Slide background

Schuitema enables its clients to achieve excellence in 3 areas:

  Personal Excellence

  Leadership Excellence

  Team Excellence

In all three contexts, Schuitema helps individuals and groups to transform their intent through the shift of attention from taking to giving.
In each context the Schuitema process comprises three elements; establishing the criteria for excellence, diagnosing against the criteria and remediating against the criteria.

Personal Excellence

Print Friendly

The Schuitema leadership approach is based on the premise that personal mastery and successful leadership of others are one issue not two.

The Care and Growth leadership model emphasizes that the key problem facing leaders at work is to establish legitimate power or acceptance of their authority by those they lead. Legitimacy is gained only when leaders care for and grow those in their charge.

To grow others implies a willingness to entrust responsibility to them. It means that the person who is doing the enabling has to have the courage to take the risk that is involved in trusting and hence entrusting others.

This capacity to take a risk with others relates directly to a person’s basic assumptions about existence. If a person is convinced that the universe is an unfriendly place then they are bound to be nervous about taking risks in their life generally and with their subordinates particularly.

Furthermore, the criterion of Care has an unconditional requirement associated with it. In other words, to truly Care for people requires a remarkable degree of maturity and personal mastery of the person doing the caring. In short, you cannot lead anyone else if you are not in the first instance in charge of your own life.

Schuitema provides workshops in the area of Personal Excellence, each of which explores the key elements of personal excellence which are necessary for success, both in terms of leadership of others and personal fulfillment. The workshops are listed on the right »


Schuitema advocates the keeping of a journal or a diary as a structured process for enabling an ongoing maturation of intent. The diary allows a person to reflect on events in their day to day lives and to distil the lessons from them. It also affords a person an opportunity to see the connectedness of all things, and ultimately how they connect to others.

Schuitema believes that the universe that surrounds you has you at its centre. From this point of view nothing which you experience is arbitrary. It all has meaning and it all relates to you.

Keeping a journal is therefore a key activity for reflection. It allows an individual to pull back from day to day events so that they can, proverbially, see the wood from the trees.


Schuitema assists individuals in client organisations to further their personal maturation, post a Personal Excellence or Personal Mastery Programme, by providing a coaching or mentoring service to them.

The service is conducted consistently with the framework provided by the book Intent – Exploring the Core of Being Human (2004).







Print Friendly

Schuitema argues that organisations succeed to the degree to which their members are committed to the organisation’s objectives. In successful organisations people give more than they take, willingly.

Before managers can expect subordinates to be in the relationship to give anything at all, they have to give something themselves. That something is very specific; it is a sincere and genuine concern for employees as human beings not human resources (care) and a deliberate intention to help subordinates to realize the very best in themselves (growth).

Schuitema runs workshops for those in leadership positions (managers and supervisors) which establishes an understanding of the Care and Growth Leadership Model and its application in the workplace. The key content of these workshops derives from Etsko Schuitema’s book Leadership: The Care and Growth Model (2004) and Wendy Lambourne’s article Beyond Management (2008). The workshops on the Care and Growth Leadership Model are listed on the right »


The Diagnostic component of Schuitema’s work in the area of Leadership Excellence has three elements, which can be done independently or in combination with one another. These three elements are in addition to and complement the self diagnosis which leaders do when they attend the Care and Growth – Principles and Practices – Four Day Workshop. The three elements are as follows:

The Leadership Audit

An assessment of how individual leaders and the leadership as a whole are currently aligned to the Care and Growth Criteria based on their subordinate’s perceptions of their leadership capability.

The deliverable from the Leadership Audit is a profile for each individual leader in the organisation. The profiles are compiled from subordinate feedback either through direct mail questionnaires or face-to-face interviews as appropriate.

The purpose of the profile is to indicate to the leader areas of strength opposite the Care and Growth criteria as well as focus points for improvement. An individual remedial plan based on the profile can support a process for coaching improvements in the leader’s behaviour.

Individual profiles can be aggregated for departments, levels and the organisation as a whole. Schuitema has an extensive database of profiles allowing for individual and organisational comparisons to be made.

The Leadership Audit can be repeated on an annual basis to measure improvements in leadership behaviour over time.

