Strategy in action

LEADERS OF THE FUTURE

In the first of a series of articles, Andrew Skudder outlines the Murray & Roberts strategy to develop leaders of the future

For South Africa, the 2010 Soccer World Cup coincides with a global trend of increased investment in infrastructure – a trend that many analysts predict as being the most dramatic increase in construction activity in our country’s history. Following more than two decades of decline, this will raise the profile of the engineering and construction industry and drive demand for human capital and leadership talent.

Murray & Roberts views its leadership teams as a key source of competitive advantage and has implemented a strategy to uncover fresh solutions to prepare them for a period of sustainable growth.

WHAT IS LEADERSHIP?

The topic of leadership has been written about and debated in numerous business journals and books and although there is no single definition, it is generally accepted that leadership is as much an art as a science. Perhaps the best way to explain the concept of leadership is to consider the expected outcomes of good leaders. In his book Leadership is an Art, Max du Preez writes that “the signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict?”

So what do good leaders do to achieve these kinds of outcomes? As depicted alongside, good leaders demonstrate the ability to manage and lead. Good management on the other hand, requires the ability to plan, developing short-term goals and operating plans, the ability to organise, structuring an organisation and clearly defining roles, and the ability to measure and correct the activities of an organisation and its team members.

What strong leaders do

THE LEADERSHIP PIPELINE

It is within this context that Murray & Roberts is implementing the Leadership Pipeline model and global performance standards as an accountability anchor to align and legitimise leadership development and succession across the Group. The Leadership Pipeline and performance standards clarify individual expectations and accountability to direct individual performance which in turn drives business results.

The basic idea behind the Leadership Pipeline is that different layers in the organisation are accountable for different results. These results change dramatically as you move from layer to layer, requiring new skills, using your time differently and valuing doing different and new work to achieve the results.

The Leadership Pipeline & Results

Getting results through comprehensive enterprise leadership & statesmanship Getting results through business managers & portfolio management Getting results through comprehensive business management Getting results through a function Getting results through managers Getting results through others Getting results through personal effort

The different requirements of success at each layer are expressed as performance standards, which articulate what is expected against a set of performance dimensions, reflecting what strong leaders do. Murray & Roberts has developed specific performance dimensions that convey leadership expectations and requirements. Leadership is multi-dimensional and the Leadership Pipeline aligned performance standards are designed to cover a complete set of requirements for sustaining long-term success.

Murray & Roberts aims to deliver the leadership capacity the Group requires to achieve its growth and succession objectives through the introduction of a comprehensive leadership development framework based on the Leadership Pipeline model.