Prudence Mashalane
Dr Ntombi MHANGWANI
Parmi Natesan
Dr MICHÈLE Ruiters
Nicola Tager
Part of Duke University, Duke Corporate Education (Duke CE) Africa has a holistic approach to delivering learning solutions, developing programmes according to client needs across all levels of the organisation.
Duke CE has mastered design principles and teaching methodologies to develop customised programmes and learning solutions to suit specific client needs. Duke CE spends time understanding business challenges and aligns learning outcomes to drive behavioural change in leaders that can solve unique business challenges.
Duke CE uses immersive learning methods that leverage dialogue and robust debate, and challenge the status quo to make sense of our current context and explore opportunities to choreograph our future.
Duke CE Africa also provides formal, accredited management and leadership development programmes with the relevant quality councils. Our unique curriculum design approach extends beyond content knowledge to deepen contextual application focused on enhancing the learner experience.
Duke CE has prioritised women’s leadership development as an integral pillar of addressing gender equity. Duke CE has taken a research-based approach to developing a point of view that supports women to create awareness, deepen self-insights and drive a collective call to action around perceptions in the workplace.
The programmes are designed to develop the leadership skills of female middle, senior and executive managers and support their career development. The unique designs incorporate academic learning modules with thought leaders and practitioners, dialogue with experts, group coaching and individual mentoring.
Duke CE Africa’s vision for leadership development is to build force multipliers for good, creating a movement for collective awareness and action that drives change and challenges leadership paradigms across the African continent.
At Duke CE, we are stepping up to the challenge. Transitioning to a world of environmental, social and governance (ESG) is only possible with a strong approach that builds on the foundations of exceptional leaders committed to unlocking the power of purpose. Our ESG Leadership Academy is designed for leaders of all levels, from managers to board members, and encompasses a certificate journey and a variety of learning methods focused on developing leaders to creatively align value with values to ensure a sustainable future.
fEMALE ADVANCEMENT IS NOT A NICHE PURSUIT
Gender equity must be integral to all parts of organisations, writes SHARMLA CHETTY, CEO, Duke Corporate Education
How can we empower the W in ESG (environmental, social and governance)? That was the question posed by a high-powered panel at Duke Corporate Education’s “Lead with Her” event this spring. The W – as the name of the conference suggests – stands for women.
That there is a moral and social case for gender equity is not in question. Good business leaders agree that inequitable companies are, like inequitable societies, undesirable. But should that mean that the W is encapsulated entirely by the S, considered exclusively part of the societal element of ESG? The evidence suggests otherwise.
I was struck by the comments of panellist Pauline Miller, chief equity officer at marketing giant dentsu. “If we hold women back, we are holding back society and progress,” she said. “But we must recognise that it is not just one lens, not one single dimension – we must be much broader. The W is very powerful in the S of ESG. But it’s not the only place where we need to consider it.” The arguments for a broader treatment of the W are many. The E –environment – has a strong case. Women constitute 70 per cent of the world’s poor, according to the United Nations. Those in poverty rely more heavily on natural resources and are more likely than other groups to be exposed to extreme conditions resulting from climate change. Businesses will increasingly be charged with finding solutions to global problems such as global warming. Those solutions are more likely to emerge if the groups hit hardest by them are represented among senior decision-makers. “Women are disproportionately going to be affected by climate change,” Anna Stanley-Radière, director for climate transparency, World Business Council for Sustainable
Development, told “Lead with Her” attendees. “Women need to be part of the solution at all different levels, but we must also ensure that the leaders at the top making these decisions are much more female.”
Stanley-Radière’s testimony is therefore as much about governance as it is environment. Experience shows that businesses, charities – even governments – follow different paths if those at the levers of power are feminised. A female-run company, or one run by a mixed group, is likely to behave differently to a male-administered organisation.
Brian Tippens, senior vice president and chief social impact officer at Cisco, has it right. “It’s important for ESG leaders to be core business leaders across the enterprise,” he told delegates at “Lead with Her.” “They must be able to lead up to their leadership, to the board of directors, and to lead down, to all the employees in the enterprise – but also be a trusted partner to other leaders in the business.”
The W isn’t yet everywhere. But with an integrated approach to ESG, we can make it so.
This article was published in Duke CE’s Dialogue Magazine.
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Sharmla Chetty
Gender equality will enable African financial independence, so female economic empowerment is imperative. By
VUYO LEE, Director: JSE
Ending poverty will be impossible without fully addressing gender equality. With extreme poverty disproportionately affecting women, gender equality should be one of the top priorities on the continent.
At the Johannesburg Stock Exchange (JSE), we believe that on a continent where resources are scarce and economic access is limited, few things are as important as advancing the economic participation of women. Therefore, African governments need to adopt and implement plans and legislation to strengthen women’s financial empowerment so that women realise their full potential as contributors at home, workplaces and markets.
According to the World Economic Forum’s Global Gender Gap Report 2021, the global gender gap has increased by a generation from 99.5 years to 135.6, attributing this to the dire economic and social effects of the COVID-19 pandemic. Meanwhile, the World Bank revealed in 2019 that women had full equal rights in only six countries across the globe. In a modern and increasingly liberal world, these are concerning statistics. It is up to corporates, government and civil society to pull together to make a concerted effort in promoting gender equality and closing gaps across all spheres.
Small and medium enterprises (SMEs) are critical in growing South Africa’s economy as they drive job creation and innovation. The JSE advocates for the growth of this sector and has, since 2021, sponsored an Enterprise Acceleration Programme that aims to support medium enterprises to scale up through growing market share, accessing funding and improving their competitiveness. This year, our cohort of medium enterprises is majority black-womenowned, a demographic we believe is under-represented in SME development.
We advocate for female representation and diversity and lead by example. Women make up 78 per cent of the JSE executive team, while representation at board level is 60 per cent.
As an exchange, we are proud to be acknowledged as having the best gender balance on our listed companies’ boards out of any developing country in the G20, according to the 2021 Stock Exchanges Gender Equality Report. This report examines the gender composition of the top 100 companies by market capitalisation on each of the G20’s major stock exchanges. While women hold 29 per cent of the board seats in the top 100 listed companies in South Africa, the average is merely 20 per cent on other major G20 exchanges. Meanwhile, South African women chair 11 per cent of the companies, beating the G20 average of 5.5 per cent.
