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What are you tolerating in the interest of results?

By Josh Hayman, associate, Legitimate Leadership.

A short while ago I was in a coaching session with a sales manager who was having some difficulty with two people in his sales team. These two sales people were the top performers, consistently out-selling the other members as well as consistently being above their monthly targets.

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Coaches for Freedom coaches

By Nothemba Mxenge, associate, Legitimate Leadership

On 27 April 2016, South Africa’s Freedom Day, something extraordinary happened: a group of coaches gave four hours of their time to coach fellow South Africans. And what has transpired since then is an illustration of what happens when we give unconditionally.

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The Accountability thief accountability

By Wendy Lambourne, Director, Legitimate Leadership

I have often asked managers in organisations why they do not hold their people accountable. They typically provide me with a list of reasons which fall neatly into the categories of Willing; Able; and Allowed. But the reason which is not given, and which I have come to believe is actually the primary reason why managers do not hold their people accountable, is that the managers have not clarified and agreed what each person is accountable for in the first place.

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courage1Why Legitimate Leadership is emphasizing courage

By Teigue Payne, Legitimate Leadership

Legitimate Leadership has held two events recently about the subject of courage at work – a one-day workshop in July 2015 and a breakfast with presentations and discussion in March 2016. Why is Legitimate Leadership emphasizing this subject so much; why does it regard courage at work as so important? After all, the workplace is (hopefully) not Okinawa and okay physical courage is not a premier requirement for success at work.

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initiativeInitiative, Fatigue, Overload and Anxiety – the New Corporate Disease

By Wendy Lambourne, director, Legitimate Leadership

THE PROBLEM:

I once came across a seasoned and experienced operations manager called Rex who was tearing his hair out at the time because, in his words, “there is just no sense of urgency in this place … no one other than me has any get-up-and-go, any drive to change things and make them better.” In desperation, he spent the weekend in his garage making some signposts which he put up all over his plant. The words on each sign were the same: “SO WHAT’S WRONG WITH NOW?” Needless to say, the activity levels in his factory remain unchanged.

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stormCare and Growth in Times of Adversity

By a Senior Manager in a global company which is a client of Legitimate Leadership

It’s 2016 and in world terms the oil price has dropped from over $100/barrel to less than $40/barrel. Chinese stock markets fall 5% in one week. Customers are extending the life of their products to maximum before replacement.

What does that mean for a normally-successful company?

Redundancies of hundreds of people in a division, closure of a recently launched regional expansion, cancelling a step-change major project.

This can mean losing promising, talented, and creative people.

Leaders can struggle with how to react when the business makes such decisions.

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givetakeIt all comes down to giving or taking at work

By Nothemba Mxenge, Associate, Legitimate Leadership

Over the last 13 months, I have been privileged to facilitate close to 30 one-day Legitimate Leadership workshops in two vastly different environments.

Some 430-plus non-managers attended these workshops – including factory operators, artisans, technicians, cleaners, gardeners, cooks, security guards, teachers, counsellors, fund-raisers, marketers, lobbyists, etc.

With each group, great insights and moments were shared and this article is a brief account of these experiences.

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Enabling courage at work

By Joshua Hayman, Associate, Legitimate Leadership

As part of a leadership programme at a Legitimate Leadership client in the manufacturing industry, I was afforded the opportunity to facilitate a conversation about the role of courage in leadership with a group of managers working in first line supervisory roles.

This was not a conversation about romantic notions of courage exercised in the pursuit of lofty ideals. It was a conversation about the practical role that courage, or lack thereof, plays in the every day job of leading a shift of operators in a technical manufacturing environment.

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art-lowpayThe twin motivators – purpose and gratitude

By Wendy Lambourne, Director, Legitimate Leadership

I introduced myself to someone in a client organisation the other day and asked him who he was. His response was, “I am just an operator”. For someone to see themselves as just an anything – a call centre agent, a supervisor, a mum, or even a CEO – is not only sad but has implications. A person who feels “just a …” is unlikely to be engaged, motivated or give of his/her best, no matter how much he/she is paid.

 

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womanbossLegitimate Leadership – getting started

By Ian Munro, Director, Legitimate Leadership

In my experience the number of people who enthusiastically and fearlessly take theory and translate it into action is small. I am convinced that this is the case when it comes to Care and Growth leadership. I am also convinced that this doesn’t have to be so.

“Application” is not some mysterious process out of the reach of all but the most forward-thinking and courageous leaders. It simply requires commitment, perseverance, and the acceptance that trial-and-error is a legitimate (and often very necessary) part of our growth.

 

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caregrowthpeople2Matching leadership action to employee contribution

By Wendy Lambourne, Director, Legitimate Leadership

Implementing the care and growth model requires nothing less than an inversion of the line of service from “up” to “down” the line. It necessitates cultivating relationships which are subordinate centred, where the primary concern for those in authority is what they can “give” to their people, rather than what they can “get” out of them.

