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A PERIODIC BULLETIN FROM LEGITIMATE LEADERSHIP

June 2017

For more information on any of these events, please email events@legitimateleadership.com or visit our website by clicking here

VIGNETTE CASE STUDY: LEADERSHIP TRAINING ALLOWS MANAGERS TO FOCUS ON THEIR REAL PURPOSES

Within a few months of a Legitimate Leadership Introduction course, DNI Retail, a subsidiary company of the DNI Group, which is a medium-sized South African company, has experienced “an enormous outburst of excellence” in its various departments. And generally, its employees are happier, more committed and less likely to refer to their managers when taking decisions. This in turn means that managers can focus on the real purposes of their jobs and not be involved in decisions which their subordinates should take.

READ THE FULL CASE STUDY HERE BY CLICKING HERE

ARTICLE: LEGITIMATE LEADERSHIP SHOULD BE DONE, NOT JUST TALKED ABOUT

By Wendy Lambourne, director, Legitimate Leadership.

Most managers who are introduced to the Legitimate Leadership Framework gain the following insights:

  • Only when managers are in the relationship to “give” to their people rather than “get” results out of them will their people willingly go above and beyond in pursuit of the company’s objectives.
  • This “giving” is not a giving of money. It is a giving of genuine concern for the individuals (care) and enablement of them to realise the best in themselves (growth).
  • It is two drops of essence, care and growth, which gives those in authority legitimacy, not money.

At the same time, leaders are not necessarily clear as to what caring for and growing their people means practically. They want to know what they can DO to enhance their legitimacy as leaders.

To this end, we have found the following 20 ideas on getting started on the road to legitimacy to be useful for those in authority who would like to work at becoming people that others “want to” rather than “have to” work for.

READ THE FULL ARTICLE HERE BY CLICKING HERE

ARTICLE: TRUST AND COMMUNICATION

By Wendy Lambourne, director, Legitimate Leadership.

At Legitimate Leadership we believe that the critical factor accounting for successful management-employee communication is the degree to which employees trust the source of the communication. Neither the content of the message (WHAT management says) nor the choice of medium (HOW they say it) is anywhere near as important as whether it is trusted in the first place.

When managers are trusted, individually and collectively, then what they say is generally believed and accepted. When trust in management is low, employees are suspicious of everything that management says, even if it is the truth.

Trust in management is granted or withheld on the basis of a single criterion: the degree to which employees perceive management to be in the relationship to “give” or to “take”. When managers are perceived to be pursuing their own interests, to only be in the relationship to get something out of their people, trust in them will be low. When managers are experienced as there to give or serve their people, only then will their staff be willing to give to them – because they trust that their manager has their best interests at heart.

READ THE FULL ARTICLE BY CLICKING HERE

VIDEO: F1 PIT STOPS – 1950 VERSUS 2013

COMMENT ON THIS VIDEO BY WENDY LAMBOURNE, DIRECTOR, LEGITIMATE LEADERSHIP:   Leaders, unlike managers, are relentless in defining, reimagining and realising human excellence

One of the ways they do this is by continuously raising the bar in terms of both behavioural and performance standards. They make a core part of their job the setting of high standards, demonstrating these standards themselves, enabling their people to aspire and achieve the current standard, and then raising the standard yet again.

How else did the those leading the pitstop changeover teams in Formula 1 reduce changeover time from 67 seconds in 1950 to under 3 seconds in 2013?

View this video to see how the bar has been raised since 1950 for Formula 1 pitstops by CLICKING HERE