Employee Opinion Survey

An assessment of the degree to which the leadership of an enterprise are seen to be legitimate and therefore worthy of support by employees. The degree to which management is trusted or not and the reasons for this.

The Schuitema survey of the climate of employee opinion was developed under the auspices of the South African Chamber of Mines Research Organisation in the 1980’s.

The development of the instrument was done in the context of the industrial and political instability at the time and was concerned with establishing the key diagnostic requirements that would enable leaders of enterprises to address the core issues that accounted for employee discontent.

In the course of eight years of research into the matter the following was established:

  1. That there were fundamental criteria whereby the leadership of the enterprise was seen to be legitimate and worthy of support by employees.
  2. That in terms of these criteria any group, no matter how unstable or healthy, had two fundamental populations: a group of people who were anti-establishment and a group of people who were pro-establishment.
  3. That these two groups would always exist but what leadership could influence was the size of the positive group.
  4. The bigger the positive group became the more positive trust in management became for both groups.
  5. Growing the positive group was greatly facilitated by the degree to which management had access to the following information:
    1. To what degree do employees trust various levels of leadership in the organisation.
    2. To what degree is first line supervision seen to have the authority to adequately deal with employee concerns.
    3. What are the roles that are appealed to in order to address work related problems by both groups.
    4. What media are seen as credible sources of information by both groups.
    5. What are the information or content requirements of each group.

The research referred to was also the basis for the development of the Care and Growth Leadership Model. This implies that not only does the client get a thorough understanding of the climate of employee opinion in the enterprise, but also has access to a model on which to base an effective remedial strategy.

Organisation Diagnostic

An assessment of the organisational context against the Care and Growth criteria. Ascertaining what organisational changes need to be made to support a sustainable implementation of the Care and Growth Framework.

The Organisational Diagnosis goes beyond opinion (surveys) and perception (audit) to an understanding of what organisational changes are required to sustain Care and Growth within the organisation.

The deliverable to the client is an assessment of the organisation against 10 Organisational Elements and specific recommendations for improvement. The Diagnostic conducted on the client’s site(s) can include a selection or all of the following types of analysis:

  • An analysis of employee data looking for trends and opportunities.
  • A review of people systems, specifically performance management, discipline and reward systems.
  • The development and analysis of the company’s Value Added Statement.
  • A review of organisational structure to determine how enabling or disenabling structures are to Care and Growth.
  • A review of performance measures and performance management systems.
  • An assessment of operational review meetings at all levels through attendance at a representative sample of meetings.
  • The use of the Leadership Diagnostic to determine the command issues behind performance concerns and the potential benefits of addressing the issue(s).
  • Shadowing of individual leaders in their leadership role.
  • Conducting interviews with key people using a structured interview format.

The three diagnostic indicators form the basis for both remedial action and ongoing assessments of the state of leadership throughout the organisation.


During the Implementation phase of an intervention, Schuitema assists those in command positions to apply the Care and Growth approach to transforming the people side of the business. Each implementation process is, by definition, unique to the client. There is no standard recipe.

Schuitema’s intention in any implementation project is to enable the client to transform themselves on an ongoing basis using the leadership excellence criteria which they have been given.

Any Care and Growth Leadership Intervention should realize the following:

  • The leadership of an enterprise are seen to be legitimate and have the support of the majority of employees being led by them.
  • The spirit of the average reporting relationship is subordinate not boss centred.
  • The organisations systems and structures are increasingly enabling.
  • People take accountability for and are held accountable for their contribution.
  • Leaders are acting in every situation for what is correct as opposed to what is expedient.

To support client organisations in implementing the Care and Growth Framework, Schuitema has developed a combination of application modules / workshops, leadership tools and consulting support in the following specific aspects of the Care and Growth Framework.

1. CARE: Living the Care and Growth Values

The Care and Growth model argues that the core criterion for success as a leader is intent; what leaders elect to make important to themselves.  In any command situation, a leader has a choice to act on the basis of their needs or values.  A leader who is values driven demonstrates this by acting for reasons other than self interest, by doing what is correct rather than expedient.

Schuitema helps client organisations to understand the values which are operative in typical command situations and what acting in accordance with these values means practically. Schuitema also helps clients to choose and define the values which they will ascribe to, assess their current behaviour against them and take whatever action is required to live the values in their day to day leadership practices.

