Category: Uncategorized

November 2022

Posted on by ll

Featured

Question Of The Month

What should be done for a successful internship programme?

Leading Remotely? Make Growth A Priority!

Two years ago, quite abruptly, the working world many of us were used to changed. Many people who had previously spent their entire careers office-bound, suddenly found themselves working from home.

Why The Fuss Over Quiet Quitting?

Two years ago, quite abruptly, the working world many of us were used to changed. Many people who had previously spent their entire careers office-bound, suddenly found themselves working from home.

For more information regarding the above, please
E-mail  events@legitimateleadership.com

Question Of The Month 

By Ian Munro, Director, Legitimate Leadership.

Question: What should be done for a successful internship programme?

Answer: The most important shift to be achieved through internship is to move the intern away from an attitude of getting (for instance, “I’m here to get experience”) to one of giving (“I’m here to actually give something to this job”).
If someone comes out of an internship able to clearly articulate what contribution she can make, and able to focus on that contribution, she will have an infinitely higher chance of either getting a job in your organisation or other organisations.
Nonetheless, an intern who has an entitlement attitude should not be spurned because this is part of the maturity journey. Before one enters the world of work, the world of childhood and school have typically been about you, about the results that you “get”. At school, how often do you get to make a contribution? People mature significantly through the world of work.

Ten points to bear in mind before and during an internship programme:

Read the full answer by clicking here . 

To submit your question,  email info@legitimateleadership.com 

Article: Leading Remotely? Make Growth A Priority!

By Ian Munro, Director, Legitimate Leadership.

Two years ago, quite abruptly, the working world many of us were used to changed. Many people who had previously spent their entire careers office-bound, suddenly found themselves working from home.

With this rapid shift to remote working it is understandable that the initial priority was about the short term. Is everyone safe? How are people’s friends and families?

As the pandemic went on, the focus shifted to enabling people to be productive at home. For most this meant focusing on technology, both hardware and software, which would enable employees to not only do their work, but also to be more collaborative and more engaged remotely.

But as lockdown conditions stubbornly continued on, dealing with longer term care issues such as physical and mental health became the priority.

More recently the focus has shifted once again – this time to rules and protocols for staying at home or returning to work (or a bit of both).

One thing that all of the above shifts in focus have in common is that they have been driven by external and mostly short-term factors. They have also directed significant focus to the short-term, which has in turn distracted us from giving sufficient attention to the longer term – particularly when it comes to people’s growth, empowerment and development.

The result: employees, especially top performers – who have often experienced genuine care and found a way to be highly productive from their bedrooms, kitchens and living rooms – are now leaving their jobs despite their success and positive experiences in search of new opportunities to grow.

READ THE FULL ARTICLE BY CLICKING HERE

Article: Why The Fuss Over Quiet Quitting?

By Bartleby, in The Economist.

COMMENT ON THIS ARTICLE BY STUART FOULDS, LEGITIMATE LEADERSHIP: The term ‘quiet quitting’ has recently become a buzzword, but the worldwide problem that almost 80% of employees are not fully engaged is definitely not new. At Legitimate Leadership we have been advising leaders and organisations about this challenge for many years, and we believe it is at heart a leadership issue.

Simply put, employees want to be fairly remunerated – but money alone is not enough to motivate most people to go above and beyond at work. In reality, most employees will go the extra mile only if motivated by one or more of three P’s:

  • A personal PASSION for what they do.
  • A bigger PURPOSE that makes their work inspiring and worthwhile.
  • A PERSON who displays the kind of leadership for which it’s worth going the extra mile.

All three of these motivators speak to excellence in leadership. As leaders we should be connecting our people’s work with their passions, showing them the worthwhile purpose behind our shared endeavours, and (above all) being the kind of leaders who unlock people’s energy and loyalty. We’re failing our people if we don’t do these things.

The most concerning thing about ‘quiet quitters’ may in fact be the poor leadership they’ve been receiving from their corporate bosses.

THE ARTICLE: It’s not the crime but the cover-up. And it’s not the video but the reverberations. In the past few weeks the term ‘quiet quitting’ has entered conversations about the workplace. A 17-second clip on TikTok, a social-media platform, in which an American called Zaid Khan embraces the notion of not going above and beyond at work, has caused an awful lot of noise.

