The morning was filled with thought-provoking discussions, practical strategies, and networking opportunities, all focusing on how to leverage relationships for meaningful organisational impact.
Key takeaways from the keynote address
Shorkend explained that decision-making and innovation in boardrooms are often hindered by systemic behavioural issues, which tend to be ignored. These issues, if left unaddressed, can drain intellectual, emotional, and physical energy, detracting from critical matters. He highlighted the importance of fostering humility and harmony over arrogance and aggression.
“Humility and harmony need to be exercised hard, where the defaults often tend to be arrogance and aggression,” he noted, emphasising that addressing these behaviours early is crucial. He stressed the need for clearly defined “rules of engagement” and intentional high-performance relationships, ensuring that issues are addressed before they become ingrained in the culture.
High-impact leadership agility and risk-taking
For high-impact leadership agility, Shorkend emphasised the importance of authorising leaders to trust their instincts and make decisions without fear of reprisal. He stated, “In order for this authorisation to be in place (and believed in), there needs to be a consistency of lived behaviours demonstrated in the business, and most specifically from board or senior body members.”
He outlined several essential elements, including:
- Measuring what matters: Leaders should reward behaviours that align with company values and objectives.
- Incorruptible autonomy: Business leaders should be trusted to execute their duties with minimal interference.
- Values upheld from ‘Board to Basement’: Clearly defined values should guide actions at every level of the organisation to ensure consistency.
Building trust and fostering candor
Shorkend stressed that trust is built on consistency. Leadership teams should focus on showing up with self-awareness, self-regulation, and the ability to foster psychological safety. “Our behaviour is key… strong and intentional leadership teams focus on this incorruptibly as they understand the impact of not.”
He noted that failing to maintain consistency can lead to breakdowns in communication, faltering collaboration, and a shift from harmonious interactions to forceful dynamics.
Strong relationships as a competitive advantage
In today’s digital and globalised world, strong relationships within leadership teams can offer a competitive advantage. Shorkend referred to this as the “unfair human advantage” – the ability humans have to navigate complex relationships in ways that machines cannot. Teams that master these dynamics are better positioned for success.
“Relationeering is a critical condition for success more so now than ever before,” Shorkend explained, emphasising the need to cultivate relationships for mutual benefit. When teams harness their shared energy – intellectual, emotional, and physical – they become exponentially more powerful and competitive.
Applying insights to leadership roles
Shorkend encouraged attendees to begin by reflecting on their current relationship dynamics. He posed thought-provoking questions: Are their relationships based on clearly defined win-win contexts? Are shared agendas present and understood by all parties?
He advised leaders to reflect on their own behaviours, asking themselves whether they are being dominant or elegant in their interactions. He urged them to aim for “Better Humaning,” where the goal is always to leave others in a stronger position after any interaction, regardless of the nature of the conversation.
Drawing from his experience founding over 20 businesses, Shorkend reflected on the importance of intentional relationships in leadership. “I wish I had learnt this much earlier in my leadership journey… In any of my businesses I am incorruptible about Better Humaning and how we make each other feel.”
He emphasised that focusing on human connection does not compromise performance: “Exceptional performance is a given and anything else isn’t tolerated.”
In his closing remarks, Shorkend highlighted the importance of intentional relationships in all areas of life. “Relationeering is the key ingredient in almost every single touchpoint of our lives. Whether with ourselves or with others, the quality of our experience is largely based on how we set up the relationships for success. Be intentional. Do not leave relationships to chance.”
A discussion
We thank our table hosts (below) for accepting our challenge to facilitate discussions:
- Lauren Anderson, Director, Garrun CFP (Pty) Ltd
- Lucian Carciumaru, Chief Operating Officer, Camargue Underwriting Managers
- Lwando Matha, Group Financial Manager, Garrun Group
- Phumzile Mnisi, Strategic Partnerships Manager, Old Mutual Insure
- Samantha Williams, Head of Legal and Regulatory Affairs, FIA
- Andrew Munro, Human Risks, Lombard
- Tony Webster, MD, Hamtern Financial Services
Thank you
Thank you to all the delegates who attended this event, we hope that the session inspired you, as leaders, on the importance of relationships for meaningful organisational impact.
