Design of Leadership booklet for Momentum Metropolitan by GAPdesign

LEADERSHIP

SUMMIT 2021

This book is dedicated to all the leaders of Momentum Metropolitan Holdings.

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Contents Chapter 1: Our Culture and Leadership DNA Pillars

1. We determine our own destiny

2. We don’t do average… excellence is a habit

3. We are problem solvers who challenge the status quo

4. We make it possible for everyone to feel like they belong

5. We believe that results matter

6. We are passionate about our clients and service excellence

Chapter 2: Our journey continues to be written ….

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Introduction The Momentum Metropolitan group is on a journey to ReInvent & Grow… Not only the business, but as leaders as well. This is a journey to shape our Culture and embrace our Leadership DNA. It started in September 2021 at the annual Leadership Summit. A group of 407 leaders met to discuss and deliberate our six Culture and Leadership DNA pillars. Leaders were encouraged to dream and be creative in terms of what the world would look like if these statements were true for them. This was followed by what the leadership should continue, start and stop doing to make the desired Culture and Leadership DNA come alive. This is what our leaders had to say – the first chapter in our book.

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This is what our leaders had to say – the first chapter in our book.

Our journey starts here

CHAPTER 1 Our Culture and Leadership DNA pillars

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We determine our own destiny 0

Visuals and interpretation

Belief

We take ownership of our destiny, which is why we are accountable for our decisions and actions in a proactive way. We hold ourselves and each other accountable for our decisions and actions whilst staying unapologetically true to who we are and what we stand for.

Car / Journey

Star / Victory / Win

How our leaders behave • We are humble about our wins and honest about our failures. • We take personal responsibility for our careers. • We hold ourselves and each other accountable to reach our destiny. • We debate openly. When we decide, we deliver. We don’t second-guess later. • We lead with grit, we persevere and we do not give up.

Journey / Mountain

Journey / Mountain / Challenge

Journey / Boat

Journey

A Merc / steer; pin / navigation / destination

D Victory / raised flag; flag / summit

B Pin / navigation / destination

E Victory / raised hand; flag

C Victory / raised hand; flag / summit

F Pin / navigation / destination

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CHAPTER 1: OUR CULTURE AND LEADERSHIP DNA PILLARS

Most images depict a journey, implying that it is something to which to arrive. There is an acknowledgement that it is a process; it is about getting there. Different modes of journeying to one’s destiny are noted. Car, boat, by foot, rocket (far; ambitious). The use of maps/navigation tools (see car navigation, location pin and the roadmap) are also evident, which are also suggestive of milestones. This journey is not an A to B journey – there are stops and starts. Milestones/ objectives. In addition, looking at the rocket and the mountains, there are grounds for suggesting that people do not necessarily think this is going to be an easy journey. It will require determination, perseverance and grit to “travel far” and “reach the summit”. A difficult journey – many struggles, detours, unknowns. Reference to the past – do we have a clean slate or does our past hold us back? Note the flags – on the summit, on the boat, and even the location pin itself: suggestive of a clear objective/ destination and need for understanding of “this is where we arrive/destiny”. This is what the destination looks like. I will know when I have arrived. Further to this, it may also be representative of a signal – it communicates

“ownership” and claiming that space. In addition, there is an element of having success or feeling successful/ victorious/triumphant. This is evident by the character’s hands in the air (on mountain summit, and on boat, and raising the flag/planting the flag) and taking the no. 1 position on the podium. Just interesting, but rather irrelevant – Mercedes Benz features quite often? [suggestive of being well equipped to do the job. Get on the journey/take the journey equipped with very good/high quality support. Enablement must be world-class]. In almost all of these images there are suggestions of the need to be able to track this journey or having a long-term view of the journey ahead (telescope). Interestingly, the Momentum brand slogan, “here for your journey to success” is mirrored in images which visualise this leadership behaviour.

Interestingly, the Momentum brand slogan, “here for your journey to success” is mirrored in images which visualise this leadership behaviour.

A further note should be made regarding the use of compasses. The images frequently contain a compass or another means for giving Journey / Roadmap

Journey / Map / Navigation

Journey / Roadmap

G Pin / navigation / destination H Merc / steer; win / victory; compass; navigation

Challenge / Competition I Destination; merc / steer J Win / victory

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Sky / Limitless

Journey / Space / Challenge

K Flag; rocket L Rocket M Rocket N Summit O Looking ahead/future; summit; compass Q Compass direction. The question is – what will serve as the source of direction since this is a strong theme throughout visualisations of determining one’s own destiny [See the images where these words and expressions appear: Where are you going?/ Where are you on this journey? We know where we want to go/Goal/Direction]. Hence, both the ability to keep track of progress and having a means by which to orientate and get direction, are important requirements for determining one’s own destiny.

M Journey / Map / Navigation

Journey / Mountain / Challenge

Sky / Limitless

Perhaps not so obvious, but there is often only one individual depicted or a single person behind the wheel/navigating. It is necessary to emphasise that such an undertaking (determining one’s own destiny) is a collaborative effort amongst a group of individuals (a crew, not one person).

