FEATURED
What is the big deal about accountability – why would it improve the bottom line?
Who would have thought that you could unlock the willingness of your people to contribute to the goals and objectives of the organisation by simply giving them information on how the factory is doing on a monthly basis?
A people transformation takes time. It starts with listening to and trusting people. It is enabled by valuing and demonstrating gratitude for people’s contributions. It is a journey of incremental steps forward. In any transformation there are defining moments.
Legitimate Leadership Programme
February 2022
Executive Overview Of The Legitimate Leadership Model
One Day Programme
22 February 2022
Houghton Golf Club, Johannesburg, South Africa
Introduction To The Legitimate Leadership Model
Two Day Programme
23 & 24 February 2022
Zoom
For more information regarding the above, please
E-mail events@legitimateleadership.com
Question of the Month
By Ian Munro, Director, Legitimate Leadership
Question: What is the big deal about accountability – why would it improve the bottom line?
Answer: Accountability is a huge opportunity which many businesses are missing. There is no business that we have consulted to that wouldn’t have experienced a significant improvement in performance if people just did what they said they would do. Conversely, everyone has had the privilege of working with people who are entirely dependable – they always deliver what they say they will. There are a few simple things you and your leadership team can do to get closer to this:
1. Start caring about the right things. Legitimate leaders care about two things: people and results. Not “people for the results they produce”, but “people and the results they produce”. READ THE FULL ANSWER BY CLICKING HERE
ARTICLE: THE POWER OF INFORMATION SHARING
By Wendy Lambourne, Director, Legitimate Leadership.
Who would have thought that you could unlock the willingness of your people to contribute to the goals and objectives of the organisation by simply giving them information on how the factory is doing on a monthly basis?
In December 2014 a senior manufacturing manager at a manufacturing plant in Garankuwa, North West Province, South Africa, attended a two day Legitimate Leadership workshop and decided to make some changes when he returned to the factory. One of these was that he would share information regularly on how the factory was doing and particularly how it was contributing to the overall goals and objectives of the business.
This manager decided that he would start the process by explaining how the monthly costs were made up; the difference between fixed and variable costs; and where his manufacturing team could make a difference.
He was really not sure how this would be received because historically his experience was that management only shared information on costs just prior to wage negotiations – and that was done with the express intent to make a case for not acceding to the “excessive” wage demands of the unions.
VIDEO: EVERYBODY MATTERS – A DOCUMENTARY ON THE BEST-SELLING BOOK
COMMENT BY WENDY LAMBOURNE, LEGITIMATE LEADERSHIP, ON THIS VIDEO: A people transformation takes time. It starts with listening to and trusting people. It is enabled by valuing and demonstrating gratitude for people’s contributions. It is a journey of incremental steps forward. In any transformation there are defining moments. The 2008 financial crash gave the leadership of Barry-Wehmiller an opportunity to demonstrate their intent. They passed the intent test and that is what “sealed the deal” and convinced people that the GPL (Guiding Principles of Leadership) “was real”. If they had failed the intent test they would have given people cause to believe the opposite. Whenever leaders pass the intent test (put their people’s interests first and do the right thing rather than the expedient thing) their people trust them more.
OUR SUMMARY OF THIS VIDEO: When children say they want to be a doctor, a pilot or a fireman, they are envisaging occupations and jobs which will be fulfilling. It is not surprising that they have these positive hopes because each one is someone’s precious child. Someone cares for them, someone values them, someone wants them to be happy and find fulfilment in their life. To those children, work is going to be fun. They never dream that work might be a dismal existence in which they’re micromanaged into oblivion. So why is it, when we go to work, most employers don’t think of us as precious or valued? Instead, we are what we do. We are functions rather than people. We’re expendable, we don’t really matter.
READ THE FULL SUMMARY OF THIS ARTICLE BY CLICKING HERE
READ THE FULL SUMMARY OF THIS ARTICLE BY CLICKING HERE