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Achieving Targets Through Enabling An Adherence To Standard
In an autoglass repair and replacement business, in December 2017, a target was set for the sale of value-added products (wipers and windscreen protection) …
What Care Does Not Mean 
There are a number of myths about Care which still have credence in organisations today …
 People Want To Make Money. They Also Want To Make A Difference
This article aligns closely with Legitimate Leadership’s view that people will give unconditionally to three things: 1) a purpose worth giving to …

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Question of the Month 
By Wendy Lambourne, director, Legitimate Leadership.
Question: What are the main reasons why supervisors don’t lead?
Answer: There is undoubtedly both a Means and Ability issue when it comes to leadership. But mainly there is an intent issue.
Regarding the Means to lead, some supervisors are literally disallowed from performing their role when they are given impossible numbers of direct reports, have no authority to make decisions, are not backed up when they take disciplinary action, and rotated so that they have a different group of people reporting to them on every shift  …  Read the full answer by clicking here
 To submit your question, e-mail info@legitimateleadership.com 

ARTICLE:  WHAT CARE DOES NOT MEAN
There are a number of myths about Care which still have credence in organisations today.
 MYTH ONE: COMPANIES CARE.  A common refrain in organisations is that the company does not care for its employees the way used to in the past. The “past” maybe two, 10 or even 25 years ago. Legitimate Leadership’s typical, and not very popular, response to this complaint is that of course it doesn’t. It never cared, and it never will do. Companies don’t care, people do.
To attribute a uniquely human quality to a non-human being or to an inanimate object, like an organisation, is clearly absurd.
MYTH TWO: TO CARE IS TO LOOK AFTER EMPLOYEES’ PHYSICAL AND MATERIAL NEEDS. 
READ THE FULL ARTICLE BY CLICKING HERE

CASE STUDY: ACHIEVING TARGETS THROUGH ENABLING AN ADHERENCE TO STANDARD
By Wendy Lambourne, director, Legitimate Leadership.
In an autoglass repair and replacement business, in December 2017, a target was set for the sale of value-added products (wipers and windscreen protection). The actual target, communicated to all service center managers (brand managers) across the particular country in January 2018, was a margin per prime job of X euros. In February 2018 all branches were given stock and trained on the products.
Although performance was good in the peak season it dropped significantly thereafter.
The initial response by the two district managers (North West and South East) was to reemphasize the importance of the target to their regional managers who then passed the message down the line. In some regions the margin per prime job improved – but not across the board. In fact, some branches achieved margins which were not only below target but were unacceptably low.
READ THE FULL CASE STUDY BY CLICKING HERE

ARTICLE: PEOPLE WANT TO MAKE MONEY. THEY ALSO WANT TO MAKE A DIFFERENCE
By Americans Elizabeth McLeod and Lisa Earle McLeod (creator of the business concept Noble Purpose and author of the bestseller Selling with Noble Purpose: How to Drive Revenue and Do work That Makes You Proud).
COMMENT BY IAN MUNRO, DIRECTOR, LEGITIMATE LEADERSHIP: This article aligns closely with Legitimate Leadership’s view that people will give unconditionally to three things: 1) a purpose worth giving to, 2) a passion worth giving to, 3) and a person worth giving to. In this respect, millennials are no different from everyone else. Great workplaces invariably have great purpose, great passion and great people.
McLeod’s first and last points talk directly to the Legitimate Leadership criteria of Care and Growth. Care is about getting personal and figuring out what makes people “tick”. Growth happens when we tolerate only the best from our people and our teams. Only when leaders give us these two things do they elevate themselves to the descriptor “people worth giving to”.
McLeod is also accurate in saying that purpose is about more than ROI. It is about asking what our organisation is here to give. What contribution do we collectively aspire to making? Answer that question and you may have a purpose that people are willing to give to.
Lastly, on passion: if you want your team to be “on fire for what we’re doing”, then you really need to be on fire too!
OUR SLIGHTLY EDITED VERSION OF THIS ARTICLE: Attracting and keeping top millennial talent is a burning issue for leaders. Millennials are 35% of the workforce; by 2020 they’ll be 46%.
Some of our most successful clients, like Google, are filled with millennials who are on fire for their jobs. Yet many organizations struggle to attract and retain top millennial talent.
READ THE FULL ARTICLE BY CLICKING HERE