Fellowship AND Leadership – Part 1. The concept behind my book “Developing Coaching Leaders” came from the simple phrase; Lead AND Coach. The capitals on the word AND are intentional. Until very recently, I was not aware of the frameworks for analysis nor the inclusivity concepts around the word “AND.” Now I know that as a minimum I should have explored polarity maps, or even read the book “And: Making A Difference by Leveraging Polarity, Paradox or Dilemma” Vol 1 (or 2) by Barry Johnson. (They say all authors get to a point that their work needs to be revised to be relevant … I just didn’t think I would get here so fast!!)
Even so, when I had the idea of looking at followership and leadership for this article, I did what I so often do, I jumped in with my gut and asked a bunch of questions:
- Can we take the idea of followership too far?
- What about “servant leadership” and the idea that as long as leaders are enabling the team, they are succeeding as leaders?
- Have you ever been trying to solve a wicked problem and all of the “options” are bad?
- What if none of the choices available benefit the team?
- Have you ever had to get people to do things that they don’t want to, or that are a detriment to their family or even their own safety?
- Is followership going to do this alone?
So, for this first of two articles, I will operate without a net, without a framework, and go from my gut. In the second article, I will use a polarity map to explore Leading and Following more holistically … and perhaps more pragmatically.
My Gut Tells Me:
Followership and leadership are complimentary skill sets. (Groups of behaviours) I also think that they have lots of overlapping skills. For example, good communication, especially listening skills, are essential to both.
- Leaders need to see themselves as part of their team, AND part of the larger team (including their peer group). This will not only help them in understanding the dynamics and needs of their team, but also will provide peer networks that enable their team and even them as individual leaders.
- Leaders need to be humble, and humility does not sacrifice confidence. Actions and words must reflect mutual respect, and mutual accountability, between leader and team. Confident leadership encourages high standards and enforces them effectively. But it comes from a place of humility where the standards apply to leaders as much, if not more, than to the other members of the team. Indeed, that which is forgivable behaviour from a team member may be an indication of unacceptable behaviour by a leader. Alongside these common standards must be the humility to know that the team will always know more than the individual leader.
- As a Leader, nothing is surrendered in being a good follower. This is especially true in terms of influence. In fact, the opposite is true and by demonstrating solid followership behaviours, leaders garner more influence. When the time comes to make difficult decisions, the influence built by positive engagement, connection and trust will translate into support.
Are their Limitations on Followership? YES!
- There are certain people that without very directive supervision, will not fulfill their duties. This is independent of how much personalised time and effort you put into coaching, mentoring and building their followership qualities.
- Accountability frameworks are set by leaders. This is especially true of high performing teams. Even a team that knows what needs to be done, and is not directed to, will default to easy choices if not held accountable from beyond themselves.
- High risk missions and jobs require specific directives to accept risk and accomplish tasks. It is ultimately a fact of life that someone must be accountable for the mission, and the associated risks. I have personally witnessed multiple civilian and military organisations that are highly educated and skilled but lack individual accountability. These teams are woefully ineffective.
- The role of Leader “example.” Uncertainty/risk/danger need to be bought into by teams, but supported by personal leadership example. Even with highly cohesive teams, the role of “example” is paramount to trust. This example is amplified as risk (i.e. financial, physical safety, job security, reputation) increases.
- When things feel/or tasks assigned seem … “impossible.” Have you ever been told to accomplish the unthinkable? Something that has never been done? Build a plan to make the unsafe become safe? Or the reckless turn into manageable risk? I have. And teams, especially influential members of the team, will default to the “just say no” or “that can’t be done.” It requires individual leadership to inspire and enable the team to imagine the possibilities. Even if it starts with, “This is getting done … how?? Lets figure it out!” Building teams that believe they can never fail … requires leadership.
Answer those questions!!
Can we take the idea of followership too far? Yes … but no. Followership as a singular concept is not all encompassing. But combined with solid leadership skills, could be considered a holistic approach.
What about “servant leadership” and the idea that as long as leaders are enabling the team, they are succeeding as leaders? The idea of enabling the team in order to maximise their efforts is central to all good leaders. But both followers and leaders alike know there are real world limitations to that utopian idea.
Have you ever been trying to solve a wicked problem and all of the “options” are bad? Yes I have. And neither engaging teams, engaging and collaborating with individuals, using all of my followership skills, NOR being directive in taking the bull by the horns as an inspiring leader work in isolation.
What if none of the choices available benefit the team? Then leaders will have to make tough decisions. But if the groundwork of good engagement, mutual respect and trust are not set, having the team follow through will be tough if not impossible on leaders, on teams and ultimately on the organisation.
Have you ever had to get people to do things that they don’t want to, or that are a detriment to their family or even their own safety? Yes I have. Risk management is leader business, but not in isolation. It must be aligned with standards and a clear understanding of the mission and the team’s capabilities. Leaders are not often the experts here. However, the example you set by being a participatory member of the team you are leading is key to the influence required to have people follow you in these situations.
Is followership going to do this alone? No … leadership and followership are mutually supporting concepts.
In my next installment I will use a polarity map to pragmatically break down leading and following in a more structured framework. I think … and I have not done the work yet … that my gut is going to be proven right. (Confidence or Humility … Confidence AND Humility?)
Thanks for reading.
