Catalyst Newsletter ­ December 2012Our Year of Building Momentum and Giving Back

What's new at Catalyst

Launching I am Alive – new website

Debbie is launching her new inspirationalbook on personal discovery and mastery; Iam Alive, in December.

“I Am Alive” is a personal coaching guide todiscovering and living with awareness,personal power, courage, abundance and joy.The book contains practical advice, stories,examples, tools and coaching processes totransform your life ... from just “surviving” tobeing “ALIVE”. The book takes you on ajourney of personal discovery and masterythrough the 7 aspects of self that eitherempower or disempower you in your attemptto achieve your personal or work goals andaspirations. It then walks you through the 7principles of co­creating your reality and howto manifest your soul desires.

For more information on the book and thelaunch see: iamalive.co.za or “like” ourfacebook page “Fans of I am Alive”. Booksare available from our office and will be inbookstores early in 2013 and are alsoavailable on Amazon and Kalahari.net.

John moving down to Durban

John has left Johannesburg, and relocated toUmhlanga – but he will still be involved withCatalyst: in workshops, consultingassignments, strategic marketing andbusiness development.

John moved down back to Durban inOctober, after an absence of 39 years! Hewill still be involved in consultingassignments, strategic marketing andbusiness development activities as well asclient workshops associated with hisspecialist expertise relating to LeadershipDevelopment and Talent Management. He isalready talking to old friends and colleagueson how we can add value in the KZN area!

We look forward to John’s on­goingcontributions and any new businessopportunities, even if it is from his homebase in the land of the Sharks! We wishJohn and his family all of the best in his newhome … and don’t be surprised if you hearwaves in the background when you call him

Hi Name

Hi All Catalyst Associates, Clients, Suppliers,Supporters and Friends

Another jam­packed year is hurtling to its close as weall wonder if things will be fundamentally different after21 December 2012. Catalyst has had a bumper year fullof new and exciting opportunities, building on existingrelationships and working with some really awesomepeople.

Our team has evolved, many taking on new roles tohelp build and run the business with a team­basedphilosophy. Our vision is all about being a partner and

Catalyst to our courageous clients (who value and appreciate us); and therebyenabling our associates to live a life of balance, passion and purpose.

In this newsletter we hope to share with you some of the work, some of the newstuff, some of the fun and some of the dreams. Thanks to all of our clients,associates, collaboration partners and families for sharing your dreams, aspirationsand challenges with us, and allowing us to be part of your journey this auspiciousyear.

Some of the things to look forward in this edition are:

· Books: reaching the best­seller list of our publisher for “I am Talent” by selling over5000 copies and launching my new book, “I am Alive”.

· Projects: Interesting talent, leadership and organisational development projectswith Tongaat Hulett Starch, Engen, Rand Merchant Bank, National Treasury,Duraset Manufacturing (Aveng Group), Transnet and Alghanim (Kuwait), EllerineHoldings

· Talks and articles: SAODN, IPM SA, IPM Namibia, Knowledge Resources, FNB,Human Capital Review

· Collaborations: forging great relationships with Knowledge Resources, IAOS,SAODN, IPM, Confluence, DSPM, SABPP, Emergence Growth

We would love to hear your feedback, comments or suggestions for future editions.

On behalf of John and I, we wish to extend our Best Wishes for an awesome end of2012 and an abundant 2013.

Debbie Craig ­ MD: Catalyst Consulting

Current projects

RMB Breakthrough Learning – the XL programme, by Ross Liston

An exciting business­driven action learning initiative for high performance, highpotential individuals has taken root at RMB, and is contributing to value­addingprojects to enhance organisation efficiency and effectiveness, and to theembedding of an organisation learning culture.

I am Talent – New Edition and Website

The best­selling South African managementpublication, I Am Talent, co­authored byJohn Gatherer and Debbie Craig, has beenupdated and enters its second edition! The IAm Talent website has also been updated.

The publication of I am Talent has been areal journey of discovery for Debbie and I!Not only has the book continued to enjoywidespread support and interest within thefields of management education andpersonal mastery, but it has greatlysurpassed their expectations in terms ofsales performance and readership. Thepublication has earned itself a best­sellerreputation throughout Southern Africa.

