By: Roelof van den Berg - CEO of the Gap Infrastructure Corporation (GIC)

The difference between short-lived entrepreneurs and those who build institutions that last is simplicity – applying their own version of Occam’s razor within the milieu of commercial imperatives.

This is not simplicity for simplicity’s sake. Complexity in business is part and parcel of leadership. A leader’s role is to weigh different choices and make decisions based on the inputs received, applying judgment and acting in line with the organisation’s strategic imperatives.

Simplicity is an organising principle that breaks down complexity so that the consequences of every decision remain manageable rather than overwhelming. As an avid follower of sport, I’ve seen this behaviour repeated in microcosm by the very best. They’re calm in crisis, energetic amid lethargy, and focused when surrounded by distraction.

Yet, simplicity alone isn’t enough. It’s the simple behaviours you exude in pursuit of excellence that matter. If I were to summarise some of these behaviours, they would be:

• Holding yourself accountable
• Being present
• Listening actively

This isn’t an exhaustive list, but these behaviours sit at the core of daily organisational life. Their consistent application promotes an environment where disciplined progress becomes part of the internal culture.

Accountability: A strength to set standards in pursuit of excellence

I co-founded Gap Infrastructure Corporation (GIC) in 2009. My ambition was to build a multifaceted organisation that would make a discernible and positive impact on South African society.

Today, while we’re very proud of the progress we’ve made, we’re nowhere near finished. As a leading infrastructure developer, our mission at GIC is to change lives. If we’re not changing lives through the projects we deliver, we’re not creating value for the communities that rely on our expertise and the stakeholders who support our work.

It’s a mission I feel personally accountable for, and accountability is a non-negotiable for every GIC team member.

So, where does simplicity fit in? Accountability is the simplicity of success or setback. Were you successful in what you sought to achieve? Did you do everything you could to achieve the desired outcome? If you weren’t successful, what did you learn?

These questions can largely be answered with a yes or no. The moment “but” enters the conversation, I’m immediately concerned. “But” immediately usually introduces justifications and complexity, often as a way to avoid an uncomfortable truth about why a desired outcome wasn’t reached.

Avoiding accountability is human. It’s rooted in self-preservation, since it’s an impulse that anticipates a negative result. That’s why it's a behaviour I cherish, as true accountability rests with the individual. Systems may encourage it, but the choice is always personal.

If a person holds themself accountable, it suggests a predisposition that’s open to feedback and prioritises the interests of the collective in pursuit of common objectives.

In this way, accountability is strength. It means owning your responsibilities, not wallowing in what went wrong, or too easily celebrating success. It demands an answer to the question: “What’s next?”

Accountable teams and environments foster shared trust more quickly than otherwise possible. Team members are empowered to share their true opinions because there is a shared understanding that, regardless of how they’re communicated, ultimately, the organisation benefits.

If the organisation benefits, it’s moving closer to achieving its mission.

Take everything in, be present, and listen actively

Entrepreneurship isn’t for the fainthearted. Survival alone is an achievement. Every moment matters because it can be difficult to discern the value of a promising conversation or meeting until it’s too late.

Throughout my career, I’ve had countless conversations that initially appeared commercially promising. However, when considered in the quiet of the day, I’ve often tempered my expectations because I have processed all of the information received in that interaction.

It could be the way a person shook my hand at the conclusion of the meeting, their body language when discussing their motivations, or how they described solving a particular problem.

To gather meaningful information, you must be present. Showing up isn’t enough. Being present means devoting your full attention to what‘s in front of you. It means engaging both with the person and the subject matter to the degree that it becomes your only focus in that moment.

Active listening follows. It means to truly listen to what a person says and not make immediate judgments based on your personal biases. By doing so, you give your mind the best possible opportunity to weigh the merits of what’s said as objectively as possible.

Described simply, active listening is the effort required to maintain an open mind.

Modern society and constant digital distractions work against this. Studies have shown that it can take up to 25 minutes to regain focus after an interruption.

Leadership means gathering as much insight as possible so that your decision-making is informed to the maximum degree.

That means listening more than speaking, while remaining accountable and present. When you tell a person they have your full attention, you must mean it. This is how you ultimately build trust, get people on your side, and get deals done.