1. Leadership Transformation
through
Care and Growth Model™
Shahbaz Aftab
shahbaz@schuitema.co.za
+ 92 331 89 27 2 30

2. Company Introduction
Over the past 25 years we at Schuitema (Human Excellence
Group) have been working on how the issue of Intent affects
individuals and organizations, which among other things, has
produced the Care and Growth Leadership Model and the Intent
Personal Excellence Framework. This work has matured to the
point where we are now able to offer fully integrated services
including Organizational Diagnostics, Training, Coaching &
Consultancy that would enable an organization to establish a
trustworthy brand and a culture that would enable the people in
the organization to live the brand promise.

3. • Establish context.
• Approach to be followed.
• Timeline.
• Execution methodology.
• Firm cost estimate.
• E-Learning & Online Coaching
(www.coachingonthego.co.za)
• Institutionalization of successful
actions.
• Feedback and realignment of
culture.
• Community of practice.
• Coaching & Mentoring of
Leadership pipeline.
1 Week 4 Weeks 9 Months 8 Weeks
Plan Assessment Implementation Sustain
Leadership
Transformation
Program
Plan Assessment
ImplementationSustain
Leadership Transformation Process
• 360 Degree Assessment
• One – on - One sessions
• Session with Management
team for sharing assessment
report & commitments
• Way Forward
• Implementation of Care and
Growth Leadership Model through
11 Application Modules
• Coaching of Management team.
• Assessment of second tier
management
• People Managers Toolkit

4. Leadership
Transformation
Program
Plan
Leadership Transformation Process (Plan)
• Establish context.
• Approach to be followed.
• Timeline.
• Execution methodology.
• Firm cost estimate.
1 Week
Plan

5. Scope
Scope of Plan Phase
 Establish a clear context.
 Prepare and evaluate an overview of the approach to be followed.
 Prepare timeline of each phase
 Agreement on the execution methodology.
 Firm cost estimate for the Assessment Phase and budgetary cost estimate of the
proceeding phases.
Leadership Transformation Process (Plan)

6. Leadership
Transformation
Program
Plan Assessment
Leadership Transformation Process (Assessment)
• Establish context.
• Approach to be followed.
• Timeline.
• Execution methodology.
• Firm cost estimate.
• 360 Degree Assessment
• One – on - One sessions
• Session with Management
team for sharing assessment
report & commitments
• Way Forward
1 Week 4 Weeks
Plan Assessment

7. Scope
Scope of Assessment Phase
 Assessment Phase onboarding workshop.
 360 Degree Assessment of the management team.
 Field work: One – on – One sessions with Management team & randomly selected respondents to the survey.
 Identification of Business and Job related challenges faced by the management team and joint review with
each person.
 Leadership Team Development Workshop:
In order to establish harmony, empathy and the spirit of collaboration within the leadership team, a workshop
will be held wherein each individual will share his/her 360 feedback report in the group (3-4 persons) and the
group members will give their support/commitment as to how will they set him/her up for success.
₋ Overview of Schuitema’s Care and Growth Model of Leadership.
₋ Identification of Business Challenges (3 – 5 years time horizon) in plenary.
₋ Golden Arrow exercise.
₋ Group commitments on setting each other for success, in light of 360 feedbacks and coming
organizational challenges.
 Design of Competency Model
 Identification of developmental needs.
 Final Report on Way Forward along with action plan on MS project.
Leadership Transformation Process (Assessment)

8. Our online survey measures the three
dimensions an individual in the organization
work within:
1. Relation with the Boss
2. Relation with the Subordinate
3. Relation with Peers
Giving
Boss
Subordinate
Peer Peer
Leadership Transformation Process (Assessment)
The survey explores what does it mean to
Give in each of the above three roles.
Values
Behaviors
Generosity Courage

9. Our Approach
1. We shall start with online 360 Feedback Survey of the leadership team. A typical
360 Feedback Survey report is attached as a ready reference.
2. One on one sessions with leadership team in light of the report findings.
3. These one on one sessions will be used to identify the leadership competencies
that need to be addressed in the implementation phase.
4. Schuitema has developed key leadership competencies based on it’s renowned
‘Leadership - The Care and Growth Model’.
5. Following slides give an overview of our leadership competency framework.
Leadership Transformation Process (Assessment)

10. Leadership Transformation Process (Assessment)

11. Application Module Competencies
Care Listening, Building relationship, Empathy, Consulting
Time and attention Time management, Patience
Control & Authority Delegation
Design of Enabling structures Planning/Scheduling, Prioritizing, Negotiation, Eliciting information,
Attention to detail
Coaching for Excellence, Why for Motivation Influencing, Teaching/Training, Creativity, Initiative, Adaptability,
Accuracy
Dealing with exceptions Diagnosing performance issues
Clarifying Contribution Giving feedback, Communication, Disclosing
Making Masters Strategic thinking, Analytical thinking, Conceptual thinking, Seeing
patterns, Selling
Assessing Reviewing and Rewarding on
contribution
Recognizing, Censuring, Confronting, Fault finding
LINKAGE OF CARE AND GROWTH MODEL™ WITH COMPETENCIES
Care
Ability
Means
Accountability

