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Links & Videos

Legitimate Leadership provides various links and videos which are aligned to the Legitimate Leadership model and provide means for the discussion and debate of principles.

A Gawunde_Nov 2018
 How Do We Get Continuously Better, How Do We Prevent Level-Out?
By Atul Gawande, an American surgeon and pulic health researcher. He has written extensively on medicine and public health for  The New Yorker.
COMMENT ON THIS VIDEO BY WENDY LAMBOURNE, DIRECTOR, LEGITIMATE LEADERSHIP: COMMENT ON THIS VIDEO BY WENDY LAMBOURNE, DIRECTOR, LEGITIMATE LEADERSHIP: One of the differentiators between leaders and managers is that managers don’t care how good or bad people are as long as they produce the results. Leaders, on the other hand, are relentless in their pursuit of excellence in their people as an end in itself.
READ OUR FULL SUMMARY OF THIS  VIDEO BY CLICKING HERE
TO LISTEN TO THE FULL PODCAST FULL VIDEO CLICK HERE
October K Montjane Pic 2018.jpg (2)
 ‘That’s How It Turned Out To Be, But I Had To Make It Work’
About Kgothatso Montjane, South African wheelchair tennis player.
COMMENT ON THIS PODCAST BY TEIGUE PAYNE OF LEGITIMATE LEADERSHIP: Oppressor-victim narratives are prevalent currently. Victimhood is particularly seductive (and worth clinging to) because it calls for the morally-turpid oppressor to change, but calls for no change from the innocent victim. Examples of victim narratives are: the wealthy oppress the workers; men oppress woman; colonisers oppress the colonised; white people oppressed people of colour …
READ OUR FULL SUMMARY OF THIS PODCAST BY CLICKING HERE
TO LISTEN TO THE FULL PODCAST FULL VIDEO CLICK HERE
Sep2018_Simon Sinek
 Why Empathy Is Important 
By Simon Sinek, American author on leadership and motivational speaker.
COMMENT ON THIS VIDEO BY WENDY LAMBOURNE OF LEGITIMATE LEADERSHIP: Simon Sinek puts it beautifully, as always – in this instance that ”empathy is about being concerned with the human being not just their output”. This is synonymous with the Legitimate Leadership argument that what people at work want, more than anything else, is to be convinced that the person they report to directly has a genuine and sincere interest in their wellbeing as a human being, not a human resource.
READ THE FULL SUMMARY OF THIS VIDEO BY CLICKING HERE
TO VIEW THE FULL VIDEO CLICK HERE
August Newsletter VideoPic2018 (2)
 What Makes Us Feel Good About Work
By Dan Ariely, professor of psychology and behavioural economics at Duke University, USA.
COMMENT ON THIS VIDEO BY WENDY LAMBOURNE OF LEGITIMATE LEADERSHIP:  At Legitimate Leadership we have come to believe that there are really only three reasons why employees will go the extra mile at work.
They believe the goals and objectives of the organisation they work for are worth going the extra mile for (Ariely’s ‘importance of meaning and purpose’).
READ THE FULL SUMMARY OF THIS VIDEO BY CLICKING HERE
TO VIEW THE FULL VIDEO CLICK HERE
Simon Sinek B&W
 First The Why, And Then Trust
 By Simon Sinek, American author on leadership and motivational speaker.
COMMENT ON THIS VIDEO BY WENDY LAMBOURNE, DIRECTOR, LEGITIMATE LEADERSHIP:  Simon Sinek is, as always, thought-provoking. My takeaways from this video were, firstly, that when you recruit and select, look for people who believe what you believe (shared values and beliefs). This is far more important than that they have the right skill-set and experience.
READ THE FULL SUMMARY OF THIS VIDEO BY CLICKING HERE
TO VIEW THE FULL VIDEO CLICK HERE
April_2018 Video Pic
 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 ON THIS VIDEO BY WENDY LAMBOURNE, DIRECTOR, LEGITIMATE LEADERSHIP:  We totally agree with Steve Levitt’s view about incentives. There are two problems with incentives.
READ OUR TRANSCRIPTION OF THIS VIDEO BY CLICKING HERE
March NL_Video Pic (2)
The Fairness Ingredient In Employee Engagement
By Marco Alvera, an American-born businessman and CEO of Snam, an Italian natural gas infrastructure company.
