Strong Leadership and Strong Followership Why Both Are Essential in a Successful Organization

1. Strong Leadership and Strong FollowershipWhy Both Are Essential in a Successful Organization

2. Motivation for this Discussion • “Managing without a Leader” article in BYU Magazine, Fall 2005, about Jeff Nielsen, lecturer in Philosophy at BYU • Based on his book, The Myth of Leadership: Creating Leaderless Organizations • Subsequent discussion with a leader who voiced his concern

3. Problems with Leaders in Organizations Leader • Effective communication only occurs between equals • Secrecy breeds corruption and abuse of power • Subordinates are undervalued—talent and knowledge are wasted • It’s unjust Followers

4. Rank-based Assumptions Employees are lazy Employees are selfish Leaders are heroic Leadership command and control Knowledge is at top Manipulation Peer-based Assumptions Employees are productive Employees are caring Each individual is unique General input and participation Knowledge at all levels Cooperation Rank- vs. Peer-based Assumptions

5. His Solution: Do Away with Leaders! X Leader • Effective communication only occurs between equals • Secrecy breeds corruption and abuse of power • Subordinates are undervalued—talent and knowledge are wasted • It’s unjust Followers

6. His Solution: Do Away with Leaders! X Leader The Perfect Organization! Followers

7. In Leaderless Organizations • Everyone makes contributions based on talents and experience • Total energy, creativity, happiness increases in the organization • Examples of organizations without leaders • Orpheus Chamber Orchestra—no conductor • W.L. Gore and Associates—engineering and manufacturing • Motek—software development

8. Has Nielsen identified real leadership problems in organizations you know? Is this the only solution?

9. Do Leaders Provide Value? • Provide direction and vision • Serve as an example of acceptable behavior • Establish guidelines, boundaries, policies • Inspire confidence—“We can do it!” • Provide a set of unique leadership skills • Represent/speak for the organization • Provide capital or other resources • Etc., etc.

10. Perhaps the Problem is NOT Leadership in General but the Kind of Leader

11. “Level 5 Leaders”(from Jim Collins’ Good to Great) • Humility—very good at listening to others • Ability to draw out talents of others • Self-effacing—give credit to others, focus attention away from self • Live modestly, don’t seekafter trappings of power • Iron will—total focus on building a great and enduringorganization

12. Qualities of Admired Leaders • Bill Zollars, CEO, Yellow Roadway • “When I first got to Yellow, we were in a bad state So I spent 85% of my time on the road talking to people one-on-one or in small groups. I would start off in the morning with the sales force, then talk to drivers, and then the people on the docks. At the end of the day I would have a customer dinner.” (Fortune, Dec 12, 2005)

13. Qualities of Admired Leaders • Hank Paulson, CEO, Goldman Sachs • “The things that make a good leader are being open-minded, having a willingness to really ask for and accept advice, showing a sense of humility, and putting the right people in the right seats.” • He personally teaches 26, 6-hour sessions on accountability and leadership to managing directors all over the world • “I start these sessions by talking about some of the mistakes I’ve made and the company has made.” (Fortune, Dec 2005)

14. So Maybe a Better Solution:Have BOTH Strong Leaders and Strong Followers, but… • Strong Leaders Who… • Learn to listen to those who know • Share information widely • Reward those who give valuable feedback • Check the tendency to abuse power • Push decision-making down to lowest levels possible

15. Strong Followers Who… • Communicate information honestly • Participate in decision-making processes • Energetically work to implement decisions made • Are honest in use of time and other resources of the organization

16. Examples • Toyota assembly line • Charles Schwab suggestion process • JetBlue CEO—work ethic, compensation and employee emergency fund

17. Example of the Church of Jesus Christ of Latter-day Saints • Strong top-down leadership • Level 5 leader (maybe “Level 6”) • Clear leadership structure • Clear guidelines and policies • Strong followership • Rotating leadership • Councils to seek input • Individual member empowerment

18. Concepts for Leaders D&C 121—ideal “handbook” for leaders • Power and influence based not on position but on principles of righteousness—just treatment of others • Persuasion • Long-suffering • Gentleness • Meekness (being teachable) • Love unfeigned • Pointed criticism—but showing increased love • Charity is basis for interaction

19. Example of King Benjamin • “…I am like as yourselves, subject to all manner of infirmities…” • “…I have been suffered to spend my days in your service…and have not sought gold nor silver nor any manner of riches of you.” • “I have labored with mine own hands that I might serve you…” • [In serving you] “I have only been in the service of God.”

20. Concepts for Followers D&C 121—ideal “handbook” for followers, too • Intention of the restoration of the gospel— “…that every man might speak in the name of God…” (Not just reserved for those at the top) • “The worth of souls is great…” • Common consent—commit to sustain each other in responsibilities • Councils—share ideas, concerns, offers of help • Don’t criticize—besides, you might be the next bishop or Relief Society president yourself!

21. Conclusions • We don’t need to do away with leaders—we just need more “Level 5 Leaders” • We also need “Level 5” followers • Attributes for both are humility, ability to listen, integrity, charity—all found in “The Lord’s Leadership Guide” (D&C 121 and other scriptures)