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caregrowthpeopleYou can grow people without them going anywhere

By Wendy Lambourne, Director, Legitimate Leadership

There is a notion prevalent in organisations today that in order to grow someone at work you need to promote her, move her to another job or give her new responsibilities. Clearly there are opportunities for a person to grow from all three of these. Yet there is no need to either move a person or reconfigure her role in order for her to grow. Leaders who are aligned to the Care and Growth criteria enable their people to grow on an ongoing and continuous basis in the jobs that they are currently in.

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art-contractDo not confuse contractual arrangements with the intent to “give” or “take” at work

By Wendy Lambourne, Director, Legitimate Leadership

Legitimate Leadership is often asked where we stand on the matter of subcontractors or temporary employees. This is especially the case in South Africa where the union movement continues to argue for decent full time jobs for all and the end of labour brokers or temporary employment agencies.

There is, either explicitly or implicitly, a view that temporary employment arrangements are a wholesale “take” by employers. This is because they allow employers to get the job done on the cheap. They also allow them to dispense with excess or troublesome people at will, because the labour broker does the “dirty work”.

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case-factoryEngaging the will to contribute

By Wendy Lambourne, Director, Legitimate Leadership

Good leadership and management of the people who operate a new plant are just as vital as the new technology and systems applied. That seems to be the lesson learnt in a new manufacturing operation in South Africa recently.

January 2014

In January 2014 a new plant manager was appointed with the objective of improving the new plant’s performance. He understudied the then plant manager for one month and took over as plant manager on 1 February 2014. The plant, which had replaced an antiquated production plant, was operating 24/7 and employed 130 people.

 

art-determinantsFive determinants of a successful Legitimate Leadership implementation

By Wendy Lambourne, Director, Legitimate Leadership

In the book Legitimate Leadership (2012) I argued that there are three critical characteristics necessary for a Care and Growth implementation to succeed. They are INSIGHT, COURAGE and PERSEVERANCE.

More specifically, my experience in organisations over the last two decades suggests that to realise the full impact that a Care and Growth intervention can make on an individual, team and organisational excellence necessitates the following five factors:

 

art-cambridgeLegitimate Leadership introduced in Cambridge

By Ian Munro, Consultant, Legitimate Leadership

A group of Executive MBAs from the Judge Business School at Cambridge University recently participated in a 1-day workshop introducing the Care and Growth Leadership Model. The Model itself is a significant challenge to conventional leadership thinking of the past century. Its central principle, that acceptance of a leader has more to do with the leader’s INTENT than anything else, presents a thought-provoking stance from both academic and practical perspectives.

 

art-anyonelead

Can anyone lead?

By Wendy Lambourne, Director, Legitimate Leadership

The original research into management-employee relationships, which led to the development of the Care and Growth leadership model, found that trust in the management of any enterprise was granted or withheld on the basis of employee perceptions of leadership’s genuine concern for their welfare. Leaders are seen to be worthy of support, or not, on this basis only.

 

art-lowpayLeading workers to care in a low pay business

By Wendy Lambourne, Director, Legitimate Leadership

Transforming a call centre from a “white-collar sweatshop”, racked by dishonesty and corruption, into a place where people would want to work was the objective of Manager A when she was appointed to manage it. The Care and Growth methodology helped her to achieve that objective.

 

art-bonusI can’t do legitimate leadership, and it’s our bonus system’s fault!

By Ian Munro, Consultant, Legitimate Leadership

In a previous article I discussed the idea, central to the Care and Growth framework, that what one should hold people accountable for is their contribution. Not how hard they tried, not how long they spent our how much effort they put it, not even whether the result was achieved or not, but their actual contribution against an agreed standard. What can Care and Growth, and Agile learn from one another?

 

art-resultsWhen we focus only on the result, it’s the result that suffers

By Ian Munro, Consultant, Legitimate Leadership

It seems sensible. If it’s results you want, then that is where your focus needs to be – on results. Further, the more you want the result, and the more important it is, the more single-minded your focus needs to be. In fact, this seems so sensible that it is literally the way which most people and organisations currently operate. It is evident in the way we lead, the way we organise work, the way we design incentive systems, the way follow.

 

art-accountableWhat should we hold our people accountable for? (Clue: It’s not results)

By Ian Munro, Consultant, Legitimate Leadership

I have recently facilitated discussions in South Africa, the USA and Mexico, where I have posed this question – with some interestingly varied responses, but an unsurprising trend. Many organisation’s incentive schemes rely largely on financial outcomes so it shouldn’t seem strange that many people immediately jumped to the answer that people should be held accountable for results, or outcomes, or as some people call them: “financials”.