COMMENT ON THIS VIDEO BY WENDY LAMBOURNE, DIRECTOR, LEGITIMATE LEADERSHIP:  In organisations where people are held accountable, there is discipline and reward. Holding people appropriately accountable is not about being nice, it is about being fair. Being fair when rewarding people is about rewarding people for what they have control over (their contribution), not the results.
READ OUR TRANSCRIPTION OF THIS VIDEO BY CLICKING HERE
Feb2018_Video
100% Accountability 0 Excuses 
COMMENT ON THIS VIDEO BY WENDY LAMBOURNE, DIRECTOR, LEGITIMATE LEADERSHIP:  The essence of Legitimate Leadership is “benevolence in the heart but steel in the hand”. We call this care and growth. Of the two, care is primary. It is what gives leaders a licence to grow. Because true leaders genuinely care about their people, they want them to realise the best in themselves.
READ OUR TRANSCRIPTION OF THIS VIDEO BY CLICKING HERE
Wendy Lambourne 2018 B&W
The X Model Of Employee Engagement – Maximum Satisfaction Meets Maximum Contribution
By BlessingWhite, a US-based global leadership development and employee engagement consulting firm.
COMMENT ON THIS VIDEO BY WENDY LAMBOURNE, DIRECTOR, LEGITIMATE LEADERSHIP:  In this video, the case is made for employee engagement and its organisational benefits. Legitimate Leadership fully agrees that the most important criterion for sustained organisational performance is the degree to which the will of employees is engaged to go above and beyond in the pursuit of the organisation’s objectives. For people to contribute in the workplace, more important than either what people have (systems), or know (skills and knowledge), is their willingness.
READ OUR TRANSCRIPTION OF THIS VIDEO BY CLICKING HERE
December_video_2017
Five Ways to Lead in an Era of Constant Change  
By Jim Hemerling, an American transformation consultant.
COMMENT ON THIS VIDEO BY WENDY LAMBOURNE, DIRECTOR, LEGITIMATE LEADERSHIP:  In Legitimate Leadership workshops we pose the question to leaders “why change?” The answer simply is that as leaders that is what we are paid to do. And leading change is 90% about people and only 10% about systems and structural change. Jim Hemerling offers five “strategic imperatives” for leading change which are wholly consistent with the Legitimate Leadership principles and practices.
READ OUR TRANSCRIPTION OF THIS VIDEO BY CLICKING HERE 
TO VIEW THE VIDEO CLICK HERE
November 2017 Dan Pink
Incentives Don’t Work In Motivating Cognitive Work
By Dan Pink, US author of books about work, management, and behavioral science.
COMMENT ON THIS VIDEO BY WENDY LAMBOURNE, DIRECTOR, LEGITIMATE LEADERSHIP:  Dan Pink provides irrefutable evidence in support of the fact that incentives (what we at Legitimate Leadership call “carrots”) are not successful motivators – they not only don’t produce better results, they  often have negative consequences. We concur with his research findings. Where tasks are non-cognitive and repetitive, incentives can raise output but even then they effect movement not willingness. Moreover the persistent use of “carrots” makes people feel manipulated.
READ OUR TRANSCRIPTION OF THIS VIDEO BY CLICKING HERE 
TO VIEW THE FULL VIDEO CLICK HERE
Simosinek_do you love your wife
Simon Sinek On the Nature and Effects Of Real Leadership
COMMENT ON THIS VIDEO BY WENDY LAMBOURNE, DIRECTOR, LEGITIMATE LEADERSHIP:  Simon Sinek has made a number of points which are totally aligned to the Legitimate Leadership framework:
  1. Leadership is absolute love for the people who have committed their lives to this enterprise.
  2. Leadership is hard to measure in the short term but easy to measure in the long term.
READ OUR TRANSCRIPTION OF THIS VIDEO BY CLICKING HERE 
TO VIEW THE FULL VIDEO CLICK HERE
F1 PIT STOPS
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?
