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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 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 • Explain how followers can become leaders by Leading Up and how leaders can develop followers to become leaders
What is Followership? • Followership is the relationship between subordinate and leader that elicits a response (behavior) from the subordinate
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
Followership as a Discipline • The role of follower has changed; therefore, the way leaders viewed and valued followers had to change
It is critical to a leader’s success that followers be valued as partners – collaborators.
Mistake 101 • Followers will act on their own (a movement) when leaders fail to act as they think they should
Leaders Need Followers Without a follower, you’re just the lone nut out there
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.
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
Followership Styles • Divided into two dimensions • How do they think? (Range = Independent/Critical – Dependent/Uncritical) • How much are they engaged? (Range = Active to Passive)
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
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
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
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
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."
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
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
Effectiveness of Partnering • Followers divided into two dimensions: • Performance Initiative (commitment to performance) • Relationaship Initiative (commitment to develop relationships)
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)
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
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
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
Questions Questions, thoughts or comments?