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How can standards enable human excellence?
Stop Complaining And Start Leading – An Overbearing Sense Of Entitlement Isn’t Good For Your Employees Either
One of the more frequent complaints I encounter in the work I do is managers grumbling about entitled team members. And they’re not wrong. Entitlement is certainly alive and well in organisations the world over. It’s also not a phenomenon limited to Millennials and Gen Zers. I’ve come across plenty of senior managers who display many of the hallmarks of entitlement. In fact, my challenge to managers complaining about their entitled teams (at least when I’m familiar enough to be flippant), is to ask them why they feel they themselves are entitled to a team of fully formed, mature, generous employees in the first place. Maybe they’re the entitled ones, I quip.
Gen Z And The Value of Experience
A very powerful summary of why some people who apparently do the same jobs are worth more than their peers. Most people have a day job that is defined by job descriptions, policies, instructions and sometimes even standard operating procedures (SOPs), and that is the basic standard which the job needs to be done to and therefore has a worth in the marketplace. Legitimate Leadership believes in a fair day’s pay for a fair day’s work.
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Question Of The Month
By Wendy Lambourne, Director, Legitimate Leadership.
Question: What does a Legitimate Leadership intervention fundamentally seek to achieve?
Answer: A Legitimate Leadership intervention seeks to achieve a specific transformation – namely, a change in motive or intent from being here to take to being here to give at the level of the individual, the team and the organisation.
Leaders (those in authority) in organisations who are here to give understand that they are here to serve their people, not the other way round. What serving their people means boils down to two drops of essence: to care for and to grow their people.
By “care” is meant to have their people’s best interests at heart and to have a sincere and genuine interest in them as individuals, as human beings. By “growth” is meant to enable them to realise their full potential, to be the very best that they can be.
Employees who are here to give come to work concerned with what they can give or contribute rather than with what they can get while giving as little as possible.
Employees who are here to give are committed unconditionally to going above and beyond in pursuit of the organisation’s objectives. They are actively engaged at work and come to work to do the best job they can do.
To submit your question, email info@legitimateleadership.com
Article: Stop Complaining And Start Leading – An Overbearing Sense Of Entitlement Isn’t Good For Your Employees Either
By Ian Munro, Director, Legitimate Leadership.
One of the more frequent complaints I encounter in the work I do is managers grumbling about entitled team members. And they’re not wrong. Entitlement is certainly alive and well in organisations the world over. It’s also not a phenomenon limited to Millennials and Gen Zers. I’ve come across plenty of senior managers who display many of the hallmarks of entitlement. In fact, my challenge to managers complaining about their entitled teams (at least when I’m familiar enough to be flippant), is to ask them why they feel they themselves are entitled to a team of fully formed, mature, generous employees in the first place. Maybe they’re the entitled ones, I quip.
In fact, I don’t believe that the challenge of dealing with entitled team members and direct reports is a new challenge at all. People focusing on what they are getting (or not getting, as is the case with entitlement) rather than what they are giving is at its core a function of personal and professional maturity.
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Video: Gen Z And The Value of Experience
By Simon Sinek, American author on leadership and motivational speaker.
COMMENT ON THIS VIDEO BY TONY FLANNIGAN, LEGITIMATE LEADERSHIP: A very powerful summary of why some people who apparently do the same jobs are worth more than their peers. Most people have a day job that is defined by job descriptions, policies, instructions and sometimes even standard operating procedures (SOPs), and that is the basic standard which the job needs to be done to and therefore has a worth in the marketplace. Legitimate Leadership believes in a fair day’s pay for a fair day’s work. However, policies, procedures and instructions tend to only cover what happens when everything goes well and the process is on the tram lines. It is impossible to codify every upset or mishap that might happen in each process and that is where experience kicks in. The ability to add value to a business by knowing what to do when the process comes off the tracks can be invaluable in safety/quality/output terms. The people who can handle those situations are clearly worth more – and even more so if they have the attitude and ability to transfer that experience to more junior, inexperienced people. In Legitimate Leadership terms this is what we mean by Maturity – that is, the courage and generosity to stick around when things are less than perfect, learn and then pass on that experience to build capability in others.
OUR SUMMARY OF THIS VIDEO: The definition of what full-time employment is, is now up for debate. But Gen Z does seem less capable of dealing with stress than previous generations.
They are really good at presenting a confidence that they don’t have. They sound they sound like they have all the answers when they don’t.
It raises the question: is that bad?
The grass is always greener. You have people who are going from relationship to relationship to relationship; worse, from job to job to job.
READ THE FULL SUMMARY OF THIS VIDEO BY CLICKING HERE
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