I attended a workshop last year on the topic of capacity. The presenter, Dr Tom Lambshead, brought together several propositions in a way that really highlighted the essential chain of elements that enable moving from a clearly defined mission to becoming multipliers and seeing achievement and expansion occur. Continue reading “Mission to Multiplication”
Vision. There’s no doubt it’s important. As an eyeglass-wearing photographer, I frequently think about the importance of being able to see.
One of the most common attributes ascribed to leadership is having a vision. I wholeheartedly agree that having a sense of where to go is a valuable group resource.
I just don’t think it’s the sole purview of leadership. Continue reading “Can you see clearly now?”
Continuing our reading of Robert Greenleaf’s classic work, from a followership perspective…
While most leadership literature is undoubtedly aimed at those operating in business, I applaud Greenleaf for also exploring various non-profit spheres as well: education (chapter 5), foundations (chapter 6), and now in chapter 7, “Servant Leadership in Churches.” Continue reading “A Followership View of Servant Leadership: Ch 7-A”
As a mathematician, I know that definitions are important. Precision and clarity about what we’re talking about can mean the difference between truth/reality and error/misconception.
But as a follower, as a leader, as someone committed to personal development, I see that it’s possible that we might get so bogged down in definitions that we never actually get to the point of wrestling with the real issues and engaging in real growth, transformation, and change. Continue reading “A Followership Definition of Servant Leadership?”
I’m not a dreamer. I’m not a visionary. Possibilities elude me. Passions are often fairly subdued. And yet, all of these things are vital for me to be the best contributor I can be.
So, I decided to give myself some help. I created a reflective, conversational activity to stimulate my heart and mind to birth some vision and engender some possibilities about what I would like to see accomplished in and through my life. Continue reading “New Free Resource: What would you do if someone gave you…?”
Modern culture has often drawn a direct definition of leadership from the idea of vision, positing that leadership at its heart is the formulation and communication of a compelling vision. And I have often explored this common association between leadership and vision (see these various posts), seeking to establish the sphere of vision as the purview of both leaders and followers. Having, promoting, and fulfilling a vision is not exclusively a leadership function, but belongs to the realm of followership as well.
Being a follower must be the easiest role in the world.
By many definitions, it’s leaders who are visionaries, who are burdened with a grand sense of where we need to go and how we need to get there. It’s also leaders who are the agents of change, the ones who bring about progress, improvement, achievement, and revolution.
If that’s true, then as a follower, there’s a fairly simple question: what’s left for me to do? Continue reading “Who are the Change Agents?”
Two years ago I made a profound transition. Having worked in the same organization since 2006 in various follower roles, I was asked to step into a formal leadership position.
The timing was ironic. I had recently completed the editing of the manuscript for my book, Embracing Followership: How to Thrive in a Leader-Centric Culture, in which I several times had stated that I’m a follower (not a leader). When the organization needed to increase its capacity to provide better support for teams and having asked me to provide that support for those working in various parts of the UK, I found myself needing to update the book’s content as I had stepped into a new realm of responsibility. Continue reading “Review of Leadership Goals”
One sentiment that has led to unhelpful division between leadership and followership is to believe that leaders are the ones who have (and sell) the vision, while followers are the ones who work to fulfill it.
When the organization’s leadership is setup as the only ones through whom vision can flow (I was part of one such organization), there is an inherent disempowering of followers, and an implicit message that vision–and thus the ultimate driving force behind any endeavor–is the purview of the leaders alone. Continue reading “Encouraging Ownership”