The book is soon to have a second editionpublished, aimed primarily at enablinginternational online sales and relevance. Itwas felt necessary to upgrade some of thecontent associated with the rapidly changingglobal economy scenarios and employmentchallenges and their influence onemployability and career management. The Iam Talent website has also been upgraded interms of content, applications and look andfeel. For more information, visitwww.iamtalent.co.za

I am Talent – Workshops

I Am Talent workshops for the corporatemarket are gaining ground in South Africa –and beyond.

There have been an increasing number ofrequests to facilitate workshops in support ofthe huge interest I am Talent. This resultedin their exploring and piloting a number ofone and two day workshops across differentorganisations in the private sectors in SouthAfrica, including VW, Bytes Technology andthe Ellerines Holding Group.

Catalyst Consulting was contacted by aSouth African Training Manager, ChrisBekker, working with Alghanim Industries,based in Kuwait, one of the largestorganisations in the Middle East, to facilitateI am Talent as part of their ManagementDevelopment Programme. We customised aworkshop in accordance with their needs andran the first workshop for their inauguralManagement Development programme(MDP) group. Part of the consultingassignment was to train up local facilitatorsin Kuwait to cascade the programme across

their MDP groups over the next few years.

I am Talent – Schools

I Am Talent has a special place in the schoolenvironment, and serves to supplementschool extra­curricula and leadershipprogrammes. I Am talent is seen as adistinct value­add in preparing school­leaversfor their futures.

Catalyst Consulting has always been keen toleave a footprint in the world of education. InSeptember 2011, I was invited to be akeynote speaker at the South African

embedding of an organisation learning culture.

[Read More]

Engen Retention and HR capacity building (the final result), by FortuneGamanya

Catalyst has been assisting Engen with a Retention Strategy Project to build aGreat Place to Work, over the last year. 2012 delivered detailed implementationplans for a number of retention initiatives including Leadership Brand, TalentSegmentation, Performance Management, Reward and Employee ValueProposition.

To support the implementation process, an HR capacity­building workshop was runwith 30 HR practitioners and managers to build capabilities as internal businesspartners to drive change and HR projects successfully.

[Read More]

Engen ­ Integrated Change Management, by Andrew Harding

Business­driven change management work at Engen has led to the development ofan exciting and relevant, web­enabled, integrated change management solution thatempowers project and change teams and line managers to plan for and managechange effectively.

[Read More]

Aveng Duraset, by Debbie Craig

Aveng Duraset is serious about creating a culture of innovation to underpin itstargeted transformation projects so as to secure its future, and is using Catalyst tosupport them on this exciting journey.

[Read More]

Tongaat­Hulett Starch (THS), by Andrew Harding

Tongaat­Hulett Starch, confronted with a number of business challenges, havesought assistance from Catalyst to realign the HR function; to equip line managerswith HR tools and techniques; to implement operational excellence good practice;and to develop high­performance teams.

[Read More]

National Treasury HR Capacity Building, by Andrew Harding

Catalyst runs HR Capacity Building workshops for the HR Business Partners andvarious other senior members of the Treasury HR department to develop skills andmethodologies in the management of HR projects, and to bolster internal consultingcapabilities

[Read More]

Transnet Talent Management Refresher and Forum, by Debbie Craig

Catalyst partners with Transnet to renew and enhance Talent Management.

[Read More]

Talks/Articles/Giving BackCatalyst spoke at numerous conferences and functions during the year to sharetheir knowledge and to contribute to the development of HR professionals andbusiness leaders. These included the IPM conferences in Namibia and SA, variousKnowledge Resources conferences, Conference Hub, SAODN and FNB. All thetalks were well received and invitations extended for 2013. John and Debbiecontinue to write articles. This year “The Paradox of Performance – can you have ahigh performance culture and a great place to work?” was published in The HumanCapital Review and The drivers of success ­ making your mark in the challengingand competitive business world was published in the Financial Mail supplement.Details of the talks and articles below or see our website.