Our reporting requirements for JSE-listed companies represent our views on how best to build an organisation that goes beyond profit into purpose. Each listed company’s board of directors must ensure the implementation of diversity policies that promote attributes of gender, race, culture, age, field of knowledge, skills, and experience. These disclosures ensure that the private sector continues to have deliberate conversations around gender equality, pay parity and more transparent operations.
Yet we also must find innovative ways to enable women’s economic empowerment, financial literacy and access to mentorship further. The #JSESheInvests annual conference brings together accomplished female entrepreneurs, experts and inspiring leaders in finance to empower and equip women with the skills to navigate financial services. From investment opportunities to trading strategies, this conference encourages all women to embrace and fulfil their personal financial goals and build wealth. We’re also proud to sponsor the Gender Mainstreaming Awards, an increasingly important initiative aimed at recognising gender equality practices across the continent. These awards encourage the private sector to achieve more meaningful representation and development of women in the mainstream and to prove that gender equality is core to a successful business. We remain committed to promoting gender equality at all levels – driving responsible, efficient economic transformation – both in our organisation and those with which we work.
Scan this QR code to go directly to the JSE website.
For more information: www.jse.co.za
Marketing and Corporate affairs at thePUBLISHED BY
4
MENOPAUSE: THE LAST OFFICE TABOO
Menopause – a condition that has a significant impact on productivity – remains largely undiscussed in the boardroom.
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6 PIPELINE TO INCLUSIVE LEADERSHIP
Alternative conversations are needed to fast-track true inclusive leadership and the pipeline.
7 THE CORPORATE WAR ROOM
Many industries have adopted the term war room to describe a central hub where different skill sets come together to tackle a problem or project.
10 COLLABORATION, MENTORSHIP AND NETWORKING
When starting your career, having an experienced, knowledgeable, well-connected person on your side can make all the difference.
13 THE PATH TO BECOMING A NONEXECUTIVE DIRECTOR
While South Africa trails behind some countries in the formalisation of professional nonexecutive directorships, more are choosing this career path.
16 REDRAWING BOUNDARIES
We unpack how remote and hybrid work, the great resignation and quiet quitting, are creating challenges for organisations and the way they manage their workforce.
17 THE GREAT BREAKUP
We have more women in leadership today, but paradoxically we are also seeing mass walkouts of women quitting their senior management and leadership roles.
18 WHAT DOES REAL DIVERSITY AND INCLUSION LOOK LIKE?
We unpack the difference between diversity and inclusion.
20 BOOKS
Copyright: No portion of this magazine may be reproduced in any form without written consent of the publisher. The publisher is not responsible for unsolicited material. FM Women is published by Picasso Headline. The opinions expressed are not necessarily those of Picasso Headline. All advertisements/advertorials have been paid for and therefore do not carry any endorsement by the publisher.
“GENDER MATTERS: A PRACTICAL RESPONSE TO THE SLIPPERY LADDER” - This book shares valuable insights, strategies and the mindset to navigate the treacherous ladder of success.
Women’s health is slowly starting to appear on the organisational agenda, with several companies considering the introduction of menstrual leave. Despite this, menopause – a condition that has just as significant an impact on productivity – remains largely undiscussed, writes
LISA WITEPSKIAsurvey of 1 000 British adults, conducted by the British Menopause Society, states that 45 per cent of women feel that menopausal symptoms negatively affect their work. Despite this and South Africa being proactive in the general management of menopause (Groote Schuur Hospital was the first medical facility to open a menopause clinic), the issue remains largely ignored by organisations.
This is a great pity, says Dr Sheana Jones, a gynaecologist at Life Vincent Pallotti; after all, many women at menopausal age are reaching the peak of their careers, having already invested many years in their organisations. They have many more years to invest, too, despite symptoms that may temporarily impede performance. “It’s important to understand that menopause is not a medical condition. Rather, it is a normal process. By managing it appropriately, we can ensure that women experiencing symptoms can continue to lead productive, happy work lives,” she says.
Dr Jones explains that these symptoms may include hot flushes and night sweats, which often interrupt sleep, leading to fatigue, distractedness and brain fog. Sleep disturbances may also contribute to short-term memory loss, which is why women may forget a deadline or misplace key documents. Anxiety and feelings of overwhelm are often linked to this, again potentially affecting performance. Menopause may also impact joint health, which can affect staff members whose jobs have a physical aspect.
Colleen Larsen, chief executive of Business Engage, points out that the mood swings, irritability and depression that frequently accompany menopause can affect motivation and the ability to cope with stress. They may also affect interpersonal relationships and teamwork dynamics. “These symptoms may lead to increased absenteeism or presenteeism. Employees may also take sick leave or additional personal leave to manage their symptoms effectively, or they may continue working with reduced productivity and performance because of their discomfort,” she says.
Dr Jones suggests that organisations take practical steps to alleviate the discomfort menopausal women may feel. For example, hot flushes may be relieved by ensuring
“IT’S IMPORTANT THAT WOMEN ARE NOT DISADVANTAGED OR DISCRIMINATED AGAINST BECAUSE OF A NATURAL PHASE OF LIFE.” – COLLEEN LARSENColleen Larsen
that workplaces are air-conditioned and well-ventilated. For uniformed workers, replacing nylon garments with cotton may also help.
Flexibility would also be greatly appreciated. “A woman who has had very little sleep will be more productive if she is able to have a later start or can work remotely,” Dr Jones says.
Larsen adds that beyond these measures, organisations should strive to create a conducive and supportive workplace. “Menopause often coincides with a career stage where individuals are seeking new opportunities, pursuing promotions and transitioning into different roles. The physical and emotional challenges associated with menopause may impact their ability to navigate these career transitions successfully.”
One way to help is by providing a safe environment where employees can discuss their concerns, seek guidance and request necessary accommodations without fear of judgement or discrimination. An organisation’s ability to do this may be bolstered by increasing awareness and understanding of menopause among employees and managers alike, so that all involved comprehend the physical, emotional and cognitive changes associated with this stage of life and how they may affect work.
Linked to this, organisations should consider developing policies that explicitly address menopause-related issues, including providing support, reasonable adjustments and accommodations, such as providing access to private rooms for managing symptoms or support for medical appointments. It may also help to introduce programmes focusing on menopause-related health, such as access to health resources, counselling services, exercise or relaxation programmes and initiatives promoting lifestyle choices that can alleviate symptoms.
