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Question Of The Month
Is one style of leadership appropriate for all individuals and all phases of an organisation, from start up to maturity?
Legitimate Leadership’s New Programme – Safety Leadership Excellence In Practice Leadership
If you have a safety problem, you have a people problem. And If you have a people problem, you have a leadership problem.
Legitimate Leadership has developed a 6-8-month intensive Safety Leadership Excellence In Practice programme which focuses on leaders enacting changes in themselves.
Safety Leadership – The Difference That Makes the Difference
Representing Legitimate Leadership, I presented a paper at IChemE’s recent Hazards 33 conference in Birmingham, UK. The paper explored the role of leadership when applied in a safety context, and indicated how Legitimate Leadership’s fundamental approach can be used as a basis for safety improvement.
How You Can Say What You Mean Without Being Mean
Kim Scott is the leading proponent of what she calls ‘radical candor’ or caring and challenging at the same time – in Legitimate Leadership terms: Care AND Growth. In this video she explores through brilliant examples the consequences of doing either Care or Growth and the motive of the leader when they get this wrong – what she terms ‘ruinous empathy’, ‘manipulative insincerity’ and ‘obnoxious aggression’.
For more information regarding the above, please e-mail events@legitimateleadership.com
Question Of The Month
By Sean Hagger, Associate, Legitimate Leadership.
Question: Is one style of leadership appropriate for all individuals and all phases of an organisation, from start up to maturity?
Answer: Yes, leadership style is (that is, the intent to give). However, it takes a high level of different skills in my opinion to be a start-up leader to a cash-cow leader. Start-ups require massively high energy, risk taking and passion to do anything at any time to ensure the business gets to the next step – so there might be times where empowering the people around you has to take a back seat because if we don’t act then, there is no business anyway. In a cash cow, the leader needs to be skilled at efficiency and cost saving, have a passion for continuous improvement and be comfortable making big decisions – you may have to move manufacturing to China and shut down a few factories. When the cash cow value starts to decline, you need to be comfortable with change. New business opportunities may come up and need to be managed as well as the current business – so you have a foot in both camps (entrepreneur and efficiency). I have found most businesses tend to change their senior leadership when the business moves from start-up to maturity just because these two types of people are interested in different things.
To submit your question, email info@legitimateleadership.com
News: Legitimate Leadership’s New Programme – Safety Leadership Excellence In Practice
If you have a safety problem, you have a people problem. And If you have a people problem, you have a leadership problem.
Legitimate Leadership has developed a 6-8-month intensive Safety Leadership Excellence In Practice programme which focuses on leaders enacting changes in themselves.
The programme starts with an Introductory workshop focusing on what safety leadership practices characterise care, means, ability and accountability.
This is followed by diagnosing against the Legitimate Leadership criteria.
Initial safety leadership assessments fundamentally ask: ‘How are we doing individually and collectively against the criteria of safety leadership excellence?’
Tailored application workshops then tackle specific areas of misalignment to the criteria, as diagnosed, addressing salient questions:
READ THE FULL NEWS ITEM BY CLICKING HERE
Article: Safety Leadership – The Difference That Makes the Difference
By Rachael Cowin, Associate, Legitimate Leadership.
Representing Legitimate Leadership, I presented a paper at IChemE’s recent Hazards 33 conference in Birmingham, UK. The paper explored the role of leadership when applied in a safety context, and indicated how Legitimate Leadership’s fundamental approach can be used as a basis for safety improvement.
Consultants at Legitimate Leadership have first-hand experience of applying our leadership framework, both in supporting clients and previously as employees of these organisations. What Legitimate Leadership consultants have consistently found is that focus on leadership has a positive impact upon safety, even when such improvements are not the primary aim of an intervention. This should not be a surprise – there is substantial research evidence which connects specific leadership practices throughout an organisation with safety outcomes. Indeed, the practical, embedding practices which Legitimate Leadership has developed – such as watching the game, leadership diaries, empowerment and accountability – serve to facilitate behaviours recommended in studies that we reviewed.
However, despite the recognition of the importance of the human aspects of safety, particularly as the industry matures, specific leadership practices rarely receive sufficient organisational priority in safety improvement efforts.
To move the discussion forward, Legitimate Leadership undertook a major exercise to surface safety leadership excellence criteria. We derived 28 safety leadership excellence criteria, clustered around Legitimate Leadership enablers of trust.
READ THE FULL ARTICLE BY CLICKING HERE
Video: How You Can Say What You Mean Without Being Mean
By Kim Scott, a former executive with Apple and Google, and author of the book Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity.
COMMENT ON THIS VIDEO BY WENDY LAMBOURNE, LEGITIMATE LEADERSHIP: Kim Scott is the leading proponent of what she calls ‘radical candor’ or caring and challenging at the same time – in Legitimate Leadership terms: Care AND Growth. In this video she explores through brilliant examples the consequences of doing either Care or Growth and the motive of the leader when they get this wrong – what she terms ‘ruinous empathy’, ‘manipulative insincerity’ and ‘obnoxious aggression’.
OUR SUMMARY OF THE VIDEO: How can you say what you mean without being mean?
I started thinking about this in 1999. I had started a software company and in the office one day about half the people had sent me the same article about how everyone would rather have a boss who is really mean but competent than one who is really nice but incompetent.
I thought ‘Gosh are they sending me this because they think I’m a jerk or because they think I’m incompetent – and surely those are not my only two choices?’
READ THE FULL SUMMARY OF THIS VIDEO BY CLICKING HERE
TO VIEW THE VIDEO CLICK HERE