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Question Of The Month
Why don’t we see as many employees exhibiting excellence as we’d like – we know that many more employees are capable of it than actually display it?
Producing Leaders Who Choose To Do What Is Right
In any situation leaders’ actions can be informed by only one of two things: by their needs or by their values. When leaders act on the basis of their needs, they are essentially putting their self-interest first. When they behave on the basis of their values, they are putting their self-interest second, they are suspending their own agenda for what is appropriate or right.
Leaders get the people they deserve. When leaders see their people as human resources, as a means to the end of getting the results, they treat them accordingly. They use a combination of sanctions and incentives to get as much out of those ‘resources’ as they can.
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Question Of The Month
By Josh Hayman, Associate, Legitimate Leadership.
Question: Why don’t we see as many employees exhibiting excellence as we’d like – we know that many more employees are capable of it than actually display it?
Answer: Firstly, experience in Legitimate Leadership groups shows that only a minority of managers actually normally set out their expectations of employees. And even if they do, an even smaller minority of managers actually hold employees to account for those expectations.
This is even though, in our experience, groups of managers generally have no difficulty, when asked, in articulating a comprehensive list of behaviours and qualities that would indicate a person achieving excellence in a role – meaning they have a very clear picture in their heads of what this thing called excellence looks like.
So firstly, managers should actually do this! I believe that in not doing this, managers generally miss a crucial opportunity to enable their staff to strive for excellence in their jobs.
The Legitimate Leadership Model holds that a key enabler of employee contribution is ensuring standards and expectations are clear to employees.
Even when managers do actually do this, two problems often crop up:
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Article: Producing Leaders Who Choose To Do What Is Right
By Wendy Lambourne, Director, Legitimate Leadership.
In any situation leaders’ actions can be informed by only one of two things: by their needs or by their values. When leaders act on the basis of their needs, they are essentially putting their self-interest first. When they behave on the basis of their values, they are putting their self-interest second, they are suspending their own agenda for what is appropriate or right.
Whether leaders are needs- or values-driven does not happen by accident. Leaders will be needs-driven, they will default to their own needs, unless they consciously choose otherwise. They will do what is expedient or convenient unless they deliberately forego their needs to do the appropriate or right thing.
That leaders are primarily values- rather than needs-driven is of paramount importance.
READ THE FULL ARTICLE BY CLICKING HERE
Video: Changing Commodity Industries – Where Workers Are Commodities, They Act Like Commodities, And They Treat Customers Like Commodities
By Simon Sinek, American author on leadership and motivational speaker.
COMMENT ON THIS ARTICLE, BY WENDY LAMBOURNE, LEGITIMATE LEADERSHIP: Leaders get the people they deserve. When leaders see their people as human resources, as a means to the end of getting the results, they treat them accordingly. They use a combination of sanctions and incentives to get as much out of those ‘resources’ as they can. But people don’t like to be treated as resources – as ‘commodities’, in Simon Sinek’s words. Their response is to resist and retaliate. Their response is to do the bare minimum – which is not good for the customer, or the business or ultimately themselves.
OUR SUMMARY OF THIS VIDEO: I think that there’s a huge opportunity in industry to double down on what quite frankly is good leadership. And I think one of the reasons that these industries are considered to be commodity industries is because we treat those workers as commodities, we treat them as replaceable hourly workers – so they act like commodities, and they treat customers like commodities.
We’ve created commodity industries – it’s not necessarily the products themselves.
Are we going to actually give training beyond the technical skills – are we going to give people training in human skills? We give hard skills training but we very rarely give human skills training.
READ THE FULL SUMMARY OF THIS VIDEO BY CLICKING HERE
TO VIEW THE VIDEO CLICK HERE
