SHELL SOUTH AFRICA Busara – Leadership & Governance Seminar Bonang Mohale 30 August 2013.

SHELL SOUTH AFRICA

Busara – Leadership & Governance Seminar

Bonang Mohale30 August 2013

Copyright of Shell South Africa Upstream B.V. 2June 2012Copyright of Shell South Africa Upstream B.V. 2June 2012

Shell Organisational Model


Shell Organisational ModelExample elements of organisation capability

Copyright of Shell South Africa Upstream B.V. 4June 2012Copyright of Shell South Africa Upstream B.V. 4June 2012CONVERGENCE

UNCERTAI

NTY

AMBIGUI

TY

- Strategic Intent- Connecting to higher purpose- Generating followership- Open space

- Difficult to quantify- Uncomfortable- Less measurable- Control- Known- Data

- Easily measurable- Data- Known- Control- Comfort

Sergeant Major

LC +

NCJG2-1

Influencing

Doing

DIVERGENCE


Building ResilienceFor Health, Happiness and Performance

Resilience as a learned capacity to:

Bounce back from adversity Toughness & recovery skills

Thrive on challenges Engagement, optimism

Positive impact on others Empathy & compassion

Reach full potential Exercise talents in a meaningful

way


The Resilience Modules

Introduction What is

Resilience?

Make connectio

ns

Avoid seeing crises as

insurmountable problems

Accept that

change is part of living

Move towards

your goals

Take decisive actions

Look for opportunities for self-discovery

Nurture a

positive view of yourself

Keep things in perspecti

ve

Maintain a hopeful outlook Take care

of yourself


Strategic Journey

7

20092010

20112012

2013


Four Paradigms

8

I See Myself

I See You

I Seek You Out

I Synergize with You


From Leader-Follower to Leader-Leader

9

Control Mechanis

ms

Competence

Mechanisms

Leader-

Leader Model

Clarity Mechanis

ms


Control Mechanisms

Find the genetic code for control and rewrite it. Act your way to new thinking.Short early conversations make efficient work.Use “I intend to …” to turn passive followers into active leaders.Resist the urge to provide solutions.Eliminate top-down monitoring systems.Think out loud (both superiors and subordinates).Embrace the inspectors.

10


Competence Mechanisms

Take deliberate action.We learn (everywhere, all the time).Don’t brief, certify. Continuously and consistently repeat the message.Specify goals, not methods.

11


Clarity Mechanisms

Achieve excellence, don’t justavoid errors.Build trust and take care of your people.Use your legacy for inspiration. Use guiding principles for decision criteria.Use immediate recognition to reinforce desired behaviors. Begin with the end in mind.Encourage a questioning attitude over blind obedience.

12


Don’t just Empower – EMANCIPATE!

13

DON’T DO THIS! DO THIS!

Leader-follower Leader-leaderTake control Give control

Give orders Avoid giving orders

When you give orders, be confident, unambiguous, and resolute.

When you do give orders, leave room for questioning.

Brief Certify

Have meetings Have conversations

Have a mentor-mentee program Have a mentor-mentor program

Focus on technology Focus on people

Think short term Think long term

Want to be missed after you depart Want not to be missed after you depart

Have high-repetition, low-quality training Have low-repetition, high-quality training

Limit communications to terse, succinct, formal orders

Augment orders with rich, contextual, informal communications

Be questioning Be curious

Make inefficient processes efficient Eliminate entire steps and processes that don’t add value

Increase monitoring and inspection points Reduce monitoring and inspection points

Protect information Pass information


SHELL SOUTH AFRICA Busara – Leadership & Governance Seminar Bonang Mohale 30 August 2013.

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