2. MEANS: Designing Enabling Structures

The way that work is organized and designed can either enable or disenable employee contribution.  Schuitema’s view on good organisational design is based on three beliefs and five design principles.

Schuitema works with client organisations to help them design structures that promote the Care and Growth of people in their organisation.  Schuitema reviews current structures and makes improvement recommendations in accordance with its design principles.  It also helps clients to construct enabling structures following a particular design process.

3. MEANS: The Issue of Time and Attention

If leaders care for their people this will be visible and demonstrable from where they spend their time and what they give attention to.  This is because one has time for the things one cares about.  The shift in attention from task/result to people is consistent with the shift in attention from outcome to process.

Schuitema helps leaders to analyse where they are currently spending their time and what they are giving attention to.  Schuitema also enables leaders to set up their own leadership diary based on an understanding of the 7 Possibilities that leaders have in terms of what they can give any one of their subordinates at any point in time.

4. MEANS: The Issue of Control and Authority

There is an absolute relationship between the growth of people and the twin issues of authority and control.  The growth of people requires an incremental suspension of control commensurate with the maturity of the subordinate.  Empowerment through the suspension of control affects both where authority is vested in the hierarchy as well as the manner in which horizontal business processes are executed in the business.

Schuitema assists client organisations to systematically review the whole issue of authority and control in their enterprise.  Schuitema also teaches leaders how to empower both vertically (the 5 steps to empowerment) and horizontally (snake-killing process).  The sum effect is the freeing up of people to serve both internal and external customers.

5. MEANS: Clarifying Contribution

Clarity of contribution is a critical enabler of contribution.  It is the means issue which most people in organisations believe, if addressed, will most enhance the value that they can add to the organisation.  Clarity of contribution is, moreover, a precondition for holding people accountable for their contribution.  This is because it is not possible to fairly assess and reward people for their contribution, if their contribution has not been clarified and agreed in the first place.

Schuitema teaches leaders to identify and clarify contribution both at the level of the role and in terms of the specific contribution required by an individual within any given reporting cycle.  Developing clarity of contribution in the context of the results to be achieved, lays the foundation for a performance management system based on contribution.

6. ABILITY: Coaching for Excellence

One of the consequences of inverting the line of service, such that relationships are subordinate rather than boss centred, is that leaders need to develop a coaching as opposed to a reporting relationship with their subordinates.  This implies practically speaking that the task is used as the means to grow the person rather than that the person is used as the means to get the job done.

Schuitema assists leaders to set up and implement coaching plans for each of their direct reports.  The plans specify the learning need and hence the learning opportunity which will be the focus of the coaching.  The plans also determine the tasks which will be used to address the subordinate’s learning opportunity and the role of the coach while the task is being done.

7. ABILITY: Coaching the “Why”

It is naïve to believe that employees will give unconditionally in the pursuit of enriching the owners of the enterprise.  Employees only give unconditionally for a cause worth rising above their self interest for.  This cause, this motivating ‘why’, is referred to as benevolent intent.

Schuitema helps client organisations to develop an understanding of the benevolent intent of their organisation.  Schuitema also assists organisations to determine the benevolent intent of specific roles in the company and establish a clear line of sight between the benevolent intent of the task and of the organisation.

8. ABILITY: Measures

The Care and Growth Model argues that organisations will only solicit contributory behaviour when they measure contribution.  The only accounting format which measures contribution is the Value Added Statement which measures how well the organisation is both generating and distributing wealth among all its stakeholders.

Schuitema assists organisations to develop and interpret the Value Added Statement for their business.  It also assists workgroups to determine the critical scores/measures which are their responsibility and which contribute to both wealth generation and sensible wealth distribution in their part of the organisation.  Finally Schuitema coaches leaders in the use of their scoreboard to perfect the process and achieve sustainable results. 

9. ACCOUNTABILITY: Making Masters

One of the problems in organisations is that people do not feel that they have control over their own lives at work.  They therefore gripe and behave like victims.  Growing people means to make masters out of victims.  To change the victim’s mentality to one of taking accountability and being accountable for the situation that they are in.

