June 2019

Featured

Question of the Month
What are the main determinants for a successful Legitimate Leadership implementation?
Legitimate Leadership Europe Launched
Legitimate Leadership has grown exponentially internationally in the past five years, particularly in Britain and Europe…
Case Study: Fuelling Performance In Fashion Retail Through Legitimate Leadership
Fashion retail is a notoriously demanding industry as more and more brands compete for an ever-shrinking consumer purse…
Video: The Anti-Ceo Playbook
Hamdi Ulukaya has understood and implemented both care and growth at Chobani. CARE is clearly evidenced by his appreciation …

E-mail events@legitimateleadership.com for more information

Question of the Month 
By Wendy Lambourne, director, Legitimate Leadership.
Question: What are the main determinants for a successful Legitimate Leadership implementation?
Answer:  A Legitimate Leadership intervention is applicable in any organisation (no matter what its business or where it is located) where employee contribution makes a difference to the excellence in the organisation. Experience over the past two decades indicates that factors determine its success are: ownership by line management; positioning as an integral part of an organisation’s transformation agenda; initial and ongoing assessment; integration with organisational priorities; and accountability or consequence … Read the full answer by clicking here
 To submit your question, e-mail info@legitimateleadership.com

EVENT: LEGITIMATE LEADERSHIP EUROPE LAUNCHED
By Teigue Payne, Legitimate Leadership.
Legitimate Leadership has grown exponentially internationally in the past five years, particularly in Britain and Europe.
On Friday 21 June, Legitimate Leadership Europe was launched at a half-day event in Belgium. 35 senior executives in a diversity of companies, both European and global, were introduced to the principles and practices of Legitimate Leadership in a highly interactive session.
The event was hosted by Legitimate Leadership colleagues Hilde Lemmens and Carina Vignigni who have an impressive track record in enabling organisational transformation in their clients across a diverse range of companies and industries.
Wendy Lambourne, founder and director of Legitimate Leadership, provided insights into this unique leadership perspective and its application over 25 years in diverse contexts in 27 countries and five continents.
Jean–Pierre Filippini, managing director of Carglass Germany, shared his company’s experiences with implementing the Legitimate Leadership model over the past three years – and what Carglass Germany has achieved as a result, both in leadership and organisational performance. He said (our translation from Flemish): “It is the first sustainable leadership training that I have come across. It provides a simple and clear framework and results – not only for better leadership but also for heightened accountability in the organisation. Our results have also been positively influenced by it.”
Feedback from attendees was that this was truly inspiring. Most expressed interest in learning more, and many have signed up to attend a 2-Day Introductory Workshop near Genk, Belgium, in September.

CASE STUDY: FUELLING PERFORMANCE IN FASHION RETAIL THROUGH LEGITIMATE LEADERSHIP
By Wendy Lambourne, director, Legitimate Leadership.
Fashion retail is a notoriously demanding industry as more and more brands compete for an ever-shrinking consumer purse. Converting ‘window shoppers’ into customers who fill their baskets rather than buy a single item, and come back again and again, is what it is all about.
Two well-known South African fashion brands embraced the Legitimate Leadership principles and practices to effect a step-change in the calibre of their leaders at three levels in their operations. Their focus on enabling those in the front line in their stores countrywide has impacted positively, not only on turnover but on all of their performance indicators. The intervention showed conclusively that you don’t have to trade off between people and results. You can have both.
READ THE FULL CASE STUDY BY CLICKING HERE

