The Fruits of Perseverance: Dr Iqbal Survé and the Sekunjalo Consortium

Esihleliyo sidl’ukuhlala kwaso; esiphilayo sesithwethwayo

                                (The one that sits will eat nothing; the one that lives is the one that moves)

Earlier this month, the Sekunjalo Consortium received final confirmation that their intent to acquire Independent News SA from its Irish owners was approved by the competition authorities. It is a significant transaction that will have an impact on an industry that has historically been dominated by a minority. It is also indicative of further progress to transform the South African economy from the white domination that is the legacy of apartheid.

For me, however, the biggest lesson from this transaction was the determination and perseverance of this consortium, led by Dr Iqbal Survé. This was in the face of opposition to it by historically dominant voices in the mass media.

The editor of the country’s biggest business newspaper spared no efforts in criticising this attempt by the historically disadvantaged to buy the largest newspaper group in the country. A former newspaper editor and now university professor wrote a column that was so personally insulting to Dr Survé he had to write a subsequent apology. This former editor wrote the column in his blog as well as an op-ed on the business newspaper I refer to. The owners of both the newspapers played their part in either objecting to this deal or seeking to negotiate with Sekunjalo in private to buy some of the newspaper titles from them. The forum of editors weighed in and took the side of established media owners. It was sickening to watch.

Throughout this process I can imagine that Dr Survé and his partners could have thought that it was not worth it. They could have given up because the attacks on them had become very personal, questioning their integrity, intellect and business acumen. They could have whittled under the undisguised undertones of racism that permeated throughout the commentary. And they would have felt that it was better to compromise with those seeking to reverse their victory, by agreeing to sell some of the newspapers to the competitors who were attacking them. It would have been more comfortable and also they would have less criticism to deal with.

Dr Survé and team never took their eye off the ball. They never forgot what their objective was when they decided to buy this newspaper group. They knew that in order to succeed in business and life, it is not always the case that you must seek popularity. They just decided to go ahead and follow their dream, and use all resources they could muster to succeed in this objective. In doing so, they have inspired so many others, especially in my country, who want to achieve against all odds.

Their courage, determination, business acumen, intellect, humility and sense of responsibility have been beautiful to watch. Their sense of integrity compared to those who sought to bring them down has been encouraging. And the fruits of their efforts are inspirational.

Ekunyamezeleni kukho umvuzo

(There are fruits from perseverance)

Ethics and Professional Independence

On 24 June 2013, the Competition Commission (South Africa) reached a settlement with 15 construction firms that had contravened the Competition Act. These firms had colluded on projects with an estimated value of R47bn, and were penalised collectively for R1.46bn. Most, if not all, of these projects were for the public sector (http://www.compcom.co.za/assets/Agreement-and-Affidavits/Appendix-1-Background-to-the-media-statement-.pdf).

What interested me in the story are the lessons on the ethical and professional issues. This story has triggered other investigations by law enforcement agencies. There have also been calls for these companies to be deregistered or sanctioned by the Construction Industry Development Board. Some have proposed that they should be blacklisted from public tenders by the National Treasury as what they have done is no different to public theft.

Executives and employees of these companies probably benefited from the proceeds of these inappropriate and fraudulent practices. Some of them were qualified professionals but were prepared to abandon their credo for short-term gain. Interviews with some CEO’s of the companies revealed that some of those involved did not want to co-operate during the investigation. It is possible that some will be charged for fraud and corruption. I wonder why those who could see that this was not right decided to keep quiet.

This reinforces what I think is one of the critical challenges for professionals today. This is being able to balance technical competence with what I call administrative competence. Administrative competence would encompass all the other elements that are not part of the “technical” skills for a job. These would include ethical conduct and governance.

There are many people whose careers have faltered because of paying little attention to this aspect. I always emphasise to the people I mentor that they should know the one thing they have is their professionalism. If your professionalism is the one thing you sell, then it is clear that once you lose this, you will have nothing left. It is simply an unsustainable approach to career development.

Arthur Levitt, the former Chairman of the Securities and Exchange Commission (SEC), made a profound speech on the subject (http://www.sec.gov/news/speech/spch410.htm), entitled "The Public’s Profession". This was in an address to the American Institute of Certified Public Accountants on 24 October 2000. It was a time when the SEC was dealing with countless scandals involving audit companies.  Firms such as Arthur Anderson lost their reputation during this period.

He traced the beginning of the accounting profession in the USA 150 years before. These are some of the things he said:

“What was true then is no less true today: the timeless value of credibility, objectivity, and independence; the enduring significance of integrity….

