13 November 2002Many South Africans are mourning the death of Johannes Kerkorrel, a prominent icon of the alternative Afrikaans music scene.Kerkorrel, whose real name is Ralph Rabie, apparently committed suicide by hanging himself in the garden of his holiday home in Kleinmond, Western Cape. Police said that no foul play was suspected, but added that a full investigation and post mortem would be completed before any more details were disclosed.Kerkorrel, 42, was one of several talented rock musicians who rose to prominence in the late 1980s. He was a significant player in the vibrant cultural movement that sprung up during that decade as popular resistance to apartheid gathered momentum.Rebellious Afrikaans musiciansFormerly a journalist on the Afrikaans newspaper Rapport, Kerkorrel transformed himself into a successful stage musician after being fired because of his resistance to apartheid. He first hit the entertainment world when he starred in a satirical political cabaret in 1986 in Cape Town. He then took up a singing career and played with the Gereformeerde Blues Band.Together with Koos Kombuis (Andre Letoit) and the late James Phillips, Kerkorrel was part of a group of rebellious Afrikaans musicians who used the stage as a platform to voice their anarchic opposition to apartheid and the status quo.They performed in “Die Eerste Alternatiewe Afrikaans Rock Concert” (The First Alternative Afrikaans Rock Concert) Johannesburg in 1988 and the highly controversial but successful “Voelvry” (free as a bird) tour.Kerkorrel’s rock style, strong lyrics and powerful vocal ability led many to label him the Bob Dylan of alternative Afrikaans music. He recorded several albums, including his debut album “Eet Kreef” (Eat Crayfish), with the Gereformeerde Blues Band and two solo albums, “Bloudruk” (Blueprint) and “Cyanide in the Beef Cake”.He performed in many European countries too, where he collaborated with other musicians including Dutch star Stef Bos and South African musician Thandi Klaasen. His album “Bloudruk” was a hit in Belgium and Luxembourg. He won the First National Bank music award in 1995 for best rock music performance.Kerkorrel, who was divorced, leaves behind a teenage son.SouthAfrica.info reporter
Free Webinar Series! Create a culture of value creation. Signup for this free webinar! In three, short, power-packed webinars, you will learn what you need to do to create a culture of value creators who create and win new opportunities. Download Now There is a reason your contacts sometimes don’t want to allow you to develop relationships with contacts in other parts of their business. There are also reasons they sometimes don’t want you to develop relationships with the people north of them on the organizational chart. It isn’t always pretty, and it isn’t usually easy to find your way out of a territorial relationship.Crossing BoundariesYou’ve developed a nice relationship with a contact inside your dream client. You’ve spent time with them, you understand their needs, and your opportunity is progressing nicely. But moving your opportunity forward requires that you engage stakeholders from another part of the company. Maybe you need the IT department to approve the technology piece of your solution. Or maybe you need finance or purchasing to acquire budget. Without bringing in the stakeholders you need, your opportunity is dead on arrival. But your contact doesn’t want to give you access.And why not? Is it that she’s a control freak bent on taking the credit for the solution to work her way up the corporate ladder? Probably not.Your contact may fear losing control of the solution. She might fear that by allowing you to bring in other stakeholders, her peers will radically transform your solution. And her fears are completely rational; she’s may know or have experience that suggests that another group’s needs conflict with hers. Or maybe your contact has had the unfortunate experience of having finance or purchasing negotiate a deal that destroyed the value the opportunity would have created. But sometimes it’s something else.Maybe your contact really doesn’t want to lose her relationship with you. She might fear that as soon as she allows you access to the C-suite, that you’ll no longer focus on helping her with her needs. Once you find your way up, you’ll forget how you got there, start serving the leadership team, ignoring here, and make her job even tougher.These are legitimate and real concerns. The only way to move successfully past these concerns is to get them out on the table. You can’t resolve concerns unless and until you know what they are. You might have to say something like, “I feel that you have some concerns about bringing other people into this process. How can we do that and still address your concerns.”It’s about trust. Just acknowledging that the concerns exist and are real is sometimes enough to break out of the box.QuestionsDo you have contacts that refuse to let you develop relationships with contacts from other departments?What do you with contacts that won’t let you access people north of them on the organizational chart? What do you do when you need authority and executive support?Can your contacts trust you to maintain the relationships they’ve built with you when they allow you to bring in other, sometimes more powerful, contacts from within their company?
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