The following needs are identified if this statement is to become a reality: Clear direction/a clear plan of action (what is True North for us?) Clear articulation of a vision/goal (True North and how to know when we are veering off course). Good support on this journey/enablement must be world-class.

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Means of tracking progress. Means of maintaining orientation/keeping on track. Milestones. Must be a group effort…

CHAPTER 1: OUR CULTURE AND LEADERSHIP DNA PILLARS

Continue We are empowered to make decisions. We have clear plans to get to our destiny. We have agility to adapt to changes in context. Group sets a framework, and each business unit can produce their plans to achieve. We set ambitious but realistic targets. Our federal model enables end-to-end accountability. We celebrate our wins and achievements. Connecting with each other with the purpose of engaging and alignment. Do things together rather than separately. Positively influence clients and stakeholders. Continue setting targets and being held accountable. Continue with a federated operating model. Continue with the federated empowered model, continue investing in people’s development and growth, continue sparking vigorous and robust debate, and continue challenging and empowering each other. Keep focusing on ‘why’ to drive shared accountability and continue with the QBR process to support the achievement of MMH’s destiny.

Start We must hold each other accountable while still providing support for each other. We have a joint destiny of R5 bn – we need to be more deliberate and collaborate in order to achieve this. Learn from our mistakes and failures. Keep things simple, provide honest feedback. Collaborate. Alignment between BUs. Clearly define goals. Debate openly. Have courageous conversations to keep people accountable. Be clear about expectations (up and down). Trust that people are inherently responsible. Learn to better architect strategy into business architecture. At some point, we need to stop if something is not working. Better navigate the external environment – be outside-focused. Use machine learning to rapidly understand environmental changes. Improve the line of sight between outcomes and rewards. Tell the story, and celebrate milestones and successes along the way. Communicate the MMH strategy down to team/individual level, encourage articulation of contributions to overall strategy at team and individual level, get feedback from employees and clients on how we can achieve our destiny, and distinguish between purpose and ambition of the R5 bn goal.

Stop Stop over-analysing and just make decisions with the info at hand for non-critical decisions. Stop with all the excuses (e.g. no budget or not enough or right resources), to not lose opportunities. If you are passionate enough you will get it done. Stop trying to do everything, focus on the right things. Stop the silo mentality. Stop identifying problems only without providing solutions. Stop comparing ourselves to competitors, stop being followers, stop judging ourselves against others, stop developing everything ourselves, and stop talking digital – instead, do digital, play to your strengths, and stop overthinking and complicating things. Less talk, more action – focus on implementation within the window of opportunity. We decide what to focus on and to not waste time on things that don’t achieve the goal. Stop not finishing things.

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We don’t do average… Excellence is a habit 0

Visuals and interpretation

Belief

Momentum Metropolitan is the right home for inspired go-getters who want to excel. Our culture is underpinned by a winning spirit and an inherent drive for excellence.

How our leaders behave We celebrate excellence in all its shapes and forms. We don’t accept mediocrity. We lead by example. We provide honest performance feedback.

A,B Winner C Competitors/Formula 1 D Shine E

Winner; shine

Winner

G Winner H Shoot the lights out; Nike’s Just Do It I

Digital makes the difference / rise above / exceed

Competitors

K Competitors, shield

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CHAPTER 1: OUR CULTURE AND LEADERSHIP DNA PILLARS

Theme 1: Sport / Competition Note the frequent references to #1 [Images A/B/E/F/G] – which suggests to the viewer the desire to be the best – irrespective of which product category this might be (Formula 1 in C and Swimming in G and F are analogous to our different areas of expertise/products, business solutions and services). We see a podium which represents the desired position – to be the winners [E/F]. This ties in well with our position at #1. It also brings to the surface our awareness that we have strong competitors – but we will see this better in the other sketches. Suggestions of outstanding performance (excellence) can be noted in the use of stars (to shine bright) [Images D/E]. Why such a strong use of the Olympics as a reference? The particular use of the Olympics (and by implication sports) as a metaphor for the expression of ‘Excellence as a Habit’ likely stems from what we typically expect from top athletes. Dedication, focus, discipline, training, and staying on top of their game. Speak to any athlete and he/she is likely to tell you that the cornerstone of success is consistency in training and preparation – hence: habit. Vince Lombardi, American professional gridiron football coach who became a symbol of singleminded determination to win, was quoted saying: “Watch your actions,

they become your habits. Watch your habits, they become your character.” Shooting the lights out [Image H – look carefully] then becomes a matter of just doing it (Nike slogan, Image H), i.e., just make excellence a habit. Though not seen a lot in these images – teamwork is understood to be a requirement for excellence [Image C and Image E – #successtogether], although the remaining visualisations depicted individual sports items/individual contributions to the achievement of excellence.

Greater collaboration enables people to better keep each other accountable – a problem we frequently see throughout most of the themes to come.

