CLE1.7: Leadership Part 3 Performance Leadership

What is it

Understanding Performance Leadership and the Managers / Team Leaders role in its implementation. The aims of Performance Leadership being to:

  • Agree job requirements, set individual and/or team objectives, performance and behavioural standards that align with the organization as a whole.
  • Empower individuals to perform optimally.
  • Gain role clarity.
  • Improve communication between team leaders and team members.
  • Agree and maintain acceptable levels of performance and behaviour.
  • Identify appropriate opportunities for development.
  • Give and receive continuous feedback on performance and development.

Course Coordinator: Eileen Arnold
Course Administrator: Eileen Arnold
Course Facilitators: Ria Wills

Ria Wills Biography

Ria Wills is a founding director of Ntinga Transformational Consulting Services (Pty) Ltd founded in 1994, and Transformational Consulting Services founded in 1992. NtingaTCS is a consultancy dedicated to working with organizations in their quest to achieve sustainability through continuous learning and the harnessing of the latent learning potential and creative capacity of their people.

One of her ardent passions is developing the internal capacity of organizations through helping others to develop the competencies required to embrace a culture of continuous learning and change. Ria’s experience lies in the facilitation of organizational learning, including facilitator and leadership development, learning intervention design and development, and whole system transformation. She has more than 35 years experience of working in the learning and leadership development arena.

She is a registered Generalist Practitioner with the South African Board of Personnel Practitioners and works on an ongoing basis with some of the top companies and academic institutions in South Africa. She also has extensive experience of working in sub Saharan Africa.

CLE1.3: Leadership Part 1 Personal Leadership

Personal Leadership is about proactive personal “management”. Taking charge of our lives at this very difficult time. It’s about developing and adopting a personal vision for yourself that you are truly committed to in order to maximize your true potential. In the words of Deepak Chopra: “You believe that you live in the world, when in fact the world lives within you.” There is so much potential at your fingertips and it is up to you to find that within yourself and to decide how you are going to use it – nobody else can do that for you.

You need to understand why you think what you think and act in the way that you do! Dealing with the uncertainties and challenges of living and working in a world challenged by the fallout of the Covid pandemic, requires personal leadership. The true and deep transformation that is required for the long-term sustainability of organisations also requires personal mastery.


Why wait for any more ife-changing events to shake you up and “tell” you that you need to effect changes in your life.


Course Coordinator: Eileen Arnold
Course Administrator: Eileen Arnold
Course Facilitators: Ria Wills

Ria Wills Biography

Ria Wills is a founding director of Ntinga Transformational Consulting Services (Pty) Ltd founded in 1994, and Transformational Consulting Services founded in 1992. NtingaTCS is a consultancy dedicated to working with organizations in their quest to achieve sustainability through continuous learning and the harnessing of the latent learning potential and creative capacity of their people.

One of her ardent passions is developing the internal capacity of organizations through helping others to develop the competencies required to embrace a culture of continuous learning and change. Ria’s experience lies in the facilitation of organizational learning, including facilitator and leadership development, learning intervention design and development, and whole system transformation. She has more than 35 years experience of working in the learning and leadership development arena.

She is a registered Generalist Practitioner with the South African Board of Personnel Practitioners and works on an ongoing basis with some of the top companies and academic institutions in South Africa. She also has extensive experience of working in sub Saharan Africa.

CLE1.4: Leadership Part 2 Building the Team

In this course participants are helped to manage themselves and others in a team. The key principles of group dynamics will be explored i.e. roles, patterns in group behaviour, and the group as a system. We will look at how the team leader manages him or herself, team development, building and sustaining healthy teams, managing power, rank and diversity in teams and finally, managing conflict in teams.

The following topics will be covered in the course:

  • Managing yourself in a team:
    The logic of the psyche – the basic mechanisms of psychology;
    The key principles of emotional intelligence;
    The importance of self-awareness;
    The role of anxiety in self-management;
    The role of the individual unconscious;
    Managing your defence mechanisms;
    Managing your emotions;
    Managing inner conflict
    Developing your self-awareness.
  • Managing relationships in teams:
    The basic principles of team dynamics;
    The impact of rank and power differences in teams;
    Communication principles for healthy teams
    Guidelines for healthy workplace relationships in teams;
    Containment skills to improve team relationships;
    Conflict resolution skills.