[Read More]

New Projects

keynote speaker at the South AfricanPrincipals’ Association, held at the ICC inDurban, with an audience of 1 000 principalsand senior leadership from schools. From thepositive feedback and response to the I amtalent presentation; an adapted workshophas been developed aimed at school leaverswho need to prepare for the rigoroustransition of life after school. The pilotworkshop was conducted with a group of 42senior leaders from Northwood High school inDurban, with very positive assessments frompupils and teachers who were involved.

I am Talent – Broader Market

Buoyed by the positive feedback to I amTalent workshops in both the world of workand education, Catalyst Consulting has nowlaunched their series of workshops andoffered their successful blueprint andpersonal expertise to the broader market.

The audience for these workshops isextremely broad­based. Those who canbenefit from these workshops include schoolleavers, graduates, new entrants,employees, managers, businessleaders/owners, entrepreneurs, consultants,coaches, career counsellors, educators, HRpractitioners and parents.

Within the same spirit and objectives of thebook, the workshops take participants on ajourney of personal discovery and masterythrough activities, tools, assessments andself­reflection that can be applied ineveryday life and work to achieve one’spersonal goals and aspirations.

The workshops are highly interactive and aredesigned to challenge thinking, createinsights and empower one to acceleratepersonal growth and development withinone’s chosen line of work and future career.

Associates

Catalyst through its vast network ofcontacts is constantly broadening it skillsmix and base in order to meet the diverseneeds of our clients. New Associates whohave come on board in the last year are:

Alistair Corder

Alistair has a diverse business backgroundgoing back over the past 26 years. Alistairstarted in the Accounting profession andcompleted his articles with Deloitte & Touchein 1991. From there Alistair moved into theIT industry and quickly established himselfas a top quality Financial SystemsConsultant and Project Manager. Alistairworked at the number one UK listed IT ERPSolutions Company (JBA International) in the

Catalyst and IAOS collaborate to help RMB Corporate Banking navigatechange, by Jonathan Erickson

Catalyst and IAOS are collaborating to support RMB Corporate Banking withbuilding leadership capacity to manage change effectively. Recent restructuring,loss of key players and complex, large scale transformational programs all lead toan environment of rapid change and uncertainty. It is critical that change andcommunication is planned for and managed strategically, systemically andproactively to minimise impact and maximise results.

[Read More]

BHP Personal and Leadership Effectiveness Journey (Debbie)

In November we launched a group of 39 BHP Supply Chain specialists on theirjourney of personal and leadership effectiveness. The 9 month learning journey willinclude 5 days input on personal, team, leadership and change mastery modulesinterspersed with action learning projects. The final event will be a 3 day personaltransformation workshop “Lead to Succeed” through which individuals will be able tounderstand their life’s journey, what holds them back from success and how tooptimise their talent and leadership potential. We look forward to partnering theteam on their journey.

Catalyst – what’s happening?

As Debbie mentioned in her introduction our team has evolved and we haveestablished a solid core team supported by a number of new associates that havejoined us and made a valuable contribution this year.

Our core team consists of ­ Debbie, John, Andrew, Ross, Jonathan & Tuppy

New Associates that have joined us this year are – Shanne, Caron, Jonathan, Rossand Kerryn

With growth has come the need to create new roles to ensure Catalyst maintains itsability to focus on customer requirements and to help build and run the businesswith a team­based philosophy.

To this end the following roles have been allocated Andrew – Operations ManagerJonathan – Business DevelopmentTuppy – AdministrationNdumi – Administration AssistantRosemary – Finance While it is still early days and everyone is settling into their new roles we do believethat this restructuring will support in achieving our vision.

Collaboration and partnering to enhance service, by Jonathan Erickson

Catalyst continues to establish workable and constructive collaborative andpartnering relationships to support the quality of its consulting services to its

clients.

[Read More]

The Detail

RMB Breakthrough Learning – the XL programme, by Ross Liston

An exciting business­driven action learning initiative for high performance, highpotential individuals, has taken root at RMB, and is contributing to value­addingprojects to enhance organisation efficiency and effectiveness, and to theembedding of an organisation learning culture.

