A PERIODIC BULLETIN FROM LEGITIMATE LEADERSHIP
VIGNETTE CASE STUDY: ENABLING EXCELLENCE IN EMPLOYEES – ARE YOUR PEOPLE IN THE PICTURE?
By Josh Hayman, associate, Legitimate Leadership
Some time ago I was facilitating a workshop for middle managers on the topic of enabling employee contribution. As part of the session I posed the question: “What would your employees be doing if they were exhibiting excellence in the role?” The group had no difficulty in putting together a comprehensive list of behaviours and qualities that, for them, would indicate a person achieving excellence in a role.
They had, without any difficulty, given me their role-based criteria for excellence. In doing this exercise it was clear that the group, individually and collectively, had a very clear picture in their heads of what this thing called excellence looks like.
I then posed the question: “How many of you have had a conversation with your staff in which you have set these expectations out?” From a group of 20, only five participants put up their hands. I followed this up with a final question: “How many of you have a staff member who is currently fulfilling these expectations?” Only two people put up their hands.
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LEGITIMATE LEADERSHIP AND ETHICAL LEADERSHIP
By Wendy Lambourne, director, Legitimate Leadership.
Legitimate Leadership is, first and foremost, an ethical framework which argues for values- rather than needs-driven behaviour by all those at work, but particularly by those in leadership roles.
Every time a leader acts appropriately, arising out of being values-driven, trust in the individual leader and the leadership collectively increases an increment. Every time the opposite happens, trust decreases commensurately.
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VIDEO: A BEHAVIOUR WHICH IS NOT ‘CONSEQUATED’ WILL CONTINUE
By Dr Paul Marciano, a leading US authority on employee engagement and retention
When most supervisors see a problematic behaviour, they close their eyes and click their heels three times and hope that it will go away. But it doesn’t go away! Because a behaviour which is not “consequated” is by default going to continue and actually get worse.
So you have someone who comes in a minute late to a meeting, or five minutes late to a meeting, and it’s going to continue. By the time it gets to HR, it’s too late!
So obviously you have to set really clear expectations and goals. All of that is really important. By the way your goal should really be continuous improvement. Then, most importantly, you hold people accountable to those really clear expectations.
If you have someone who is deadweight in your organisation and you let them go, it’s like cutting ballast off a balloon – it really rises. So, we know when we set clear expectations, we are setting people up for success.
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