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August 2020
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When something goes wrong, surely it’s very important – and part of the accountability process – to find out who is to blame, and then to correctly blame that person?
What people choose to do is a function of the intent of their leadership: if historically leadership has been in the relationship with those they lead to give, those people in turn will…
Miles Crisp, CEO of Tarsus Technology Group of South Africa, said his group has been working on its leadership structure for six years……
Most people will agree that there is an ethical dimension to value. This becomes clear when examining the word in its plural. Values are important ideals relating to what is good…
The Legitimate Leadership Model is based on the proposition that the best way to achieve your own interests is to pursue the other person’s self-interest.
For more information regarding the above, please
E-mail info@legitimateleadership.com
Question of the Month
By Wendy Lambourne, director, Legitimate Leadership.
Question: When something goes wrong, surely it’s very important – and part of the accountability process – to find out who is to blame, and then to correctly blame that person?
Answer: For many of us the first thing we want to do when something goes wrong is blame someone, to know whose fault it is. Blame is really discharging of discomfort and pain and it has an inverse relationship with accountability. Those who blame a lot seldom have the tenacity and courage to actually hold people accountable.
Of course it is important to find out why something went wrong – a correct diagnosis allows the appropriate medicine to be applied.
There are only ever three whys: a “means” why (provide the means), an “ability” why (trainer/coach), or an “accountability” why (hold the person accountable for their carelessness or deliberate malevolence).
Blaming others is one of the distinctive characteristics of a victim. Part of the leader’s job is to deal with victims wherever they are and whenever they arise. Legitimate Leadership has developed a powerful tool for leaders to deal with victims called the Gripe to Goal process (refer to the book Legitimate Leadership (2012), pages 216-231).
WEBINAR REPORT 1: LEGITIMATE LEADERSHIP CONCEPTS ABOUT LEADING IN A CRISIS
This report and the next report (respectively on the Concept and Practice of leading in crisis in organisations) are from a Legitimate Leadership webinar held on 30 July 2020. The presenters were Wendy Lambourne of Legitimate Leadership (this report) and Miles Crisp of Tarsus Technology Group of South Africa (next report). Ian Munro of Legitimate Leadership was the moderator. The webinar had 99 attendees.
In a crisis the chickens come home to roost: people rally or scatter.
What people choose to do is a function of the intent of their leadership: if historically leadership has been in the relationship with those they lead to give, those people in turn will, in a crisis, come to the fore and do whatever they can for the survival of the organisation. If the leadership has been there to take, the opposite will occur: they will do little if anything and maybe they will jump ship.
What leaders do in a crisis may be forgiven but it will not be forgotten. Leaders come under increased scrutiny from their people. A crisis creates lingering memories.
TO VIEW THE VIDEO OF THIS WEBINAR CLICK HERE
WEBINAR REPORT 2: AN EXAMPLE OF LEADING IN A CRISIS IN A LEGITIMATE LEADERSHIP WAY
Miles Crisp, CEO of Tarsus Technology Group of South Africa, said his group has been working on its leadership structure for six years.
“Six years ago, we started a complete overhaul of the organisation. We adopted a legitimate leadership framework and did workshops across the entire organisation for about 18 months. They were about what intent we wanted. Accountability was also important – we involved people in the whole framework around means, ability and accountability.
“You never really know in a measurable way how this is impacting. Over the period we gradually reduced numbers in the organisation and became more focused in what we do. We became a much leaner organisation.
“Then Covid came. We made a decision 10 days before South Africa entered full lockdown in March 2020 to move a large number of our people to work at home.
TO VIEW THE VIDEO OF THIS WEBINAR CLICK HERE
ARTICLE: WHAT VALUE IS – THE TOTAL VALUE OF EVERYTHING
By Peter Jordan, associate, Legitimate Leadership.
A Google search of “the total value of everything” will reveal articles relating to “how much is the world worth”? (in dollar denomination); “how to calculate the value of your estate”; and a definition of gross domestic product.
Value is often automatically assumed to be monetary, but we all know instinctively that that what we value is multi-dimensional and diverse.
Most people will agree that there is an ethical dimension to value. This becomes clear when examining the word in its plural. Values are important ideals relating to what is good or bad. Often such values will be culturally determined and as such are not objective.
VIDEO: KINDNESS IN LEADERSHIP
By Wendy Lambourne, director, Legitimate Leadership.
The Legitimate Leadership Model is based on the proposition that the best way to achieve your own interests is to pursue the other person’s self-interest. Because when you do that, that person’s natural response is to give back.
Conventionally, if managers or leaders are asked what their job is, they will reply that it is to get results out of their people (because that is what they are measured on).
But you don’t elicit willingness from people by being a taker. We say you elicit willingness as a leader when you are a giver.
But that giving is of two specific types: the gift of care, and the gift of growing people.
So Legitimate Leadership argues for a change of intent, a change of heart in leaders.
READ THE FULL SUMMARY OF THIS VIDEO BY CLICKING HERE
TO VIEW THE VIDEO CLICK HERE