Catalyst (in partnership with IAOS) is currently rolling out a 9 month BreakthroughLearning Programme at RMB aimed at retaining and growing technical andleadership talent in their Operations & Technology Division. Branded the XLProgramme, with a play on excelling and being bigger than one is, the first cadre of16 candidates has embarked on their self­development journey, immersingthemselves in behavioural and technical competency development through modular‘course­type’ engagements and delivery of challenging, strategically­relevantprojects. The modules are specifically designed to supplement this journey and aredelivered by subject matter experts from the Catalyst/IAOS network and RMB

Solutions Company (JBA International) in the1990’s before establishing his own Trainingand Consulting Company in 2001

Jenny Wensing

Jenny is a qualified Human ResourceDevelopment specialist, NLP MasterPractitioner and Trainer (certified with theAmerican Board of Neuro LinguisticProgramming) and coach, with over 25 yearsinternational experience in the field ofpersonal development and behaviouralchange. She is a Dutch national, and had asuccessful career in human resourcesmanagement in the U.K., The Netherlands(where she worked for Philips) andSwitzerland before emigrating to South Africain 1989.

Jonathan Erickson

Jonathan is an associate and an experiencedmanagement consultant at CatalystConsulting. His corporate and consultingexperience includes organisation

optimisation, organisation design anddevelopment, career management andsuccession planning, mentoring andcoaching, and performance management.His experience has included seniormanagement and leadership roles withinthese areas in De Beers’ corporate andoperational environments in South Africa,Botswana and Namibia, and at ChubbSecurity South Africa.

Shanne Naude

Shanne is a Management Consultantspecialising in the area of Talent andOrganisation Performance. She hasexperience working across industries and herstrengths lie in the areas of OrganisationalCulture Assessment and Transformation,

delivered by subject matter experts from the Catalyst/IAOS network and RMBitself.

November 2012 closes out the first third of the programme; yet progress asmeasured by learning module delivery (i.e. 2 of 6) is a gross understatement ofeffort to date, particularly when one considers that programme conceptualisationstarted in March 2012 and candidate selection required the challenging precursorydevelopment and implementation of a rigorous integrated talent managementprocess and subsequent talent forum.

There are two additional tenets of this programme, namely the implementation ofRMB­hosted collaborative learning technologies (i.e. knowledge portal) andindividual and team coaching support provided by the Catalyst/IAOS team.

The programme may have some way to go, but achievements to date have clearlyencouraged RMB to entrust Catalyst/IAOS with additional leadership developmentand change management engagements.

Back

Engen Retention and HR capacity building (the final result), by FortuneGamanya

Catalyst has been assisting Engen with a Retention Strategy Project to build aGreat Place to Work, over the last year. 2012 delivered detailed implementationplans for a number of retention initiatives including Leadership Brand, TalentSegmentation, Performance Management, Reward and Employee ValueProposition.

To support the implementation process, an HR capacity­building workshop was runwith 30 HR practitioners and managers to build capabilities as internal businesspartners to drive change and HR projects successfully.

Catalyst has been working with the Engen Retention Project team since 2011. 2012saw the Big 6 initiatives identified in 2011 being refined to the Big 3 still maintainingthe 70/30 split of ideas addressing universal and unique needs. The idea was towalk with Engen as close as we possibly could in the design phase at the sametime equipping them with tools, ideas and skills for them to be independent in theimplementation phase as we were working on an interdependency model. Thisrefining of the Big 6 resulted in a lot of focus being paid to the Leadership Brand,Talent Segmentation and Employee Value Proposition.

In ensuring that our interdependency model works we ran a HR Capacity buildingprogramme for the HR team, inclusive of all HR representatives from all theirCentres of Excellence to ensure they were equipped with implementing what theProject Design team put together. This was a success as the team found theconcepts extremely useful in helping them partner with the business on thisjourney.

The design phase was complete by June – as we had planned – and in August wewrapped up the design and completely handed over the project to the EngenRetention project team for implementation. We wish them all of the very best asthey embark on this journey of creating a great place to work for their employees.

Back

Engen ­ Integrated Change Management, by Andrew Harding

Business­driven change management work at Engen has led to the development ofan exciting and relevant, web­enabled, integrated change management solution thatempowers project and change teams and line managers to plan for and managechange effectively.