Finally, the establishment of peer support networks and employee resource groups would allow individuals
to connect, share experiences and build a sense of community.
“It’s important that women are not disadvantaged or discriminated against because of a natural phase of life,” Larsen says.
Amelia Beattie, CEO of Liberty2Degrees (L2D), says that she became aware of the need to raise awareness around menopause when she started experiencing symptoms.
L2D is now working to normalise the conversation around this life stage, she informs, noting that this is just as much a contributor to a conducive, happy and healthy work environment as any other issue. “By creating policies that accommodate menopause, organisations can foster an inclusive and supportive environment,” she observes. “They can also enhance employee retention and prevent talented individuals from leaving the organisation prematurely.”
Beattie reports that L2D has consulted scientific studies, articles and media reports to increase the understanding of the issue, and is excited about “pioneering radical changes as advocates of this topic”.
“We have a roadmap of initiatives ahead, which capture the very essence of belonging. We are very deliberate about inclusion and we continually work to revise and widen the context of diversity and inclusion. We are still in the planning stages of our journey to destigmatise and provide accommodations for menopause, but our plans include policy reviews, access to healthcare and information, and wellness programmes centred on menopause.”
She adds that practical measures include flexibility to allow employees to handle issues such as fatigue, as well as temperature control and hot flashes. The company’s Employee Assistance Programme is a further mechanism offering a safe space for individuals to discuss their concerns, seek guidance and receive professional support.
When it comes to menstruation and menopause, many women often struggle in silence. Around one in five women report experiencing health challenges relating to menstruation or menopause.
Among the 15 per cent of women who report experiencing health challenges related to menstruation, over 40 per cent say they work through the pain and discomfort. Nearly 1 in 5 (19 per cent) say they have taken time off for symptoms related to menstruation but did not disclose the real reason why – and a small number (7 per cent) report that they disclosed the reason but believe that doing so adversely impacted their career.
The picture with menopause is less stark: of the nearly 10 per cent of all respondents who report experiencing challenges related to menopause, one in five say they work through any pain or discomfort and nearly 30 per cent say they have disclosed these challenges as a reason for taking time off and have received support from their employer.
However, an element of stigma remains. For example, nearly 20 per cent who took time off for these health challenges did not disclose the real reason, 10 per cent wouldn’t feel comfortable disclosing menopause as the reason they’re taking time off, 6 per cent believe that disclosing in the past negatively impacted their career, and for 5 per cent, their employer’s lack of support after disclosure was a factor in them leaving their job.
“BY CREATING POLICIES THAT ACCOMMODATE MENOPAUSE, ORGANISATIONS CAN FOSTER AN INCLUSIVE AND SUPPORTIVE ENVIRONMENT.” – AMELIA BEATTIEAmelia Beattie VODAFONE SURVEY
Most business leaders believe they have an inclusive pipeline to leadership, but few have data to support this. Alternative conversations are needed to fast-track true inclusive leadership and the pipeline, writes
Despite gender equity claims in business leadership, the stats tell a different story. According to last year’s PwC Executive Directors Report, just seven of the top 100 JSE-listed companies have women CEOs, and only 8 per cent of CEOs and 22 per cent of CFOs across JSE companies are women, while 85 per cent of executives are men.
“Female students now outnumber males in tertiary education, but at the top of organisations, the numbers are reversed,” says Dr Michèle Ruiters, lead faculty on the Leading Women Programme at the Gordon Institute of Business Science (GIBS), University of Pretoria. “By not representing different voices and genders in top management, organisations are missing out on skills and contributions that could grow business and increase profit.”
“Most organisations want to do the right thing in terms of inclusivity, diversity and equity, and many know what must be done – they just need to do it,” says Dr Ntombi Mhangwani, executive head of marketing for Vodacom Business, and part of the Voices of Change leadership movement that exposes women to successful leaders who share their journeys to the top.
So, how can true inclusive leadership be fast-tracked to ensure women progress through that pipeline?
Organisations need to start by having recruiting managers that understand the diversity and inclusion strategy and the accompanying targets, says Dr Mhangwani.
“Recruiting managers need to use data to hire the right competent women to fill the skills gap and improve the representation of women leadership in the organisation.”
Organisations must move the discussion from gender to merit, says Dr Ruiters. “They’re being awarded for gender mainstreaming, but while box-ticking exercises help get women into the pipeline, they leave the impression that women need help.”
Women need to engage with organisations as equals. ‘It’s vital to have an enabling environment that encourages everyone to speak up about the truth of their experiences and feel safe to challenge, ask questions and say ‘I disagree’,” says Dr Mhangwani. “Emphasis should be on how, without equality, the strength of the whole employee body is not being used. If an organisation has 100 people and 50 happen to be women, the emphasis should be on how to make the most of each of the 100, whatever their gender, colour or culture,” adds Dr Ruiters. “The pipeline sits with a disproportionate percentage of women awaiting promotion, constantly told ‘just wait a bit longer’. It’s deeply discouraging. Talent pools must be told the criteria for getting into the pipeline and advancing.”
More men need to become champions of gender equality so women can progress through the pipeline faster,
Dr Ruiters says. “The biggest challenge running our Leading Women programmes is getting men in the room. Women know the issues and what they want, and we send them back all fired up. But the men need to be there. We should be having these conversations together.”
Organisations need to cultivate a diversity culture and mindset. “It’s about ensuring not just CEOs understand the benefits of diversity, but crucially, senior executives and middle management too,” says Dr Ruiters. “It’s they who often stop women from getting ahead. And sadly, their ranks sometimes include the women and minorities who have managed to get there. There’s this idea of a limited pie of opportunity, so many block what they see as competition. But through using everyone’s skills, organisations will grow and profit, and everyone benefits, including them.”
Women must be kept from exiting the pipeline or getting lost in it. “Many women leave because they see they’ll never get ahead,” says Dr Ruiters. “Alternatively, they end up being assimilated in the male-dominated culture and not fully using their skills. Many women resign because it’s too great a cost on a personal level, or move to an organisation with a better culture or start their own businesses.”
“If an organisation’s leadership has a genuine intention to change and an action plan, don’t quit!” advises Dr Mhangwani. “Be resilient, develop a thick skin and help implement that plan. Nothing worthwhile comes without struggle.” But if intention and an action plan are not there, and you are unable to change that, “why stay if you’re not happy?” says Dr Ruiters.
