Newsletter

July 2023

Featured

Question Of The Month

How important for a leader is the level at which the standard is pitched?

Carglass Germany, With Legitimate Leadership, Is A Winner In Leadership Competition

Carglass Germany, the leading supplier of replacement auto windscreens in Germany, has been placed in the top 10 of a prestigious competition of leadership initiatives held for the German-speaking world by the University of St Gallen, Switzerland.

Gauging Legitimacy

Seeking to gain or increase legitimacy is a goal, often implicit rather than explicit, of all senior leadership teams. As David Harding, an operations director, now retired, said: “If you are not continually thinking about how to win the hearts and minds of your people, you are not leading.”

Goals Are Not An Absolute, But A Gauge Of Momentum

The traditional metrics will reflect purpose over time. So having purpose and being purpose-led is not the absence of metrics, but it’s prioritizing the purpose before the metrics. And purpose-led organizations, over time, will demonstrate better metrics.

_____________________________________________________________________________________

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

Question Of The Month 

By Wendy Lambourne, Director, Legitimate Leadership.

Question: How important for a leader is the level at which the standard is pitched?

Answer:  As a leader, where you pitch the standard is all-important.

I was once informed by an insurance company that “the national standard is (and it always has been) an average of seven policies sold per week”.
I was then told by one salesperson that she delivered an average of 11 policies per week. She would work over the weekend if necessary to make the target.
I asked her boss if she was the exception. “Everyone in my team delivers an average of 11 policies per week,” said the boss. “I know it is possible because I did it when I was a salesperson. I expect nothing less.”
I asked myself whether I had perchance come across an exceptional group of salespeople. Not at all, I concluded. Rather, I had come across an exceptional sales team leader!

In short, if you expect the best from people, more often than not the best is what you get.

To submit your question,  email info@legitimateleadership.com 

News: Carglass Germany, With Legitimate Leadership, Is A Winner In Leadership Competition

Carglass Germany, the leading supplier of replacement auto windscreens in Germany, has been placed in the top 10 of a prestigious competition of leadership initiatives held for the German-speaking world by the University of St Gallen, Switzerland.

Carglass Germany entered the annual St Gallen Leadership Awards for the first time last year; the results were announced in June this year. There were more than 50 entrants in the competition.

The winners of the top three places in the competition were two major German companies (Bosch Bamberg Werk and Lufthansa Technik) and a Swiss hospital company (Spital Thurgau AG). The ranking of the other seven winners in the top 10 of the competition was not given by the judges, but Carglass Germany was among them.

Carglass Germany has been applying the Legitimate Leadership Model for the past six years. .

READ THE FULL ARTICLE BY CLICKING HERE

Article: Gauging Legitimacy

By Wendy Lambourne, Director, Legitimate Leadership.

Seeking to gain or increase legitimacy is a goal, often implicit rather than explicit, of all senior leadership teams. As David Harding, an operations director, now retired, said: “If you are not continually thinking about how to win the hearts and minds of your people, you are not leading.”

The starting point for those in pursuit of legitimacy must be to gauge how much legitimacy they currently have – that is, estimate the relative size of the two populations which make up their organisation.

The first population consists of people whose primary allegiance is with those in authority. They are pro-management and hence are seen to be on the side of, and loyal to, management. Simply, they trust those in charge of the enterprise.
The second group are the opposite in that they distrust management.

READ THE FULL ARTICLE BY CLICKING HERE

Video: Goals Are Not An Absolute, But A Gauge Of Momentum 

By Simon Sinek, American author on leadership and motivational speaker.

COMMENT ON THIS ARTICLE, BY WENDY LAMBOURNE, LEGITIMATE LEADERSHIP: Clarity of outcome or what you want to achieve is very helpful for two reasons. Goals which are stretching but achievable are motivating. Goals are also useful as a measure of progress – actual results tell us how well we are doing. But goals only provide a context for what is really useful, which is contribution. What makes for lasting success is not an up-to-date scoreboard. It is that everyone is making an above-and-beyond contribution and that the leadership of the enterprise is enabling them to do so.

OUR SUMMARY OF THIS VIDEO: The traditional metrics will reflect purpose over time. So having purpose and being purpose-led is not the absence of metrics, but it’s prioritizing the purpose before the metrics. And purpose-led organizations, over time, will demonstrate better metrics.

Companies that are purpose-driven tend to be more profitable, have better tenure of their employees, more loyalty over time, and more loyalty from their customers. And the traditional metrics tend to reflect that.

It’s in the short term that the metrics are not very useful. That is because sometimes we make purposeful sacrifices to do the right thing if we are purpose-driven or infinite-minded.

I had a meeting in the Pentagon once.

READ THE FULL SUMMARY OF THIS VIDEO BY CLICKING HERE
TO VIEW THE VIDEO CLICK HERE