READ THE FULL ARTICLE BY CLICKING HERE

July 2021

Posted on by ll
Featured
Question of the Month
Given that (measured from responses given in Legitimate Leadership workshops) approximately 70% of people in leadership roles are takers (that is, they are here to “get” results out of people rather than give/care and grow people), what should be done about these people who are already in leadership positions?
Reward – It’s Not About The Money!
At Legitimate Leadership we believe that leaders who are in the relationship with their people to “give” to them rather than to “get” results out of them have seven possible “gives” at any point in time.
The Role Of The Coach Is To Watch The Game
A challenge in leadership is to develop the capacity to suspend control – to fight your need to control the outcome. But incrementally suspending control is necessary if you are to empower your team members to become the best that they can be.
Being Middle Management Is The Most Difficult Job In The Company
Legitimate Leadership does not support the notion that there are any leadership roles that are more difficult or more impactful than others. At every level the responsibility of those in authority is first and foremost to care for those in their charge, to enable them to make an above-and-beyond contribution and to realize the best in themselves.
For more information regarding the above, please
E-mail  events@legitimateleadership.com
Question of the Month 
By Wendy Lambourne, Director, Legitimate Leadership.
Question: Given that (measured from responses given in Legitimate Leadership workshops) approximately 70% of people in leadership roles are takers (that is, they are here to “get” results out of people rather than give/care and grow people), what should be done about these people who are already in leadership positions?
Answer: In response to this reality, Legitimate Leadership has developed a methodology which does not work in all cases but clearly enables a shift in the majority of people in leadership roles from being here to take to being here to give. This process has the following steps:  Read the full answer by clicking here
 To submit your question, e-mail info@legitimateleadership.com
ARTICLE: REWARD – IT’S NOT ABOUT THE MONEY!
By Wendy Lambourne, Director, Legitimate Leadership.
At Legitimate Leadership we believe that leaders who are in the relationship with their people to “give” to them rather than to “get” results out of them have seven possible “gives” at any point in time. These seven are: Care, Means, Ability, Censure, Discipline, Praise and Reward.
When leaders are getting the Reward “give” right, their direct reports would “strongly agree” or “agree” to the following two statements (when responding in a Legitimate Leadership leadership survey):
1. My current level of remuneration positively acknowledges my contribution.
2. Those (in the team) who contribute the most are most highly rewarded.
Leadership Leadership has agonised on how to word the first statement simply because we have found in practice that people are very reluctant to agree that they are happy with what they are being paid.
READ THE FULL ARTICLE BY  CLICKING HERE
ARTICLE: THE ROLE OF THE COACH IS TO WATCH THE GAME
By Angela Donnelly, Director, Legitimate Leadership Canada.
A challenge in leadership is to develop the capacity to suspend control – to fight your need to control the outcome. But incrementally suspending control is necessary if you are to empower your team members to become the best that they can be. It also provides an opportunity to practice maturing your intent by shifting your attention from outcome to process.
Suspending control is not simply a behavioural practice to change. Intent is what ultimately drives behaviour and is where the change needs to happen.
The workplace is in some ways similar to a sports game.
READ THE FULL ARTICLE BY CLICKING HERE
VIDEO: BEING MIDDLE MANAGEMENT IS THE MOST DIFFICULT JOB IN THE COMPANY
By Simon Sinek, American author on leadership, and motivational speaker.
COMMENT ON THIS VIDEO BY WENDY LAMBOURNE, LEGITIMATE LEADERSHIP: Legitimate Leadership does not support the notion that there are any leadership roles that are more difficult or more impactful than others. At every level the responsibility of those in authority is first and foremost to care for those in their charge, to enable them to make an above-and-beyond contribution and to realize the best in themselves. At every level the challenge and the opportunity is to determine the calibre of those who report to them directly. The CEO should be judged on the quality of the executive team, middle managers on the excellence of those in first line manager roles and first line managers on the excellence of those in the front line.
What is different though is the unique value add of each level in the hierarchy. Hence the timeframe, the degree of impact, the contribution, differ. CEOs have different issues to focus on and deal with from those at other levels in the organization.
What is important therefore is that everyone in the line of command makes an exemplary direct AND leadership contribution. That is the recipe for both short and long term organizational success.
OUR SUMMARY OF THIS VIDEO: The infinite game is not the absence of finite games. The infinite game is the context within which finite games exist. But if you’re ignorant of the existence of the infinite game and all you’re ever playing is finite (but you are in fact in an infinite game) you will do damage. Jack Welch once said long term is simply a series of short terms. No it is not – because if all you do is play short, short, short, short, short, then eventually you create long term damage. You do damage to your culture, you do damage to your clients, you put so many cheap ingredients in your product you destroy the quality of your product and eventually it catches up with you.
I think middle management is the most difficult job in a company and it’s also the place where the most change and the most impact can happen.
READ THE FULL SUMMARY OF THIS VIDEO BY CLICKING HERE
TO VIEW THE VIDEO CLICK HERE