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Effective followership

Effective followership. Mesa Public Safety Communications February 2, 2011. Objectives. Analyze theories of Effective Followership and Partnering Classify followers in terms of Quality of Thinking Active/Passive Performance Initiative Relationship Initiative

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Effective followership

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  1. Effective followership Mesa Public Safety Communications February 2, 2011

  2. Objectives • Analyze theories of Effective Followership and Partnering • Classify followers in terms of • Quality of Thinking • Active/Passive • Performance Initiative • Relationship Initiative • Explain how followers can become leaders by Leading Up and how leaders can develop followers to become leaders

  3. What is Followership? • Followership is the relationship between subordinate and leader that elicits a response (behavior) from the subordinate

  4. Why Now? • Followership has only been studied as a discipline for about three decades – but it’s important • The role of followers has evolved - followers listen to peers more than leaders • Increasingly, followers will act on their own (a movement) when leaders fail to act • Everyone is a follower – good leaders must know how to follow

  5. Followership as a Discipline • The role of follower has changed; therefore, the way leaders viewed and valued followers had to change

  6. How followers are viewed matters.

  7. It is critical to a leader’s success that followers be valued as partners – collaborators.

  8. Mistake 101 • Followers will act on their own (a movement) when leaders fail to act as they think they should

  9. Leaders Need Followers Without a follower, you’re just the lone nut out there

  10. First Follower • A leader without a follower is just out there • It’s only when the first follower is convinced to come in that there is a leader • A person with a goal who partners with a follower is a leader with credibility • When enough followers follow, there is a tipping point • At some point, if you don’t participate, you are outgrouped • New followers follow followers and not the leader.

  11. Why Now? • Everyone is a follower – good leaders must know how to follow • About 80% of leader task-time is spent following • We spend so much time following that it is about time we thought about being good at it

  12. You must know how to follow before you can lead. 

  13. Followership Styles • Divided into two dimensions • How do they think? (Range = Independent/Critical – Dependent/Uncritical) • How much are they engaged? (Range = Active to Passive)

  14. Followership Styles

  15. Alienated Follower • Not engaged in workflow, but critical thinkers • 15 – 25% of workers • Festering sores – point out negative, no positive • Cynical • Do not try as hard as they could • Do it “If I have to…” • Self-described mavericks, just saying what others will not • Many former exemplary but disgruntled

  16. Conformist Follower • Yes people. • 15 – 25% of workers • Carry out orders without question (can be bad – consider Nazi movement, Lt. William Calley Vietnam massacre) • Very engaged • 20-30% of conformists are conflict avoiders • Conformists can be made exemplary by thinking critically

  17. Pragmatist Follower • Eh, not committed, but won’t make waves • 25-35% of workforce • Do not like to stick out, mediocre performers, survivors • Fence riders, positive with one group, negative with another, political • Self-interested, not willing to take risk • Rather stick with the rules than the spirit of the rules • Avoiding failure more important than risking to succeed

  18. Passive Follower • Low engagement, uncritical thinkers • 5-10% of workforce • Share no characteristics of exemplary followers • Sheep – look to leader for all thinking • No or low enthusiasm • No or low initiative • Seen as lazy, unmotivated or incompetent, but many just use as a coping mechanism for supervisors who expect • To improve, they need to change both dimensions or leave

  19. Leadersheep • Highly intelligent animals that have the ability and instinct to lead a flock home during difficult conditions • Exceptional ability to sense danger. • Sheep as Followers: • Strong instinct to follow the sheep in front of them • When one sheep decides to go somewhere, the rest of the flock usually follows • …even if it is not a good "decision."

  20. Exemplary Follower • High engagement, critical thinkers, independent • Innovative, self-leaders • Consistent • Creative • Willing to stand up to superiors, loyal no-man • Devil’s advocate, asks unthought of questions • But, they do get along with others • They want the best for the organization and seek it

  21. Partnering • The most effective leader/follower relationships feel like partnerships (Potter, Rosenbach & Pittman 1996) • Shared goals • Assumptions • Workers do not intend to fail; will do at least enough to keep their jobs • Leaders do not intend to alienate their followers

  22. Effectiveness of Partnering • Followers divided into two dimensions: • Performance Initiative (commitment to performance) • Relationaship Initiative (commitment to develop relationships)

  23. Politician – Pays more attention to relationships than performance – the buddy sergeant (high relationship/low performance) • Partner – Values relationships and performance – will use relationships to further performance (similar to exemplary follower) • Subordinate – does what they are told; similar to passive follower (passive follower) • Valued Contributor – works hard, quality work, but not as sensitive to relationships in the workplace (low relationship/high performance)

  24. High Performing Teams • Best ships had followers who functioned as a group • Cohesion - high interaction between followers; tolerance for differences, mutual respect • Below average teams had less mutual support, communication and coordination • Supporting top leadership • Initiative (Leading Up) • Taking personal responsibility for team performance

  25. Leading Up • Upward Leadership • Leaders need guidance from the ranks • Filling the void between your subordinates and leader when there is a gap • Proactive questioning • Telling the truth, even when it’s painful • Understanding the fate of your superior depends on your actions, as yours depends on your subordinates’ actions • Do what is needed without having to be asked • Anticipate your leader’s needs • Build that capacity in your own subordinates

  26. Keep superiors well informed • Persuade your boss when you see a better path • Step up in moments where you can make a difference – especially if your boss doesn’t see the opportunity and the risks are great in missing it • Serve each superior as if he/she were the only, but be clear about what you have communicated to each • Press your boss for elaboration, and step into the gap is the leadership is wavering • Build the foundation to allow your leader to implement policies • Convey intents downwards and interests upwards

  27. Questions Questions, thoughts or comments?

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