Culture Assessment and Transformation,Organisation Design, Business ModelDesign, Change Management, EmployeeEngagement, Communication and Brandingand Strategic Roadmap Definition.

Having consulted for a Global ManagementConsulting firm Shanne brings many years ofexperience in analysing, shaping anddelivering high quality, innovative solutionsthat meet business requirements. As aregistered Occupational Therapist Shanne isable to leverage her knowledge andexperience of human behaviour to ensurethese solutions and interventions arepractical and effective.

Ross Liston

Ross has 17 years broad­based experiencein management consulting, strategicprogramme and project management andmore recently sustainability consulting. Withrespect to the former two, Ross has beeninvolved in strategy development; workshopfacilitation; business process mapping andanalysis; portfolio, program and projectmanagement consulting. In terms ofsustainability consulting, he focused onmultinational corporate assurance

programmes; the role of environment, health,safe and social aspects in M&A anddivestiture transactions, and the strategicrelevance of safety and sustainability fororganizational leadership, culture, risk andchange management. Ross has extensiveexperience across numerous sectors (donor,public and private) and organisationaldisciplines, having worked on assignmentsthroughout sub­Saharan Africa, theAmericas, Australia, Europe and Asia.

Caron Hall

Caron has 20 years experience in the areasof HR management, recruitment andselection, remuneration, labour relations, OD,training and development and changemanagement. She has held senior HRmanagement positions at Dimension Dataand EMC. In 2007, she embarked upon aconsulting career, and has providedconsulting services in the above areas to avariety of industries, including engineering,financial services, chemical and FMCG.

change effectively.

Towards the end of 2011 Catalyst secured a project with Engen Petroleum todevelop an integrated change management (ICM) solution. Engen had previouslyhad various consultants and internal change champions that had been drivingchange in a fragmented fashion within the business without a standardisedapproach or methodology.

A key requirement of the solution was that it had to be web­enabled allowinganyone driving change in Engen to be able to access the methodology and tools.

After an initial review of existing methodologies and tools it was agreed that theCatalyst Change Management Framework be used as the foundation for thedevelopment of the ICM, using existing Engen tools where possible and bringing inCatalyst tools where gaps were discovered.

It was decided that a very small team would be required to develop and deliver thesolution and Alistair Corder and I being the Catalyst members were supported byEngen project manager Phil Ryder. A number of mini­workshops were held wherewe developed the framework, thrashed out content and agreed on tools to be used.Very early in the process we had agreed on the use of an off­ the­shelf commercialsoftware package to develop the framework and capture the content and that wouldalso allow us to publish easily into HTML for web enablement. This proved to be amajor success factor as it meant that we didn’t require the services of a webdeveloper, custom web interfaces or solutions.

After a number of reviews and QA sessions the solution has been refined to asimple to use, yet comprehensive ICM solution. There is some final validationrequired by business owners and then the capacity building of Engen ChangeAgents and other identified stakeholders can begin. It has been a slow project withsome frustrations along the way, but I believe that we have developed a veryexciting web­enabled change management solution.

Back

Aveng Duraset, by Debbie Craig

Aveng Duraset is serious about creating a culture of innovation to underpin itstargeted transformation projects so as to secure its future, and is using Catalyst tosupport them on this exciting journey.

Early this year we were approached by Duraset to assist with building a culture ofInnovation. Erich, our innovation specialist ran a 2 day workshop with the seniorleaders to explore innovation thinking, processes and tools and how to develop aculture of innovation. The workshop was a great success and we were then askedby their newly appointed MD to assist his leadership team with crafting andimplementing a strategic change journey and innovative culture.

An energetic team spent 3 days in the Magaliesberg planning, learning, teaming,having crucial conversations and understanding their roles as change championsand leaders. Four strategic projects were born to drive the transformation journey(growth, people, productivity, innovation). Realising that they required additionalsupport on the journey, we then facilitated a series of capacity building sessions toensure the strategy, the change journey and the projects were driven effectively.These included project management, leading teams, facilitation skills, crucialconversations.

