If anyone’s leadership advice is worth taking it is Brand Pretorius’, who, among other achievements, is credited with turning around McCarthy after it was declared technically insolvent in 2001, saving thousands of jobs in the process. He still sits on the board of Italtile and has previously served as a director on many other boards, including Absa, Barclays Africa and Tata Africa.
In Inspirational Leadership: Best Practice from the Business World and the Word, his second book (he published In the Driving Seat in 2013), Pretorius explores leadership with retired Dutch Reformed Church pastor and friend Jurie Schoeman.
The book reads a little like a conversation or even letters between the two authors, with each section signed off by one of them. For example, Pretorius ends an analysis of compelling vision with a quote from US professional basketball player Frank L Gaines: “Only he who can see the invisible can do the impossible.” Schoeman then begins his commentary with: “Those are compelling words … to see the invisible and then do the impossible.”
Each author’s voice remains his own throughout the book rather than a melding of the two — and each writes from his particular areas of expertise. Pretorius draws on his decades of business leadership experience, while Schoeman, as a pastor and doctor of theology, uses Biblical stories and quotes to highlight the qualities of an inspirational leader.
While the references are predominantly Christian, the authors stress that the book should have wide appeal. “We are fully aware of other cultures and belief systems (world views) that have grappled with these issues in their own unique ways. There is true value in these diverse perspectives, particularly in fostering non-judgmental and respectful approaches to life and work. We respect and honour them, while acknowledging that we find a deep sense of alignment and purpose within the Christian worldview.”
Over eight chapters, Pretorius and Schoeman take readers on a journey to help them develop the perspective, insight and compassion so often lacking among executives and managers. Case studies are used to illustrate the lessons. Some of the topics covered include self-leadership, the characteristics of a principled leader and servant leadership, an issue particularly close to Pretorius’ heart.
One of the book’s greatest strengths is that it is based in lived experience, not dry theory. In the chapter on team leadership, Pretorius draws on his time with Toyota and his involvement in applying the Japanese “Kaizen” philosophy — “kai” meaning change and “zen” meaning good, so “change for improvement”. It is clear why such a philosophy can transform an organisation as “perfectionism develops over time — it is never present from the beginning. Arrogance and Kaizen are incompatible”.
SA could certainly do with fewer arrogant leaders — in both the public and private sectors.
The book is easy to read and understand, though what it has to teach is profound and, if applied, potentially transformative.
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