One may want to emphasise the importance of collaboration as a requirement for success in creating excellence as a habit. In addition, greater collaboration further enables people to better keep each other accountable – a problem we frequently see throughout most of the themes to come. Images I/J/K denote an awareness of the competition. Excellence then being ahead of the competition/ outperforming the competition [Image I]. Image J says something about which competitor brands are seen as the key rivals: Old Mutual, Sanlam and Discovery. Image K shows the MMH

brand (Momentum and Metropolitan) as a competitor that is ready: in both the apparel as well as the shield. With there being a shield in the first place, the question might as well be: what will serve as MMH’s shield (or weapon) in its pursuit of excellence as a habit? Digital channels [Image I] are depicted as a factor which extends MMH’s profit beyond the profits of competitors. This suggests that the creators of this image attached strong significance to the role digital channels can play in enabling excellence for MMH. Is this view widely shared amongst leaders? And perhaps more importantly, is there a unified understanding of what digital means in the context of various product businesses?

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Theme 2: Fundamentals The roots, the basics [Images L & M] – being established in a foundation of consistency and habit. Excellence is a habit of small consistent actions, and this is not something that is often seen at first glance (and may be taken for granted). Indeed, this only becomes visible [bloom, Image L] – when one rises above the rest. This requires a strong root system, strong foundation, and being planted/rooted in the right habits which culminates into visible, outstanding growth]. Note too that consistency (watering) is then implicitly present as a key aspect of making excellence a habit. Growth is incremental. In Image M, we need to look a little bit closer at the text to fully appreciate the intended meaning, although we can immediately make a similar connection with respect to what is seen (above the water/above the ground), and what is required, or goes into such success (below the surface/ground). Image M and its accompanying text reinforces exactly that: that consistently good habits slowly transform performance to manifest in visible success. In addition, it communicates an important reality – that a lot of unseen/hidden work takes place prior to becoming visible success. In both Images L and M, patience is an obvious requirement.

Theme 3: Incremental progress In line with the theme of athleticism and its connections to habit and discipline, these images portray the gradual progression (continuous improvement) on the journey to excellence. We see two different depictions of this idea of progression. In images N/O/P, we note a step-wise process of continuous, consistent improvement. Excellence is then indeed a habit (continuous steps). There are some similarities to the podium previously seen.

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O L

Hence, there is an understanding that getting to the top or remaining ahead of the curve (bell curve, normal distribution in Image Q), requires patience, consistent habit. Image Q is also rather interesting in its use of the Bell Curve to depict the (normal) distribution of performance. From this image, it is inferred that the individual intended to show that MMH should perform above the statistical population mean (denoted by the Greek symbol: μ). Probably an actuary, statistician or numbers person at work here!

Roots / fundamentals; visible success; rise above / outstanding

M Roots / fundamentals; visible success N Progression O Progression P Progression Q Above population mean R Target / fovus; V-formation S

Target / focus

CHAPTER 1: OUR CULTURE AND LEADERSHIP DNA PILLARS

Theme 4: Focus Images R/S (birds flying toward the sun/dartboard) are somewhat less revealing in terms of the message it intends to convey, but in both cases we can (meaningfully) infer that excellence is a goal, target and something to set your eyes onto. Or, more in line with images above – getting to excellence is a process. There is a trajectory to it. Although it is not likely that the creator(s) of Image R intended to convey the following message, there is something we know from the science behind birds flying in a V-shape/ formation. Scientists have discovered that the V-formation exists for some birds in order to fulfil two purposes –

both which underscores the importance of collaboration and teamwork. The first purpose for this formation is the conservation of energy. Each bird flies slightly above the bird in front, which results in a reduction of wind resistance (enablement). The second reason is that the use of this formation allows the birds to keep track of each bird in the group. It supports communication and coordination in the group during flight. This practice is similar to those adopted by fighter pilots during flight missions: enhancement of teamwork, coordination, tracking and communication.

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Continue Celebrate and reward our successes. Recognise people for their outstanding efforts. Embrace technology and the new way of working (be flexible in this regard; adapt). Retain our key talent. We should continue to aspire to greater heights and challenge ourselves. Challenge the status quo. We should walk the talk and keep on collaborating with others, involve relevant teams/ individuals and engage appropriately to unlock the best solutions. We need to continue to actively track our own progress against our aspirations, and keep on setting high targets. We should continue to check with our clients whether they are happy. Make the effort to understand the world of advice – understanding the heart of advisers. Keep feeding the entrepreneurial spirit in our DNA. Build credibility with the investor community. Continue with the competitive spirit that the federated model encourages.

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CHAPTER 1: OUR CULTURE AND LEADERSHIP DNA PILLARS

Start We need to start to tell the good stories, share them across business units. Use actual, real client feedback stories to demonstrate how the experience we have created added value. We should continue celebrating incremental improvements and experiences of value added. Celebrate incremental improvements. Sell our story of excellence. Lead by example. Ensure that there is excellence at every level of the organisation. Maintain a high degree of client, adviser and employee centricity. Become obsessed about being client-centric. Align shareholder and client expectations. Experience the client journey. Create a magical experience.