We ended off the year with a 6 month strategic review using a Village of LearningTechnique where each of the 4 strategic project teams, created a learning space ina large room and walked the other teams through their plans, challenges andopportunities and received quality input and feedback. We also ran a collaborationstation where the teams could interact between each other to ensure gaps, overlapsand inter­dependencies were managed proactively.

The team left on a high, feeling positive and empowered to take the company intothe future.

A great piece of feedback from a participant (Desmond) was sent to us after theworkshop:

“Just want to thank you very much for the sessions from Mon – Wed. It is seriouslyworking for me personally and a good indication was the feedback I received fromespecially people that had negative comments the previous meeting. I amincredibly satisfied that I have managed to convert those to positive impacts. Andlook forward to continual growth. Thank You. Des”

financial services, chemical and FMCG.

Kerryn Kohl

Kerryn is the Founder of The CoachingHouse – Talent Cultivation, and is aregistered life and business coach. Sheholds a Masters Degree in Adult andCommunity Education and an Honoursdegree in Psychology, all from the Universityof Johannesburg. Before opening TheCoaching House Kerryn consulted for aglobal management consulting firm andbrings several years experience as a Talentand Organisation Performance professionalinto the realm of Coaching. Kerryn hasexperience across industries and herstrengths lie in coaching, changemanagement, organisational learning,workforce transformation, and performancemanagement.

Book Corner

What Matters Now – Gary Hamel

How to win in a World of Relentless Change,Ferocious Competition and UnstoppableInnovation

I really enjoyed the fresh, honest andchallenging approach to Gary Hamel’s latestbook. The book addresses the followingquestion: "What are the fundamental, make­or­break issues that will determine whetheryour organisation thrives or dives in theyears ahead?" The answer lies in fiveissues: values, innovation, adaptability,passion and ideology.

Values: As trust has waned, the regulatory burden onbusiness has grown. Reversing these trendswill require nothing less than a moralrenaissance in business.

Innovation: Successful products and strategies arequickly copied. Without relentless innovation,success is fleeting. …there’s not onecompany in a hundred that has madeinnovation everyone’s job, every day. Inmost organizations, innovation still happens“despite the system” rather than because ofit. …innovation is the only sustainablestrategy for creating long­term value.

Adaptability: The problem is, deep change is almostalways crisis­driven; it’s tardy, traumatic andexpensive. In most organisations, there aretoo many things that perpetuate the past andtoo few that encourage proactive change.The “party of the past” is usually morepowerful than the “party of the future.” In aworld where industry leaders can become

Back

Tongaat­Hulett Starch (THS), by Andrew Harding

Tongaat­Hulett Starch, confronted with a number of business challenges, havesought assistance from Catalyst to realign the HR function; to equip line managerswith HR tools and techniques; to implement operational excellence good practice;and to develop high­performance teams.

Catalyst continues to engage with THS on a number of fronts. Earlier this year weprovided support and guidance in terms of realigning the HR function to providemore efficient and better support to line management. A manager’s toolkit wasdeveloped to clarify, support and inform line managers on roles and processesbetween HR and line. We are currently assisting with the development of SOP’s forthe HR shared service function.

Although things have been quiet on the THS Operational Excellence front this isgaining momentum and discussions have been held in terms of developing arevised and renewed approach to implementing OpEx at THS mills.

A few months ago, we got a call from the THS Operations Director, to say that hehad another operation that was struggling to meet targets and a team that wasstruggling to function effectively. Debbie spent some time interviewing the top 3levels of management and developed some recommendations which included ateam alignment session, some goal alignment, some leadership coaching andsome core skill training for certain positions.

After some one­on­one leadership feedback and a robust and intense 2 days ofteam alignment, the team returned to work motivated to build the team back into ahigh performing team. We have been pleased to see that the right meetings arebeing held to align goals and activities, and some new priority projects have beeninitiated. Well done to the team and their General Manager for opening themselvesup to the feedback, facing their challenges head on, having the courage to havecrucial conversations and to take the action to get back on track.

