Followership. Have you heard of it? I heard the term recently in a podcast. Shortly after that, I saw a LinkedIn post suggesting that we need more followers and fewer leaders.
While I’m never a fan of an either/or approach, I did appreciate the opportunity to explore further. Followership is not the opposite of leadership. It is also not “less than” leadership.
Followership enables leadership.
That’s right. Leaders need followers.
If you are a regular reader (and thank you if you are), you know I like to include quotes in my blogs. I love searching for the ones that become the icing to my blog-cake. Here is what I noticed about quotes on followership: there are very few out there. In fact, there are many quotes that suggest being a follower is a less than ideal role to take on. I disagree.
Followership isn’t a place where the runner’s up go. Let’s face it, most of us are or have been followers at one time or another. Followership and leadership are not an either/or. Leadership and followership are roles we take on – not labels that define us. I think the trick here is to find opportunities to adapt – does your circumstance/project/organization need you to lead or follow?
Imagine how your leadership skills can be improved by taking on a followership role every now and then.
Likewise, imagine how much value you can contribute as a follower if you step into a leadership mindset from time to time. Being a good follower requires certain skills: loyalty, work ethic, time management, courage, adaptability, team work and attention to detail.
What comes to mind when you think about qualities that make a good follower? Two that I’d like to explore are self-management and confidence.
Self-management is your ability to regulate your behavior, thoughts and emotions. I like to think of it as how you choose to show up. Part of that is recognizing and then assuming the role that is required of you. I also believe that great followers are not managed, they are self-led. They understand and commit to the mission, and they own their part in what is to be accomplished. Not just the work piece – the enthusiasm, attitudes and collaboration that are critical to getting the job done.
Another aspect of self-management is humility.
In her article for the NeuroLeadership Institute “Why Followers Follow”, author Mary Slaughter underlines this point “We know from research on power that the brain is directly and often negatively impacted by increased power. We stop seeking others’ perspectives as much; we start focusing on achieving goals instead of caring for those around us; and we focus so much on vision that our optimism dampens our ability to fairly assess risk.”
Confidence is a partner to self-management. Confidence says I know who I am and what I have to offer. Equally, l am open to, not threatened by, new ideas and different approaches. Confidence is what keeps the ego in check. When genuine confidence is present, approval and validation are self-generated. That’s important because genuine confidence safeguards us from seeking approval and validation outside of ourselves. When we find ourselves seeking these things “out there”, we may unwittingly invite undesirable behaviors in.
Confidence also has the courage to help our leader stay on track. Speaking up when something need the leader’s attention, speaking our truth when asked our opinion and not staying silent when schedules are slipping, or projects get stalled.
Confidence is saying yes (or any other form of agreement) only when you mean it.
I think this is a key responsibility of followership, because if you are saying yes to gain your leader’s favour, you aren’t adding value to anyone or anything. And adding value - that’s what any of us strive to do each and every day.
The article referenced in this blog, can be found on my Resources page.