Stop Stop giving actuarial teams the final word on the product development. They are not the client (and are not trained to think like a client and understand the client’s world and needs). Stop being average and tolerating mediocrity. Plan better, do a root-cause analysis to prevent bottlenecks and having to put out fires. Stop making it comfortable for nonperformers. Stop tolerating excuses for non-performance and non-delivery. Stop tolerating mediocrity and allowing people to get away with substandard performance.

Continue to hold each other accountable.

Stop being afraid of people’s reaction to honest feedback or seeing negative feedback as a personal attack rather than a growth opportunity. Stop avoiding conflict.

Start to deliver the unexpected (surprise and delight) – do more than what is expected of us. We can do well by focusing on the small things too – it all adds up. Reset, rethink and then solve today’s client and adviser needs.

Rather do a few things well (instead of simply doing many things in an average fashion. Stop assuming we can deliver excellence in EVERYTHING – sometimes it is good to collaborate with someone that can do it better.

Use consumer and market insights, the relevant research capabilities and data to plan for the future.

Stop continuing with something because ‘it is how it has always been done’. So, stop building new ideas on the old chassis, and stop using the same processes time and again (and think you’re going to get a different outcome!).

Invest in the right tools and capabilities. Excellence starts with prioritisation and focus – we try to do too many things! Improve discipline and accountability. Leaders must admit mistakes and own up to them in public. Similarly, we must be having the courageous and difficult conversations on (non) performance. Focus more on the quality of the output than the quantity of the input. Reevaluate the performance curve. Set our own bar, not necessarily just compared to others.

Stop protecting turfs and start collaborating across business units. Stop fearing disruption and or change. We must stop solving for what we know and rather embrace the new ideas. Stop having so many meaningless meetings with no agendas.

Fast track digitalisation. Start doing different things in a different way.

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We are problem solvers who challenge the status quo 6

Belief

We are fuelled by an entrepreneurial mindset, empowering us to be decisive and to execute every undertaking with focus and commitment. “We have always done it this way” doesn’t cut it – we do what needs to be done to move our business forward, always challenging the status quo and not shying away from being different.

Visuals and interpretation

How our leaders behave • We make sense of the context and environment • We bring simplicity as opposed to complexity. • We encourage debate and alternative thinking. • We don’t hide behind rules and are happy to be challenged. • We choose for our business to be guided by values and principles, instead of blackand-white policies.

A B C D

Idea / box Idea Idea / box Idea / box

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Theme 1: Think differently All the Images arranged in this theme speak to the idea of thinking differently/ innovatively – that ‘Aha!’ moment (for which a lightbulb is a universal symbol). Interesting how there is an acknowledgement that thinking along the same lines or only within the box [Image A] is a dangerous thing to do. A time bomb. Image B is full of interesting and noteworthy meaning. In this image, we can see how new/fresh thinking can enable MMH to become the winner/leader and wear the crown. And in this image, profitability, harvesting/plucking the fruit of our labour starts with a foundation rooted in the love for the client. So perhaps this underscores the absolute necessity of thinking like a client or making use of those capabilities geared towards providing business with an understanding of the consumer psyche and market landscape. Start listening (Image D) to clients in order to think outside the box.

CHAPTER 1: OUR CULTURE AND LEADERSHIP DNA PILLARS

Theme 2: Show up differently In the previous section we saw an emphasis on thinking differently (light bulb and a box). In this arrangement of visuals, we see all kinds of representations of being/showing up differently. Images F/I have a supernatural quality to them and depict ideas that challenge conventional thinking. Image E shows big waves – both making them, and surviving them, whereas in Image I, we see someone riding what seems to be a shark: a brave, bold and daring endeavour. Fearlessness!

Image K shows the difference and standing out from the crowd. Unicorns [Images G & J] are conventionally associated with power/magic and mystery, which is an appropriate image to use to signify being different, outstanding and most unusual (in a good sense).

In Image H we observe a nice illustration of the dangers of getting too comfortable/resting on one’s laurels. Make a conscious effort to break away from the group (market) and lead in a different pond (be that product, solutions, market or otherwise).

Theme 3: Solving problems

To reinvent and grow would mean that we are challenging the status quo. Previously, we tried to use technology in the business for the sake of technology, instead of as an enabler to solve business problems. We are getting better at identifying problems (Image M). We need to continue using technology to solve those problems in a creative way [Image O]. Innovation is encouraged – we see this through executive sponsorship. This has resulted in us getting the right talent into the group – people appropriately equipped to help us answer important questions [Image N]. Conversely, our approach to solving problems can be simpler – using over-complicated tools instead of simply addressing behaviours or a process instead of implementing a complicated tech solution or system. E Wave F Unconventional / delight G What is the formula for uniqueness? H Don’t get comfortable I Brave / shark rider J Unicorn K Standing out M Questions N Questions, equipped with talent O Problem-solving through collaboration P Questions, problem-solving

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Continue Continue to challenge the status quo and to be careful of the traps of group-think (a lack of different perspectives).

