of the organisation propose ideas and rally support from colleagues for the causes that they are most passionate about. For Friedland, it was Ekupholeni.
Ekupholeni operates out of prefabricated containers and “zozo” huts at the Natalspruit Hospital in Kathlehong. The organisation provides psychosocial counselling to around 7,000 children, youth and adults each year. It focuses on HIV/AIDS & Bereavement, Gender Violence, and Youth at Risk. Ekupholeni serves the entire area of Kathorus, an area 25 kilometers southeast of Johannesburg, home to 2.5 million people ravaged by extremely high levels of poverty, unemployment, HIV/ AIDS, criminal and gender violence, substance abuse, family breakdown, school absenteeism and gang activity.
“Our managers are doing an amazing job but we are psychologists and social workers and counsellors with no formal training in management,” says Manfroni.
There is so much that a company like Bain, with highly skilled individuals worldwide, can pass on to an organisation like Ekupholeni with so few resources. Skills transfer, or capacity building, is a relatively simple and inexpensive way of supporting an NGO. And it contributes significantly to an organisation’s long-term sustainability.
International consultants Melanie Harris and Demany Gibbs prepared a presentation which spoke directly to the concerns voiced by Ekupholeni managers. They focused on topics such as leadership, managing others, meeting techniques, how to build a healthy
organisation, and teamwork. They addressed concerns voiced by Ekupholeni managers, for example, how to maintain a high level of motivation for all staff. This is a question that any manager at any organisation – large or small, for profit or not-for-profit – will likely struggle with at some point during their career. Bain approached the topic in a positive way, focusing on strategies a manager can use to mitigate this scenario. There are four different styles to use depending on the person you are managing and the situation, Harris explained. She suggested they choose “directing” for volunteers, “coaching” for students, “supporting” for competent staff members, and “delegating” for highly skilled colleagues.
In South Africa, where respect is owed to elders as part of standard cultural practice, Lindi expressed concern about delegating to staff members who are older than her. Harris suggested that Lindi and her staff members develop a team vision, or if that is not possible, that Lindi fully explain the team’s vision to her staff members. In this way, each person understands that they are making a contribution towards something they want to achieve. “It is necessary to work collaboratively and to achieve group buy-in. It is also important,” Harris pointed out, “to remind team members of the team’s goal so that even a small task (like typing a report) is a step towards achieving something bigger (like reducing the stress felt by HIV-positive individuals)”. As a final tip, Harris added, “Point out that you are going to them because of their invaluable experience.”
May 2012 | Management Today 81
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