 READ OUR TRANSCRIPTION OF THIS VIDEO BY CLICKING HERE 
TO VIEW THE FULL VIDEO CLICK HERE
pygmalion effect
The Pygmalion Effect – Leaders Who Believe All Team Members Will Succeed Will Outperform Those That Don’t
Comment On This Video By Wendy Lambourne, Director, Legitimate Leadership:  I was once informed by a South African insurance company that “the national standard (and it always has been) is an average of seven policies sold per week”.
I was then told by a salesperson in Durban that she delivered an average of 11 policies per week. She would work over the weekend if necessary to make the target.
I asked her boss if she was the exception. “Everyone in my team delivers an average of 11 policies per week,” said the boss. “I know it is possible because I did it when I was a salesperson. I expect nothing less.”
READ OUR TRANSCRIPTION OF THIS VIDEO BY CLICKING HERE 
TO VIEW THE VIDEO CLICK HERE
Simon Sinek
If You Don’t Understand People, You Don’t Understand Business
By Simon Sinek, American author on leadership and motivational speaker.
Humans are social animals and our very survival depends on our ability to form communities to form cultures.
What is a community, a culture? It’s a group of people with a common set of values and beliefs; so is a country – it should be a group of people with a common set of values and beliefs. Likewise a company should be a group of people with a common set of values and beliefs.
READ OUR TRANSCRIPTION OF THIS VIDEO BY CLICKING HERE 
TO VIEW THE VIDEO CLICK HERE 
Campbell images
Getting To 17 People Engaged To 1 Person Who Is Not 
Doug Conant, former president and CEO of Campbell Soup Co, told Harvard Business Review about that company’s turnaround in employee engagement.
In 2001 the company had a toxic culture, according to Conant, with many people having been “let go”. It had a very low trust environment.
“When I first started for every two people we had employed in the company, one person was looking for a job. So in effect there were 14,000 people working and 6,000 people looking for jobs.
READ OUR TRANSCRIPTION OF THIS VIDEO BY CLICKING HERE 
TO VIEW THE FULL VIDEO CLICK HERE
expectations
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!
READ OUR TRANSCRIPTION OF THIS VIDEO BY CLICKING HERE
 TO VIEW THE VIDEO CLICK HERE 
conan
Conan Hangs Out With His Interns
By Conan O’Brien, an American comedian.
In case you need help in ending the year with a smile, view this video and learn how NOT to handle interns.
TO VIEW THE VIDEO CLICK HERE 
patrick-bet-david
Effective ways of holding People Accountable
By Patrick Bet-David, an Iran-born American entrepreneur and financial adviser who particularly focuses on encouraging people to be successful entrepreneurs.
WITH COMMENT AT THE END FROM LEGITIMATE LEADERSHIP.
OUR SUMMARY OF THIS VIDEO:
What are the things I have to do to give me a chance to get my business to a higher level? Accountability is one of those things and Bet-David lists nine factors to be effective in holding people accountable.
TO VIEW THE VIDEO CLICK HERE 
download
The Key Differences Between Leading and Managing
By Dr John Kotter, professor of Leadership Emeritus at the Harvard Business School, and a New York Times best-selling author.
COMMENT ON THIS VIDEO BY WENDY LAMBOURNE, LEGITIMATE LEADERSHIP:
Legitimate Leadership has a very clear view of the distinction between management and leadership: management is what you apply to things; leadership pertains to people.
TO VIEW THE VIDEO CLICK HERE 
download
Why People Suck At Keeping Promises
By Alex Sheen, founder of Because I Said I Would, an organisation which (according to Sheen) has supporters in over 150 countries.
OUR SUMMARY OF THIS VIDEO:
People are generally very, very bad at keeping promises.
TO VIEW THE VIDEO CLICK HERE 
TED-1024x536
The Happy Secret To Better Work
By Shawn Achor, CEO of Good Think Inc, where he researches and teaches about positive psychology.
COMMENTARY ON THIS VIDEO BY WENDY LAMBOURNE, DIRECTOR, LEGITIMATE LEADERSHIP: 
Shawn Achor argues that being positive, optimistic, grateful and kind or generous is what leads to happiness and success.
TO VIEW THE VIDEO CLICK HERE 
drew
Everyday Leadership
Contributed by Joshua Hayman, Associate
We have all changed someone’s life — usually without even realizing it. In this funny talk, Drew Dudley calls on all of us to celebrate leadership as the everyday act of improving each other’s lives.
