SAISC LEADERSHIP AND MANAGEMENT
Hylton Gudmanz is an Executive Coach and Strategy Implementation Consultant , based in Johannesburg and active throughout Africa . He is passionate about effective leadership and agile growth in challenging times . He has a Masters degree in Personal and Professional Leadership from the University of Johannesburg and his undergraduate B . A . focussed on cross-cultural communication ( isiXhosa , English and Psychology ). Hylton has worked with leaders from Sasol , Saint Gobain Construction , Alstom ( Actom ), Hitachi , PPC ( Cimerwa ), Bombela and across multiple other industries . He equips leaders and their teams for the 21st Century connected work environment and hosts the ( Pan-African ) School of Coaching with IDM Business School .
The book is called Getting Naked ( bit . ly / 1OhQIEM ) and the process is , yes , about as comfortable for some people as being forced to part with their clothing in public .
Revealing true emotions and making a stand can , at times , be career-limiting or at least disruptive . But robust dialogue enhances team collaboration and innovation , if the “ safety net ” of the team culture is authentically supportive . The case for “ vulnerability ” ( allowing “ kryptonite ” near you at times ) is simple : the more we share , the more we are trusted . If others know what our thoughts are , they will likely include us and share their own ideas , issues and “ intuition ”. John F . Kennedy was the “ perfect president ”, but was losing popularity . When he failed with the Bay of Pigs initiative , and took responsibility for this , his popularity ... improved ! The people responded to his vulnerability with greater support !
Responsiveness is another worthwhile “ weapon ”. It means communicating your vision , expectations and boundaries clearly and listening more , asking more ( as opposed to telling ), and making more of an effort to understand the team ’ s expectations and perspectives , and adapt the plans accordingly . If you also commit to protect your team , and give them good “ PR ”, you will sustain morale effectively , through “ outsider ” interference , isolation ( from failure or client loss ) and other hurdles . It all starts today . It may surface as the opportunity to greet a stranger , a question that demonstrates listening , an expression of interest in the work someone is doing or a safety concern on a project . It could be a chance to publicly recognise a job well done .
These “ VUCA moments ” make a difference , and Clark Kent had to learn these by becoming a journalist and being in a team , so that he could serve the world . He needed a mentor or coach , too , as we all do from time to time . If we are open to constantly adapt and learn , we will earn trust and a powerful reputation and we will thrive , not just survive , in this VUCA world .
Here ’ s to you , Manager of Steel !
Steel Construction Vol . 40 No . 2 2016 27