code
Lasting organisational transformation requires a change in people
A fundamental shift in the way we do things around here
Corporate culture change is a prerequisite for successful business
transformation
Culture is important:
because it powerfully influences the behaviour of employees
because it is difficult to change and
because its near invisibility makes it hard to address directly
Why is corporate culture so important?
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The emergence of culture
Group Interaction
Shared Values
Norms of Behaviour
Positive Results
CULTURE
A strong corporate culture = values widely shared amongst employees
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Values provide the roadmap to the vision shape the culture needed to realise the vision
Values mould the behaviour defines the corporate culture
Corporate Culture should accommodate multi culturalism Umbrella for diverse cultures, languages, backgrounds and
national norms
Values have value only when:
they are commonly understood they are unanimously subscribed to they are lived by everyone
The value of common values
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Telkoms value system
We value people and their diversity
We are performance driven
We are customer focused
We create shareholder value
We are a model corporate citizen
We act with integrity in everything we do
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commun
ica
tion
commun
ica
tion
commun
ica
tion
Vision(to be)
Current situation
As is
Culture(Howt
obehavealon
gtheway)
Str
ate
gy
(W
hatd
ow
en
eedt
ofo
cus
on
)
The strategic fit
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Vision: To be a world-class communication company
Strategic Goal: To invest in our employees
Value: We value our people and their diversity
Behaviour needed: No stereotyping, prejudice and discrimination in the workplace
Fair recruitment, an appreciation for the EE imperative Making full use of the skills of all employees Open communication on development needs
Regular discussions on performance and improvement areas
Coaching, mentoring and personal development Creation of opportunities for personal growth Retention of critical skills
A Telkom example
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1. Articulate the companys vision as a concise word picture describingwhat the organisation aspires to become Keep it simple, motivational and realistic
1. Develop enterprise strategy as what to focus on in achieving the vision
2. Design a set of values
3. Identify behaviours needed from management and employees to executestrategy
4. Communicate all of this in coherent and compelling ways
5. Drive for total contextualisation down to an individual level The role of every line manager is key
Changing corporate culture
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Committed leadership and clearly defined corporate
values distinguish major cultural changes that succeed,from those that fail.
The single most visible factor that distinguishes majorcultural changes that succeed from those that fail iscompetent leadership at the top .
Only with leadership does one get the boldness, the
vision and the energy needed to create large and difficultchanges
John P. Kotter & James L. Heskett
Leadership is critical
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Chief sense makers for the organisation Providing insights about the business and markets
The ability to provide direction defining a vision
The ability to bring vision to reality Creating strategy to close the gap between vision and current reality
The skill to reconnect organisational life with organisationalpurpose Where are we going and why;
What is our companys role in society;
What is the context and meaning of this change in strategicdirection
What culture change demands of
Executive Leadership
1. Conceptual Leadership
Without vision, direction and a sense of
purpose, its difficult to harness the energy,
passion, commitment, and perseverance
needed to transform
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Leadership is in the first place, PERSONAL
Leadership is about truly living the companys values
Leadership is setting an example, being a role model Leadership is consistency between what is SAID and DONE.
What culture change demands of
Executive Leadership
2. Personal Commitment
One of the most important ways executives
can demonstrate their commitment and
credibility comes through how they work
within their own teams
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Effective communication is the oxygen for new-breed leadership
Communication is not one-directional Engage strategically
Listen hard Create an environment that allows candid feedback/ criticism
Communication needs to be regular In good times and bad
Never skip scheduled engagements
Communication has to be open and honest Own up: take personal responsibility for hard decisions
Resist the urge to spin it always backfires
What culture change demands of
Executive Leadership
3. Communication
People need to hear directly from the leader
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The time has come . . .
For leaders tostep forwardandshow real leadership
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Questions?