GLYNIS HORNING
“ORGANISATIONS NEED TO START BY HAVING RECRUITING MANAGERS THAT UNDERSTAND THE DIVERSITY AND INCLUSION STRATEGY AND THE ACCOMPANYING TARGETS.” – DR NTOMBI MHANGWANI
Historically, the term “war room” described a space used to strategise, discuss tactics and map out plans during battle. The war room, as a concept, first gained prominence during the two world wars. Churchill’s “Cabinet War Rooms” –established to navigate World War 2 –are particularly well-known.
Nowadays, shares Arjen de Bruin, managing director of OIM Consulting, many industries – from financial services to advertising – have adopted the term “war room” to describe a central hub where different skill sets come together to tackle a problem or project, especially the bigger and more complex ones that require the input of multiple parties. These spaces aim to facilitate effective communication and action.
However, many female leaders believe the term is too militaristic and that companies should find an alternative description for the concept of a central hub bringing together different skill sets to find solutions or offer guidance.
Desiree Gullan, co-founder and chief learning architect of G&G Advocacy, an e-learning consultancy in the corporate space, says her company uses the term “blue-sky sessions”. Alexandra Ackron, partner and head of the human capital desk at Redi Holbourne, feels more comfortable with “scrum meetings – a quick meeting to gather everyone’s ideas before leaving to do our jobs”.
But de Bruin feels that the term “war room” best describes the concept, although some of his clients use “bird room” because “you get a high-level view of what is going on in your company on a daily basis”.
War rooms is a concept that has been adopted by many businesses, especially in crises, but it should become part of daily management practice.
By RYLAND FISHEROIM Consulting implements “war rooms” for clients, mainly in mining and heavy manufacturing.
“The war is a culmination of many other meetings before actually implementing a war room and hoping it works. It depends so much on having the right data at your disposal,” explains de Bruin.
“Companies must make immediate decisions daily to ensure that operations are running well. Decision-making must be quick and everyone needs to know where they are. Unfortunately, most companies look backwards, then you cannot correct what has happened.
“War rooms have to bring together all the people with decision-making powers. Sometimes we have war rooms for different levels of leadership in a company. War room meetings last 15 minutes not hours. It involves using the correct data; data that does not lead to action is irrelevant.”
Gullan says that G&G Advocacy “embraces a growth mindset in everything we do. We don’t go into battle. We innovate”.
Its “blue-sky sessions” are a cloud-based online space where they meet, collaborate, plan and store relevant information for projects, similar to a physical war room. “Our software allows us to create a space dedicated to a client or project and meet, chat, strategise, work on virtual whiteboards, make notes, transcripts and recordings, and save all relevant files. We
create timelines, set deadlines and message or dial people in when someone needs to join a session,” she says.
Gullan believes “working in physical war rooms can be time-consuming, disruptive, forced, exhausting and not conducive to out-the-box thinking. Our blue-sky sessions have levity and are efficient and impactful. We work with defined agendas and meeting durations to optimise concentration and participation. We set clear deliverables and milestones and stay on point. Our software and operations processes ensure each collaborator delivers on their tasks”.
However, she agrees that there is a need to have in-person meetings sometimes. “There’s nothing like the energy of meeting in person, so once an important session is completed, our team will meet face-to-face and celebrate our achievements. While remote working, meeting, and collaborating have increased productivity, we’re still committed to nurturing our company culture and building relationships with our colleagues, clients and contributing partners with regular in-person events,” she says.
Ackron says they have been using something similar to a war room at Redi Holbourne for years. “We would have these meetings, where we all stand around, no sitting, and find out where everyone is at. It was the beginning of the agile methodology,” she says.
De Bruin says that war rooms should become part of a company’s culture. “If you see it as part of resolving a crisis, then once the crisis is resolved, it gets disbanded. A war room is part of a management operating system. It can help to break everything down so you can manage your business more effectively.”
“COMPANIES MUST MAKE IMMEDIATE DECISIONS DAILY TO ENSURE THAT OPERATIONS ARE RUNNING WELL. DECISION-MAKING MUST BE QUICK AND EVERYONE NEEDS TO KNOW WHERE THEY ARE.” – ARJEN DE BRUIN
hutshilo Dzivhuho began her career at Nissan South Africa (NSA) in 2017 as a graduate Quality Engineer. After several rotations within the organisation’s Quality department, she was appointed Vehicle Quality Engineer in 2018.
In her role as a Vehicle Quality Engineer, she ensures that all vehicle quality check systems are effective and implemented in line with the trusted Nissan global standards. Her duties involve measuring, analysing, investigating, and testing dynamic functions of Nissan locally assembled vehicles’ Quality Variation Characteristics Control (QVCC). Vhutshilo also
led the enhancement project of the organisation’s vehicle test track. The determined engineer was one of the South African team members who was on the ground in support of launching the new Ghana production facility where the Navara is assembled.
A significant portion of Vhutshilo’s career has been devoted to assisting women at Nissan to grow in their careers, make a significant difference, and create a lasting impact among her peers. She sees it as part of her duty as a woman engineer to build on the understanding that other women need to support each other in getting their voices heard.
Customer Relationship Management (CRM) at NSA in 2019 With customer experience rapidly redefining the way we do business, Nancy’s deployment was to establish this critical functional area that solely drives cross-functional innovation, digital and physical transformation in support of Nissan’s key focus pillar which is the customer being the core of our business.
As part of her responsibilities, she and her team have been integral in driving an aggressive deployment of digital solutions, Martech and data intelligence in supporting the consistent drive in delivering a seamless customer experience.
A strategist with more than 16 years of experience at NSA, Nancy is also responsible for the positioning of the company in the Southern Africa market.
As part of Nissan’s commitment to “eliminate inequality and empower women across the organisation”, Nancy works to fulfil the requirements of her position while also generating opportunities for her team to develop the necessary skills to grow personally and professionally.
Nancy has a plethora of knowledge and experience to impart to the young women who are entering the automotive sector after more than ten years of ascending the male dominated workspace. Nancy has contributed towards pulling out a seat for other women to sit at the table.
