LegitimateLeadership suggests that leaders should focus on the employee as the result – rather than the employee simply being the means …
Conventional managers the world over view their jobs as achieving a result(s) through others …
There are two problems with incentives … …
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Question of the Month
Do we need to totally change our performance management and rewards systems to successfully implement the Legitimate Leadership Model in our organisation?
There is an overall response as well as both a short-term and a longer-term answer to the question.
OVERALL RESPONSE: Legitimate Leadership is about people and relationships – it is NOT about systems, processes and structures. It is patently incorrect to say, for example, “I can’t empower my staff to make their own leave decisions because ‘the leave system’ requires me to authorise their leave.” Or to say, “We can’t enable employees’ above-and-beyond contribution until we only reward people for their contribution (what they give), not the results (what they get).”
Caring for and growing one’s people is a choice. The behaviours and practices which emanate from the Legitimate Leadership Model are therefore absolutely possible within any performance management and reward system … Read the full answer by clicking here .
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ARTICLE: LEADING WITH THE AIM OF EMPLOYEES EXCELLING
By Lulu de Beer, associate, Legitimate Leadership
Legitimate Leadership suggests that leaders should focus on the employee as the result – rather than the employee simply being the means toward achieving a business results. Business leaders tend to focus on the result because that is what they are measured on and shareholders generally care mostly about the returns on their investment.
In this way shareholders may be causing leaders to spend their time in the wrong way, ultimately undermining the very goal they aim to achieve. When leaders are solely focused on the outcome, without considering the people that need to deliver that outcome, the chance of success diminishes.
READ THE FULL ARTICLE BY CLICKING HERE
ARTICLE: WHAT IS WRONG WITH STICKS AND CARROTS – THEY WORK, DON’T THEY?
By Wendy Lambourne, director, Legitimate Leadership.
Conventional managers the world over view their jobs as achieving a result(s) through others. There are of course many ways of getting people to do what needs to be done. Generally speaking though there are really only two options: ways which are hard (the “stick”), and ways which are soft (the “carrot”).
Traditional managers will argue that “sticks” and “carrots” work. They will say that they have been successfully used to achieve the desired organisational outcomes over the last hundred years and will continue to be so.
They are absolutely right that both coercion and persuasion do work in the short term.
READ THE FULL ARTICLE BY CLICKING HERE
VIDEO: WHY INCENTIVES DON’T WORK
By Steve Levitt, a renowned American economist who co-authored the best-selling book Freakonomics and is currently the William B Ogden Distinguished Service Professor of Economics at the University of Chicago and director of the Becker Center on Chicago Price Theory at the University of Chicago Booth School of Business.
COMMENT BY WENDY LAMBOURNE OF LEGITIMATE LEADERSHIP ON THIS VIDEO: We totally agree with Steve Levitt’s view about incentives. There are two problems with incentives. First, they get movement but not willingness. Second, because the intent behind incentives is to “give to get”, they incite a haggle. In 35 years I have never come across an incentive scheme that does not lead to conflict.
Rather than incentivising employees, leaders should focus on three things:
Provide their people with a purpose worth committing to; help employees to feel that they have been given an opportunity to be part of something eminently worthwhile.
Enable their people to make a contribution and realise the best in themselves by caring for and growing them.
Inspire a love in their people for the work that they do – just as master craftsmen not only teach their apprentices a trade but imbue in them a love of it.