In a recent leadership development programme, SMPs went through an intense process that included one-on-one leadership coaching sessions and quarterly workshops. Through the coaching sessions the SMPs were exposed to the journey of what it means to self-lead before one can lead others or even organisations
Financial education in King William’s Town
SAICA Enterprise Development (SAICA ED), in partnership with a sponsoring client, embarked on a 12-month leadership development programme in late 2020 which entailed a coordinated and structured set of initiatives aimed at a higher purpose, thus building the ecosystem of six chartered accountants who own small-medium practices (SMPs). Coaching sessions focused mainly on self-awareness, as it fosters self-management.
‘In the spirit of transformation, the firms selected were primarily black-owned firms who we are looking to develop into robust leaders by putting them through this intervention,’ says Jameel Khan, Head of Projects at SAICA ED.
Self-leadership
Embedded in the privilege of leading others or organisations is self-leadership. According to leadership author Sterling W Sill: ‘Each person must develop their own leadership; leadership cannot be bought. It cannot be conferred. It cannot be inherited. It knows no divine right. It cannot be passed on by any process of succession. It is acquired only by the personal mastery of each individual aspirant.’
In the words of programme coach Ziyanda Masiza: ‘Self-leadership should be the foundation of any leadership development initiative, and it should be reviewed at each career progression. Though the leader’s intention and identity may change with advancement and their need to effectively influence and impact, every leadership role starts with self. Therefore one has to first lead self before one can lead others.’
Emotional awareness is critical
A position of power is generally emphasised through strict emotional suppression, but in the 21st century, a keen interest developed in what it means to involve emotions in how we lead. The world of work today is volatile, uncertain, complex and ambiguous, with multigenerational teams within organisations, and this has necessitated a shift in how leaders lead. ‘Being authentic in how you lead has become a prerequisite. Being just charismatic is no longer cutting it,’ says Ziyanda.
There is an increased need for leaders who have clarity on who they are and how they think and feel about themselves and others, understand the external context within which they work, and are able to understand and consistently behave in a manner that creates a positive impact and represents the organisation. ‘The way I see it, leaders of today need to be curious about context, both internal and external, of the organisation, and keep an open mind (growth mindset),’ says Ziyanda.
Know yourself
Knowing yourself helps you to consciously and genuinely connect with your team.
In the process of reawakening self (self-awareness), you may need to declutter and rewire the subconscious mind, transform the lenses through which you see your world, rethink and re-socialise self, and replace behaviours (self-sabotaging habits) that no longer serve not only yourself with those that rather serve the team and the organisation. In this way, every leader can be the best version of themself, leading with clarity and authenticity.
The reaction of SMPs
Let’s hear what CA(SA) SMPs had to say after concluding their programme:
- ‘Unlocking value starts with unlocking self’ − Itumeleng Masoko
- ‘I was sceptical of the coaching at first; I didn’t think it will add any value. I am happy to confirm that I was wrong. This journey has exposed me to things I didn’t realise I needed’ − Georgina Teki
- ‘As a leader, I have learnt how to reflect, diagnose and consciously decide on a plan of action’ − Amogelang Nawa
- ‘This process has unlocked issues I never knew I had. I am a new creature’ − Jerome Andrews
- ‘It is in knowing myself (self-awareness) that I am able to truly be of service to others. The business is doing well, and I am extremely happy’ − Audrey Mathebula
- ‘My personal issues affected how I showed up at work; now I show up differently’ − Lungile Phakathi
In closing, Ziyanda said that ‘very often it is emotions that give leaders a hand in replying to problems too complex to analyse. Leadership styles are fluid, and effective leaders adopt different styles to lead in the best way possible in a given situation.’
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Author
SAICA Enterprise Development with Ziyanda Masiza, Founder and MD of Sakhingomso Consulting and ZiyandaM
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