“Make a difference. Continue exploring ways to drive innovation.”
hantelle Nkosi has spent more than a decade between Nissan South Africa and Nissan Spain. She first joined Nissan South Africa as a contracted engineer in 2008, worked in vehicle quality and has sinc o senior management as General Manager:
In her time at Nissan, Chantelle has been instrumental in delivering the locally produced Nissan Navara, having started at the very beginning of the process, managing the team and delivery through the Covid-19 pandemic,leading to the coveted ‘Car of The Year Award’ in the 4x4 Double Cab segment accolade.
Through all these accomplishments, Chantelle notes that one of the proudest moments was related to her work as a manager of junior employees.
“For me, seeing some of the graduates that I trained moving into leadership roles and others highlighted that I am becoming a great mentor and Trainer. I truly believe as a team we are stronger together, as such I encourage my team to lean into each other’s strengths as only that way, can we do our best work.”
“Know your ability, intelligence, determination and go beyond gender barriers.”
Vhutshilo Dzivhuho
“I encourage young women I mentor to lean into the qualities that make them different.”
Chantelle Nkosi
Nancy Moodley
essa Cooke began her career at Nissan in 2010 as a Marketing Graduate Trainee within the Light Commercial Vehicle Marketing department. Since then she has grown to become Brand and Customer Experience General Manager Africa. Tessa has held various positions across the Marketing Communications, Product Planning and Customer Experience portfolios at Nissan, being responsible for several projects.
A key highlight of her tenure at Nissan is the launch of the locally
produced, now award-winning, Nissan Navara. She provided strategic marketing value to ensure the successful launch of this new product – built in Africa for Africa. Tessa attributes her success to mentorship and says she firmly believes in its transformative potential. She continues to support and encourage other female employees who work in various departments at Nissan by taking part in frequent check-in sessions where they exchange resources and encourage one another’s development.
uyokazi Quphe joined the automotive manufacturer in 2016 as the Internal Communications Manager and currently leads Nissan South Africa’s Corporate Communications activities.
With a career spanning two decades in the media, publishing, strategic communications and engagement arenas, Vuyo’s ambition is to actively drive inclusion and equity for all individuals she partners with.
Fuelled by an appreciation of the gains that can be made through nurturing an inclusive and equitable environment, Vuyokazi believes that collaborations by diverse individuals leads to the enduring partnerships that are the backbone of business and society.
"We know that words build worlds and so nomenclature should never be overlooked when it comes to creating safer and more inclusive spaces for everyone.
Be it cultural, gender, age, sexual orientation and identity or languagediversity is key in driving innovation and weaving stronger working connections between all," explains the communications junkie.
Focusing on key observances such as Women’s Month goes a long way in shining the spotlight on the role that communication practitioners can play in co-creating inclusive spaces that allow women, and other under-represented groups to thrive. Ultimately, environments where all stakeholders feel seen, heard and respected will be the solid foundation for building a more sustainable and competitive auto sector across the continent.
“Through effective engagement and communication, we can all contribute to a more robust and competitive African manufacturing auto sector.”
rom a young age, Tebogo Mocumi had a passion for helping others. Inspired by her father who is an Attorney, young Tebogo followed her passion. Having been admitted as an attorney, she holds a BProc, an LLB and has completed the Practical Legal Training programme. With nearly two decades as a Senior Legal Counsel across various sectors, Tebogo currently holds the position of Legal General Manager for Nissan Africa. Her role involves legal risk oversight and mitigation of any corporate and commercial legal risks that may be encountered within the business. The Legal Counsel acknowledges that legal principles and legislative requirements are diverse throughout the 45 markets where Nissan has a presence. She’s quick to note though that an agile mindset, along with a commitment to providing business-enabling solutions is her driving force.
With a track record of transforming business functions through ‘out-the-box’ operational
management principles, making legal matters understandable for everyone she works with, Tebogo acknowledges the importance of collaboration in a winning team. She drives this through active coaching, mentoring and sponsoring young professionals and co-workers. This includes encouraging them to have an organisationalwide mindset, being committed and passionate, which helps in actively contributing to meetings that influence important business decisions.
Tebogo believes in the role that every individual in the workspace has in creating an inclusive environment.
Most importantly, the mother of two girls is conscious of being a positive role model to the future leaders.
“It’s important that our children understand the importance of having an informed voice and actively contributing to a future where everyone’s basic human rights are upheld,” she concludes.
“An inclusive work environment is important in creating platforms where individuals contribute.”
“Use your voice as a vehicle to advocate for change.”
The National Mentorship Movement (NMM), a nonprofit organisation that matches volunteer mentors with mentees, defines mentorship as a partnership and relationship between two (or more) people to achieve mutually agreed-upon goals through the reciprocal sharing of knowledge, experience and wisdom. “Our experience shows that mentorship can be the difference between career success and failure,” says Nkateko Khoza, director of NMM and CEO of Dzana Investments. “We call this relationship the ‘Power of Two’ because there are two people in the relationship, and research shows that people with a mentor are twice as likely to succeed than their counterparts without mentors.”
Mentors provide guidance, support and advice on career-related matters, helping mentees to build their networks, identify growth opportunities and develop new skills. This can be particularly valuable for women without an established network and those facing complicated dynamics in the workplace. “For me, a mentor is someone that has walked a similar journey,” says Prudence Mashalane, head of acquisition, Investec Private Banking South Africa. “A
mentor understands business, has broad experience and makes themselves available to give you access to resources and connect you to their network.”
Mentors can be a group of colleagues with shared objectives. “The group learns through shared experience, advises, encourages each other to face a challenging task or takes up the voice of a colleague feeling less influential than she should,” says Nicola Tager, head of Investec careers and employee experience. “This helps women deal with common issues, such as unconscious bias and imposter syndrome.”
Coaching is usually a more structured paid relationship with set goals and commitments. “The coach helps as a thinking partner, while the person receiving coaching uses the sessions as a platform to commit to their own goals and the ways to achieve them,” says Tager.
“Coaching involves leveraging someone with industry expertise, who understands your organisation and provides guidance and stretch to think differently,” says Mashalane. “The coach plays a neutral role and gives objective feedback and guidance.”
Sponsors use their influence and networks to advocate for the career advancement of
their sponsee by promoting their skills and potential, recommending them for promotions or introducing them to influential people.
“Sponsorship is often less understood and underestimated,” says Tager. “Sponsors influence exposure and access for the person. In this formally contracted relationship, the sponsor buys into the woman’s potential and agrees to use their own networks, role or influence to get her the right platform to deliver and be successful.”
