Getting started with a transformation toward legitimate leadership is a protracted process which includes the introductory workshop, application modules, etc … correct?
Any group, any collective, is simply a reflection of those who lead it. Who you are as a leader, in other words, is reflected in those around you. This is true at any time but particularly in difficult times…
This scenario is common: you have a good business, good employees and good processes, but you have strong sense that you could have a better bottom line. What to do?
Chasing the latest fad not only causes confusion but actually demoralises people. What Simon Sinek is proposing though is that leaders should be willing to radically change their strategy or technology…
Question: Getting started with a transformation toward legitimate leadership is a protracted process which includes the introductory workshop, application modules, etc … correct?
Answer: In reality, relatively few people immediately and enthusiastically translate the theory into action. But this does not have to be the case. “Application” is not just for the most forward-thinking and courageous leaders. It simply requires commitment, perseverance, and the acceptance that trial-and-error is a legitimate (and often necessary) part of our growth.
A Legitimate Leadership intervention typically starts with a 2-day introductory programme and follows with a series of Application Modules aimed at particular problems. But leaders don’t have to wait for an Application Module before they start to change their own intent and behaviour. It all starts with intent – a change in heart… Read the full answer by clicking here
ARTICLE: WHAT LEGITIMATE LEADERS DO IN TIMES OF CRISIS
By Wendy Lambourne, director, Legitimate Leadership.
Any group, any collective, is simply a reflection of those who lead it. Who you are as a leader, in other words, is reflected in those around you. This is true at any time but particularly in difficult times.
A crisis may or may not build character, but it definitely reveals character.
What legitimate leaders do in adverse conditions therefore, first and foremost, is look at themselves. They make themselves the project, knowing that the best they can do in tough times is set the example for others to follow. More specifically, they rise to the occasion by doing four things.
Legitimate Leadership was formally launched in the United Kingdom on 6 March 2020 – a big milestone for the organisation.
The launch took the form of a half-day intro event in London hosted by the company’s directors, Wendy Lambourne and Ian Munro. Representatives of every one of Legitimate Leadership’s current UK-based clients responded positively to the invitation to attend, and actually attended the launch. They were generous in sharing their experience of implementing the framework in their organizations, said Lambourne.
The event also drew people who wanted to learn more about this unique approach to leadership and organizational excellence and how implementation of the principles and practices impacts positively on Legitimacy, Trust, Contribution and Accountability.
Given the level of interest shown at the Legitimate Leadership UK launch, a one day executive overview will be held in London on 11 June 2020.
VIEW WENDY LAMBOURNE’S OPENING ADDRESS AT THE LAUNCH BY CLICKING HERE
VIGNETTE CASE STUDY: A MISSED OPPORTUNITY IN A GOOD BUSINESS WHICH COULD HAVE A BETTER BOTTOM LINE
By Ian Munro, director, Legitimate Leadership.
This scenario is common: you have a good business, good employees and good processes, but you have strong sense that you could have a better bottom line. What to do?
There are, of course, various possibilities – from commissioning an internal deep-dive, to getting advice from external consultants, to doing nothing and hoping the problem goes away.
In this case study the organisation chose the first option: an executive and senior management task team was assembled with the express purpose of better understanding the business and improving profitability.
On the surface Legitimate Leadership wholeheartedly supports, even recommends, this option. And for many inside this organisation the task team exercise is still considered a resounding success. The team got together, profitability improved, everybody was happy.
We don’t disagree with any of that, but we believe that it was also a missed opportunity. Why?
VIDEO: HAVE A CAPACITY FOR EXISTENTIAL FLEXIBILITY (THE FOURTH OF SIMON SINEK’S 5 PRACTICES OF LEADERSHIP)
By Simon Sinek, American author on leadership and motivational speaker.
COMMENT BY WENDY LAMBOURNE, LEGITIMATE LEADERSHIP, ON THIS VIDEO: Chasing the latest fad not only causes confusion but actually demoralises people. What Simon Sinek is proposing though is that leaders should be willing to radically change their strategy or technology if in so doing they will better advanc their Just Cause. Existential flexibility calls on two human qualities without which Simon Sinek’s fourth leadership practice is not possible. The first is humility – a preparedness to admit that you don’t have all the answers and are not always right, a capacity to rise above your arrogance to consider another way. The second is courage – to fundamentally change not knowing whether it is in fact the right thing to do but absolutely knowing that to do so will not only be disruptive in the short term but may even result in failure. Once again Simon Sinek is calling on leaders to evidence the best in themselves as human beings. I agree that to play the infinite game (defined at the end of our summary below) requires a noble purpose, trust of others, giving up the need to win at all costs, humility and courage. All of these are in short supply in modern organisations, but are infinitely worth pursuing.
OUR SUMMARY OF THIS VIDEO: In Apple’s history, Steve Jobs and some of his senior executives visited Xerox in Palo Alto – as executives do, they visit each other’s companies.
Apple was already a big company and Steve Jobs was already a famous CEO.
On this visit, Xerox showed them something they had invented called the graphic user interface. This interface allowed computer users to move a mouse so that you could move a cursor over the desktop and click on icons and folders in order to work the computer. In other words, you didn’t have to learn a computer language anymore.
As the Apple people were leaving Xerox, Steve Jobs said to his executives, “We have to invest in this graphic user interface thing.”
Remember, if Apple’s Just Cause is to empower individuals to stand up to Big Brother, “this graphic user interface thing” empowers way more people to use the technology.
The Voice of Reason spoke up and said, “Steve we can’t do that – we’ve already invested millions of dollars and countless manhours in a different strategic direction. If we change and invest in graphic user interface we will blow up our own company. We can’t just abandon our investment.”
To which Jobs said, “If we don’t blow up our company, somebody else will.”
ARTICLE: WHAT LEGITIMATE LEADERS DO IN TIMES OF CRISIS
EVENT: LEGITIMATE LEADERSHIP UK LAUNCHED 
VIDEO: HAVE A CAPACITY FOR EXISTENTIAL FLEXIBILITY (THE FOURTH OF SIMON SINEK’S 5 PRACTICES OF LEADERSHIP)