Give people the opportunity to contribute, listen to colleagues and promote constructive debate. Encourage opposing opinions whilst having fun and being resilient.

Invest in understanding the environment in which we operate and how it relates to the everchanging needs of clients and consumers.

Theme 3: Solving problems Another visibly important consideration which these images ask is: ARE WE ASKING THE RIGHT QUESTIONS (when solving problems)? Do we truly understand what the problem is, and/or have we correctly identified it? [Images M, P and O]. Dedicated individual teams that focus on specific problems/solutions – but all fit into the same puzzle, helps us to think of endless possibilities [Image Q]. In Image R we again see the importance of asking the right questions AND taking scope of all the necessary pieces of the puzzle in the process of “gearing” towards solutions/products.

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Continue to demonstrate a passion for doing things differently and doing different things. Do this by consistently asking ourselves why we are doing something (is it still on track, relevant?). Continue creating an environment which is collaborative and supportive of innovative and different thinking. Keep on promoting a sense of not judging ideas/views prematurely but give people the room to be unconventional/off-the-wall. Maintain the feedback loop – ask for feedback from internal and external stakeholders. Continue listening to client needs and respond appropriately.

CHAPTER 1: OUR CULTURE AND LEADERSHIP DNA PILLARS

Start Challenge existing ways of thinking. Learn to think outside the box. How can one consciously learn to think outside the box? What does this require/involve? Use new technology. Go digital or go home. Understand and solve the root cause and not only the symptoms. Create a safe environment where employees feel comfortable and safe to challenge the status quo. Ensure that we empower people to understand the full business context and all the touch points across the different environments. Create more focus and be deliberate about what we do and what we don’t do.

Ensure that we have quality delivery. Chunk our delivery challenges into smaller, implementable components. Be brave, make bold decisions, be honest, voice our opinions without fear of criticism. Let there be safe spaces for thinking. Think bigger and be willing to put our money where our mouths are/put skin in the game. First understand exactly what the problem is we are trying to address/solve. So, define the problem clearly so that there is a common understanding across the units.

Often, problem solving is left to certain levels in the company. The problem-solving mindset needs to be embedded at all levels of the organisation. Often, the people experiencing the problem already have the solutions, but perhaps do not have the voice or autonomy to implement solutions. Allow more time to give others opportunities to think, reflect and come up with solutions before the leader offers up a solution on behalf of the team. Leaders need to encourage and enable a culture where it’s okay to try and fail and to be truly entrepreneurial. Focus creates energy which allows us to solve problems effectively, and therefore creates a sense of fulfilment.

Stop Stop defending our own thinking, stop being too nice to address the radical problems, being too afraid to hurt feelings , stop taking things personally. In a similar vein, stop judging too quickly. Stop thinking small, and making use of preconceived solutions, or listening only to the loudest voice in the room. All answers do not sit with leaders, so check with employees and allow problems to surface: be open to difficult conversations. Stop holding onto strategies that are not working and looking inside out. Stop talking about people and start talking to them. Stop finding

excuses. Stop prioritising your own agendas. Stop fretting over things you cannot control and focus on what you can control. Stop telling people what to do, but instead, ask questions and leave assumptions at the door. Stop solving problems in silos where the learnings are not shared. Stop any complacency, accepting the norm and assuming what clients want. Stop having the same conversations over and over.

Stop over-complicating problems / over-engineering solutions (avoid complexity). The perfect solution does not exist = analysis paralysis. Prioritise problem-solving and stop being so busy that we do not allow ourselves time to reflect and focus – find balance between business/ support. Solve fewer problems well rather than more problems poorly. Learn to say no and not try to solve everyone else’s problems.

Remove the red tape. Stop solving problems that are time wasters or which are not going to add value in the long run or positively influence our destiny.

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4 2

We make it possible for everyone to feel like they belong

Belief

Visuals and interpretation

We foster a work environment where we celebrate diversity and enable inclusivity, treating one another with respect and dignity. We are always fair and consistent. We are unapologetically authentic and we act with sincerity. We do not tolerate disrespectful behaviour, even from top performers. We are not afraid to speak the truth.

How our leaders behave • We listen to understand. • We discuss important issues openly, as secret meetings give rise to politics. • We treat everyone with respect and dignity. • We bring out the best in others. • We manage people for what they are, but lead them as what they can be. • We create a safe place for people to have a voice. • We ensure that every voice in our business is heard. Great ideas are not bound by role titles. • We leave no stone unturned to enable greatness in those who look to us for guidance – even if this means giving difficult feedback to enable growth. • We create an environment for growth and development.

