Purpose

Both Leaders and Followers Serve a Common Purpose

Leader

Common Purpose

Followers

Both Leaders and Followers Serve a Common Purpose

Leader

Common Purpose

Followers

Self-Interest

Self-Interest

Leadership is the art of getting someone else to do ; something you want done because he wants to do it. Dwight Eisenhower
People cannot be managed.Inventories can be managed, but people must be led H. Ross Perot Courage is not the absence of fear, but rather the judgment that something else is more important than fear. Ambrose Redmoon. The very essence of leadership-follower collaboration is that you have to have vision. You cant blow an uncertain trumpet. The failure to give appropriate and timely feedback is the most extreme cruelty that we can inflict on any human being. Management Consultant LEADERS rarely use their power wisely or effectively over long periods unless they are supported by FOLLOWERS who have the stature to help them to do so Ira Chaleff

Leadership: What is its process?

Have a purpose Assess existing realities Envision desirable new realities (setting goals) Communicate compelling reasons to pursue them Develop strategies to achieve goals Empower others to help achieve goals (structure) Articulate and model the values that should guide them Keep the organization focused (implementation) Fulfill expectations that have been created Reward contributions to success Repeat this cycle
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In what ways does the leader need help?

What Does It Mean to Follow?

Followership: The free will recognition of leadership in the commitment towards realization of the organizational vision and culture.

Source: Eugene N. Dixon Ph.D. (abridged)

Followership: What is its process?

Share a common purpose Evaluate leaders assessment of existing reality Be open to visions of desired reality Make commitment to closing the gap Act in accordance with values Help organize resources to achieve goals Contribute to achieving expectations Make corrections when needed to succeed Enjoy the benefits of success Give input on the next desirable reality
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Question: Can you be both a great leader and a great follower?

Leader-Follower Organization
Leader-follower Leader-follower Leader-follower Leader-follower Leader-follower

Leader-follower Leader-follower Leader-follower Leader-follower Leader-follower

Source: Eugene N. Dixon Ph.D.

Five Dimensions of Courageous /Followership

Assume Responsibility
Challenge The Support

Courage
To Participate in Transformation

Take Moral Action

What Creates Partnership?

Shared Purpose Competence Support Trust Courage Constructive Confrontation

Which of these can you strengthen to improve the quality of partnership?

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The Courageous Follower

Courage is found in both effective leaders and followers.

Willingness to take risks, challenge authority, and to believe ones own ideas are superior typically marks a follower as a future leader Follower role includes responsibility, service, challenging authority, participating in change, knowing when its time to leave organization These components of followership require courage

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Role of the Follower

Courage to assume responsibility

Courageous
Do

followers:

not presume that a leader or an organization will provide them with security, permission to act, or personal growth Initiate opportunities for personal fulfillment, growth, and the fullest use of their capabilities

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Role of the Follower

Courage to serve
Courageous
Discern

followers:

the needs of the organization and actively seek to serve those needs Support the leaders decision, providing strength, complementing the leaders position, and serving others display of followers courage

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Role of the Follower

Courage to challenge
Courageous
Do

followers:

not sacrifice the purpose of the organization or their personal ethics in order to maintain harmony and minimize conflict They stand up against leaders and decisions when that behavior contradicts the best interest of the organization, or their own integrity

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Role of the Follower

Courage to participate in transformation

Courageous
View

followers:

the struggle of corporate change and transformation as a mutual experience Support the leader and the organization during a difficult transformation Are not afraid to confront the changes and work toward reshaping the organization

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Role of the Follower

Courage to leave
Often

organizational or personal changes create a situation in which a follower must withdraw from a leader-follower relationship Followers are not afraid to depart because they do not rely on leaders or organizations for their self-worth

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Sources of Follower Courage

The courage to accept risk derives from several sources:

Strength from personal philosophy/religious beliefs A vision of the future can provide courage to follow difficult course of action Past event that tested individual courage can make future courageous behavior easier Personal values can give one the courage to act Commitment to peers, deep concern for others, and outrage at injustice can foster change

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Visibility & Pressures Intensify as Leader Rises

Competitors Investors

Interest Groups
Family Community

Press Board Constituents

Leader-Follower Collaboration
The mark of a great leader is the development and growth of followers. The mark of a great follower is the growth of leaders.
The Courageous Follower

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Good Followership
Maximizes Followers
Strengths

Continuously Improving Collaboration

Minimizes Leaders Weaknesses

Good Leadership
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Collaboration with Leaders Requires: Trust + Courage + Skill

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COURAGE
The attitude of facing and dealing with anything recognized as dangerous, difficult or painful, instead of withdrawing from it.
What aspects of professional relationships require courage?
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Courage is a Muscle

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When exercised, it GROWS

How Do You Find Courage to Speak the Truth to a Superior?

