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.
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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).
To submit your question, e-mail firstname.lastname@example.org
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.
READ THE FULL REPORT BY CLICKING HERE
TO VIEW THE VIDEO OF THIS WEBINAR CLICK HERE