Leadership of the NSO Presentation to the SADC

Leadership of the NSO Presentation to the SADC Seminar on Organisation and Administration of NSOs Pali Lehohla Statistician-General, South Africa Luanda, 02 December 2006 Preferred supplier of quality statistics 1

Leadership • Leadership is a process of proactive social influence intended to change the behavior, beliefs or values of followers • Leadership is collective, relational and purposeful • Models and theories of leadership focus on • Leader as an individual • Leader and the followers • Leader, followers and situation • I will focus on the leader and the situation Preferred supplier of quality statistics 2

Leadership vs Management Leadership Management • • • Values relationships Low regard for positions Takes large risks Personal and caring Not receptive to the rules of others • New ideas – high innovation • Non-functional – inspire, motivate Preferred supplier of quality statistics Values results Relates to positions Takes few risks Somewhat impersonal Conforms to rules of others • Status quo – low innovation • Functional – analyze, evaluate, solve 3

Leadership style Control Empower Leader that focuses on Yes what to do Yes Leader that focuses on Yes how to do No Preferred supplier of quality statistics 4

Character of a NSO • Data collection • Data processing, analysis and dissemination • Engaging in international comparisons as well as positioning a national statistics office nationally and internationally Preferred supplier of quality statistics 5

Production and Utilisation Framework of Official Statistics Top Political Authority Mass Media Resources Authority Preferred supplier of quality statistics Planning Authority Specialist Groups Statistical Authority 6

Ends leadership Era Transition Countries Change in Political system 2 yrs Change of institutions 2 yrs Demand for information Change in legal system 2 years Change in Information Systems – 2 -3 yrs Preferred supplier of quality statistics 7

Means Leadership Era Transition Countries Change in the Information System – 10 yrs Programme alignment in political system Programme alignment in the legal system M De on ve ito lo rin pm en g an d ta l ev St al at e ua tio n Demand for information Programme alignment in institutions Preferred supplier of quality statistics 8

Leadership of the NSO: the context • Keep open relationship with the political authority ú Carving space for the role of the NSO: integrity ú Positioning the national statistics system ú Keeping leadership informed ú Political alertness not politically aligned • • • Technical / intellectual competence Social awareness Satarical Resourcing the agency Short-term vs Long-term goals, clear goals Preferred supplier of quality statistics 9

Creating a shared vision Obstacles are those frightful things you see when you take your eyes off your goal. …Henry Ford Preferred supplier of quality statistics 10

Creating a vision: a broad vision 5 conditions for successful teams • Direction: a clear and compelling direction for the team and organization • Structure: a focused team with established procedures and norms of conduct • People: technically competent and emotionally intelligent members • Support: members are properly trained and their efforts are adequately rewarded • Development: team performance is reviewed and members learn from their successes and failures Preferred supplier of quality statistics 11

Leadership: a personal journey The day I will have peace, I will know that I have lost power. …Simon Bolivir Preferred supplier of quality statistics 12

Leadership: a personal journey • Leadership is a very lonely business • Personally trying, dividing, dangerous • What to do during times of crisis ú ú ú ú Do not do it alone Keep the opposition close Accept the loses Accept casualties Accept responsibility for your actions Act decisively: kill it, and kill it quick Do not miss the underlying message Preferred supplier of quality statistics 13

Leadership: a personal journey The 4 -things principle for a leader • Hiring the right people ú Make up for your shortcomings in the technical areas ú Fire those not aligned to your vision • Taking risks: appreciating failure ú You can never deliver a census without risks • Surviving your mistakes ú We had problems with our CPI and turned it into an opportunity ú When the cow is in a ditch, pull it out first before you start milking it • Delegating as much possible ú Get others to help, statistical series are ginomous ú Create space for yourself to chart the path for the organisation Preferred supplier of quality statistics 14

Leadership: a personal journey Dismantling the legacy of apartheid • Leading the revolution : a collision course sometimes necessary • Determining the fate of the old CSS • Training an urgent priority • Addressing the apartheid space economy • Leadership anticipates: towards the new NSO • Leading change: Bringing in new leadership and Odett • Getting the census done • Getting the provinces to function: the necessary infrastructure • Modernising the office: necessary and appropriate technology • Leading & implementing the vision: tough job at the beginning, fulfilling in the end Preferred supplier of quality statistics 15

Leadership: a personal journey The challenges • New leadership again, the storm • Anticipating the storm • Taking positions against the storm • Deploying into and destroying the storm • The new beginning Preferred supplier of quality statistics 16

Leadership challenges • Technical challenge • • Has to do with tactical choices The problem is well-defined The alternatives are clear The impact is minimal and short-term • Adaptive challenge • • Has to do with strategic choices Sometimes the stakes are high Ambiguity and novelty characterize the situation Decision represents a substantial change and commitment of resources and even emotions • These choices occur rather infrequently Preferred supplier of quality statistics 17

Decision-making: a tool for organisational performance • Focus your team on task conflict, not relationship conflict. ú Task conflict is legitimate / cognitive, it strengthens decision: decision effectiveness ú Relationship conflict is affective and emotional, it wastes time • Consensus ú Not about everyone agreeing: leader may even make a decision alone ú “Diversity in counsel, unity in command” — Cyrus the Great ú About implementation effectiveness Preferred supplier of quality statistics 18