Values Purpose Care for Institution and Unit Care for Leader Professional Standards Certainty of Data Other?

What are your sources of courage when 25 speaking up risks the relationship?

COURAGE MEANS OVERCOMING FEAR

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FEAR
Fear is not the opposite of courage. It is the necessary condition for displaying courage.
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FEAR
Fear magnifies when it is generalized. By identifying the specific fear, you begin to master it. Question: What are you afraid of in relation to speaking truth to leaders?
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FEAR
You have a choice to act or not act The pressure will be great either way Make your choice with the purpose in mind Take an action your courage permits you to at that time
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Overcoming Fear
1. Focus on the GOAL, not the obstacles
2. Develop a STRATEGY for achieving the goal 3. Purposefully IMPLEMENT the strategy 4. Use the ENERGY contained in fear to help you act
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Leader and Follower Obligations

A good leader listens Leader is under no obligation to accept feedback Follower has obligation to repeat feedback if warranted A good follower finds effective ways to communicate
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Followership is a discipline of supporting leaders and helping them to lead well. It is not submission, but the wise and good care of leaders, done out of a sense of gratitude for their willingness to take on the responsibilities of leadership, and a sense of hope and faith in their abilities and potential. Reverend Paul Beedle
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Ways to Support the Leader & Build Trust

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Conserve the leaders energy Facilitate access to the leader Defend the leader Buffer the leader Act on the leaders behalf Focus the creative leader Communicate succinctly Ensure leader has needed information Present good options Help leader manage crises Work to reconcile conflict between leaders Other?

Courage to Participate in Transformation

Even if leader accepts feedback, change is difficult. Followers can help by:
Believing change is possible Avoiding cynicism Agreeing on coping mechanisms Acknowledging improvements Remaining supportive but firm
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- You as the Leader Building a Culture of Growth

Model soliciting feedback
Model accepting feedback Foster divergent views Examine communication norms Encourage in-channel communication Value continuous learning

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Transformation

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Change own behavior Negotiate changes by leader Agree on coping mechanisms Remain supportive and firm Encourage professional help when needed Persist Acknowledge improvements

Transform Own Enabling Behavior

Enabling Behavior: Behavior that allows and encourages anothers problematic behavior

Identify own enabling behavior Risk changing own behavior Stay consistent in own new behavior

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Moral Action
An action taken to bring the behavior of the leadership and organization into line with commonly held values while preserving the capacity of the organization to fulfill its purpose. Action taken to preserve personal integrity. Question: What kind of situations could occur that could require moral action? 38

Gradation of Moral Actions

Query an order Appeal to a higher level Report to an oversight group Offer to resign Leave quietly- find a new job Leave and report unethical behavior Dont leave - be a change agent from within
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Leader and Follower Obligations

A good leader listens
Leader is under no obligation to accept feedback Follower has obligation to repeat feedback if warranted A good follower finds effective ways to communicate

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Questioning Indirectly
Ask about:

Alternative interpretations Different perspectives Others who should be consulted Pose questions others may ask

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You as the Leader: Building a Culture of Courageous Collaboration

Accept and utilize support Reward taking initiative Encourage direct communication, not complaints Model soliciting and accepting feedback Foster divergent views Use self-discipline in transformation Act vigorously when ethical issues are raised

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Fostering Multi-Directional Collaboration

Discourage a culture of complaining

Foster courageous conversations with others Treat each situation sensitively Balance creating safety with developing collaboration Do not tolerate retribution

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Listening to Courageous Followers

Is your door really open?
Establish a clear policy Set open door time Listen patiently Dont defend Ask clarifying questions Explain your intended response Follow up and inform If no one uses time, find why
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You as the Leader

Question: How do you build a culture of true collaboration? Question: How do you encourage initiative? Question: How do you create candor?
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Create a High Collaboration, High Performance Organization

As leader or follower :
Clarify the common purpose Assume responsibility Energetically support each other Breakdown hierarchical relationships Challenge unproductive practices Model feedback-rich learning Celebrate successes
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We live in a world of change, yet we act on the basis of continuity. Change is unfamiliar, it disturbs us. We ignore it, we avoid it, often we try to resist it. Continuity, on the other hand, is familiar; it provides safety and security. Thus when we plan for the future, we prefer to assume present conditions will continue. But they rarely do. As a result, we experience unnecessary losses and miss unseen opportunities. If we could learn to anticipate change and prepare for it, we could make it work for us, not against us. Alvin Toffler, in the book that made him famous, warned that the future would shock us. In order to avoid that shock we must learn to master change. The new approach is to recognize that change is natural and to be expected, and that continuity is unnatural and to be suspected. Leon Martel