Schuitema has developed a very powerful process for making victims into masters.  This process is called the Gripe to Goal Process. Schuitema helps leaders to build their ability in the use of the Gripe to Goal Process and supports them in using the process to address victim behaviour whenever it arises in the organisation.

10. ACCOUNTABILITY: Dealing with Exceptions

Every time an exception (positive or negative) occurs in a business there is an opportunity, forded by the exception, to understand and act on command issues which sit behind every exception.  Sustainability of results are achieved not by fixing the result directly but by addressing the leadership causes of the result at every level in the line of command.

Schuitema teaches leaders how to deal with exceptions in their business.  Schuitema helps leaders to develop their expertise in the use of Schuitema’s Leadership Diagnostic Methodology.  Finally it assists the executive of the business to determine how best to use and implement the Leadership Diagnostic in their business.

11. ACCOUNTABILITY: Assessing, Reviewing & Rewarding Contribution

Results can be measured at a distance.  Contribution, on the other hand, can only be assessed by ‘watching the game’.  Having specified the contribution to be made, leaders need to regularly review contribution in a manner which enables enhanced contribution into the future.  Finally reward must be commensurate with contribution made.

Schuitema assists client organisations to design and implement an individual performance management and reward system aligned to the Care and Growth principles of accountability.  It also helps leaders to hone their abilities in the key skills of observation / watching the game, feedback on what was observed and review of contribution made.








Print Friendly

It is very important to understand that the capacity that people can, and do have, to make a contribution has very little to do with how much they have or how much they know. This capacity to give lies at the level of the will or intent.

Peoples’ preparedness to give unconditionally is, in the first instance, solicited by the leadership of the group. People go the extra mile for someone, the leader of the group, who cares for and grows them. In addition to this there are four critical variables which account for successful teams.

Firstly the team has a vision or an objective that solicits the intent to contribute. Secondly each member understands how their individual role contributes to orchestrating the success of the team. Thirdly, there is mutual respect among members of the team. This is evidenced when each member of the team confirms the significance of the other members. When they deliberately set up the other members of the team for success.

Finally, the behaviour of team members is fundamentally values driven. Team members demonstrate that they are able to differentiate between what is correct and what is expedient in any situation and they act on the basis of what is correct.

Schuitema enables client organisations to build contribution-focused, value adding teams through our TEAM EXCELLENCE workshops.

Schuitema also works with those who directly contribute to the achievement of the group’s objectives by enabling them to engage their will in the noble purpose of serving a customer. To this end Schuitema provides the following Service Excellence Workshops listed on the right »


Schuitema has developed two instruments to assist client organisations to diagnose themselves against the team excellence criteria.

The first of these is a Peer Questionnaire completed by each member of the team with respect to the contribution made of each of the other team members. Each member of the team is presented with their own Peer Profile, as a basis for distilling their strengths and weaknesses as a member of the team. The overall Team Profile provides a platform for the Team to discuss the health of relationships in the team and improve the overall team’s functioning.

The second diagnostic instrument is a Customer Survey customized to meet the team’s specific needs and circumstances. The Customer Survey feedback is used by the team to analyse how well the team is serving the needs of its customers. It assists the team to understand what it needs to do to enhance its customer driven and contributory behaviour.


Schuitema assists client organisations to establish effective operational teams throughout the enterprise which are focused on contribution. Schuitema does this by providing the following services.

Firstly Schuitema assists client organisations to engage the will of their people through commitment to a noble cause. It assists organisations to uncover the benevolent intent of the enterprise and develop a clear direction and strategy for achieving it. A clear line of sight between each individual’s contribution and the bigger purpose and meaning of the organisation is forged through this process.

Secondly, Schuitema works with the client to establish a set of balanced measures / scoreboards for each workgroup as a basis for ongoing feedback on the results of their contribution. Schuitema then provides coaching for workgroups in the running of effective operational and strategic review meetings focused on improving performance and building organisational capability. The outcome of the process is right focus at every level in the organisation and powerful workgroups that are enabled to consistently improve organisational results.

Finally, Schuitema works with client organisations to systematically review and revise horizontal business processes. The Schuitema methodology delivers an enabling organisational context where controls and minimized and accountability restored.

Book a Course