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How should a leader react when an employee has a personal crisis?
When those in authority in an organisation have legitimacy it is because they have successfully mobilised the consent of the majority of those they lead to being led by them. Their people trust them, are willing and loyal to them.
Safety Webinar: Safety Leadership Excellence
Safety and security are high on Maslow’s hierarchy of needs. But if you have a safety problem, by definition you have a people problem, and therefore you have a leadership problem. Which means that, assuming you are in leadership, you are the problem.
When There Is An Incident, Remember That The ‘Offender’ May Sit In A Hierarchy
In the recent Legitimate Leadership Safety Webinar, Rachael Cowin explored the possible application of Legitimate Leadership’s empowerment framework (means, ability, accountability) after she was told of an incident in a public space where a key piece of infrastructure was inconveniencing the public.
The Best Leaders Put Safety First Over Results Every Time
In the recent Legitimate Leadership Safety Webinar, Sean Hagger described one memorable story he was told during the interview/survey process.
The story was about the actions of someone who, 30 years ago, was the manager of the world’s biggest ethylene plant in Teeside, England.
The Best Leaders Continually Raise The Bar On Safety By Challenging Us To Be Better
In the recent Legitimate Leadership Safety Webinar, Sean Hagger related a story of a senior leader who’d started a new role in a factory that manufactured rockets.
‘For 30 years, part of the process in this manufacturing facility was to drill a hole in the solid fuel propellant of the rocket in order to fit a device.’
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Question Of The Month
By Wendy Lambourne, Director, Legitimate Leadership.
Question: How should a leader react when an employee has a personal crisis?
Answer: Putting one’s employees first is never more evident than during times of personal crisis for the employee. These occasions inevitably arise because people are human and difficult circumstances (death, divorce, illness) do at some point arise. When they do, the leader’s response either cements or breaks the bond between the leader and their people.
I have two examples which illustrate the case, one positive and the other negative. Read the full answer by clicking here.
To submit your question, email info@legitimateleadership.com
Article: Increasing Legitimacy
By Wendy Lambourne, Director, Legitimate Leadership.
When those in authority in an organisation have legitimacy it is because they have successfully mobilised the consent of the majority of those they lead to being led by them. Their people trust them, are willing and loyal to them.
This does not happen overnight or by chance. Increasing legitimacy is a gradual process requiring courage and perseverance. It comes about when senior leaders commit to fundamental changes in their organisation in terms of who is there to serve whom, where leadership responsibilities are vested in the hierarchy, what is aspired to, and what leaders are measured on and rewarded for.
Who is here to serve whom?
In the first instance, legitimacy requires an essential inversion in the line of service from ‘you are here for me’ to ‘I am here for you’. The practical manifestation of this is evidenced in three ways:
READ THE FULL ARTICLE BY CLICKING HERE
Safety Webinar: Safety Leadership Excellence
Safety and security are high on Maslow’s hierarchy of needs. But if you have a safety problem, by definition you have a people problem, and therefore you have a leadership problem. Which means that, assuming you are in leadership, you are the problem.
People can and will change, but they will only change when you change.
This was said at the Legitimate Leadership webinar, Safety Leadership – The Difference That Makes The Difference, held on 8 August. The webinar was attended by 77 people from across the globe. It was chaired by Tony Flannigan and the two presenters were Sean Hagger and Rachael Cowin – all from Legitimate Leadership.
Flannigan related that when Legitimate Leadership started examining safety, it referred to the Bradley Safety Curve from DuPont. On this curve, organisations range from being quite reactive and not very good, with lots of safety incidents, to the rarely-reached stage four.
‘At stage four, typically you have things like a million hours LTA-free (LTA: lost time accident) and commitment from the entire workforce to get it right.’
‘If you reach the hallowed ground of stage four it doesn’t only feel good. Not only have you got safety right, you will also be a high-performing team, hitting productivity and quality and making money for the business. So good safety is good business.
READ THE FULL CASE STUDY BY CLICKING HERE
Safety Webinar Vignette Case Study 1:
When There Is An Incident, Remember That The ‘Offender’ May Sit In A Hierarchy
In the recent Legitimate Leadership Safety Webinar, Rachael Cowin explored the possible application of Legitimate Leadership’s empowerment framework (means, ability, accountability) after she was told of an incident in a public space where a key piece of infrastructure was inconveniencing the public.
‘There had been no incident, no accident, nothing untoward. However a member of the public videoed the activity related to correcting the infrastructure and posted the video on social media.
READ THE FULL CASE STUDY BY CLICKING HERE
Safety Webinar Vignette Case Study 2: The Best Leaders Put Safety First Over Results Every Time
In the recent Legitimate Leadership Safety Webinar, Sean Hagger described one memorable story he was told during the interview/survey process.
The story was about the actions of someone who, 30 years ago, was the manager of the world’s biggest ethylene plant in Teeside, England.
A large oil company had just opened up a gas field and they drilled underneath a river. The drilling process went awry, dislodging the earth underneath the feedstock pipeline and the product pipeline that were already there – leaving both of them hanging 100m in the air.
READ THE FULL CASE STUDY BY CLICKING HERE
Safety Webinar Vignette Case Study 3: The Best Leaders Continually Raise The Bar On Safety By Challenging Us To Be Better
In the recent Legitimate Leadership Safety Webinar, Sean Hagger related a story of a senior leader who’d started a new role in a factory that manufactured rockets.
‘For 30 years, part of the process in this manufacturing facility was to drill a hole in the solid fuel propellant of the rocket in order to fit a device.
‘The new manager was aghast when he saw this part of the process and he challenged it. He asked why this was being done. The employees replied, “Well we’ve never had a serious incident before.”
‘But he insisted that they find another way of doing it.
READ THE FULL CASE STUDY BY CLICKING HERE