Building relationships with various people is the key to finding a mentor, coach or sponsor. “Having people with different backgrounds and various experiences in different industries is important,” says Mashalane.
The mentor, coach or sponsors relationship is often based on the level of comfort, trust and respect between the parties. “You aren’t looking for sameness in these relationships, but more a similar principle or value sentiment,” says Tager. “Sometimes the difference in personality or profession or gender or age can offer a different lens. Often these relationships last until they achieve the desired result, sometimes longer, and may morph from, for example, mentorship to sponsorship.”
“When I was a young woman in corporate, having a mentor served as a lighthouse – always reassuring me I am on the right path and alerting me of potential pitfalls,” says Khoza. “Walking the path alongside someone that has walked it before can be encouraging and stabilising in times of pressure, self-doubt and uncertainty.”
BUILDING RELATIONSHIPS WITH VARIOUS PEOPLE IS THE KEY TO FINDING A MENTOR, COACH OR SPONSOR.Prudence Mashalane Nicola Tager
When starting your career, having an experienced, knowledgeable, well-connected person on your side can make all the difference. CARYN GOOTKIN explores the world of mentors, coaches and sponsors
In a country where female-led businesses make up less than 22 per cent of all SMMEs, according to The GEM 2021/22 Women’s Entrepreneurship Report , and female role models are few and far removed from young women, it is no wonder that females don’t make it to the top.
Female leadership should be fostered and nurtured early, specifically at the sensitive juncture where children become young adults. I have experienced first-hand the gap that exists in leadership skills when school graduates leave their family homes for the first time and are thrown into an unknown environment and left to their own devices.
Without parents to enforce good learning habits and guide further development, it becomes imperative that the environment where these young women now find themselves is conducive to supporting independence and creating an environment where female leadership can grow.
Creating an inclusive and supportive environment that prioritises promoting the value and contribution of women fosters inclusion and motivates female students to take on leadership roles.
Leadership starts with participation in social responsibility initiatives, playing a role in house leadership and taking ownership of student-led events and socials. No matter how big or small your student accommodation facility, these can be driven by the student accommodation landlord through a house parent.
Two examples implemented by our team are that students pack their recyclable material into separate bags and leave it next to the dustbin for street collectors to pick up easily. This keeps the area clean while simultaneously showing respect for someone who must make a living from collecting trash. The other example, which some of the female leaders initiated, is arranging surplus food donations from the local retailer to poor students in exchange for students helping to care for abandoned babies – the social initiative supported by the retailer.
On a more formal level, female students should be brought closer to everyday female role models, such as professionals and alumni of their institution, so these role models can provide mentorship, guidance, advice and support. It will help these young students understand the challenges and opportunities of leadership and allow them to learn from the experiences of seasoned professionals.
It is our responsibility as business owners to grow the next generation of leaders, show them the way and create a better South Africa for us all, and we need to start doing so from an early age.
For more information:
Retha@mystudenthouse.co.za
084 575 1000 (of ce number)
www.rethavanrooyen.com
www.mystudenthouse.co.za
https://www.linkedin.com/in/ retha-van-rooyen-0ba43a172/
RETHA VAN ROOYEN, founder of My Student House and author of Creating Wealth with Student Accommodation in South Africa, believes female leadership should be fostered from an early age
CREATING AN INCLUSIVE AND SUPPORTIVE ENVIRONMENT THAT PRIORITISES PROMOTING THE VALUE AND CONTRIBUTION OF WOMEN FOSTERS INCLUSION AND MOTIVATES FEMALE STUDENTS TO TAKE ON LEADERSHIP ROLES.
Nonexecutive directorship is becoming its own vocation. CARYN GOOTKIN finds out how to be appointed to a board
While South Africa trails behind some countries in the formalisation of professional nonexecutive directorships, more and more people are choosing this career path. “Formally, however, we have a long way to go to professionalise directorship like other professions, with vetting of competence, adherence to a code of conduct and requirements for continued professional development,” says Parmi Natesan, CEO of the Institute of Directors South Africa (IoDSA).
Many directors start with university qualifications in business, finance or law. But directors also need specific knowledge, skills and experience to be competent in the role.
“The IoDSA’s Director Competency Framework (DCF) contains competencies that any director should have,” says Natesan. “These are split into functional competencies (knowledge areas) and personal or social competencies to serve effectively.”
The IoDSA, a voluntary professional body for directors, is pushing for the professionalisation of nonexecutive directorship with two SAQA-registered official designations for directors underpinned by the DCF. “Certified Director is an entry-level designation that means we assess the person as having the necessary knowledge of corporate governance to serve as a director,” says Natesan. “The IoDSA exists to promote and improve directorship and corporate governance in South Africa.”
The higher designation of Chartered Director SA signals to the market the
candidate also has the knowledge, skills and experience to serve as a director with competence.
Keep up with industry trends, regulations and governance practices. “What got you into the boardroom is not necessarily going to keep you in the boardroom because you have to be learning continuously,” says Joy-Marie Lawrence, founder of Boardvisory and governance specialist at IoDSA. “Stay abreast of new technologies and terminologies and what is happening in the world. Read widely to understand issues and their potential impact on your company.”
IoDSA holds seminars, workshops, and other training programmes related to corporate governance and board responsibilities.
Building a professional network is crucial for finding opportunities to serve as a nonexecutive director. Engage in activities that allow you to connect with business leaders and influential individuals within your desired sector.
“Although voluntary, joining professional associations such as IoDSA allows you to connect with fellow directors and build your professional brand,” says Natesan.
“Come network with the right people; get your name heard in the circles of governance and directorship.”
“Effective networking means being prepared to answer the question: what is
the value you will bring to a board?” says Lawrence. “Tell people you are available and what you would bring to the table. Have the courage and the confidence to show up, speak up and own your seat.”
It can be difficult to get experience. “Look out for opportunities to serve on boards,” says Natesan. “Perhaps volunteer as a nonexecutive director on a nonprofit board to gain experience.”
“We need more women on boards not so they can fit in, but because women are different, and we need diversity to bring about better solutions,” says Natesan. “If you get the opportunity, be authentically the woman you are and let the rest of the directors see the value of having this balance between women and men on boards.”