From them [his parents], my passion for independence, both in thought and action, was born…

Today, we have within our collective grasp an opportunity to embrace a renewed commitment to the public trust…

…every public accountant in America has been handed the same precious franchise, granted its special privileges, and charged with its care…

But it's a franchise that demands you defend and protect, above all else, the public trust; a franchise that asks you to stand firm -- even under the weight of management's pressure to "see things their way.”…

…we are dealing with subtle but timeless principles that must sustain a heritage of trust, without burdening the private sector with regulation that may dampen innovation or the creative spirit that is the hallmark of this great nation.”

He ended with these words, which I think every professional should always remember, whether working in private, in the public sector, for a small business or a large corporation:

“You have been handed a precious legacy. What you do with it will determine the future of this profession. It is a heavy burden but an awesome privilege. … lift the light far and wide not just as a profession -- but as individuals -- committed, passionate and resolute to a fidelity that is as much about the profession's past as it is about the profession's future.”

I am convinced one will not have a sustainable career without such independence of thought and a commitment to doing things right. It is something that we should always seek to get right, imperfect as we are.

Discrimination and Professional Development

I write this week on something with a very specific South African flavour.

On Thursday 18 April 2013, the Commission for Employment Equity Annual Report for 2012-13 was issued. I will just cite just one statistic: whilst white people constitute 11.3% of the Economically Active Population, they occupy 72.6% of top management positions. For a country that is almost 20 years from the date of its first democratic election to create a non-racial society, this report is a graphic reminder of both the legacy of apartheid as well as the patent refusal of South African business in particular to embrace diversity at all levels, and implement their own policies which were meant to transform the workplace. This promotion of diversity would not just be for the benefit of those historically disadvantaged, but would contribute to social cohesion and decrease the racial inequality that can be a source of instability. It is to this workplace environment that a lot of young Black and female aspirant professionals enter, and is the focus of what we write about today.

Over the past few months I have interacted with a number of these young people who have to deal with challenges of discrimination and lack of progress in the workplace. For many of these young people, who were really hopeful that their corporate experience would be much better than the previous generations, their current experience leads them to despair, powerlessness, anger, despondency and, tragically, hopelessness. Having only schooled and joined the workplace after the formal end of apartheid, they have to deal with situations of discrimination that they never anticipated and their education and training did not prepare them for. How does one realise their potential in such circumstances?

Like anything in life, the easy route is one of giving up, feeling that the world is not fair and simply too powerful. However, it is during such moments of great difficulty that the human mind can be very creative. Their predecessors successfully fought a powerful state that used detention and assassination to silence those fighting for their rights. They faced something worse than what these young people currently experience. Those people would have had the courage to fight, knowing the fruits of freedom would be worth the risks that had to be taken. And they did.

But courage was not the only thing that mattered. It was the use of appropriate strategies and tactics to realise what was a just victory. Drawing on these very useful lessons, we can say that both as individuals and as a group of professionals there is something that they can do about this situation.  

The first and most basis lesson for me is that you must never suffer in silence. When one begins to verbalise their concern, they find many willing supporters, discover the existence of change agents, and also may find ways in which to influence the direction of their companies. Through being vocal in a disciplined way, people can create moral dilemmas for companies to start practicing what they preach.  Realising the strength and potential one has to cause change, there could begin a series of steps that can cause the situation to be better, not just for those who are currently experiencing such challenges, but indeed for future generations.  And lastly, the individuals should continue to invest in developing further their knowledge and experience.  Competitive factors in the market will make those companies who embrace diversity attract the best people, and the ones that are maintaining the status quo will find it difficult to complete for talent. Despite some seeking to discriminate against you because of race or gender, there are some who will value you for your knowledge and diversity.

My real message is that unless one faces such discrimination head on, there is no possibility of showing your potential. Display how special you are because of what you know and how you execute your work. Without being reckless, one needs to show the necessary tactical skills to help influence change.  

It is a difficult world, but one that needs to be challenged for it to change for the better. Not just for us, but generations to come.

Self-Discovery and Being Oneself

 This post has been inspired by two people close to me, one a dear friend and the other a relative. I have drawn lessons from them on the value of being oneself.

My friend is an economist and has before acted as a policy advisor to various ministries in South Africa. Early in 2012, his contract as an advisor had come to an end. Now, he was out of employment, and had a potential job opportunity for permanent employment with a government department. The salary seemed good enough, and, although he had a number of small consulting projects to do, he was not sure if they would be enough to sustain him throughout the year and into the future. The job offered was tempting as well. We happened to have a discussion on this, and explored his options. My straight feedback to him was that I have never seen him as someone who would want a desk job, and that he seemed driven by flexibility and the potential to think about different concepts. We also, through that conversation, realised that part of his value was that he had gained very good experience in a broad range of economic development issues facing South Africa, and as such he should not try to limit himself to a job that seemed to focus on one aspect. We also came to the conclusion that his value would start to be seen by others only with proactive marketing of his work and knowledge. Thus began a journey for him that was also highly influenced by this process of self-discovery. More about the end result later.

