So often we earmark those we believe are ready for grooming as the successors to the executive roles in our organisations. We package plans on what we believe is needed to get them there....yet 70% of those selected for such roles confirm that the organisations ver rarely understand what they want and where they want to go. 65% go as far as claiming that they believe that the orgasnisations are "in this succession plan for themselves" and select coaching programs desired to meet organisational plans NOT their individual plans. Before you disagree, ask yourself - what percentage of those whom you had chosen as your successor - have left your organisation with 2-4 years of the program of them being groomed? Isn't it time you engaged a coach who truly understands the value of "matrix cohesion" in coaching where both - the employer and the employee benefit? Isn't it time you talked to us?

1. WHAT MATTERS NOW

2. GLOBALIZATION
CHANGE
Globalisation’s
impact on employee
work force, trade,
income earnings, skill
barriers & retrenchments
ATTRITION
MANAGEMENT
Balancing work and
personal life:
consultative approaches
& retention strategies
around employee needs
- “ME GENERATION”
CULTURE
1
FACT:
THE END OF
BUSINESS AS USUAL
DIGITAL WORK
CULTURE
The RISE and RISE
of an employee
audience with an
audience:
talking to others via us,
talking with others
ignoring us...”
BRANDOPLOYEE
BRANDOSUMER
Businesses are NO
longer
SOLE-CREATORS OR
OWNERS OF
of company
brands &
experiences
Employees
experiences creating
living
Company Reports:
collective intelligence is
the new employee
influence on ethics!
REAL-TIME
COMPANY
PERCEPTIONS

3. IMPACT >>>

4. How do we enable our
es
CAPACITY BUILDING strategi
achieve
itutional and societal level in order to
to be deployed at individual, inst
sustainable and measurable results?
Why is our A
TTRITION
higher than ot
her
company?
ts
e right marke
in th
MPLOYEES
TE
d the RIGH
ss?
global busine
ere do we fin
Wh
where we do
How can we
remain comp
etitive in the
talent
marketplace
?

5. that
“Employees who believe
ed
management is concern
abo ut them as a
WHOLE PERSON not jus t
AN EMPLOY EE are more
pro ductive,
.
satisfie d, more fulfille d
more
rs,
mean satisfie d cus to me
Satisfie d employees
y.”
hich lead s to profitabilit
w
Anne M. Mulcahy

6. HOW CAN
CONNECTIVITY...
WITH INTERNAL
STAKEHOLDERS
ENSURE THIS?

7. AND...
WHAT
IS
MAKING
THIS
INTENT
CHALLENGING?

8. 4 TYPES OF EMPLOYEESTM
1
2
DESTRUCTIVE FEARFULNESS
CHEERLEADER FROM THE
AGENDA-DRIVER
GATE
CURRENT REALITY
OPTIMIST OVERACHIEVER
3
PASSIVE REMOTE-CONTROL
4
PASSENGER

9. 4 TYPES OF EMPLOYEES
DO WH
OR MIN ICH
GA A
TY
NI NT PE
SA IN IS
TI
YO
ON U
??? R
???
DESTRUCTIVE FEARFULNESS
CHEERLEADER FROM THE
AGENDA-DRIVER
GATE
OPTIMIST OVERACHIEVER
PASSIVE REMOTE-CONTROL
PASSENGER

10. HOW
DO WE GET
EMPLOYEES’
SIGHT
ON TRACK
WITH
COMPANY’S
VISION &
GOALS?

11. FORCES WORKING TOGETHER

12. “Growth
is never
by mere chance;
it is the result
of forces
working together. ”
James Cash Penney

13. ?
t
Employees who believe tha
“
management is concerned
about them as a
WHOLE PERSON How do we
not just
achieve
EAN EMPLOYE
this?
are more
productive,
.
ore satisfied, more fulfilled
m
?
ers,
yees mean satisfied custom
Satisfied emplo
”
which leads to profitability.
Anne M. Mulcahy

14. IT ALL STARTS WITH ENABLING
A WORK-ETHIC CULTURE OF
#SU
S
S
CCE
IN EMPLOYEES....
IN TEAMS...
IN ORGANISATIONS...
:

15. SUCCESSCTIONARY
•Success landmarks are internal, not external
•Understanding how employee-mindset attitudes outdistance abilities
•Caring for and growing up with others a company is a business’s mandatory
•Community-centric success - it is the “we” in achievement which stands a
better chance of becoming a legacy than the “I”
•Excellence as a choice is often selected by those who want to succeed
•Success seekers, want to enable other to change their lives for the better
•Success’ measurability can never be equated with what we don’t have.

16. ENABLING YOUR SUCESS INTENT STARTS WITH...

17. 2
coaching
2
coaching
success
success

18. THERE IS THAT PERCEIVED
A
G
P
BETWEEN
WHAT YOUR HUMAN CAPITAL
CAN DO AND WHAT YOU WANT THEM TO DO
VS.
WHAT THEY WANT TO DO...!
C

19. Need to boost organisational productivity by
developing your next generation leaders...
through...
...C
G
OACHIN
Then...
14201
7866
0
Nnaniki@mmutsi.co.za
@Nnaniquism
Nnaniki@gmail.com

20. t
oos
YOUR
organisational productivity by
developing
your
Next Generation Leaders...
?
?
Need to b
?
?

21. W:
www.mmutsi.co.za
E:
nnaniki@mmutsi.co.za
M:
+27 78 661 4201

22. WE THANK YOU FOR
YOUR TIME IN
REVIEWING THE
INTELLECTUAL
PROPERTY RIGHTS
OF THE CONTENTS
BELONGING
TO
MMUTSI STRATEGIC
MARKETING SOLUTIONS.
nnaniki@mmutsi.co.za
www.mmutsi.co.za