VIDEO: THE ANTI-CEO PLAYBOOK
By Hamdi Ulukaya, a Turkish-Kurdish businessman, entrepreneur, investor, and philanthropist, based in the United States. Ulukaya is the owner, founder, chairman, and CEO of Chobani, the top-selling strained yogurt brand in the US.
COMMENT ON THIS VIDEO BY IAN MUNRO OF LEGITIMATE LEADERSHIP: Legitimacy in leadership is enabled by two simple criteria: CARE (a genuine concern for the human being behind the human resource) and GROWTH (enabling the very best in people).
Hamdi Ulukaya has understood and implemented both care and growth at Chobani. CARE is clearly evidenced by his appreciation of the 55 employees who were going to lose their livelihoods, and how he felt for them – complete strangers at the time. For evidence of his belief in “the very best in people”, consider his complete confidence that the same people who saw the factory fail around them, given the opportunity to give their best, could make it not only succeed, but thrive.
Hamdi Ulukaya also shares Legitimate Leadership’s belief that companies do not exist to serve shareholders, but rather have a primary duty to serve their customers. Customers may not always be right, but they do come first. Without them, there is no business.
Which leaves us with a question: how can one person, even one as capable and visionary as Hamdi Ulukaya, personally serve enough customers for his business to become the top-selling strained yoghurt brand in the US?
The answer: one person can’t. But a great team can. And great leaders understand that the greatest service they can do for customers is to build a great team. One where every member is held in the highest regard by both the leader and other team members, one where only the best is imagined and expected, and one where anything less isn’t an option.
OUR SUMMARY OF THIS VIDEO: The new anti-CEO playbook is about gratitude. Today’s business book says: business exists to maximize profit for the shareholders. I think that’s the dumbest idea I’ve ever heard in my life. In reality, business should take care of their employees first.
The new way of business is communities. Go search for communities that you can be part of. Ask for permission and be with them, open the walls and succeed together.
READ THE FULL SUMMARY OF THIS VIDEO BY CLICKING HERE
TO VIEW THE VIDEO CLICK HERE

June 2022

FEATURED
Question of the Month
How can leaders hold their people appropriately accountable without fear of being held up for bullying or harassment?
Being Methodical About Empowerment
Many organisations talk about the creation of an appropriate safety culture, but in practice, how is this addressed? Safety culture is fundamentally a subset of the organisational culture or ‘how we do things round here’. At Legitimate Leadership we believe that this is determined by how leaders within the organisation are motivated and behave.
Legitimate Leadership’s Roots In Workplace Safety
Wendy Lambourne, director of Legitimate Leadership, was recently interviewed by Christian Hunt for the HumanRisk podcast. Hunt founded UK-based HumanRisk (www.human-risk.com) to ‘bring behavioural science to ethics and compliance’ in helping organisations to understand and minimize human risk.
Trusting Team Members Results In Positive Asymmetry
Linear games are won by working harder than others. And the harder other people work, the higher the bar. You need to work harder and harder, just to stay in the same relative position.

For more information regarding the above, please
E-mail  events@legitimateleadership.com

Question of the Month 
By Joolz Lewis, Associate, Legitimate Leadership.
Question: How can leaders hold their people appropriately accountable without fear of being held up for bullying or harassment?
Answer: This question frequently crops up with Legitimate Leadership consultants. As organisations rightfully focus on how to create safe environments for their people to work without fear of discrimination, it is also important to ensure that leaders can censure and discipline their people when needed.
The issue at stake for individual leaders is courage.
Leaders are not leaders unless and until they have a relationship of trust with their people. That trust is built on a personal relationship which requires the leader to put the employees’ interests first, to care for them as human beings – not just as human resources – and to grow them not just to be better, but excellent. This cannot be done without setting standards – behavioural and performance.
When employees do a good job, it is good manners to say thank you and give praise. When employees go above and beyond to make an exceptional contribution it is only right that they should be rewarded for doing so.
So what happens when standards are not met? Ignoring this for fear of retribution is effectively saying ‘it doesn’t matter’, and over time the inevitable decline leads to mediocrity or worse. This is reason enough to censure or discipline when needed.
But it’s not the core reason.  Read the full answer by clicking here clicking here .
To submit your question, email info@legitimateleadership.com