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Theme 1: diversity is multifaceted If it is true that we make it possible for everyone to feel like they belong, diversity, talent attraction and retention become essential, since clients also want to experience a culture that’s inclusive; one that they want to be part of. In Image A, we see diversity in thinking, but within the scope of the same purpose. In Image B, we learn that diversity is a multi-faceted concept. It’s not merely depicted as differences in colour (which Images C, D and E) tends to be more reflective of. Image B indicates what a brand experience could be like (delightful) if it represents diversity in more than just one dimension. Equally important, Image B suggests that diversity extends well beyond culture and thinking, but should include an appreciation for how different business units and their functions work together (functional business nuance). Images C/D are noteworthy in two regards: In Image C, we see everyone under the rainbow, implying inclusivity, in Image D, like with a rainbow, bands are basically equally long, and the contribution of every diverse component results in success (gold). Similarly, as we will see from points raised by the audience, diversity also takes expression in matters related to sexual orientation and gender identity (LGBTQI+) – for which the rainbow has been a longstanding, universal symbol. A similar scenario appears in Image E – various pieces, which do not just differ in “colour” but in very specific ways (they don’t just randomly slot in, but rather contribute to the bigger picture in unique ways), we see how such diversity also represents wholeness/completeness.

CHAPTER 1: OUR CULTURE AND LEADERSHIP DNA PILLARS

Theme 2: Really connect with each other Our theme identified previously continues here. One-ness, cohesion [Images F, G, H, I and K], all suggest the importance of unity. We see hands again – which are not merely there for the differences in “colour” they represent, but in another sense depicts the acknowledgement that fulfilling our brand promise involves sharing our responsibility equally across all our people (and elements) and the elements of diversity they bring. Similarly, diversity requires action – again the hands suggest that it is an active endeavour to promote diversity – it requires doing things differently, consciously. Diversity represents strength [Image L] – where every chain in the link matters. We see a similar connection of dots [Image K], which connects each individual. Note also how Images I, J, K and M use one of the most general ways of depicting love – the heart. The question then becomes, how do we grow an appreciation and deep respect for one another? How do we grow in our understanding of diversity as more than a difference in ethnicity, but also in culture and self-expression [Image M]. How do we bring people to view diversity as a superpower?

Theme 3: We all belong – equally Images N and O emphasises our relatedness and the notion that we all belong – we are one family under one roof, striving towards the same purpose, even though our contributions to that purpose is uniquely ours. The Power of Unity comes forth as a strong enabler of success. Image Q offers a useful image for cultivating a better approach to diversity management. It indicates four components: putting up your hand (don’t be quiet), then speak up (unmute), listen actively, and share perspectives to promote greater understanding. Together these pieces can go a long way in breaking down the walls and dismantling clicks.

It is also wonderful to see in Image O that disability features as a component of a diverse employee reality which must be respected and which requires recognition.

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Continue

Start

Put people first, have a flat, opendoor culture.

Make a conscious decision to reach out (internal and across BU’s), beyond the silo’s.

Have courage conversations built on authenticity and honesty.

Start asking questions and be prepared to listen to understand, and not merely to formulate a response.

Continue to test ourselves to determine if we really live (and understand!) what diversity means and requires as a key organisational value. Keep on talking about and promoting diversity – in all of its facets. Continue to create an environment in which people feel safe, and where everyone’s voice can be heard.

Promote socialisation more. Create opportunities for meaningful connection that’s underscored by our common purpose. Thus, encourage cross business unit and functional collaboration, thinking about people as more than the boxes they are placed in. Start holding leaders accountable for inclusion and assisting them in making inclusivity a priority. Help leaders to better integrate people better following structural changes. Help people understand how to deal with differences in views/dissenting views, and to actively seek out and listen to divergent views. Leaders should spend more time with teams to build shared understanding of business imperatives and challenges – and be held accountable for non-diversity.

Create opportunities for meaningful connection that’s underscored by our common purpose. Think about people as more than the boxes they are placed in.

Be more open to discussions about race differences. Speak up when someone is disrespectful. Break the silo walls. Create opportunities to connect! Create buddy groups between different businesses to share learnings, best practices. Create a sense of inclusivity across the business, delay judgement, broaden the inclusivity focus e.g., LGBTIQ+. Let us be explicit about your beliefs regarding diversity and be explicit about beliefs and behaviours. Call each other out when culture transgressions occur. Create psychological safety for all (a nonjudgemental environment).

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CHAPTER 1: OUR CULTURE AND LEADERSHIP DNA PILLARS

Stop Stop being clicky and making assumptions. Be aware of the barriers and clicks that make it difficult for others to feel included. Stop judging people and pretending we know everything. Similarly, stop seeing people through one’s own biases. Stop judging books by their covers. Stop viewing diversity as a target only. Understand that diversity is multi-faceted and not just about race. Stop ignoring the elephant in the room and pretending that everything is okay. Stop forming exclusive groups and the use of languages and topics that aren’t inclusive. Stop seeing transformation as just a number. Stop underestimating people. Instead, trust their knowledge, experience, etc. Do not put them in a box. Stop building structures and processes around people as opposed to around the business.

