Disengaged staff cost firms billions
At the discussion, which formed part of the USB’s series of Leaders Angle talks, she highlighted the results of a survey by Gallup, which revealed the cost of employee disengagement on productivity equates to between $287 billion and $370 billion per year in the US economy.
The research showed that engaged employees in high performance workplaces are more productive, profitable, safer and create stronger customer relationships.
“NeuroLeadership is a relatively new field of study in South Africa that focuses on bringing neuroscientific knowledge into areas of leadership development such as management training, education, consulting and coaching,” said Bruwer.
“The aim behind NeuroLeadership is to assist both individuals and organizations to develop a better understanding of how the mind works, which can then be translated into better management policies of staff, resulting in an improvement in levels of activity at work.”
The four domains of focus that appear to be emerging as the central organizing principles for the NeuroLeadership field include decision making and problem solving; staying cool under pressure; collaborating with others; and facilitating change.
“In order to achieve their best, people need to have the autonomy to make decisions and to have their voice heard, so that they feel able to present new ideas. When this is taken away people begin to get disengaged,” she added.
Edited by Ellie Duncan
A 15 minute video extract of the panel discussion is available on the USB website at www.usb.ac.za
5 minutes with... Janthana Kaenprakhamroy, CEO, Tapoly
Founder and CEO of award-winning insurtech firm Tapoly, Janthana Kaenprakhamroy heads up Europe’s first on-demand insurance platform for the gig economy, winning industry awards, innovating in the digital insurance space, and leading with inclusivity.
Here, Business Chief talks to Janthana about her leadership style and skills.
What do you do, in a nutshell?
I’m founder and CEO of Tapoly, a digital MGA providing a full stack of commercial lines insurance specifically for SMEs and freelancers, as well as a SaaS solution to connect insurers with their distribution partners. We build bespoke, end-to-end platforms encompassing the whole customer journey, but can also integrate our APIs within existing systems. We were proud to win Insurance Provider of the Year at the British Small Business Awards 2018 and receive silver in the Insurtech category at the Efma & Accenture Innovation in Insurance Awards 2019.
How would you describe your leadership style?
I try to be as inclusive a leader as possible. I’m committed to creating space for everyone to shine. Many of the roles at Tapoly are performed by women and I speak at industry events to encourage more people to get involved in insurance/insurtech. Similarly, I always try to maintain a growth mindset. I think it’s important to retain values to support learning and development, like reliability, working hard and punctuality.
What’s the best leadership advice you’ve received?
Build your network and seek advice. As a leader, you need smart people around you to help you grow your business. It’s not about personally being the best, but being able to find resources and get help where needed.
How do you see leadership changing in a COVID world?
I think the pandemic has proven the importance of inclusive leadership so that everyone feels supported and valued. It’s also shown the importance of being flexible as a leader. We’ve had to remain adaptable to continue delivering high levels of customer service. This flexibility has also been important when supporting employees as everyone has had individual pressures to deal with during this time. Leaders should continue to embed this flexibility within their organisations moving forward.
They say ‘from every crisis comes opportunity’, what opportunities do you see?
The past year has been challenging, but it has also proven the importance of digital transformation in insurance. When working from home was required, it was much harder for insurers to adjust who had not embedded technology within their operating processes because they did not have data stored in the cloud and it caused communication delays with concerned customers at a time when this communication should have been a priority, which ultimately impacts the level of customer satisfaction. This demonstrates the importance of what we are trying to achieve at Tapoly in driving digitalisation in insurance and making communication between insurers and distribution partners seamless.
What advice would you give to your younger self just starting out in the industry?
Start sooner, don’t be afraid to take (calculated) risks and make sure you raise enough money to get you through the initial seed stage.