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A PERIODIC BULLETIN FROM LEGITIMATE LEADERSHIP

May 2015

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CASE STUDY: ENGAGING THE WILL TO CONTRIBUTE
By 
Teigue Payne, Office Manager, Legitimate Leadership

Good leadership and management of the people who operate a new plant are just as vital as the new technology and systems applied. That seems to be the lesson learnt in a new manufacturing operation in South Africa recently.

January 2014

In January 2014 a new plant manager was appointed with the objective of improving the new plant’s performance. He understudied the then plant manager for one month and took over as plant manager on 1 February 2014. The plant, which had replaced an antiquated production plant, was operating 24/7 and employed 130 people.

READ THE FULL CASE STUDY BY CLICKING HERE

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ARTICLE: LEGITIMATE LEADERSHIP INTRODUCES CARE AND GROWTH IN CAMBRIDGE
By Ian Munro, Consultant, Legitimate Leadership

A group of Executive MBAs from the Judge Business School at Cambridge University recently participated in a 1-day workshop introducing the Care and Growth Leadership Model. The Model itself is a significant challenge to conventional leadership thinking of the past century.

Its central principle, that acceptance of a leader has more to do with the leader’s INTENT than anything else, presents a thought-provoking stance from both academic and practical perspectives.

READ THE FULL ARTICLE BY CLICKING HERE

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ARTICLE: 5 DETERMINANTS OF A SUCCESSFUL CARE AND GROWTH IMPLEMENTATION
By Wendy Lambourne, Director, Legitimate Leadership

In the book Legitimate Leadership (2012) I argued that there are three critical characteristics necessary for a Care and Growth implementation to succeed. They are INSIGHT, COURAGE and PERSEVERANCE.

More specifically, my experience in organisations over the last two decades suggests that to realise the full impact that a Care and Growth intervention can make on an individual, team and organisational excellence necessitates five factors.

READ THE FULL ARTICLE BY CLICKING HERE

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ARTICLE:  THE #1 FEATURE OF A MEANINGLESS JOB

By Adam Grant, Author of Give and Take, of Wharton University, USA (Note: this author is not connected to, or known by, Legitimate Leadership in any way).

Ask people what they want in a job, and meaningfulness looms large. For decades, Americans have ranked purpose as their top priority—above promotions, income, job security, and hours. Work is a search “for daily meaning as well as daily bread,” wrote Studs Terkel after interviewing hundreds of people in a striking array of jobs. Yet all too often, we feel that our work doesn’t matter. “Most of us have jobs that are too small for our spirit. Jobs are not big enough for people.”

READ THE FULL ARTICLE BY CLICKING HERE

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VIDEO:  A 100%/0% BANK

Fortune magazine named a little-known bank in Georgia “the best company to work for in the USA” because of its continuous double-digit annual growth, huge growth in employees, and much lower-than-average employee turnover. Find out why everywhere in the bank there were signs saying “100%/0%” (and it wasn’t because this was simply an honest bank in admitting that “you give us 100% of your money and you get nothing in return”).

WATCH THE VIDEO BY CLICKING HERE

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VIDEO:  EVERYDAY LEADERSHIP

Many people would feel it would be arrogant to be called “a leader”. We have made leadership into something bigger than us, into something beyond us. We’ve made it about changing the world. Maybe sometimes that we spend so much time celebrating amazing things that hardly anybody can do that we’ve convinced ourselves that those are the only things worth celebrating, and we devalue the things that we can do every day.

WATCH THE VIDEO BY CLICKING HERE

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