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Question Of The Month
How do leaders raise human excellence, according to Legitimate Leadership?
Cyberlogic’s Transformative Leadership Journey
We had an incredible morning at the Legitimate Leadership breakfast, where our CEO, Mark Tew, and People Operations Lead, Aminah Mobara, shared the story of Cyberlogic’s transformative leadership journey and how the Legitimate Leadership framework has redefined our leadership standards.
How to Stop Delegating and Start Teaching
The primary reason why so much of the time we delegate is expediency rather than people growth. It comes down to our intent. Too often we default to ‘what is good for me’ – what I can hand off to others that will help me. We should rather deliberately choose the intent to give – to serve the interests of our people. When we do, the question then becomes: what can I hand over or delegate that will help my people learn? This is a mindset that we can cultivate in ourselves and our leaders.
For more information regarding the above, please e-mail events@legitimateleadership.com
Question Of The Month
By Wendy Lambourne, Director, Legitimate Leadership.
Question: How do leaders raise human excellence, according to Legitimate Leadership?
Answer: Leaders, unlike managers, focus not on the achievement of results but on enabling excellence in their people. They do so because they know that sustainable organisational excellence is not possible with mediocre people.
One way to enable excellence in people is to deliberately and consistently raise the bar. No one ever made it to the Olympics by jumping repeatedly, no matter how often, over a height of 1.50m or even 1.80m. Olympic high jumpers need a coach who continually raises the bar – in the case of the high jump, literally.
Similarly, leaders enable their people to be the best that they can be by continually reimagining and then implementing higher standards of behaviour and performance. Read the full response by clicking here.
To submit your question, email info@legitimateleadership.com
Article: Cyberlogic’s Transformative Leadership Journey
Written by Cyberlogic about a breakfast presentation on its leadership journey, done by it in Johannesburg, South Africa, on 3 October. Cyberlogic is a fast-growing managed IT solutions provider.
We had an incredible morning at the Legitimate Leadership breakfast, where our CEO, Mark Tew, and People Operations Lead, Aminah Mobara, shared the story of Cyberlogic’s transformative leadership journey and how the Legitimate Leadership framework has redefined our leadership standards.
Some key leadership takeaways from the breakfast:
- Leaders who develop clear standards create a culture where individuals feel valued, supported, and empowered to succeed.
- Offering hands-on experience, constructive feedback, and training helps prepare future leaders to take on greater responsibilities and maintain momentum.
- Staying committed to core leadership principles ensures teams remain aligned and perform at their best, even under pressure.
Leadership is not just a function or a title; it’s a commitment to guiding, supporting, and growing people.
When done well, leadership is the catalyst that drives innovation, performance, and, ultimately, organisational success.
A big thank you to Joshua Hayman and the Legitimate Leadership team for having us (for the presentation – editor).
If you’re interested in learning more about our leadership approach or how it can impact business success, check out the full case study by CLICKING HERE
Article: How To Stop Delegating and Start Teaching
By Art Markman, writing in Harvard Business Review. Dr Markman is the Annabel Irion Worsham Centennial Professor of Psychology and Marketing at the University of Texas at Austin, USA.
COMMENT ON THIS ARTICLE BY JOSH HAYMAN, LEGITIMATE LEADERSHIP: The primary reason why so much of the time we delegate is expediency rather than people growth. It comes down to our intent. Too often we default to ‘what is good for me’ – what I can hand off to others that will help me. We should rather deliberately choose the intent to give – to serve the interests of our people. When we do, the question then becomes: what can I hand over or delegate that will help my people learn? This is a mindset that we can cultivate in ourselves and our leaders.
SUMMARY OF THE ARTICLE: As a manager, a central part of your job is to develop people. But when you delegate a task to someone — with no prior training — simply because you are unavailable to do it, their chances of succeeding are slim. Managers need to stop thinking of passing off responsibilities as delegating, and start taking on the mindset of a trainer. If you do, you will naturally look for ways to give a little more responsibility to the people who work for you.
Start by gauging who on your team genuinely wants to move up in the organization, and identify their main areas of interest. Create a development plan for them and write down the skills they will need in order to reach their goals. Then focus on giving them assignments that require those skills. Help them work their way up to a challenging task by starting with a series of practice sessions.
The first time you introduce a task to someone, let them shadow you while you explain some of the key points. Then, give them a piece to do on their own with your supervision. Only let them carry the full load when you sense that they are ready. By doing this, you are helping your supervisees reach their career goals, and creating a team of trusted associates who can step in when you are overwhelmed or out of the office.
READ THE FULL ARTICLE BY CLICKING HERE