Helping your business to succeed has a history
How did my 31 years in the diplomatic service, including in Germany and in the Union Buildings during the De Klerk/Mandela change-over years (1989-2005), and during my consulting years thereafter prepare me for providing a service to you?
I gained a variety of experiences in numerous new situations and countries. Whereas a high measure of stability would be normal for any company, I worked for a multinational organisation (Foreign Affairs), which demanded, through postings, change every few years. I worked in teams of various sizes from small (2 people) to mid-size (76) to large (3 500) and dealt with an ongoing changeover of my staff - who were on three-year cycles. Working abroad in four foreign countries for 18 years also meant change.
This career expected high adaptability, a flexible approach and recognizing the value of teamwork. Change was the norm. Planning had to be followed by quick execution. Results had to be achieved within one to three years.
In the early eighties, I developed an intense interest in private sector strategic planning and related principles - which I applied in all my team situations. My colleagues said that this approach would not work in the public sector. Why not? We deal with people. The foundation of any organisation is its people. People by and large have the same needs and aspirations. Management courses and publications are but descriptions of best practices, of what works. Learn and apply.
My own learning and growth curve through the years? A proper theoretical grounding in leadership and management principles. Developing practical strategies and processes that actually made sense to team members. A stiff reading programme. Participating in seminars and workshops presented by experts in their fields. Application of knowledge. And learning what works and what not. Observing my team members.
Mentors are important. I was very, very fortunate in that I had a number of mentors who had superb EI and other strengths. They influenced me hugely.
Responsibility for one's own growth
Leaders and team members really start to grow and prosper when they grasp that they are to take serious personal responsibility for their own growth and destinies. Only then do they and their organisations benefit.
I have warm memories of my years at SECOSAF, an organisation dedicated to socio-economic development in Southern Africa. We had a very special team of 40 top-notch mainly very young people, many straight from various universities. Some joined having been officers in the navy or in the air force. Some were young diplomats. Some were white, others were black. Many of these youngsters within a few years rose to extraordinary heights of personal development.
I am also proud of my team in Germany and the role which they played during the years 1989-1993 in building new ties between two governments and countries. Both South Africa and the Federal Republic of Germany went through huge transitions in those eventful years.
Starting own companies
Many of my former team members have started their own companies. Some have become very successful strategy and financial consultants. Others are lecturers at business schools or have become human resource specialists. Some became ambassadors in Africa and elsewhere. The team members are spread around the globe. I am proud of them.
My career as a strategy consultant
My present career is a direct outcome of practical experience in having created with the support of those around me, high-performance teams. The members of these teams knew what their goals and strengths were and often achieved more than they thought was possible.
On entering the private sector as a consultant in the middle nineties, I made an in-depth study of the needs of small and medium enterprises, while also researching the needs of groups within large organisations.
As a consultant I focus on scenario, strategic and operational planning and on strategy execution - meaning that I assist my clients in addressing important areas that need attention and in formulating objectives which, when successfully executed, will move their companies to higher levels.
Academic
I am a B.A. LL.B. graduate of the University of Stellenbosch, South Africa.
For details of my track record in the private sector, please refer to our clients.
Last modified: 26-07-2009