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Question of the Month
Should complacency be deemed as carelessness (the Means and Ability were in place)? Is this an accountability issue, and therefore should we censure for carelessness?
Evoking The Value-Add, Rather Than The Activity, In A Job
I have been working with leaders in a private healthcare organisation which has been successfully applying the Legitimate Leadership principles for the past four years. I recently had an opportunity to interact with a group of four of its employees during one of our online programmes, Giving And Taking At Work.
How Managers Increase Trust And Regain Power
People choose to grant or withhold trust in other people based on how they perceive their intent or motive. That is, whether they believe that those people are in the relationship to ‘give’ or to ‘get’ from them. Further to this, people trust those they believe care for them, who trust them and are fair in their dealings with them.
Cows Don’t Give Milk
A father used to say to his children when they were young, “When you all reach the age of 12, I will tell you the secret of life.”
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Question of the Month
By Wendy Lambourne, Director, Legitimate Leadership
Question: Should complacency be deemed as carelessness (the Means and Ability were in place)? Is this an accountability issue, and therefore should we censure for carelessness?
Answer: For people to make a contribution to standard or better requires three things: the need to have the Means to do so (allowed); the Ability to do so (can); and the Accountability (will) to do so.
If ‘complacency’ means the person couldn’t be bothered or couldn’t care less, then this is a lack of will to do what is required of him/her. As such the person should be censured or warned that this attitude to the job is not acceptable and needs to change. He/she needs to choose careful rather than careless next time.
But ‘complacency’ could also be about low standards or a tolerance of mediocrity. If so, this is a leadership issue. The problem here is that the leader is setting the bar too low.
The leader should raise the standard and insist that the more exacting standard is adhered to.
The only person who sets the standard is the leader. The standard that is expected, demonstrated and walked past is the standard the leader gets. If complacency has become the norm, blame the leaders, not the employees.
To submit your question, e-mail info@legitimateleadership.com
VIGNETTE CASE STUDY: EVOKING THE VALUE-ADD, RATHER THAN THE ACTIVITY, IN A JOB
By Josh Hayman, Associate, Legitimate Leadership.
I have been working with leaders in a private healthcare organisation which has been successfully applying the Legitimate Leadership principles for the past four years. I recently had an opportunity to interact with a group of four of its employees during one of our online programmes, Giving And Taking At Work. The group was made up of staff from the reception area, the debtor’s department, and clinical staff.
The topic of conversation was, ‘When you are giving in your job, what are you actually doing?’ Legitimate Leadership asks this question as part of an exercise to help employees engage with the value-add in their jobs, as opposed to the activity.
The four employees answered the question variously:
READ THE FULL CASE STUDY BY CLICKING HERE
ARTICLE: HOW MANAGERS INCREASE TRUST AND REGAIN POWER
By Wendy Lambourne, Director, Legitimate Leadership.
People choose to grant or withhold trust in other people based on how they perceive their intent or motive. That is, whether they believe that those people are in the relationship to ‘give’ or to ‘get’ from them. Further to this, people trust those they believe care for them, who trust them and are fair in their dealings with them.
What this means for those in managerial roles in organisations is five things:
READ THE FULL ARTICLE BY CLICKING HERE
STORY: COWS DON’T GIVE MILK
Author unknown.
COMMENT ON THIS STORY BY WENDY LAMBOURNE, LEGITIMATE LEADERSHIP: There is nothing wrong with wanting a positive outcome. But the outcome is out of our hands because the result in any case is a function of extraneous factors outside of our control (luck always plays a part) – as well as what is done by those who contribute to the result. But contribution, unlike the result, is absolutely within our control. So focus on what you do and do the best you can. Dedicate yourself to something worthwhile and let the outcome take care of itself. Gary Player, a South African golfer, knew this when he responded to a comment that he was “so lucky”. “The harder I practice the luckier I get,” he said. I suspect Emma Raducanu (current US Open tennis champion) feels the same way – “I came to play tennis, I love to compete.” Perhaps her parents had a version of “Cows don’t give milk, you have to work for it”.
THE STORY: A father used to say to his children when they were young, “When you all reach the age of 12, I will tell you the secret of life.”
One day when the oldest turned 12, he anxiously asked his father what the secret of life was. The father replied that he was going to tell him, but that he should not reveal it to his brothers.
READ THE FULL STORY CLICKING HERE