“Women often need to overcome the biases of others – age, gender, race or experience,” says Lawrence. “Or boards that don’t see the need for diversity. So we must challenge the assumptions some have about not finding suitable women for the boardroom.”
IoDSA and Boardvisory also run the Women on Boards Foundation Programme, focusing on softer skills, such as how to approach your first meeting, what to do if the majority of the board are men, how to show up as a woman who can add value. “Globally and locally, there is lots of pressure to increase diversity on boards, so the future holds great opportunities for women,” says Natesan. “Young women must ready themselves now – do the training, get the designations, build your personal brand, engage on a deep level – so that they see you as someone that can add value. Then, when they hear of an opportunity later on, your name will come to mind.”
ENGAGE IN ACTIVITIES THAT ALLOW YOU TO CONNECT WITH BUSINESS LEADERS AND INFLUENTIAL INDIVIDUALS WITHIN YOUR DESIRED SECTOR.
McKinsey article found that 40 per cent of the global workforce was considering quitting their jobs within a three to six-month period.
The great resignation – where employees left their jobs following the post-pandemic “return to normal” – was sparked by employees re-evaluating their careers and leaving their jobs in record numbers. As industries closed down during the early stages of the pandemic, many workers lost their jobs. A lucky few were able to retain employment and, in some cases – especially in the technology sector – actually thrive despite the ongoing uncertainty and disruption. Free from lengthy commutes and noisy offices, pandemic-era productivity spiked.
However, the intensity of work during that time arguably took its toll on employees. When restrictions were lifted and companies started calling employees back to the office, huge numbers opted to retain the newfound work-life balance they enjoyed, resulting in a large number of resignations in the latter stages of 2020. Others stayed in their positions, burnt out from the intense work and social pressure caused by the pandemic and its ripple effects and then engaged in so-called quiet quitting.
Quiet quitting is perhaps one of the most alarming trends as it reveals a deep-seated disillusionment with the status quo and a powerful desire among employees to redefine the boundaries of their careers.
Gallup’s The State of the Global Workplace Report 2022 revealed thatonly 21 per cent of employees are engaged at work and a
Amid this workplace instability and global economic downturn is a very real need for companies to return to high levels of productivity and innovation. To achieve this, organisations must find common ground with employees and an effective way to retain top talent.
This is likely to demand a complete redrawing of some traditional workplace boundaries.
One of the benefits employees enjoyed during the pandemic’s work-from-home (WFH) phase is that they were less likely to be assigned tasks that had nothing to do with their core job.
While there can be an upside for employees taking on extra responsibility as a way of learning or expanding their network, companies need to have realistic expectations and keep the balance between productivity and creating an unhealthy workplace.
One of the more insidious consequences of the WFH era is a misalignment between employees and the organisational culture. While this holds especially true for new employees that joined the business during lockdown, even long-standing employees will have experienced some disengagement with the broader company vision.
The effect is a lower level of engagement with noncore tasks, such as attending company events or participating in team-building activities. In extreme cases, this misalignment has left some employees entirely unwilling to return to the office.
There is no easy fix. Companies will need to work with employees to reframe their vision and culture to fit the new world of work. Employees will need to acknowledge that to achieve broader organisational goals and drive the business forward, some compromises must be made.
The past few years have exposed some inherent duplicity in how organisations attract and motivate staff versus their actual focus. While creating healthy work environments with greater focus on employee wellbeing is top of mind, this must be balanced with the need to generate growing profits, fulfil shareholder commitments and compete effectively in tough economic conditions. Companies need to be clear with employees on their vision and values. There is a fine line to be walked between people, purpose and profit, which is ultimately linked to shareholder value. Creating the right balance between these three will likely help to attract and retain the best talent for each environment.
GENEVIEVE KOOLEN , human resources director at SAP Africa, shares that remote and hybrid work environments, the great resignation and quiet quitting are creating challenges for organisations and the way they manage their workforce
We have more women in leadership today, but why are they quitting like never before, asks
DONNA RACHELSON, co-founder, IgniteHerFindings from the Grant Thornton 2022 Women in Business Report reveal that there’s been an increase in the prevalence of women in senior management roles around the globe. Its findings show that, since the height of the COVID-19 pandemic,the disruption to workplace practices and regulations has benefitted female employees and managers, making it easier for them to transition into leadership roles.
Based on Grant Thornton’s findings, the percentage of women in senior management roles increased to 32 per cent in 2022 from 31 per cent in 2021. Africa has been a trailblazer here, boasting morewomenin leadership positions in 2022 (40 per cent).
South Africa has also seen an increase ofwomen in senior roles for CEO, CMO, HR director and partner.
Paradoxically we are alsoseeing a global increase in mass walkouts ofwomen quitting their senior management andleadership roles. The phenomenon has been called “The great breakup” – a trivialising term indicative of the bias against working women.
While it’seasier for women to transition into leadership roles than before, they still face an array of challenges that make it difficult to remain there.
The McKinsey Women in the Workplace 2022 report shows there are several complex, intersecting reasons at play, consisting of opportunity, recognition, microaggressionandculture.
The “broken rung” continues to prevent morewomen from being promoted to initial management andleadership roles. McKinsey found that for every 100 men promoted from entry-level positions to management roles, only 87 women are promoted, and even fewer women of colour (only 82).
As a result, there are still far fewerwomen than men in management positions available to be promoted to more senior C-suite positions. The evidence is easy to see when one compares the percentage of female CEOs across all Fortune 500 companies at 8 per cent to the 91 per cent of male CEOs.
Whenwomen are placed in senior management andleadership roles, companies and their their employees thrive. In a study published by the Harvard Business Review, it was found thatemployee job engagement and job performance scores were significantly higher under a female leader. This is not to say that men have no place inleadership. The goal here isn’t to shut the door on men; it’s to ensure more equal representation ofboth male and female leaders.
• Women leaders put more effort than their male counterparts into diversity, equity and inclusion (DEI) and the wellbeing of their teams and employees, which translates into better financial performance, but these efforts are failing to be recognised.
• Women leaders are often overworked and more likely to hit burnout and exhaustion, making them less likely to be selected for further promotions.
• Women are also more likely to be passed over for promotion due to personal traits and having children, compared to men.
• Black women are four times as likely as white women to hear people express surprise or compliment them on their language skills and abilities.
• LGBTQ+ women report receiving more comments about their personal appearance or demeanour and unsolicited suggestions of how they should change.
