If we’re learning anything from the current crisis, it’s that legacy authoritarian-style leadership has no place in businesses constrained by the COVID-19 virus.

Even before the pandemic, the world was demanding a more collaborative and consultative style of leadership based on transparency. Today, transparency is so much more critical to an organisation’s survival, as an attribute of both those who lead it and the creative culture that drives it forward.

Leadership has never been in such high demand across commerce and industry. The need for it drives almost every interaction between talent professionals and the top tier of organisations in industries from agriculture to high tech and from major corporates to SOEs.

One response is to simplify the quest by turning leadership into a numbers game. Consult recent HR research or business publications and numbers dominate … the 10 traits of inspirational leaders, the six key attributes of organisational leadership, the five must-have qualities of great leaders, and so it goes on.

However, leadership is not simple arithmetic.

The growth of individual leadership skills and development of leadership teams take time.

Growth has to be nurtured. So, for leadership insights don’t look at paint by numbers, look at something requiring care, patience and constant attention. A lettuce, for instance.

Did your employees enjoy the chance to play over December? Why stop them now just because business has started up again? Current research suggests that organisations that provide opportunities for their staff to participate in playful, fun activities inside the workplace, reap various rewards. These benefits extend to the employees, their teams and the company itself.

Games, or any other stimulating activity done for the purpose of amusement, can actually help workers become more productive. Even if it’s just a foosball table in the canteen, a short recess from work for a lively match with a colleague can break the monotony of repetitive duties or alleviate the stress of continuous problem solving. A play-friendly workspace can therefore refresh staff, boost morale and increase job satisfaction.

Once again, it’s that time of the year, when Cupid reaches into his quiver of romance and aims his golden arrows of love at the hearts of executives everywhere. Of course, planning your Valentine’s Day agenda well in advance with your loved one’s happiness in mind will further his quest immensely. To help you make the most of it, our Directors at Signium Africa offer some last-minute tips.

Start with the right attitude – Annelize van Rensburg, Director: Executive Search

Yes, it’s true that the economy is poor, it’s only the second month of a demanding year and, as an executive, you need to concentrate on delivering the best performance you can. However, love knows no bounds and, luckily for you, February 14th falls on a Friday this year, giving you the whole weekend to focus on what’s really important. Start early, and be sure to fill the day with little surprises to show you are thinking about your partner the whole time, even when you are at work.

Second only to emotional intelligence (EQ), cultural intelligence (CQ) is fast becoming one of the most in demand skills for executives in today’s culturally diverse world of business.

The growing need for CQ is just one of the consequences of globalisation. It’s true that companies are setting up more bases in foreign countries than ever. But their own societies are simultaneously becoming more culturally diverse, as foreign citizens migrate in search of better career opportunities and lifestyles.

This means that culture is no longer a minor concern for executives. It’s a strategic imperative, and high-CQ leadership is needed to intelligently address this trend.

Qualifications fraud is a big problem in South Africa and, although not prominent at executive level, it does happen. To stamp out this practice, the National Qualifications Framework Amendment Act 12 of 2019 was signed into law on the 13th of August this year. It provides that people presenting false qualifications could serve up to five years in prison.

Being a businessperson who depends on honest, qualified staff, I am very happy about this development. In a country where corruption is exposed daily and where honesty and trust need to be reinstated, it will help prevent further fraud and corruption. At least there is now a material penalty to deter recruits from using forged qualifications.

However, the law does not solve the larger issue of candidates lying on their CVs.

It takes a special person to be the executive assistant of a senior manager or director at a large or small company. It is a complex job that leaves no room for mistakes. In a world where artificial intelligence is increasingly taking over jobs and making them redundant, good executive assistants need not worry: it is unlikely that there will be a robot that can be a perfect executive assistant.

Gusti Coetzer*, director: executive search at Signium Africa, that offers integrated talent management solutions to employers, explains how complex the position of an executive assistant can be and how executive assistants can avoid common mistakes.

As South African Women’s Day rolls round again, we can draw satisfaction from the small victories achieved along the way. For instance, we have successfully challenged the old ‘weaker sex’ stereotypes. Unfortunately, the victory can be bitter sweet.

Our strength and resilience are acknowledged. So is our versatility. We are often praised for our multi-tasking abilities – a backhanded compliment as multi-tasking is largely a myth. Our coping skills are also lauded as we juggle the demands of home, children and career.