My relative is a qualified professional in the medical field. She has been working as a doctor since 2005. In the course of time, she has found that the surgery and technical part of medicine is not really what inspires her. However, the improvement in the general health of the population is something that she is passionate about. In this case, the discussion with her, which has been running for more than two years, has been about what really drives her, and what she thinks she wants to achieve in life. Out of a process of discussion and exploration, she has since discovered a post-graduate programme in a field in medicine that will allow her in time to use her experience and knowledge, but working more in the systems side of health than in surgery. She is completing a number of self-assessments and psychometric tests, with the help of professionals in the field, and is very inspired by how this self-discovery is making her feel there is a purpose for her in life.

My economist friend is making a name for himself, outside the limelight, as a trusted advisor in my country to the public and private sectors. He has a portfolio of projects and opportunities which, in the sense of professional fulfilment he gets, make the job he declined pale into comparison. More importantly, he is doing something he truly enjoys. My relative is about to commence her post-graduate programme. She also is very excited about the journey ahead, and even more about how she understands herself better.

I am truly inspired by these people, who decided to follow their passion and do not simply dance according to someone else's script. Some of the decisions they took appear risky, but for them the fulfilment they get is well worth the risk.

These are small lessons in the value of self-discovery and being oneself.

A New Year and Career Decisions

 A New Year has started, and for each one it brings possibilities and challenges. I have been having a number of conversations on the theme of career decisions. Whilst the issues are not the same depending on the stage of one's career, I have found that there are common threads and questions that seem to emerge in the conversations. These also relate to the question of opportunity.

The major concern that has emerged from various people is how does one know that they are making the correct career decision? In fact, what do we do to make these decisions in order to ensure that we do not regret in future.

For those recently graduated looking for their first job, these may seem like luxurious questions. In a country like South Africa where there is such a high level of unemployment, is it not the case that one should just take the job that they get? In fact, does this not apply whether you are starting employment or already in employment? Should one not just keep the job they have as it is so difficult to get a more satisfying one? In the conversations I always say both options are correct.

The real issue is how do we make a career decision? Do we spend time understanding what makes one tick, what is our real interest, and also whether we are prepared for the challenges that come with the decisions we make? In addition to this, one should always ask what opportunities are actually available, and how do they arise.

Recently I interacted with a young person who had been in temporary employment, and is doing part-time studies for her degree. In the discussion, it transpired that this was not her first choice in terms of qualification, but due to circumstances, it was the best option available to her. She then went further to indicate that her real interests were in community development, and she would sacrifice initial income just to gain more experience in the field. I happen to have a network of people in that field, and I offered to get her in contact with some of these people so she can gain more insight and perhaps there would be an opportunity. Within three days she had met some people, and within five days they had shown her what opportunities would be available. The key lesson for her was that, unless you verbalise what you really want, nobody will ever know. The fundamental issue though was that she knew exactly what she wants to do and is prepared to sacrifice for it. I do not know what will happen further to this young person, but I am sure she is likely to be happier in future as what she will do she will have passion for.

I also know of a young person who has graduated from university with a very good qualification. He started doing work, but felt that what he was doing was not really what he wants to do. He stopped working and will be looking for the kind of work that he feels will satisfy him. What concerned me the most, however, was that he was not really sure as to what he wants, and I felt that he would take longer to get another opportunity. I may be wrong.

For many who have developed the right skill and are at the prime of their careers  they will be bombarded with enquiries by recruiters and head-hunters, who need to develop a portfolio of potential placements for their clients. They will only know you from a CV or by referral. They may have lots of opportunities, but how do you decide that one is right for you? In fact, how easy is it to say no quickly to someone who brings something to you, and seeks to entice you with how much money you will make?

What I have experienced is that opportunities, both inside our current employers or externally, will not come in the manner we thought they would, at the time that we want them to come and also with the employer that we have seen as ideal in our minds. More importantly, therefore, is an understanding of self and also of how such an opportunity is consistent with our goals in life. This decision should not be made just because it seems fashionable, or that it will make us look good to others. It should not just be about money, although you must always make sure you are appropriately rewarded. It should be about what one will enjoy, and also what provides an opportunity to make an impact. For those starting employment, it should also be about the opportunity to learn and thus increase one's personal value, providing a platform for other future opportunities. An important aspect to consider is whether the employer and the direct manager you will work for are really interested in the development of others. Choose your employer carefully, and your boss even more carefully.

The new year will for many bring lots of career possibilities, both inside and outside our current employers. Let us choose carefully.