12. 1. Onboarding
Workshop
2. Assessment by
Subordinate.
3. Assessment by
Peers.
4. Assessment by
Superiors.
1. Rapport building
2. Identification of
business
challenges.
3. Identification of
job challenges.
4. Joint review of 360
feedback report.
1. Overview of Care
and Growth
Leadership model
2. Identification of
business
challenges in
plenary
3. Sharing of 360
feedback reports
(4 reports / group)
4. Group
Commitment –
setting up each
other for success
1. Identification of
developmental
needs in light of
the business
challenges.
2. Action plan on MS
Project
3. Final Report for the
Assessment Phase.
STEP: 1
360 Degree
Assessment
STEP: 2
One – on – One
Sessions
STEP: 3
Sharing 360 Feedback
Report &
Commitments
STEP: 4
Way Forward
Leadership Transformation Process (Assessment)

13. Deliverable:
Deliverables of Assessment Phase
 Leadership Assessment Report (360 Feedback)
 Final Report on competence assessment along
with way forward
Leadership Transformation Process (Assessment)

14. • Establish context.
• Approach to be followed.
• Timeline.
• Execution methodology.
• Firm cost estimate.
• 360 Degree Assessment
• One – on - One sessions
• Session with Management
team for sharing assessment
report & commitments
• Way Forward
Leadership
Transformation
Program
Plan Assessment
Implementation
1 Week 4 Weeks 9 Months
Plan Assessment Implementation
• Implementation of Care and
Growth Leadership Model
• Coaching of Management team.
• Assessment of second tier
management
• People Managers Toolkit
Leadership Transformation Process (Implementation)

15. Scope
Scope of Implementation Phase
]
 Implementation of 11 Application Modules using drip feed methodology.
 Coaching of Management Team.
 Assessment of second tier of Management team.
 People Manager Toolkit Session.
Leadership Transformation Process (Implementation)

16. Leadership Transformation Process (Implementation)
• A series of 11 workshops, are conducted at regular pre defined
intervals, to develop mastery in applying the leader application tools at
work place.
• The application modules programs consist of assignments wherein the
concepts are applied in the organization and their impact is assessed.
• The programs will be spread over a pre defined period. This will
facilitate in entrenching the initiative within the organization.
Drip Feed Methodology

17. Care & Growth™ Application Modules (1/2 day each).
Application Module Description
1. CARE: Living the Care and
Growth Values
The Care and Growth model argues that the core criterion for success as a leader is intent; what leaders elect to make
important to themselves. In any command situation, a leader has a choice to act on the basis of their needs or values. A
leader who is values driven demonstrates this by acting for reasons other than self interest, by doing what is correct
rather than expedient.
2. MEANS: Designing Enabling
Structures
The way that work is organized and designed can either enable or disenable employee contribution. Schuitema’s view on
good organizational design is based on three beliefs and five design principles.
3. MEANS: The Issue of Time and
Attention
If leaders care for their people this will be visible and demonstrable from where they spend their time and what they give
attention to. This is because one has time for the things one cares about. The shift in attention from task/result to
people is consistent with the shift in attention from outcome to process.
4. MEANS: The Issue of Control
and Authority
There is an absolute relationship between the growth of people and the twin issues of authority and control. The growth
of people requires an incremental suspension of control commensurate with the maturity of the
subordinate. Empowerment through the suspension of control affects both where authority is vested in the hierarchy as
well as the manner in which horizontal business processes are executed in the business.
5. MEANS: Clarifying Contribution Clarity of contribution is a critical enabler of contribution. It is the means issue which most people in organizations
believe, if addressed, will most enhance the value that they can add to the organization. Clarity of contribution is,
moreover, a precondition for holding people accountable for their contribution. This is because it is not possible to fairly
assess and reward people for their contribution, if their contribution has not been clarified and agreed in the first place.
6. ABILITY: Coaching for
Excellence
One of the consequences of inverting the line of service, such that relationships are subordinate rather than boss
centred, is that leaders need to develop a coaching as opposed to a reporting relationship with their subordinates. This
implies practically speaking that the task is used as the means to grow the person rather than that the person is used as
the means to get the job done.

