Staying Alive through the Dangers of Leading IMFO

Staying Alive through the Dangers of Leading IMFO Women Leadership Seminar in the Public Sector 5 March 2015 Shanaaz Majiet

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Acknowledgement • Ronald Heifetz and Marty Linsky: Leadership on the Line: Staying Alive through the Dangers of Leading • Catalyst Research Think Tank for Women 3

The Challenge: The Heart of Danger Leadership is Dangerous • You appear dangerous to people when you question their values, beliefs, or habits of a lifetime. • You place yourself on the line when you tell people what they need to hear rather than what they want to hear. • Leadership becomes dangerous, then, when it must confront people with loss. Of all that we value, what’s really most precious and what’s expendable? 4

Going Beyond Your Authority • Thus, leadership requires disturbing people— but at a rate, they can absorb. • At the Heart of Danger is Loss • Moreover, change challenges a person’s sense of competence. Habits, values, and attitudes, even dysfunctional ones are part of one’s identity. To change the way people see and do things is to challenge how they define themselves. 5

The Faces of Danger 1. 2. 3. 4. Marginalisation Diversion Attack Seduction 6

Anchor Yourself • We have found it profoundly important to distinguish between the self, which we can anchor, and our roles, which we cannot. Distinguish Role from Self • It is easy to confuse your self with the roles you take on in your organization and community. The world colludes in the confusion by reinforcing your professional persona. Colleagues, subordinates and bosses treat you as if the role you play is the essence of you, the real you. Confusing the role with self is a trap. 7

3 KEY MESSAGES FOR WOMEN TODAY • Sit at the table! • Make your partner a real partner! • Don’t leave before you leave! 8

A Punishing Dilemma Women, negotiate for yourself. Women attribute their success to others. Own your success (Try yes, and) Success and likeability: positively correlated for men and negatively correlated for women. • Are more men reaching for opportunities than women? • • 9

The Double Bind for Women in Leadership • Women: “Take Care” • Men: “ Take Charge” • Men as default leaders 10

How do Stereotypes Hinder Women’s Advancement 11

Predicaments 12

Strategies for Individuals 13

Strategies for Organisations 14

IMFO Brief Impact of changes in legislation at local government level – including Competency Levels, SCM and Disciplinary Processes 15

BACKGROUND AND LEGISLATIVE CONTEXT Section 154 of the Constitution Ø Empowers national and provincial governments, by legislative and other measures must support and strengthen the capacity of municipalities to manage their own affairs, to exercise their powers and to perform their functions. Ø Freedom of trade, occupation and profession: Every citizen has the right to choose their trade, occupation or profession freely. The practice of LG trade, occupation or profession is regulated by a suite of legislation namely: Local Government: Municipal Systems Act, 2000 Empowers the municipal council of a municipality to appoint a person as municipal manager and managers directly accountable to municipal managers with at least the skills, expertise, competences and qualifications as prescribed. Local Government: Regulations on the Appointment and Conditions of Employment of Senior Managers, 2014 The Regulations Ø provide uniform criteria for recruitment, selection and appointment, including benefits and conditions of employment of senior managers. Ø This Regulations takes effect from January 2014 and therefore do not apply to employment contract that were concluded before Regulations came into operations. Ø incorporate the Local Government Competency Framework and Competency Assessment Tools for senior managers, which creates a solid base for skills development programmes and critical in building a committed workforce with the necessary intellectual capacity, competences and experience to help deliver the services to communities. 16

BACKGROUND AND LEGISLATIVE CONTEXT Employment Equity Act, 1998 (Duties of municipalities as designated employers) Ø Provide for municipalities to develop and implement employment equity plan (set numeric targets) Ø Provide the criteria for equal pay for work of equal value Ø Provide guidelines for elimination of unfair discrimination • Back to Basics COGTA launched the Back to Basics (B 2 B) Approach at the Presidential Local Government Summit held on the 18 th September 2014 consisting of the following pillars: Ø Putting people first Ø Delivering basic services Ø Good governance Ø Sound financial management, and Ø Building institutional capacity 17

Competency Levels: Highest Level of Qualifications The purpose of this report is to provide Portfolio Committee with the status on appointment and conditions of employment of senior managers on compliance with regards to the requirements of the Municipal Systems Act as amended. 18

Competency Levels • Enforcement Ø MEC for LG is empowered by the Systems Act to enforce compliance of senior manager appointments with prescribed competencies. Ø If the MEC fails, the Minister may take appropriate steps to enforce compliance with competency requirements (steps may include a declaratory order to invalidate contracts of senior managers). Ø A municipality may in special circumstances and on good cause shown apply to waive prescribed requirements (competency requirements). Ø EEA compels municipalities to submit progress reports on equity targets, including remedial actions. 1 9

Disciplinary processes • A web-based databank for staff members dismissed for misconduct and those who resigned prior to finalisation of disciplinary proceedings have been developed. • In order to give effect to the provisions of the Municipal Systems Act, the regulations have been promulgated and workshops to capacitate provinces and municipalities have been conducted in 9 provinces. • The department convenes quarterly meetings with provinces to monitor compliance with the regulations on appointment of senior managers. END. 2 0