Reflections on the Challenges of Young Professionals

Two weeks ago I was invited by a former employer, a consulting engineering company, to speak to a group of their graduate engineers who are in their mentorship programme. These young people are undergoing the necessary training in order to register as professionals in their field. In a country where you hear of the dearth of engineering skills, it was clear to me that I was speaking to a group that should see itself as special. To my surprise, they saw themselves as very ordinary.

My short talk focused mainly on issues that I thought as professionals they need to think about.  I spoke about the meaning of the journey they were starting; the foundations they were laying for their professional development; how in the process they will start to express their character, which will make each one stand out; and that by the end of the journey, which is about five years after graduating, some will have to make other important career decisions, perhaps with even more significance than the decision they made on the field of study.

Our conversation also focused on what I saw as some of the defining characteristics they would have to hone:  professional independence;  integrity; a strong ethical foundation; putting their clients and society first;  resist all forms of corruption; commitment to their craft; hard and smart work; reliability; trustworthy; and work that is consistent from a quality point of view. We challenged each other on the meaning of money and material things, the need to ensure ongoing education, reading, creating networks.

What I found most interesting in the whole dialogue was their reaction to my point that it was critical that they also get time to know self. I indicated that in my own professional development, how much I wish that I had received such advice much earlier. I also realised that as we spoke about the different tools one could use to get feedback in order to know self, they could see how this was connected to how they would make decisions about their careers in future. Whilst some could envy those in non-technical jobs in business, I cautioned them on the risk of chasing something because it seemed lucrative but did not talk to one’s personality. 

In a world that is increasingly complex, with advanced information technology tools, and a very fast pace of development, the questions I dealt with made me appreciate even more the challenges that many young people entering the world of work face. I also realised even more the important role that the appropriate mentorship will continue to play as we see the baton of leadership being passed onto the next generation. After all, this group I was talking to included people who would be designing our future water systems; our road infrastructure; our rail networks; buildings that reflect a new way of life and work; and many other infrastructure assets that are so critical for a modern economy and a sustainable society.

I was happy to have played my little part in encouraging them to become what they want to be, and had feelings of gratitude with how their questions made me learn so much of the challenges that they are dealing with.

The challenges for young professionals are a great opportunity for learning and reflection.

The Uniqueness of Leadership

This 27 October 2012, South Africans remembered one of the greatest leaders this nation has produced, Oliver Reginald (OR) Tambo, on what would have been his 95^th birthday. This great person, who walked the long journey to freedom with his friend, comrade and partner in a law firm, Nelson Mandela, was celebrated for his sacrifice and leadership. I was fortunate to also witness one of the tributes our country gave to this great person, when our Deputy President officially declared his final resting place, and that of his wife Adelaide, a national monument. It was in this moving ceremony where I also got a moment to reflect on the meaning of OR Tambo’s leadership lessons.

There have been many things written about OR Tambo especially by those who knew him personally. I would not want to be like an expert on “OR”’s leadership characteristics. What struck me the most, however, was that no one has said that OR Tambo was like this or other person. “OR” acted out his leadership in the OR Tambo way. The second notable thing for me was that “OR” displayed his leadership character over a long period. He was tested at different moments and situations in the liberation struggle, in which there must have been moments of despair, as well as those of great excitement. Those who know him had the benefit of observing his character and leadership through these various moments. They noted the consistency he displayed over these varied moments and points in history, where he had a record of service to the struggle for liberation that exceeded fifty years.

Many of us aspire to for leadership in one way or the other, in the context of whatever our life situation is. I would argue strongly that one of the drawbacks is that we try to imitate someone else, whereas the leadership challenge requires of us to show who we are and what is unique about us. It is this uniqueness that differentiates a person. Otherwise what reason would others have to either choose a person as a leader or give them leadership responsibilities? In the case of “OR”, all he did was to show who he was and allowed others to experience it so that over time many would see the value he would add. Importantly, he never rushed to grab the limelight, but his unique being enabled others to see and appreciate him. And they found it easy to entrust him with the most serious responsibilities.

In seeking to reflect our uniqueness, we also need to appreciate that it has to show itself over many different situations. It cannot be a flash in the pan-type of experience, where a single moment can become a defining one for a person’s leadership character. Whilst there may be moments of great significance, it is clear that we should seek to apply our leadership traits over many different situations and times, for us to have a full appreciation of who we are and how uniquely we reflect this. Consistency of action in practicing our craft, regardless of the career path we have chosen, is a useful lesson of the OR Tambo experience for me.

The life that “OR” led makes this very complex exercise of reflecting the Uniqueness of Leadership look very simple. It provides very useful lessons from the life of a great person.