Course Coordinator: Eileen Arnold
Course Administrator: Eileen Arnold
Course Facilitators: Helene Smit

Helene Smit – Biography

Hélène Smit is a specialist in the use of depth psychology theory in facilitation, conflict resolution and leadership development, building psychological and systemic literacy and integrity in individuals and groups in a variety of settings.  Specifically, she is skilled in helping small and large groups deal with seemingly intractable and chronic conflicts and dilemmas. She lives on a farm in the Cederberg mountains and travels nationally and internationally to do her work.

Professional history and experience

Hélène originally trained and worked as an English and Mathematics high school teacher but left in 1993 to start her own firm called Feather Learning (Pty) Ltd, an organisation that primarily offers facilitation services. For the past 27 years, Feather Learning has also offered a variety of training courses including psychological literacy, facilitation, and leadership development.

Through Feather Associates, Hélène facilitates a variety of processes, including team building, strategic planning, stakeholder involvement and conflict resolution in a range of contexts and sectors. She has worked with NGO’s, Local, Provincial and National Government, Parliament and many large and small business organisations. One of the highlights of her work is her recent facilitation of the leadership development of Southern African Development Community (SADC) Chief Justices and other senior judges in the three-year leadership course offered by the Judicial Institute for Africa at UCT (JIFA). 

Hélène is a trained Executive Coach and holds a Certificate in Executive Coaching from the Tavistock Institute. She uses a variety of coaching methodologies, depending on client needs. However, she specialises in what she calls “Depth” Coaching, in which she considers the deep underlying patterns for individual functioning and performance. She has coached senior executives and academics from a range of institutions. 

In addition to running Feather and working as a facilitator and coach, Hélène was a Visiting Senior Lecturer at the UCT Graduate School of Business in the areas of psychological literacy, systems thinking, people skills, change management, diversity management and facilitation for 17 years. She lectured on the MBA, Executive MBA, AIM and other executive programmes. Hélène has also taught at Henley Business School, Gordon Institute of Business Science and Duke Executive Education. Together with the South African College of Applied Psychology, Hélène launched the (first of its kind) National Diploma in Facilitation and was the Programme Director for five years. Hélène was recently included in the book “50 Faces of Wits Business School” which profiles 50 exceptional alumni who have graduated from Wits Business School over the past 50 years.

Non-profit work, research and creative interests

In 2013, Hélène established The Depth Leadership Trust, a non-profit organisation that aims to develop and promote understanding of depth psychology amongst leaders, organisations and civil society. The Trust is also involved in a variety of small community projects that help people find their voices and develop their leadership capacity. As part of the Trust, in 2017, she started and still runs the Prince Albert Skills School, a small school for marginalised teenagers who have dropped out of the formal schooling system.

Hélène’s main interest is the application of depth psychology principles to group contexts. This involves working with unconscious processes in organisations and general society, in order both to unleash greater creativity and to minimise the negative organisational impact of under-the-surface conflict. Hélène has published three books, the first called The Depth Facilitator’s Handbook which describes facilitation skills in detail. The second one is called Beneath – Exploring the Unconscious in Individuals, a book for a general audience that explores the functioning of the unconscious mind in order to unleash potential. Her third book, called Depth Leadership, was published in December 2013 and teaches the theory and practice of depth psychology to leaders. In 2017, Hélène completed the making of a feature film called Eerstewater (First Water)which tells the true stories of some remarkable Prince Albert residents, and which illustrates the ideas in Beneath. The film was selected for and screened at the 2018 Encounters International Documentary Film Festival.

For the past six years, Hélène has run the Every Voice Matters collaborative art installation project which explores various themes that emerge from the nexus of art, science, psychology and social activism. Her recent work in this project includes working with farmers who are struggling with the impact of climate change.

