Is Legitimate Leadership crafted purely with the business world in mind or does it hold that effective leadership is the same no matter the environment?
Many organisations are now adopting a “wait and see” approach regarding the future of remote working, while others are saying “we will never go back to the office”.
As I approached retirement after 42 years of working in the shipbuilding and chemical industries, I was reflecting on the different bosses I have had and what makes the most difference…
The Legitimate Leadership framework is being applied by pioneers, brave men and woman who believe that there is a better option than the conventional command and control approach…
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Question of the Month
By Wendy Lambourne, director, Legitimate Leadership.
Question: Is Legitimate Leadership crafted purely with the business world in mind or does it hold that effective leadership is the same no matter the environment? For example, in the military, could it not be argued that the control approach is more appropriate given the exigencies?
Answer: The framework is relevant in all contexts and in all power relationships: parenting, teaching, sports coaching, government and the military. In the military there are officers that the troops will lay down their lives for and those for whom they will follow orders to the letter. In this regard an excellent book is Leaders Eat Last by Simon Sinek. Our framework was for instance introduced to senior officers in the Pakistani army many years ago.
This is not about replacing an autocratic/directive style with a democratic one. Both are not only possible but appropriate in a legitimate relationship of power. When the leader is being commanding, his command will be accepted as long as what he is doing is in his people’s best interest. In other words, control is absolutely appropriate as long as it is subordinate to the intention to empower. Holding a child’s hand (an autocratic imposition of control) is appropriate if the child is not yet ready to walk independently. Insisting on holding the child’s hand into perpetuity is not appropriate and the child will never learn to walk!
ARTICLE: WORKING REMOTELY AND LEADING REMOTELY ARE DECIDEDLY DIFFERENT
By Dave Stevens, associate, Legitimate Leadership.
Covid has unceremoniously dumped society into a new way of life that seems to have irretrievably blurred the distinction between our personal and professional lives. Many organisations are now adopting a “wait and see” approach regarding the future of remote working, while others are saying “we will never go back to the office”.
In all this however one thing is certain: working remotely and leading remotely are not the same thing.
Working remotely is largely about tangible things like laptops, internet connections, noisy kids, home-schooling, and separation of personal and professional time. These things are well understood and should be regulated by defined “rules of engagement” or “behavioral standards”.
Leading remotely, on the other hand, requires empathy, trust and a deliberate increase in time and attention devoted to our people. Leaders who do not spend one-on-one time with their teams and are not “watching the game”, for whatever reason, are unlikely to be perceived by their people as having a sincere and genuine interest in them.
If leadership is about cultivating exceptional human beings, we need to get to grips with what it means to lead from a distance.
Legitimate Leadership recently ran a diagnostic exercise with 16 of its clients and nearly 300 individuals (managers and non-managers) to understand, among other topics, their experiences of working remotely in the past six months.
ARTICLE: THE SINGLE MOST IMPORTANT LEADERSHIP TRAIT IN SETTING YOUR COMPANY CULTURE
By Tony Flannigan, talent and development director, Johnson Matthey.
As I approached retirement after 42 years of working in the shipbuilding and chemical industries, I was reflecting on the different bosses I have had and what makes the most difference. In thinking about this there are many words that come to mind such as Authenticity, Honesty, Trust, etc, etc.
But one word above all others captures what truly great leaders have that distinguishes them from others: Courage.
VIDEO: WHO YOU SHOULD DO BUSINESS WITH
By Simon Sinek, American author on leadership, and motivational speaker.
COMMENT ON THIS VIDEO BY WENDY LAMBOURNE, DIRECTOR, LEGITIMATE LEADERSHIP: Legitimate Leadership provides a leadership perspective that is the opposite to the conventional view – that is, the view held and practised by the vast majority of organisations today. I once met an MD who said to me, “I have run my business very successfully for 30 years through micromanagement and I intend to continue to do so”. I replied, “We are definitely not for you”, shook his hand and wished him well. The Legitimate Leadership framework is being applied by pioneers, brave men and woman who believe that there is a better option than the conventional command and control approach. I feel grateful to be working with these people. I am convinced that what is still the exception will one day become the norm.
OUR SUMMARY OF THIS VIDEO: My (Simon Sinek’s) goal is to not do business with everybody that needs what I have; my goal is to do business with people who believe what I believe.
People say, “That may be nice emotionally, but practically, can I really be that picky in business? Is it that easy that I can just do business with people that believe what I believe?”
READ THE FULL SUMMARY OF THIS VIDEO BY CLICKING HERE