Vignette Case Study: Being Methodical About Empowerment
By Rachael Cowin, Associate, Legitimate Leadership.
In the Legitimate Leadership Framework there are five steps to guide managers in effectively handing over control. In a recent discussion with managers, they pointed out two instances in which following the five steps methodically prevented them from rushing through and endangering the success of the process.
The five steps in the Legitimate Leadership Framework are: 1, decide on the next incremental handover; 2, teach people the why and how; 3, test for ability (know-how and know-why); 4, hand over the means, including decision-making authority; and 5, hold the person accountable.
In the discussion with managers about situations in which empowerment had failed, the conclusion was that this had commonly been because they had rushed through teaching people and testing for ability (steps 2 and 3 above). The conclusion was they had rushed because they had acted expediently and wanted to assume that they could move on in one step.
Two leaders in the group shared specific examples in which using the Legitimate Leadership five-step process made them more methodical and incremental.
READ THE FULL CASE STUDY BY CLICKING HERE

Podcast: Legitimate Leadership’s Roots In Workplace Safety
Wendy Lambourne, director of Legitimate Leadership, was recently interviewed by Christian Hunt for the HumanRisk podcast. Hunt founded UK-based HumanRisk (www.human-risk.com) to ‘bring behavioural science to ethics and compliance’ in helping organisations to understand and minimize human risk.
In the podcast Wendy set out the origins and basic tenets of Legitimate Leadership. Below is our summary of what she said.
Legitimate Leadership was virtually born in the world’s largest explosive factory, near Johannesburg, South Africa.
In the early 1990s, things were not going well in this factory. It had suffered two explosions, resulting in 14 fatalities. The explosives company had shortly before this been taken over by UK chemicals company ICI. ICI told the management of the explosives factory, ‘We don’t care that you have 87% of the explosives market in South Africa, we don’t kill people. So fix the problem or we will close you down.’
Management realised that if you have a safety problem, you have a people problem. If you have a people problem, you have a leadership problem. In other words, management itself was the problem.
So management looked for something that would be a golden thread to which they could revert for guidance on leadership. They found the framework upon which Legitimate Leadership is based.
Three years later the factory was acknowledged to be the safest explosives factory in the world.
It was, three years later, approximately the same factory as before (except that it had stopped using nitro-glycerine), and it was staffed by approximately the same people. The factor which had changed was the way leadership was done.
READ THE FULL SUMMARY OF THIS PODCAST BY CLICKING HERE
TO LISTEN TO THE PODCAST CLICK HERE

Article: Trusting Team Members Results In Positive Asymmetry
From the Brain Food blog archive.
COMMENT ON THIS ARTICLE BY ANGELA DONNELLY, LEGITIMATE LEADERSHIP CANADA: Fascination with game theory, specifically as it relates to co-operative versus self-interested behaviour and outcomes led me to this article. I enjoyed the parallels to the Legitimate Leadership Framework and specifically the important role trust plays when leaders empower their people. Legitimate Leadership argues that TRUST must precede TRUSTWORTHINESS. Leaders take risks when empowering their people because they are required to suspend their need to control the outcomes. The results are no longer predictable. Trusting team members however results in something called positive asymmetry – a lot of upside and little downside. A low-trust approach reduces positive asymmetry. In an effort to avoid being taken advantage of by the untrustworthy few, managers put unnecessary controls in place, and in doing so forgo the asymmetric upside. Low trust eliminates the upside and results in a mindset of distrust and worry. As the article says, a low trust approach might put a floor on how often you get taken advantage of, but it puts a ceiling on what’s possible!
THE ARTICLE: Linear games are won by working harder than others. And the harder other people work, the higher the bar. You need to work harder and harder, just to stay in the same relative position.
Asymmetry is different. Even people who understand asymmetry consistently underestimate its power.
Positive asymmetry happens when you have a lot of upside and little downside. Negative asymmetry is when you have little upside and high downside. Finding hidden or overlooked asymmetry is the key to an unstoppable advantage. And there is a lot of it hiding in plain sight.
Consider trust. A lot of people are slow to trust. Their default level of trust is about 40% and you earn more.
Very few people understand that a low trust approach reduces positive asymmetry.
READ THE FULL SUMMARY OF ARTICLE BY CLICKING HERE
READ THE FULL ARTICLE BY CLICKING HERE