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5 3

We believe that results matter 6

Belief

Visuals and interpretation

We are purpose-driven and passionate to make a real difference for our business. Each and everyone of our contributions has an impact on our shared success and we all have a meaningful role to play. With clarity of vision and transparency throughout, we are driven by results. We are adaptable and resilient, always ready to step up to every challenge. Having true grit, we believe that nothing is impossible.

How our leaders behave • We empower our people to achieve extraordinary things. People are inherently good and want to accept responsibility to achieve great things. • We trust our people and give them the ownership and responsibility to achieve and bring their best to the table. • We care for our people, constantly aware that we carry our people’s dreams and goals and that we have a responsibility to grow those ambitions into real results. • We share the answers when we have them and find them when we don’t.

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Theme 1: Results matter If this is true, we will experience exponential growth, we will lead the competition and celebrate our people. With being Number 1, doing things differently and striving for continuous improvement, we measure our success and adjust accordingly. From the various visuals here, there is a clear expression of the desire to be competitive and drive excellent results [Image B/Image C], and the intention to win [Image G]. The belief that results matter mostly translates into financial results [Image A/Image D]. However, [Image E] is perhaps the most interesting visual. In this image, there is the recognition of balance, and the right foundations (required for the desired results). Strategy, culture and our own people become the foundation that defines purpose. And “results that matter” is a balancing act where there is an equal degree of importance assigned to what looks like love for the client on the one hand, and on the other, the need to come up with new, innovative ideas. And this actually fits very well with the story told by the visuals in Theme 6, which we’ll address later on. In essence then, results matter – of course – but results seem to be the consequence of knowing that the purpose is twofold: truly delighted clients and world-class innovation and products.

CHAPTER 1: OUR CULTURE AND LEADERSHIP DNA PILLARS

Theme 3: Limitless possibilities

Of interest here are the visuals in Image P and Image R. If the focus is right, and the right approach is followed to the creation of results, the possibilities are endless (the sky is the limit/we can go far): stellar performance/reaching great heights.

Theme 2: Exponential growth Using the text provided by one of the groups, Image M and Image N provide support to the insight we’ve derived from the Image E. Using the metaphor of a tree/flower, there is the recognition that we need to focus on the entire value chain. We must pay due focus on the invisible, the roots. The thoughts and the feelings are invisible, like the roots. The outcomes are however visible, the actions and results. We therefore need to understand and nurture the invisible in order to derive the outcomes we desire. In relation to Image E, this can translate into: focus on our people, our strategy and our purpose. Balance a genuine care for the success of the client with the desire to build the best solutions in the industry (which is our purpose), and the results take care of itself. A similar way of saying: FOCUS ON INPUT, and the OUTPUT TAKES CARE OF ITSELF.

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Continue Track our progress. Make progress visible and transparent by having regular engagement sessions. Appoint and retain the skills we require to make targets. Maintain the entrepreneurial mindset (resilience, grit) where we cultivate a culture of performance – performance that gets recognised and rewarded. Set clear strategies and targets, and support these through effective communication, transparency, and accountability/integrity when things do go wrong. Own the problem/‘failure’ and hold people accountable for targets and promises. Keep up the disciplined execution and celebrate results. Work towards alignment across the business units. Focus on culture, the digital journey, the right people and maintaining the basics (fundamentals).

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CHAPTER 1: OUR CULTURE AND LEADERSHIP DNA PILLARS

Start Drive digital enhancement and enablement hard – it’s a key priority! Focus on the important, not the urgent. Smaller focused meetings with a clear defined agenda and outcome. If results matter, then celebrate the successes of our people. Offer monetary rewards for good results and outcomes. Recognition of our people. Be rigorous in holding each other accountable, empower and support people, collaborate across areas, be more adaptable, have more honest but difficult conversations, just do it! respect/appreciate/value the implementers as much as the visionaries. We must take a more outside-in view and get the focus right. Collaborate across businesses and start putting what we have out there, with a firm belief in our own brand. Hold people accountable (emphasis). Start listening to understand and not to respond. Actively grow the reputation of the MMH brand. We need to find the balance between urgent and important initiatives.

Stop Stop being so risk averse – be more bold and take chances. Stop fearing failure and disruption, and not wanting to leave comfort zones. Stop thinking and working in silos (a very consistent theme). Stop driving an inside-out view (as opposed to an outside-in, client centred view). Stop fixing IT internally (or anything that can be done better when outsourced). If results matter, we must stop blaming others and take greater accountability. Average just won’t do. Similarly, stop thinking that doing the same thing is going to yield different results. Stop rehashing the same conversations over and over again. Get focused, stop trying to be all things to all people or overthinking things (ties in with the risk aversion/not boldly dealing with uncertainty). Whilst results matter, stop the 24/7 culture. Focus on what is urgent and important only. Have fewer meetings.

Utilise big data to support decision-making. Have more leadership engagement sessions within the year, more crucial conversations, and more sharing of wisdom and products between areas (i.e., avoid working in silos).

