1. SHELL SOUTH AFRICA Busara – Leadership & Governance Seminar Bonang Mohale 30 August 2013

2. Copyright of Shell South Africa Upstream B.V.2June 2012Copyright of Shell South Africa Upstream B.V.2June 2012 Shell Organisational Model

3. Copyright of Shell South Africa Upstream B.V.3June 2012Copyright of Shell South Africa Upstream B.V.3June 2012 Shell Organisational Model Example elements of organisation capability

4. Copyright of Shell South Africa Upstream B.V.4June 2012Copyright of Shell South Africa Upstream B.V.4June 2012 CONVERGENCE UNCERTAINTY AMBIGUITY - Strategic Intent - Connecting to higher purpose - Generating followership - Open space - Difficult to quantify - Uncomfortable - Less measurable - Control - Known - Data - Easily measurable - Data - Known - Control - Comfort Sergeant Major LC + NC JG2-1 Influencing Doing DIVERGENCE

5. Copyright of Shell South Africa Upstream B.V.5June 2012Copyright of Shell South Africa Upstream B.V.5June 2012 Building Resilience For Health, Happiness and Performance Resilience as a learned capacity to: Bounce back from adversity  Toughness & recovery skills Thrive on challenges  Engagement, optimism Positive impact on others  Empathy & compassion Reach full potential  Exercise talents in a meaningful way

6. Copyright of Shell South Africa Upstream B.V.6June 2012Copyright of Shell South Africa Upstream B.V.6June 2012 The Resilience Modules Introduction What is Resilience? Make connections Avoid seeing crises as insurmountable problems Accept that change is part of living Move towards your goals Take decisive actions Look for opportunities for self- discovery Nurture a positive view of yourself Keep things in perspective Maintain a hopeful outlook Take care of yourself

7. Copyright of Shell South Africa Upstream B.V.7June 2012Copyright of Shell South Africa Upstream B.V.7June 2012 Strategic Journey 7 20092010201120122013

8. Copyright of Shell South Africa Upstream B.V.8June 2012Copyright of Shell South Africa Upstream B.V.8June 2012 Four Paradigms 8 I See Myself I See You I Seek You Out I Synergize with You

9. Copyright of Shell South Africa Upstream B.V.9June 2012Copyright of Shell South Africa Upstream B.V.9June 2012 From Leader-Follower to Leader-Leader 9 Control Mechanisms Competence Mechanisms Leader- Leader Model Clarity Mechanisms

10. Copyright of Shell South Africa Upstream B.V.10June 2012Copyright of Shell South Africa Upstream B.V.10June 2012 Control Mechanisms Find the genetic code for control and rewrite it. Act your way to new thinking. Short early conversations make efficient work. Use “I intend to …” to turn passive followers into active leaders. Resist the urge to provide solutions. Eliminate top-down monitoring systems. Think out loud (both superiors and subordinates). Embrace the inspectors. 10

11. Copyright of Shell South Africa Upstream B.V.11June 2012Copyright of Shell South Africa Upstream B.V.11June 2012 Competence Mechanisms Take deliberate action. We learn (everywhere, all the time). Don’t brief, certify. Continuously and consistently repeat the message. Specify goals, not methods. 11

12. Copyright of Shell South Africa Upstream B.V.12June 2012Copyright of Shell South Africa Upstream B.V.12June 2012 Clarity Mechanisms Achieve excellence, don’t just avoid errors. Build trust and take care of your people. Use your legacy for inspiration. Use guiding principles for decision criteria. Use immediate recognition to reinforce desired behaviors. Begin with the end in mind. Encourage a questioning attitude over blind obedience. 12

13. Copyright of Shell South Africa Upstream B.V.13June 2012Copyright of Shell South Africa Upstream B.V.13June 2012 Don’t just Empower – EMANCIPATE! 13

14. Copyright of Shell South Africa Upstream B.V.14June 2012Copyright of Shell South Africa Upstream B.V.14June 2012 14