Back

National Treasury HR Capacity Building, by Andrew Harding

Catalyst runs HR Capacity Building workshops for the HR Business Partners andvarious other senior members of the Treasury HR department to develop skills andmethodologies in the management of HR projects, and to bolster internal consultingcapabilities

The workshops, facilitated by John Gatherer and I, were conducted in Pretoria andwere well received by the delegates. It was interesting to note that the problems

world where industry leaders can becomelaggards overnight, the only way to sustainsuccess is to reinvent it.

Passion: The average workplace is a buzz killer. Pettyrules, pedestrian goals, and pyramidalstructures drain the emotional vitality out ofwork. Maybe that didn’t matter in theknowledge economy, but it mattersenormously in the creative economy. Theproblem is not a lack of competence, but alack of ardor.

Ideology: Whatever the rhetoric to the contrary, controlis the principal preoccupation of mostmanagers and management.What createsvalue today is the unexpectedly brilliantproduct, the wonderfully weird mediacampaign, and the entirely novel customerexperience.

Time to think by Nancy Klein

Another really insightful read, forcing you toslow down and think about how you think,and how you create safe spaces for others tothink.

The book emphasises the importance ofquality time and safe spaces to thinkintelligently, constructively and creatively asan individual, in groups, in meetings and as asociety. It contains practical tips andsession agendas to ensure that reflective,strategic and creative thinking is optimised.

The Art of Possibility ­ Rosalind andBenjamin Zander

Through uplifting stories, parables, andpersonal anecdotes, the Zanders invite us tobecome passionate communicators, leaders,and performers whose lives radiatepossibility into the world.

An insightful and entertaining compilation ofphilosophies and stories that describe howan attitude of possibility is the key to awonderful, adventurous and inspiring lifethrough the love of music. Presenting twelvebreakthrough practices for bringing creativityinto all human endeavours, The Art ofPossibility is the dynamic product of anextraordinary partnership. The Art ofPossibility combines Benjamin Zander'sexperience as conductor of the BostonPhilharmonic and his talent as a teacher andcommunicator with psychotherapistRosamund Stone Zander's genius fordesigning innovative paradigms for personaland professional fulfilment. The authors'harmoniously interwoven perspectivesprovide a deep sense of the powerful rolethat the notion of possibility can play inevery aspect of life.

View our Website for more in depthinformation on: our Company, Associates,products, articles of interest.

Catalyst Consulting Website: www.catalystconsulting.co.za

I am Talent Website:www.iamtalent.co.za

were well received by the delegates. It was interesting to note that the problemsexperienced by HR are common between corporate and government departmentsand once again proved that the Catalyst material is relevant and universal to all HRpractitioners. Feedback from the delegates included comments such as:

Informative and realistic within a real work environmentI have learned a lot and I will be able to operate more efficientlyThe workshop was very informative and unpacked certain processes andsimplified themVery informative and useful integration process for business

We hope that we can continue to work with HR in National Treasury and take themto new heights of effective performance.

Back

Transnet Talent Management Refresher and Forum, by Debbie Craig

Catalyst partners with Transnet to renew and enhance Talent Management.

Five years after the initial implementation of Talent Management in the TransnetGroup, it was good to be invited back by an old colleague from Resolve (now Talent

Manager at Transnet) to assist with a Talent Refresher Training for all TalentManagers and to facilitate a Transnet Exco session to finalise the top 90 talentcategorisation, development and succession plans. It was rewarding connectingwith some of the old faces and characters and meeting new members of theseteams.

Talks/Articles/Giving Back

Catalyst spoke at numerous conferences and functions during the year to sharetheir knowledge and to contribute to the development of HR professionals andbusiness leaders. These included the IPM conferences in Namibia and SA, variousKnowledge Resources conferences, Conference Hub, SAODN and FNB. All thetalks were well received and invitations extended for 2013. John and Debbiecontinue to write articles. This year “The Paradox of Performance – can you have ahigh performance culture and a great place to work?” was published in The HumanCapital Review and The drivers of success ­ making your mark in the challengingand competitive business world was published in the Financial Mail supplement.Details of the talks and articles below or see our website.

