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Question Of The Month
What does Legitimate Leadership believe about controls in an organisation?
The Cost Of Living Versus The Cost Of Leadership
2022 has seen inflation go from 1% to 10% in many countries, and it is still rising. So the cost of living has dominated headlines as people struggle to make ends meet financially. Money (pounds, dollars, euros, or whatever) is the currency people are focused on.
In these difficult times, obviously leadership is ever more important. But what is the currency of leadership?
Recognizing And Rewarding Behavior, Not Results
There are two possibilities when it comes to rewarding people in organisations: you reward them for the RESULTS (what they Get) or for their CONTRIBUTION (what they Give). People should be rewarded for what they give because this is what they have control over. Rewarding people for results ignores what we all know, which is that the results are always in part attributable to extraneous factors – good or bad luck.
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Question of the Month
By Wendy Lambourne, Director, Legitimate Leadership.
Question: What does Legitimate Leadership believe about controls in an organisation?
Answer: In times of adversity, typically the number of rules and controls, particularly surrounding spending, increases in an attempt to meet tighter budgets – rather than setting cost reduction targets and giving local management the freedom to determine how to achieve them.
There is a misconception that Legitimate Leadership’s position is that all controls are bad and should be done away with. This is simply not true.
Legitimate Leadership in fact believes the following.
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Freedom without rules and constraints is anarchy.
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Rules and constraints without freedom is totalitarianism.
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Empowerment is freedom within constraints.
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Article: The Cost Of Living Versus The Cost Of Leadership
By Tony Flannigan, Associate, Legitimate Leadership.
2022 has seen inflation go from 1% to 10% in many countries, and it is still rising. So the cost of living has dominated headlines as people struggle to make ends meet financially. Money (pounds, dollars, euros, or whatever) is the currency people are focused on.
In these difficult times, obviously leadership is ever more important. But what is the currency of leadership?
At Legitimate Leadership, we ask people: ‘Who is the boss you would go the extra mile for?’ In response, a room of 15 or so people will always generate a massive list of qualities of a great boss – such as ‘listens to me’, ‘empathetic with me’, ‘consults with me’, ‘stretches me’, ‘gives me killer feedback’, ‘develops me’, ‘coaches me’, ‘knows me’, etc., etc.
A list of 100 or so things a perfect boss must do can easily be generated in this way. This is obviously daunting to both new and existing leaders – as they realise what their teams expect them to be like!
And while it is indeed a daunting list, there are a couple of things that help:
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Video: Recognizing And Rewarding Behavior, Not Results
By Simon Sinek, American author on leadership and motivational speaker.
COMMENT BY WENDY LAMBOURNE, LEGITIMATE LEADERSHIP, ON THIS ARTICLE: There are two possibilities when it comes to rewarding people in organisations: you reward them for the RESULTS (what they Get) or for their CONTRIBUTION (what they Give). People should be rewarded for what they give because this is what they have control over. Rewarding people for results ignores what we all know, which is that the results are always in part attributable to extraneous factors – good or bad luck. Rewarding for the results produced by a collective results in passengers being rewarded when the results are good, and contributors being punished when the results are bad. Rewarding for results moreover produces a short-term focus, selfish and even malevolent behavior. Simon Sinek’s boss was a brave person who rewarded him even though the results were bad, for displaying behaviors aligned to the company’s values. Only when employees who are values-driven are rewarded for doing so, AND those who contravene the values but produce results are punished, will values be instilled – and will values become more than nice words on a wall or the company website.
OUR SUMMARY OF THIS VIDEO: Recognition and reward are important. It doesn’t always have to be financial – it can be public gratitude (you know, praise in public, criticize in private). For instance, ‘I just want to point out … thanks to whoever for doing something,’ in in a large group. That makes people feel good especially when we’re recognizing and rewarding integrity and upholding values.
I’m a huge fan of recognizing and rewarding initiative.
When I was young in my career I worked at a big ad agency. When we had a new business pitch it was the senior folks who did it; the junior kids were just assigned to do support work.
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