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6 4

We are passionate about our clients and service excellence

Belief

Visuals and interpretation

We are determined to consistently give our clients the best experience possible. Our primary concern is to truly understand their unique needs and ultimately, to make them successful. That’s why we give our clients nothing but our best when it comes to our products, promises and service. Because when all is said and done, it is the happiness of our clients that truly sets us apart.

How our leaders behave • When it comes to our clients, it is about creating true value. • We strive to truly understand their unique needs and ultimately, to make them successful. • We lead our people in a way that inspires them to give our clients nothing but their best when it comes to our products, promises and service. • We realise that trust is built through service excellence which is destroyed if a client feels that we don’t care.

G A

Hand; heart / emotive

B Hand; heart / emotive / partnership C Hand; heart / emotive D Ambassador E

Heart / emotive

G Hand

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CHAPTER 1: OUR CULTURE AND LEADERSHIP DNA PILLARS

It is essential that we put the client at the centre of everything we do. Develop products that truly align with the client needs, and deliver those fast through the creation of an excellent, emotionally engaging experience. H

Theme 1: Passion/act If this is true, we will have succeeded in making people talk about us. We will have loyal brand ambassadors/advocates for our brands. Why? Because not only do we have a transactional engagement with them, but instead, we have developed a meaningful emotional relationship with our clients. Clients become engaged. They stay with us since we unlock real value for them. They buy more, stay longer, and we also attract and retain more intermediaries. They love us, they’re obsessed with us, they are our super fans! In order to achieve this, it is essential that we put the client at the centre of everything we do. Develop products that truly align with the client needs, and then, DELIVER THOSE fast through the creation of an excellent, emotionally engaging experience. The result = a lasting bond which drives stellar profitability and value for all. So, in essence, we have to truly understand how we drive BRAND LOVE. And that resides in relationships. From the perspective of the various images: we observe a number of depictions of love (brand love), and the expression of love for the MMH brands by the consumer. The hands are also interesting, because it stands to reason that the creation of an emotional bond through designing and delivering an excellent client experience, is an ACT OF SERVICE. It is PRACTICAL (it is not in a product/solution) – it comes to life and only transforms into an experience of brand love through experience. Until then, it’s merely an idea.

Theme 2: The client is our true north We see a continuation on the theme of positioning clients (their needs/realities/challenges/hopes/ideas of success) at the CENTRE of what we do. And as we see in Image K – service excellence is key to this. We listen to our clients [Image M], we cater to their needs holistically [Image I], treat them fairly [Image L] to promote brand love which develops momentum by itself through brand advocacy [Image J].

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Continue Keep the focus on the client! Listen to them. Take that first step in building the relationship (go to them first, love them first – so to speak. Don’t wait for them to come to us). Make experiences seamless, easy and convenient. Remember experience speaks, products/solutions do not. Maintain an attitude of client passion. If that is not there, then start thinking about how we teach our employees/ intermediaries/stakeholders to develop a passion for clients first (not expecting it to happen the other way around). Continually engage, give feedback and reward people for providing excellent client experiences. Keep motivating people to do better. Encourage people to be excellent. We have to care for our people if we expect them to care for our clients. Trust people to do what they need to do and allow them a sense of ownership.

Start Determine what is important to the client, utilise the insights gathered, better yet, ACQUIRE insights. Get closer to the client, and by implication – get closer to our employees. Treat them as VIP clients! Check with clients if we truly understood what they wanted and then change according to what they want and not what we think they want. Start listening more intently to the voice of the intermediary. Create more flexibility and customisation around the individual needs of clients. Start showcasing our capabilities better in our marketing efforts – we are quite innovative but the outside world and/or clients don’t know it. Take the brand to the next level. Use data effectively to drive great client service experience. Redefine the image of insurance, so that clients don’t feel like it’s a grudge purchase. Instead, it’s acquiring/building a relationship and not merely making use of a product.

Stop Stop listening to our own biases. Stop looking at numbers only – get some heart/show and make the passion visible and let the client’s success take centre stage. Stop creating products that are so complex – they are hard to service. Design with the heart, then go grab the calculator. Average service is not acceptable – we know that the magic lies in the experience, so if that is average, no product (however brilliant) remedies that. Stop thinking that our market is not willing to engage digitally. We can be very relevant to certain age groups or some target markets. Stop thinking we can do everything in-house. Silo-mentality: stop operating in silos and having a single view of the customer to aid service at first point of contact. We are too internally focused. Look outwards more – less inwards (we are more obsessed with ourselves than with our clients!). Create experiences for our employees that are not different from what we wish for our clients! The level of experience by employees of the company must be the same as those of clients. Do not tolerate people not taking accountability for their work, pointing fingers, blaming others, coming up with excuses for nondelivery and hiding behind SLA’s. Similarly, stop incentivising wrong behaviours.

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The making of this book

Behind the scenes at our Leadership Summit

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CHAPTER 2

Our journey continues to be written .…

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Notes

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Notes

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