TO VIEW THE VIDEO CLICK HERE 
paul-piff
6 Studies On How Money Affects The Mind
Contributed by Joshua Hayman, Associate
How does being rich affect the way we behave? In today’s talk, social psychologist Paul Piff provides a convincing case for the answer: not well.
TO VIEW THE VIDEO CLICK HERE 
tally
Lead Like The Great Conductors
Contributed by Joshua Hayman, Associate
The magical moment, the magical moment of conducting. Which is, you go onto a stage. There is an orchestra sitting. They are all, you know, warming up and doing stuff. And I go on the podium. You know, this little office of the conductor.
TO VIEW THE VIDEO CLICK HERE 
heart
Why  Engagement Happens In Employee’s Hearts And Not Their Minds 
Contributed by  Ian Munro, Associate
What are those things that consistently inspire people to fully commit themselves in their jobs and to willingly scale mountains for their bosses and organizations?
TO VIEW THE VIDEO CLICK HERE 
marg
Replacing Super Chickens With Connected Teams
By Margaret Heffernan, businesswoman and author of A Bigger Prize: How We Can Do Better Than The Competition, and other books.
Organisations are often run according to “the superchicken model”, where most value is placed on star employees who outperform others. This nomenclature derives from a study which examined groups of chickens for productivity and siphoned off super performers to see whether they performed better as a group, says Heffernan.
Click here
wooden
The Difference Between Winning and Succeeding
Contributed by  Ian Munro, Associate
With profound simplicity, Coach John Wooden redefines success and urges us all to pursue the best in ourselves. In this inspiring talk he shares the advice he gave his players at UCLA, quotes poetry and remembers his father’s wisdom.
Click here
nine
The 9 Legitimate Leadership Misconceptions
Wendy Lambourne, Director, Legitimate Leadership
Many of those in positions of authority who are exposed to the Legitimate Leadership Model don’t actually ‘GET’ it. The Model is seemingly simple and leaders therefore miss what it is arguing for – nothing less than a radical revision of management beliefs and practices.
TO VIEW THE VIDEO CLICK HERE 
simon1
Knowing  Why You Do What You Do
By Simon Sinek, US author on leadership and motivational speaker.
How do you explain when others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, they’re more innovative than all their competition. And yet, they’re just a computer company, like everyone else. They have the same access to the same talent, the same agencies, the same consultants, the same media.
TO VIEW THE VIDEO CLICK HERE 
Safe
The Captain’s Kiss – Good leaders make you feel safe
By Simon Sinek, US author on leadership and motivational speaker
Captain William Swenson was recently awarded the US Congress’s Medal of Honor for his actions on September 8, 2009. On that day, a column of American and Afghan troops came under ambush. Among many other actions, Captain Swenson was recognised for running into live fire to rescue the wounded and pull out the dead.
TO VIEW THE VIDEO CLICK HERE 
rsz_ship
Greatness
By Captain David Marquet, based on his book, Turn the Ship Around!
Marquet received a posting as a commander (US Navy) of a large nuclear submarine. This submarine was due to be deployed in six months. He had been trained on a previous (smaller) submarine for a year, and his subordinates had been trained to follow him. He realised he had a problem if he was to make his new submarine safe in six months so he called his subordinates together and told them there was a problem.
TO VIEW THE VIDEO CLICK HERE 
drbrown1
Blame and accountability
By Dr Brené Brown, bestselling American author, speaker and research professor specialising in vulnerability, courage, authenticity and shame.
Blaming others is one of the distinctive characteristics of a victim. Part of the leader’s job is to deal with victims wherever they are and whenever they arise. Legitimate Leadership has developed an exceptionally powerful tool for leaders to deal with victims called the Gripe to Goal process.
TO VIEW THE VIDEO CLICK HERE 
empoiwer
The Empowerment Framework
Contributed by  Ian Munro, Associate
To deal appropriately with exceptions requires, in the first instance, an ability to flush out and correctly identify the means, ability and accountability issues which sit behind them. Depending on what the issue is, whether it is a Means, Ability or Accountability issue, a particular type of remedial action is required.
TO VIEW THE VIDEO CLICK HERE
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