Hélène is working to the completion of a PhD in 2020 that will offer a model for the design of business school curricula which build deep integrity in students of leadership, so that, over time, they develop an internal moral ecology that addresses the complex and conflicting demands of individual, collective and systemic well-being.

CLE1.2: Achieving Strategy through Operational Excellence

The course will focus on the principles of OE in the HE environment. Operational excellence is described as a system for optimising performance through the effective management of people, processes and products or services. Within HE, OE aims to achieve a stable and visible flow of value to staff, students and other stakeholders through the fundamentals of managing people, processes, facilities, and the services that the university offers through its academic programmes, research, consulting or technology-transfer programmes.

An integral aspect of the course is providing participants with the opportunity to relate the methodologies of operational excellence to their own sphere of responsibility within their university. Therefore, this course will allow participants to develop their own framework for OE implementation based on the design of lean value streams with the clear purpose of optimising performance whilst acknowledging the increasing complexity of the environment in which the university functions.


Course Coordinator:Eileen Arnold
Course Facilitators:Prof. Rene Pellissier



René Pellissier is a strategist, researcher and systems engineer.   She is the recipient of several merit awards as researcher, has written, or contributed to, textbooks and countless scientific publications on technology and innovation-research convergence and on complexity in the management sciences.  She has held several executive and academic positions in Europe, the United States of America and in Africa, thus understanding the complexities of management and strategy, nationally and internationally.  Yet, she believes her heart belongs to Africa. She has published over 50 research articles, supervised nationally and internationally mode that 50 M& D students successfully, all of which still refer to her as MamaBoss and, who then become part of the elite ‘Einstein group’ she formed as research-led community of practice.  She is a sought-after keynote speaker regularly standing in for the VC in at international events. 
René says her fundamental flaw is her questioning nature and non-acceptance of status quo whilst driving change.  Her specializations are on the impact of technology on the future world of work due to 4ir and the future world of work based on black swans such as COVID-19. She is a sought-after presenter, facilitator, mentor and trainer with more than 30 years’ experience in the field.   She was the lead strategist in the design and implementation of CPUT’s new Vision 2030, as well as the designer of the smart internationalization strategy and the RTI Blueprint v 2 based on trans-disciplinary knowledge production using mode 1, mode 2 and mode 3 science. She was advisor to the DVC and VC.
René  holds  PhD (Systems Engineering) from University of Pretoria, an MSc (Mathematical Statistics)(Cum Laude), University of Pretoria and an MBA (Cum Laude) from the University of Stellenbosch.  She has recently retired from CPUT and is working as strategy and research consultant focusing on 4IR and the emergence of Black Swans in a VUCA environment, specialising in the complexities of HE globally.
She holds the following honorary international positions:
Adjunct Professor, University of Reading, UK
Visiting Professor ESC-Rouen, France
Adjunct Professor, Dept of Mechanical and Industrial Engineering, UMass Amherst, USA
Extraordinary Professor, University of the Western Cape
Professor Emeritus, University of South Africa
Faculty Associate, The Albert Luthuli Centre for Responsible Leadership, UP

CLE1.1: The Higher Education Context

The Higher Education Context – Orientation to the South African Higher Education Planning, Policy and Regulatory Landscape course orients the delegate to the context Southern African public higher education institute staff must operate in, with consideration to local and global factors.

This key course sets the context in which staff working in South African public higher education institutions must operate. It provides an overview of key trends that impact on higher education globally, as well as specific planning and policy considerations in the South African higher education landscape. Against this broad background, the course turns to planning, governance and management within higher education institutions, considering the role of key structures such as Council, Senate and Institutional Management in the governance and management of the university, the contextual considerations that inform institutional planning, and the dynamics of institutional decision-making within various approaches to the organisational design of a university.


Course Coordinator:  Prof. Rene Pellissier
Course Administrator: Eileen Arnold
Course Facilitators:




Prof. Ahmed Bawa, USAf
Dr Whitfield Green, DHET
Dr Thandi Lewin, DHET
Prof. Lis Lange, UCT
Dr Derek Swemmer