Personal development and self-awareness are two critical aspects of both our leadership and followership. If we don’t know who we are, who we can become, and make some effort to get there, the quality of our contributions, in any role or under any title, will always be something less than what they could be. Continue reading “New Free Resource: Leadership Self-Evaluation”
While blog posts are valuable for presenting ideas and helping to create perspective, ultimately one’s journey of excellent followership and personal growth is best served by having concrete opportunities for growing in self-awareness and then making an effort to “self-revelate”—to share with others (your peers & superiors) who you are, what you value, what you have to offer.
Resources for individual reflection and group conversation are one way to facilitate those occasions for self-discovery and self-disclosure. Continue reading “New Free Resource: Enneagram Profile”
As an American living in the UK for the last 6 years, I have ample opportunity to appreciate that—despite shared history and plentiful similarities—our two cultures are clearly distinct. The truth of us being “two peoples separated by a common language” is readily apparent, but there are many other stereotypes that characterize us as undeniably different in posture and perspective.
The British have an incredible comfort with queueing (waiting in line). It’s said that even if no one else is around, a lone Brit will still manage to form a queue! “Queue jumping” (cutting in line) is a major cultural faux pas, which draws uncharacteristically audible tuts of disapproval from mainstream cultural adherents.
On the other hand, Americans are not generally known as patient people. Instant results and responses, fast-paced lives, demanding words, action-oriented, impulsive, hot-heads…waiting on line is not generally high on any American’s list of preferred ways of handling a situation.
Although I don’t think that the British comfort with queueing is a testimony to some sort of natural virtue of patience, this point of divergence does highlight a perspective that appears across many cultures, encapsulated in the dictum “lead, follow, or get out of the way.” Continue reading “Lead, Follow, or Get Out of the Way”
My wife and I are currently expecting the birth of our first child. As a result, we’re taking more walks than usual, in order to encourage our little one to make her arrival (see my video on the author page). We enjoy walking while holding hands, and my wife has made a keen observation: it’s most comfortable for us to walk together when we’re exactly out of step with one another. Continue reading “At Our Best When We’re Out of Sync”
I write frequently about the idea of excellence. Throughout my book Embracing Followership, I emphasize that what we’re after is excellent followership—not mere followership, or mediocre followership, or satisfactory followership. Excellent.
Let’s consider for a moment this idea of excellence. Continue reading “What does it mean to be excellent?”
As a leader, there are a number of things one can do to facilitate excellent followership. We previously looked at “displaying dependence” as one critical aspect for opening the doorway to trust and soliciting the best contributions from your followers. Today, we consider establishing the environment.
Establishing the Environment. Teams and organizations have their own cultures, and one of the values of culture is in providing norms for interaction and expectations. Culture operates on a number of levels: broad national cultures create one layer of expectation, but those expectations and the nature of relationships become further refined (for example) at the state level, the organizational level, the department level, etc. There are layers and layers of culture that feed into the environment within which a given team operates.
It is the duty of the leader to intentionally establish that environment in such a way that it promotes, expects, and relies upon excellent followership.
What are some environmental/cultural factors that a leader needs to consider? Continue reading “Leadership Lesson for Encouraging Excellent Followership #2”
In my personal journey of exploring followership, one of my early frustrations was that much of the writing on following was actually aimed at leaders, instructing them in how to make good followers. As a non-leader (at the time), I was looking for a resource that had someone like me as the intended audience.
While I believe that excellent followership begins in the followers themselves, in my journey of serving on various international teams and working groups, I’ve certainly seen that leaders do indeed have an important role to play in facilitating others’ followership. The cooperation of leaders and followers is a relational dynamic, a two-way street of influence, and thus the actions and characteristics of the one greatly impact the quality of the other to fulfill his/her role.
Looking at leadership through the lens of followership, what can a leader do to facilitate and encourage excellent followers? Continue reading “Leadership Lesson for Encouraging Excellent Followership #1”
There are a variety of jobs in the world. Some are by nature less intense than others. I’ve had several friends that have worked as late-night security guards at various buildings or housing developments. Although their presence was important, they often related to me that the job itself was not particularly intense: they regularly spent time reading books, studying for exams, or otherwise filling their attention while on the clock.
My employment experience in the non-profit world has been somewhat different. Not only is presence important, but the intensity is fairly high. I am rarely in a position of struggling to figure out how to fill my time simply to put in the required hours. More often, we face decisions about what to say no to, what to let go of, because there isn’t enough time or energy to do everything that we could possibly invest ourselves in. There’s no end to the relationships, the preparation, the communication, the meetings that we could involve ourselves with.
But how do we know when we’re outpacing ourselves? How do we know if we’re pushing ourselves too hard, for too long—overamping on our intensity in unhealthy and unsustainable ways? How do we know whether, in the course of our desire to be excellent contributors, we are actually stretching ourselves so thin that the quality of our followership is actually diminishing, even if our short-term output seems to be multiplying? Continue reading “5 Gauges for Your Followership”
As an author, perhaps it’s appropriate that I like written communication. Texting, more so than phone calls, is comfortable to me. And although my work necessitates me spending several hours a week on the phone or Skype, it’s still email that carries the bulk of my interaction with others.
Perhaps that’s why I have 11 email addresses! Continue reading “Person of Integrity?”
During a recent conference workshop, I asked the attendees to make a list of the qualities, characteristics, and responsibilities of a leader/leadership.
Here’s a sampling of what they came up with: Continue reading “Leader: the ideal human being?”
As a follower, what do you desire from your leader? What characteristics would be beneficial to you in your pursuit of following with excellence?
In 1994, Warren Bennis suggested that followers need three basic qualities from their leaders: “they want direction; they want trust; and they want hope.” Continue reading “Responding to a Leadership Wishlist”