18. Care & Growth™ Application Modules (1/2 day each).
Application Module Description
7. ABILITY: Coaching the “Why” It is naïve to believe that employees will give unconditionally in the pursuit of enriching the owners of the
enterprise. Employees only give unconditionally for a cause worth rising above their self interest for. This cause, this
motivating ‘why’, is referred to as benevolent intent.
8. ABILITY: Measures The Care and Growth Model argues that organizations will only solicit contributory behavior when they measure
contribution. The only accounting format which measures contribution is the Value Added Statement which measures
how well the organization is both generating and distributing wealth among all its stakeholders.
9. ACCOUNTABILITY: Making
Masters
One of the problems in organizations is that people do not feel that they have control over their own lives at work. They
therefore gripe and behave like victims. Growing people means to make masters out of victims. To change the victim’s
mentality to one of taking accountability and being accountable for the situation that they are in.
10. ACCOUNTABILITY: Dealing
with Exceptions
Every time an exception (positive or negative) occurs in a business there is an opportunity, forded by the exception, to
understand and act on command issues which sit behind every exception. Sustainability of results are achieved not by
fixing the result directly but by addressing the leadership causes of the result at every level in the line of command.
11. ACCOUNTABILITY: Assessing,
Reviewing & Rewarding
Contribution
Results can be measured at a distance. Contribution, on the other hand, can only be assessed by ‘watching the
game’. Having specified the contribution to be made, leaders need to regularly review contribution in a manner which
enables enhanced contribution into the future. Finally reward must be commensurate with contribution made.

19. Coaching of Management Team
One on One and/or coaching in small groups will be employed to enhance mastery in
implementation of The Care and Growth Leadership thematic at work.

20. Coaching Methodology
• The leaders will be divided into small groups or one on one coaching will be provided where deemed
necessary.
• A learning need (competence) will be identified from the results of 360 profiles or individual development
plans of the participants and a task will be designed to achieve the learning goal.
• Leaders will perform the task, the coach will spend sometime with the leaders to assess progress (watching
the game).
• Review sessions will be held to give feedback and realign.
• The coach will introduce the community of practice tools whereby members of the small group will
cooperate and set one another for success. The coach will be available to the small group on phone, skype
and email for support.
• The entire process will be documented.
• Finally, Schuitema coach will adopt an integrated approach to address all the areas. The competencies
developed in due course will reflect in every aspect of the leaders’ lives. May it be organizational excellence,
team excellence or personal excellence.

21. People Managers Toolkit
11 Modules of PMT Description
1. Understanding People
Managers’ Role
People Managers’ Role Covered: A framework to understand and perform all the roles of a People Manager.
Focused Learning Need: Actions consistent with words.
2. Building Relationships People Manager Roles covered: Being genuinely thoughtful yet holding people accountable, managing performance,
building relationships.
Focused Leaning Need: Creates climate of trust & openness, keeps team focused.
3. Creating Sense of Purpose People Manager Roles covered: Motivating people, giving purpose, providing a sense of direction.
Focused Learning Need: Keeps team focused and motivated.
4. Clarifying Contribution People Manager Roles covered: Guiding, giving means, communicating and measuring performance.
Focused Learning Need: Keeps team focused, actions consistent with words.
5. Handing over the Means People Manager Roles covered: Delegate, guide.
Focused Learning Need: Actions consistent with words, giving direction, explaining the ‘what/why/how’
6. Assessing Performance People Manager Roles covered: Assess & review performance, giving & receiving feedback.
Focused Learning Need: Giving receiving feedback, conducting tough/difficult conversation.
7. Giving & Receiving Feedback People Manager Roles covered: Review performance, communicate, creating environment of trust & openness.
Focused Learning Need: Handling difficult conversations.
8. Recognizing & Rewarding People Manager Roles covered: Review Performance, communicate, recognize.
Focused Learning Need: Give people meaningful and sincere recognition, actions consistent with words.

22. People Managers Toolkit
11 Modules of PMT Description
9. Censure And Discipline People Manager Roles covered: Review performance, communicate, having difficult conversations.
Focused Learning Need: Gives people meaningful and sincere recognition, Actions consistent with words.
10. Handling Grievances People Manager Roles covered: Coach, counsel, grievance handling, active listening to ease out the situation, having
difficult conversations.
Focused Learning Need: Create climate of trust & openness.
11. Developing People People Manager Roles covered: Developing people, coach, guide, career counselling.
Focused Learning Need: People development, career counselling, challenge team to find new/better ways, coach to
improve skill/performance.
Pre and Post Training
• A Pre Assessment Survey comprising of 18 Objective and one Descriptive question is used for understanding the current level of
proficiency of participants.
• Pre Assessment is rolled out 10 days prior to training session.
• Review of Pre and Post Assessment Survey results for Identifying focus area.
• Hold Focus Group sessions for:
– Survey results validation for areas of improvement
– Sharing of experiences and gathering of anecdotal evidences.
– Developing of community of practice
– Formulation of Personal Development Plan.
– Sustainability of the intervention.