• DEI and mental health in the workplace are rated as being of greater importance to women in management and leadership, and women are 1.5 times more likely than male leaders to leave a position if the work culture doesn’t value DEI and employee wellbeing.
• Hybrid and flexible work remains a crucial component sought-after by female leaders, allowing them a better work-life balance and freedom of choice. Women leaders that can choose, report lower levels of stress and burnout and higher workplace satisfaction levels.
Diversity and inclusion remain hot-button topics in the workplace. Though many use the words interchangeably, there’s a distinct difference in their meaning. I like to think ofdiversity as the “what” andinclusion as the “how”.
Diversity refers to the characteristics, experiences and distinctions that make one person different from another. Characteristics may initially be surface level (a dangerous reading – but let’s allow it for the sake of this example), such as race, ethnicity, gender identity or sexual orientation. Delving deeper, it speaks to the effects of socioeconomic background, upbringing, religion, education and general life experiences.
Inclusion is how so many people with such varying characteristics are brought together in the workplace to feel welcomed and valued. True inclusionmeans nobody is denied access to resources or opportunities based on those characteristics or qualities that make them unique – where unintentional and inadvertent biases are corrected through better understanding and open communication.
Diversity can be measured on a scorecard, which often turns it into a box-ticking exercise for companies in a bid to look progressive. It’s that surface focus that results in inclusion going AWOL – hiring
people to fill scorecard quotas and then “tokenising” or “othering” them by not giving them the space to be themselves and deliver to their potential.
A 2015 McKinsey report found that the most culturally diverse organisations were 35 per cent more likely to exceed median earnings in their industry. According to a blog post on BetterUP, companies with strong gender diversity were 15 per cent more likely to be exceptionally profitable.
Bringing them together also improves company culture – and, as a result, the company’s image. In a homogenous environment, only employees that fit in will feel comfortable – meaning that others may feel it’s an alien or hostile environment for them. Workplaces where employees from different backgrounds are hired, welcomed and promoted are more collaborative, inclusive –and diverse. This positively impacts how the company is perceived by employees, customers, investors and the customers they serve.
Diverse and inclusive workplaces require ethical and transparent leadership, promotion of an environment conducive to operating under the diverse culture reflected in a company’s policies, ways of working and
internal and external relationships. Getting there often requires challenging each other and having courageous conversations at all levels regarding complex topics.
That means establishing an environment where people feel safe, welcome and can take risks and ask for help, positively impacting collaboration, problem-solving and productivity. The diversity of thought that this unlocks can have a powerful impact as people learn from different sources of experience, become more agile thinkers and learn to relate to people different to themselves. Attracting and retaining talent is essential in any organisation – and it makes sense that people are more likely to seek out and stay in workplaces where they are encouraged to be themselves. It promotes authenticity and allows people to be more resilient and adaptable – whereas the opposite environment is linked to depression and burnout as people are forced to suppress their personalities. BetterUp found that members with the highest levels of belonging are 34 per cent more likely to stay at their jobs than those with low levels of belonging. Who wouldn’t want to stay somewhere they felt safe, understood, listened to and appreciated?
LYNDY VAN DEN BARSELAAR , managing director, ManpowerGroup South Africa, shares that when they operate in sync, diversity and inclusion have multiple benefits, including increases in profitability
WORKPLACES WHERE EMPLOYEES FROM DIFFERENT BACKGROUNDSARE HIRED, WELCOMED AND PROMOTED ARE MORE COLLABORATIVE, INCLUSIVE – AND DIVERSE.
Despite decades of progress, the elusive ladder of success remains slippery for many women, and it is time for a practical response. Knowing what you want and how to get there is of paramount importance in addressing the slippery ladder
“Gender Matters: A Practical Response to the Slippery Ladder” recognises the global explosion of gender concerns, emphasising that gender issues are not localised but transcend borders and impact the corporate world on a large scale.
The book is authored by Colleen Larsen, a renowned gure in the eld of gender and a leading voice for the sustainable advancement of women in the corporate and entrepreneurial space. She founded Business Engage in 2005 to drive gender mainstreaming in the private sector across Africa. In this book, Col, as most people know her, brings practical expertise to guide women on their journey to success. “Gender Matters” is not just another self-help book; it’s a practical guide tailored speci cally for women aspiring to reach the top echelons of the business world or establish their own successful enterprises.
The book shares valuable insights, strategies and the mindset shift necessary to navigate the treacherous ladder of success. It does not provide industry-speci c advice or promise a shortcut to success, but instead, it acknowledges the arduous journey and
emphasises the necessity of hard work in navigating that ladder to success.
“Gender Matters” advocates for women seeking positions based on their expertise, not simply because of their gender or the historical marginalisation of women. It aims to equip women with the tools, strategies, and mindset to overcome barriers, achieve their professional ambitions and get over the slippery ladder of success.
An essential aspect discussed in “Gender Matters” is the need for a collective effort to address gender issues. It recognises that gender embraces diversity and requires women and men to work together to achieve gender mainstreaming. “Gender Matters” introduces the concept of “quevolution”, a rapid and progressive evolution of changing perspectives toward gender mainstreaming. Not a revolution that is not sustainable.
Con dence, competition, collaboration and competence are crucial in women’s career journeys. The book emphasises the importance of genuine con dence, owned and visceral.
It encourages women to express their aspirations, nd their voice, tell their stories and put themselves forward.
“Gender Matters” also addresses the reality that there’s a lack of female role models and the importance of sharing stories of women’s career growth and accomplishments at all levels of the corporate hierarchy. It highlights the value of authenticity and nding one’s unique path rather than trying to emulate the success of others.
“Gender Matters” underscores the signi cance of mentorship, sponsorship and relationships in shaping a successful career. It stresses the need for mentors and sponsors at various stages of a woman’s professional journey, highlighting the importance of building relationships and gaining recognition in the corporate world.
With 14 insightful chapters, ultimately “Gender Matters: A Practical Response to the Slippery Ladder” empowers women to make informed decisions, take decisive actions, challenge the status quo, and embark on a transformative journey to achieve their professional goals.
“GENDER MATTERS” ADVOCATES FOR WOMEN SEEKING POSITIONS BASED ON THEIR EXPERTISE, NOT SIMPLY BECAUSE OF THEIR GENDER OR THE HISTORICAL MARGINALISATION OF WOMEN.
