Broad-Based BEE. Jonathan Goldberg
you do not change, you can become extinct. (Life moves on?)
•What would you do if you weren’t afraid? (Don’t overcomplicate! Get up and move with the cheese?)
•Smell the cheese often so that you know when it is getting old. (Anticipate change?)
•Movement in a new direction helps you find new cheese. (Weighed down and confused by fearful beliefs?)
•When you move beyond your fear, you feel free. (Letting go and trusting in what lies ahead even if not knowing exactly what it is?)
•Imagining myself enjoying new cheese even before I find it leads me to it. (Paint a picture of new cheese?)
•The quicker you let go of old cheese the sooner you find new cheese. (If only we had moved sooner?)
•It is safer to search in the maze than remain in a cheeseless situation. (Actioning a new direction gives strength?)
•Old beliefs do not lead to new cheese. (Continuing change occurs naturally?)
•When you see that you can find and enjoy new cheese, you change course. (New beliefs encourage new behaviours?)
•Noticing small changes early helps you adapt to the bigger changes that are to come. (Wasted time denying that the change had already taken place?)
•Move with the cheese and enjoy it! (Others have to find their own way – no-one can do it for them; teach the lessons of your paradigm shift to others and enjoy the rewards!)
In order to remain competitive, retain market position and leverage off new business opportunities, businesses will need to change their stakeholder profile and other Elements within their organisations. The situation in South Africa is completely different from that of a decade ago and requires different attitudes, approaches and solutions.
ENGAGING IN DIFFICULT CONVERSATIONS
Addressing the complex issues around the notion of the strategic imperative of broad-based BEE and its implementation requires engaging in discussions with a wide variety of people; including current business stakeholders, potential broad-based BEE partners and those who are closest to you. Frequently it is easier to ignore the issues (like the mice hoping that the problem will go away) rather than to raise and engage in potentially difficult conversations.
Dealing with people from different cultural, religious and historical backgrounds is inherently difficult, and a culture of constructive engagement needs to be encouraged.
Conversations facilitate an understanding of why you may see the world differently from someone else. Initially engaging and listening to others in the context of broad-based BEE can be uncomfortable, especially when one of the parties perceives that they have something to lose in the process.
The long-term benefits of effectively engaging, clarifying, obtaining new perspectives and understanding can, however, be extremely “rewarding”. It will certainly facilitate an understanding of the things that need to change in order to be relevant and successful in the “new” South African economy of the 21st century – the country is moving on and people need to embrace the change to survive and thrive.
Conversations enable people to hear the other party’s story or point of view, gather data, understand, and articulate intentions, contributions, feelings and purpose. They help to heal rifts, build relationships, align goals, facilitate transitioning and shifting roles, determine priorities, set time frames, apportion responsibilities and give recognition – a far cry from the alternative of ambushing and/or stonewalling.
Conversations can be robust, intense, strong, powerful, passionate, eager, enquiring and unbridled. Engaging in conversations is recognised as a critical aspect of human interaction, understanding and relationship-building; not in the least the assumed chasm between the “Eurocentric” and “Afrocentric” approaches to business relationships. “Fierce” or difficult conversations occur in relation to anything a person finds hard to talk about. There are often emotions and feelings involved in change processes, particularly where parties see and interpret the world differently – influenced by past experiences, reasoning, and different implicit rules.
The challenge is to instil a culture of engagement in South African business people. Sadly, the current position and style in most businesses is one of non-engagement. Most employees, managers and senior executives tend to avoid any form of confrontation or engagement; this is particularly evident in the management of performance. Very few South African organisations, for example, have effective mechanisms in place to deal timeously with poorly performing employees. Unless leaders have the ability to deal with the basics of poor performance, a business cannot expect to have an effective performance management system.
Broad-based BEE-induced transformational discussions are complex and require two-way communication – both conversing and negotiating. The rewards of having real conversations will be worth the time, energy and effort invested in them. Certain people’s assumptions and preconceived beliefs about broad-based BEE may be found to be awry once they examine, reframe and understand its purpose. In other words, people’s mindsets can change when they understand what broad-based BEE is about and how it can work for them.
In conversations it is useful to ask the other party for advice on how one should approach the issues being discussed. They probably understand and have insights into or ideas about and solutions to the issues that will work for you. The process of having a difficult conversation and understanding the current reality requires a capacity for respecting one another and for trust, humility and integrity. The short-term discomfort of caring enough to engage in difficult broad-based BEE-related discussions should yield long-term benefits.
The process of conversing, engaging and exploring broad-based BEE will also assist in developing strategies that work for the owners, management and other stakeholders. Each party will gain an understanding of the expectations of the other party, and of their perceptions and thoughts about a situation. If nothing else, it facilitates the exploration of options and getting parties onto the same page.
The political miracle and change in South Africa owes much to people having conversations; in other words, developing personal relationships with opposing parties through conversations. The socioeconomic miracle requires people, in particular business leaders, to change the South African landscape one conversation at a time. Start now!
“Our context determines how we experience the content of our lives. Authenticity is not something you have; it is something you choose.” – Susan Scott, Fierce Conversations
UBUNTU – THE AFROCENTRIC WORLDVIEW
In every transforming society the content of the environment that transformation takes place in needs to be looked at. In this regard the concept of ubuntu needs closer evaluation.
The essence of ubuntu (humanity) is based on the premise that one can be respected only because of one’s cordial co-existence with others. The impact of new shareholders and other identified stakeholders (boards of directors, managers, employees, clients, creditors, government, community) will clearly impact on how the incumbent shareholders interact with individuals and groups who have a direct or indirect interest in the company, including society as a whole.
The move from the single to the so-called triple bottom line embraces the notion that a business cannot account for profitability alone. In essence, a business should not relate its raison d’être to the profit (economic) aspect alone but also to the people (i.e. society) and planet (i.e. environmental) aspects.
Ubuntu is an African belief of life and view of the world. In essence it translates into “I am because we are” and is manifest in a slogan “an injury to one is an injury to all”. The Xhosa proverb Iyandla Yiyahlambana is translated to mean “the hands wash each other”. In other words, people are interdependent; without one other we can’t survive. In the culture of the Xhosa people, according to law professor George Devenish, everything and everyone belonged, in principle, to the chief. On the face of