23. Deliverable:
Deliverables of Implementation Phase
 Implementation of Application Modules.
 Implementation of Management Coaching.
 Implementation of People Manager Toolkit for young
managers.
Leadership Transformation Process (Implementation)

24. • Establish context.
• Approach to be followed.
• Timeline.
• Execution methodology.
• Firm cost estimate.
• E-Learning & E-Coaching
(www.coachingonthego.co.za)
• Institutionalization of successful
actions.
• Feedback and realignment of
culture.
• Community of practice.
• Coaching & Mentoring of
Leadership pipeline.
1 Week 4 Weeks 9 Months 8 Weeks
Plan Assessment Implementation Sustain
Leadership
Transformation
Program
Plan Assessment
ImplementationSustain
Leadership Transformation Process
• 360 Degree Assessment
• One – on - One sessions
• Session with Management
team for sharing assessment
report & commitments
• Way Forward
• Implementation of Care and
Growth Leadership Model through
11 Application Modules
• Coaching of Management team.
• Assessment of second tier
management
• People Managers Toolkit
• Focus Group with Managers

25. Scope
Scope of Sustain Phase
 Online Learning and Coaching through (www.coachingonthego.co.za)
 Institutionalization of successful actions.
 Feedback and realignment of culture.
 Community of practice.
 Coaching & Mentoring of Leadership pipeline.
Leadership Transformation Process (Sustain)

26. What is Coaching On The Go
• Coaching on The Go can be used as economical tool for sustaining the Schuitema Intervention.
Powered with online e-learning and coaching facility Coaching on the Go is one of the best
online learning option available for all clients.
• Businesses of any size in any Industry anywhere in the world.
• Businesses who have had extensive interventions by Schuitema in the past (Looking to re-ignite
the Thematic in the business)
• Businesses who are currently engaged in any Schuitema run programs (In order to supplement
existing programs)
• Business who have not yet had any exposure to Schuitema (So as to initiate the Schuitema
Thematic in the business)
Leadership Transformation Process (Sustain)

27. Why Coaching on the Go Enterprise?
• Enhance your Leadership Development Program (Add-on to other Schuitema offerings).
• Ensure the sustainability of your Leadership Development Program (Post any Schuitema intervention).
• Help all your employees on their journey to excellence (Supplement to other Schuitema offerings, by building on and
revising prior learning).
• Keep your employees engaged with content on the Schuitema thematic in between face-to-face interventions with
Schuitema (Continuous Learning).
• Exposes all your employees to the Schuitema Thematic (Get the whole business familiar with the content and
speaking the same language).
• Convenience – No business interruption caused by taking employees out of the office for training (digital Learning
Platform provides for learning in their work or home environment)
• Economical – Cost effective way of exposing all employees to the Schuitema Thematic.
Leadership Transformation Process (Sustain)

28. What are the characteristics of Coaching on the Go?
• It is a completely online, digital platform, which gives its members exclusive access to Schuitema content.
• Membership based – requires registration, wherein each employee will select their own username and password.
• Drip Fed – The content is drip fed at various rates (Dependant on type of media) to employees, based on the number
of days of membership.
• Once released the content will remain available until termination of membership, thus allowing access to all available
information at any time for revision or referencing.
• Access to Schuitema Human Excellence Consultants through post comments, forum discussions or private messages.
• Whether at home or at work, Coaching on the Go can be accessed through any computer or mobile device with
Internet connection (The interface is responsive and will thus resize to fit most screens).
• Certain content such as the Videos, Audio Podcasts and e-books can be downloaded for use offline.
Leadership Transformation Process (Sustain)

29. COACHING ON THE GO OFFERINGS
Enterprise Enterprise Pro Enterprise - Connect
Includes: Includes: Requires:
Daily Quotes Enterprise + Enterprise or Enterprise Pro
Membership
Articles – Weekly Company Specific Articles One on One Coaching
Intent Blog – Weekly Good News Articles Exclusive monthly, 1 hour, Skype
Coaching Session with a Schuitema
Human Excellence Coach.
Members only – Forum Role Announcements
Insights – Weekly Newsletter
Videos – Weekly
E- Books – Every Three
Month
Online Courses – Every
Three Month

30. COACHING ON THE GO - BLOG

31. Quotes
Daily
Articles
Weekly
Audio
Lesson
weekly
Video
weekly
E-book
Every 3 month
Online Course
Every 3 Month
COACHING ON THE GO - COGS

32. Click on the ‘FORUM’ item in the top menu.
- Explain that this allows exclusive access to a forum moderated by Schuitema Human
Excellence Consultants, where employees can ask questions or participate in
discussions.
COACHING ON THE GO - FORUMS

33. Deliverable:
Deliverables of Sustain Phase
 Long term sustainability of the intervention.
 Online learning for new incumbents.
 Training refresher on e-Learning basis.
 Community of practice.
 Coaching & Mentoring of Leadership pipeline.
Leadership Transformation Process (Sustain)