Talks:

Paradox of Performance – SAODN (Debbie and John)Crucial Conversations – KR T&D conference (Debbie)I am Talent – KR Exec PA’s conference (Debbie)Survive to Alive – FNB women’s day conference (Debbie)Talent Management in Financial Services ­ KR (Debbie)Talent Management – IPM Namibia (Andrew)HR as strategic capacity builder – IPM (Debbie)Practical approaches to implementing integrated talent management –Conference Hub (Debbie)

Articles:

Human Capital Review: The Paradox Of Performance – can you have a highperformance culture and a great place to work? – John and DebbieFinancial Mail: The drivers of success ­ making your mark in the challengingand competitive business world – John Gatherer

Back

New Projects

Catalyst and IAOS collaborate to help RMB Corporate Banking navigatechange, by Jonathan Erickson

Catalyst and IAOS are collaborating to support RMB Corporate Banking withbuilding leadership capacity to manage change effectively. Recent restructuring,loss of key players and complex, large scale transformational programs all lead to

www.iamtalent.co.za

I am Alive Website:

www.iamalive.co.za

loss of key players and complex, large scale transformational programs all lead toan environment of rapid change and uncertainty. It is critical that change andcommunication is planned for and managed strategically, systemically andproactively to minimise impact and maximise results.

The RMB group and its RMB Corporate Banking division (RMB CB – formerlyGlobal Transaction Services) are experiencing unprecedented and fundamentalchange, both internally and in the industry. Within this dynamic and volatile changeclimate, a technology enablement programme has been initiated to gain superiorinsights into the needs and expectations of RMB CB clients to rapidly respond totheir transactional banking needs through innovative, technology­enabled, productdevelopment, marketing and service.

It is a significant challenge to manage large, scale, complex change of a businessthat is both building itself for the future and still managing the day to dayoperations, in a way that engages all staff and ensures critical communication andalignment with key stakeholders. Catalyst and IAOS are assisting RMB CB with achange journey in the form of two change streams:

Stream 1, a high­level business imperative, refers to a facilitated process ofdeveloping a change journey plan for the enablement initiative, and buildingcapability with senior managers to professionally drive and manage change.

Stream 2, operationally­orientated, refers to change enablement around six “quickwin” projects which have been identified for swift, visible, embedded and sustainedorganisational traction and change.

Catalyst and IAOS are collaborating to support RMB CB in these strategic andoperational areas of organisational change. Briefing sessions and interviews havebeen conducted, and project teams have been constituted. Structured changeprocesses are being planned over the next three months (until end­February 2013)to ensure that RMB CB can lead and land the various stream and project objectiveswithin the constant and inevitability that is change.

Back

Collaboration and partnering to enhance service, by Jonathan Erickson

Catalyst continues to establish workable and constructive collaborative andpartnering relationships to support the quality of its consulting services to itsclients.

It is a fundamental philosophy of Catalyst Consulting to forge collaborative orpartnering relationships with other ethical consulting organisations and agencies toprovide breadth and depth of service to our clients in the areas of organisationdevelopment, strategic and operational change, culture, talent management, humanresources development, and the like.

Our collaboration with Steve Smith from IAOS, for example, is testimony to the factthat partnering and collaboration can bring about much­needed synergy, variety andcomplementarity which benefits our clients. Additional services, resources andopportunities can be identified and developed to add value in the client environmentas a partnership.

This philosophy continues, and Catalyst is exploring collaborative relationships withKnowledge Resources, SABPP, IPM, SAODN, Confluence, DSPM, EmergenceGrowth Consulting, Forte Advisory Services, Motto Business Consulting, Thornhill,Skills Maestro, Specsoft, Belia Nel, MAC Assessment and Development (MAD),HR Hub, HR Focus, HR Pulse, Career Wise and Rennaisance Talent Solutions toextend its reach, to bolster its resource capabilities, and/or to provide morecomplete consulting and training offerings and support to its clients. Catalyst would like to thank all its collaborative partners for their assistance andsupport during 2012, and we look forward to continuing our relationship with you in2013.

Catalyst Consulting Contact Debbie: +27828725429Contact John: +27837098222Contact Tuppy: +27828590492

E­mail: debbie@catalystconsulting.co.zajohn@catalystconsulting.co.za

admin@catalystconsulting.co.zahttp://www.catalystconsulting.co.za