Presentation by Legitimate Leadership for the CCMG conference 2017 Every employer struggles with the issue of employee engagement, and more so within the intense call center environment. Legitimate Leadership addresses: How to get employees to come to work every day and put in their best effort? How to keep employee turnover down?

1. Leading employees from taking to
giving in the call center

2. INTRODUCTION
• Legitimacy of leadership
• Mutual trust
• 100% Contribution by willing employees
• Accountability:
– Enable
– Care
– Grow
• A shift from taking to giving at work
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3. SLIDE 3

4. SLIDE 4

5. Background
§ We measure the success of any organisation
by the size of its surplus.
§ A surplus is only produced when the members
of the organisation collectively GIVE more
than they TAKE.
§ People in an organisation’s capacity to GIVE
is only partly a function of what they HAVE or
KNOW. More than anything else it is a
function of the degree to which their WILL is
engaged
Organisations SUCCEED to the degree to which their people are committed
unconditionally to the objectives of the organisation

6. The Leader
• What do your employees want from you?
Approachable; empathetic; fair; honest; listens;
gives me feedback; provides a vision; interested;
energetic; consistent; experienced; integrity;
understanding; compassionate; knowledgeable;
kind; open minded; believes in me; trusts me;
trustworthy; grows me; challenges me; support;
accessible; respect
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7. The Leader
Approachable; empathetic; fair; honest; listens;
gives me feedback; provides a vision; interested;
energetic; consistent; experienced; integrity;
understanding; compassionate; knowledgeable;
kind; open minded; believes in me; trusts me;
trustworthy; grows me; challenges me; support;
accessible; respect…
CARE & GROWTH
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8. The Leader
Have to boss:
STICKS
• Coerce and compel
• People feel bullied and resist
OR
CARROTS
• Persuades
• People feel manipulated and
retaliate
Want to boss:
• Fair and honest,
• Gives feedback and direction
• Approachable and listens
• Supportive and helpful
AND
• Leader gains POWER
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9. The Leader
• Power is the ability to command authentic loyalty
and respect
• Gain power by being interested and concerned
• The leader gives employees time and attention
• The leader responds and provides feedback
• The leader cares for employees
• The leader grows employees
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10. LEGITIMACY
The collective leadership of the enterprise is seen
to be legitimate and to have the support of the
majority of its employees to being led by it.
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11. Leader Intent
• Care and grow the employee
• Interested in the well being of the employee
• Unconditional
• Suspend your agenda for theirs
• The leader is here to give
TRUST
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12. The Means and Ends Argument
MEANS ENDS IMPLICATION
Situation
One
Person Job /Task TAKE
Situation
Two
Job / Task Person GIVE
Person Job/Result
Predictable
Benevolent Intent
Malevolent Intent
CONTROL
POWER
“Have to”
Risk
“Want to”

13. A Legitimate Leader
• Employees give power to a leader that is
considered legitimate
• The leader earns the right to demand delivery
• The leader empowers the employee:
– Means
– Ability
– Accountability
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14. Means
• Tools and resources
• Time
• Authority
• Targets and goals
• Standards
• Feedback
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15. Ability
• Knowledge
• Training
• Coaching
• Direction
• Vision
• WHY
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16. Accountability
• The Standard
• Careless: Censure
• Deliberate carelessness: Discipline
• Careful: Recognize
• Extra Mile: Reward
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17. To grow someone means to EMPOWER them:

18. Performance
Time
Consequences of a Single-minded Focus on Results

19. Performance
Time
Consequences of a Single-minded Focus on People

20. Performance
Time
Consequences of a Single-minded Focus on Excellence

21. Conclusion
Legitimate Leadership helps leaders at every level
to transform their organizations through applying
the Legitimate Leadership principles, so that they
are characterized by Legitimacy, Trust,
Contribution and Accountability, resulting in a
fundamental shift from “taking” to “giving” at work.
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22. Background
Supported by a strong client base
A proven approach
The work that we at Legitimate Leadership have been doing for the
past 25 years has its roots in research conducted under the auspices
of the South African Chamber of Mines into the problem of
Management – Employee conflict in South Africa’s gold mines.
This work led to a framework for understanding trust in management
and its corollary: the commitment of employees to the leadership of
an enterprise.
This framework, subsequently known as the Legitimate Leadership
Model, has since been applied in diverse contexts in 26 countries
and on 5 continents.
It has been implemented in:
Mining
Manufacturing
Financial Services
Call Centers
Information Technology
Communications
Hospitality
Public Sector
NGOs

23. Legitimate Leadership Deliverables
Legitimate Leadership delivers the following to a business:
The collective leadership of the enterprise is seen to be
legitimate and to have the support of the majority of its
employees to being led by it.
Employees are convinced that both those they report to as well as their
colleagues have their best interests at heart, and therefore they trust
them.
The average employee is committed to the organisation’s objectives and
is willing to make an above-and-beyond contribution to realising those
objectives
Less than the best performance by people is not tolerated, as evidenced by
employees at all levels taking accountability for, and being held accountable
for, their contribution.
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24. Closing
I believe you don’t motivate people. What you do
is hire motivated people, then make sure you
don’t demotivate them.
Tom Golisano
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