Exciting news from People’s Dynamic Development
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The year is drawing to a close, PDD proudly presents you with feedback on what has been a very busy year. We trust that your year was also filled with remarkable moments, work progress and success in your business. So many of our clients have echoed that this year was characterised by hectic schedules and pace of events…and now we are accelerating towards the festive season.
For us at People’s Dynamic Development, 2016 again provided the opportunity for us to nurture some longstanding but also new meaningful business relationships. Please allow us to share some highlights.
PDD growing and building new relationships

Clients that we would like to thank this year include:

Allan Gray Assmang Group
Aveng Construction Aveng Manufacturing
Black Rock Mine Clientele Life
Deloitte Dwarsrivier Mine
Engen Fraser Alexander
Glencore Lion Smelter Gijima
Hillary Construction Imperial Logistics
Mediclinic Multichoice Nigeria
Rhodes Foods SAA
San Miguel SAOU
Sanlam Transnet
University of Stellenbosch Business School
How strong is your bench for 2017?
2016 will go down as the worst year in South African Rugby. This crisis should caution not only sport enthusiasts but business leaders alike. SA rugby is at an all time low.  A depressing place. It would be easy to blame the coach, the captain and even the administrators. The fact is this team finished third in the Rugby World Cup only a year ago. Now suddenly SA is rated as a “tier two nation”. Losing to teams like Italy, Japan, Argentina and with a record score against the old foe, New Zeeland. Why? I suppose there are a number of factors that contribute but here is one…
Many of our best players are lured overseas, especially England, France and Japan, by much higher salaries than they can earn at home. It used to be that the majority of players went abroad in the twilight of their careers to boost their income. Players now are leaving the country in their prime. The base of players have eroded and quite frankly, a pool of future stars are not nurtured. There is no bench that can step up to the challenge. The young SA players have been exposed, left vulnerable and most definitely lacking confidence to perform on the world stage against the best teams. Currently, there are no Springbok players that would be regarded as world class players that could qualify for a World XV.
Let's leave it right there and talk about your bench?
In a recent global survey HR executives who attended the “Building your global leadership pipeline” roundtable were asked to complete a brief Leadership Pipeline Risk Assessment for their organizations. They were asked to rate how each of 15 factors could
affect their current or future business success. The greatest threat identified by the group was a weak bench of leadership talent ready to step into key roles.
The survey highlighted the following factors that posed a significant
or moderate threat to current or future business success:
■ Current leadership capabilities not aligned with current or emerging business requirements
■ Weak bench of leadership talent ready to step into key roles
■ Shortage of potential succession candidates for mission-critical roles
■ Insufficient bench strength to support business growth and meet future business demands
By contrast, leadership attraction were at the bottom of the list of potential threats.
*Harvard Business school 2016
Mentoring in my view is a much needed vehicle to build capacity for such a process and leadership pipeline.

Organization must consider the following:
■ Have a clear understanding of the current leadership capabilities that will remain non negotiable
■ An educated view of the future leadership profile based on future business challenges
■ A way to identify these current and future capabilities in employees who are early in their careers
A track record for high performance across different projects or assignments is an indicator of leadership potential, so this challenge can be met by having a strong performance management system that provides accurate information on performance track records.
Some companies have introduced programs specifically designed to identify and develop future leaders and help them understand how they can advance.
For example:
■ One Mining institution has developed a strong mindset around building its leadership pipeline by articulating what the company looks for in its leaders. It clearly communicated to current and prospective employees what is wanted and needed at each leadership level.
■ An Investment company recognized that high potential employees move through jobs faster, so it identified ways to grow upcoming new leaders, individual contributors who learned new technologies, made contributions to various project teams and who have been exposed to a sponsored formal leadership development programme. These employees attend executive education sessions, are formally mentored and have high level assignments as part of their development programme.
Some orgnisations are still grappling with…
  • “It doesn’t help us to develop the Millennials, as soon as they have figured it out they leave””
  • An HR manager complained that his Company experienced difficulties around mobility, struggling to get people to relocate in the company’s interest and for their own development. “Some managers won’t let people go” to new assignments or different functional areas. Holding on to star performers!
  • “Another challenge arises when senior management complains that the next generation has not faced the “test of time” that their seniors had faced in their extensive careers and thus cannot be ready to move up.. This perception of “un-readiness” has lead to fewer people being moved into new roles at the necessary pace.
 So what is your excuse for having a weak bench in 2017?
Lion stories stirred up conversations!

During September we wrapped up on an interesting series on Lessons from lions.
15 stories that might have provided you with a different perspective or just a confirmation of actions and priorities. If you missed any here is the series that could be downloaded from our website.

Lesson 1     It is all about relationships
Lesson 2     The territory is strategic
Lesson 3      Hunting to your strengths
Lesson 4      Living in the tension
Lesson 5      Hunting buffalo
Lesson 6      The intelligence of execution
Lesson 7       Resting is part of the plan
Lesson 8      Taking learning seriously
Lesson 9      Learning from failure
Lesson 10    Hunger is a driving force
Lesson 11    From cub to lion, - A case for accelerated development
Lesson 12    Nature’s most powerful brand
Lesson 13    Leadership brings stability Part 1
Lesson 14    Leadership brings stability Part 2
PDD Innovation, is an independent Company functioning within the PDD group of Companies. At Innovation we believe that each organisation is unique with different challenges, Innovation will focus on designing programmes and interventions in consultation with you, catering for unique needs and challenges.
Innovation will be sharing some exciting news early in 2017. We will introduce you to the new partners who bring a wealth of experience in Organisational development and corporate experience.

New book on mentoring coming in 2017

Crucial mentoring conversations
Mentoring has evolved to become a strategic business initiative and organisations are investing in formalised mentoring with the expectation to see a “return on relationship”. Structured mentoring requires both mentors and protégés to be more intentional and both parties should be encouraged to explore all avenues for development.
Mentors in particular could play a significant role to encourage conversations where they get to know their protégé and learn from one another’ s personal experiences. A Crucial mentoring conversation is a discussion between a mentor and protégé that will assist both parties to break through to new levels of understanding and insight. Imagine how a mentor could eliminate oversight with hindsight, foresight and insight. It would allow the protégé to explore and learn from their mistakes, to anticipate the advantages and disadvantages of a decision before they make it and therefore to respond better in the moment. That is what you call wisdom!
Crucial mentoring conversations will generate new awareness and insights through various topics that will ultimately impact the protégé’s personal and professional development in a meaningful way.
The book will be published through Knowledge Resources.
A great venue for Synergy

Our venue in the Klaserie/Timbavati (greater Kruger National Park) was again this year very popular through our association with Gary Freeman Safari’s. The rustic tented camp shaded by a huge Jackal-berry tree is used as a base camp/conference facility and is situated on the banks of the Klaserie River. Dates for 2017 are now available!

We are all looking forward to 2017, sharing more thoughts, providing innovative training solutions through African bush analogies and serving you, our valued customer.

Everyone at PDD
Niël, Birgit, Estelle, Zandile, Mia, Phyllis

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