The Courageous FollowerTransforming Hierarchies

into Partnerships

Leader Followers

Based on the Books

The Courageous Follower and The Art of Followership

Copyright 2010, Ira Chaleff. May be used with attribution

Why Followership?

Defining “Follower”Follower is a role assumed at various

times when working collaboratively.

Shifting Roles

Leader

FollowerFollower

Shifting Roles

Leader Follower Follower

Shifting Roles

LeaderFollowerFollower

Defining “Follower”

Follower is a role assumed at various

times when working collaboratively.

A follower shares responsibility for a

common purpose with a leader, wants

the activity to succeed, and works

towards this end.

Common

Purpose

The Courageous Follower: A New Model

of Leader-Follower Relationships

Leader Followers

Shared Values

Leaders and Followers

Serve a Common Purpose

Leaders and Followers

Serve a Common Purpose

Self-Interest Self-Interest

Leader FollowersCommonPurpose

Shared Values

Defining “Follower” Follower is a role assumed at various times

when working collaboratively.

A follower shares responsibility for a common

purpose with a leader, wants the activity to

succeed, and works towards this end.

In hierarchical organizations followers usually

accept the direction of superiors (formal

leaders) that serve the common purpose.

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Leader-Follower Organization

Leader-follower Leader-follower

Leader-follower Leader-follower

Leader-follower

Leader-follower Leader-follower Leader-follower

Leader-follower

Leader-follower

Source: Gene Dixon

How Do Hierarchies Promote

Teamwork?

Hierarchical Structure: Externally

assigned roles that clarify decision-

making authority and accountability.

Promote Teamwork: When known

roles and rules promote coordination,

collaboration and culture transmission

Source: Culbert and Ullman, Don’t Kill the Bosses: Escaping the Hierarchy Trap

How Do Hierarchies Impede

Teamwork?

Hierarchical Relationships:

Internalized rules of behavior between

those at different levels of authority

Teamwork: When unwritten rules

inhibit the flow of good information and

constructive ideas

Source: Culbert and Ullman, Don’t Kill the Bosses: Escaping the

Hierarchy Trap

Defining “Follower” In hierarchical organizations followers usually

accept the direction of superiors (formal

leaders) that serve the common purpose.

Followers can influence formal leaders to make

choices that serve the common purpose better.

Followers are closer to the work and have

information/perspectives the leader needs

Defining “Follower” In hierarchical organizations followers usually

accept the direction of superiors (formal

leaders) that serve the common purpose.

Followers can influence formal leaders to make

choices that serve the common purpose better.

Followers can withdraw support from leaders

whom they feel are not serving the common

purpose well.

Need to transform hierarchical

relationships into partnerships

• Inverted pyramid in knowledge orgs

• Widespread access to information and

ease of making concerns public

• Increased use of networks in

organizational design

• Speed of turnaround required

• New professional development standards

for working with authority figures

Five Dimensions of

Courageous Followership

Courage

to:

Assume Responsibility

for common purpose

Support

leader and

group

energetically

Take Moral Action

when needed

Participate in

Transformation

Constructively

Challenge

counterproductive

policies &

behaviors

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Implementer Partner

High Support

Low Support

Resource

High

Constructive

Challenge

Low

Constructive

ChallengeIndividualist

Followership Styles

Implementer Partner

High Support for Leader

Low Support for Leader

Resource

High

Willingness to

Question/

Confront

Low

Willingness

To Question/

Challenge

Individualist

Growth Directions for Each Style

* Self assessment on styles and growth paths available at www.bkpub.com

21

Why do Leaders Need Partners?

What dynamics of Leader development and

behavior require Courageous Follower behavior?

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Visibility & Pressures Intensify

as Leader Rises

Regulation

Rivals

Interest Groups

Family

Press

Budget

Identity Groups

Litigation

Leaders Need Energetic Support

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Impact Magnifies as Leader Rises

Leaders Need Constructive Feedback

Interrupted Candor & Feedback

Leader Follower

2. Continued Poor Action

= No Learning

Inhibited

FeedbackScreened-out

Feedback

1.Action

25

What impedes speaking

up to or for leaders?

26

Maslow’s Hierarchy of Needs

Physical Survival

Safety

Social Needs -

Belonging

Achievement,

Self Esteem

Self-

Actualization

Courage and Skill is Needed to Speak Up

Asch Conformity Experiment

Need to override tendency to conform

in face of group belief

Milgram

Compliance With Authority

Experiments

Doctor-Nurse Game

The interactions between the two were carefully

managed so as not to disturb the hierarchy

Surgical Safety Checklist

Requires voice of every team member

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Followers will at times comply with authority

figures when they should not

How do you effectively

question or challenge a leader’s actions?

Appropriate Voice

at Different Levels of Concern

Not sure, but there may

be cause for concern

Concern not allayed

Concern confirmed but

put into perspective

Concern confirmed or

heightened

Concern becomes

conviction

Question tentatively

Question pointedly/state

tentatively: “That doesn’t

fully address the concern”

Acknowledge and affirm

support

That increases my concern

because of _____

Vocalize inability to support

and offer alternatives

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Creating Partnerships Down the

Hierarchy Courageous leaders recognize

speaking up is not easy

They look for opportunities to create the trust others need to risk speaking

An After Action Review

How do you reduce the effect

of hierarchy in team meetings?

Non-hierarchical seating

Don’t telegraph own preferences

Use meeting roles to diffuse value of

hierarchical positions

– content leader, facilitator, timekeeper

Rotate the Devil’s Advocate role

Do not disparage ideas verbally or through

body language

Vocally appreciate constructive divergence,

including “undiscussables”

How do very large hierarchies

impede partnering?

• Unrealistic to build

supportive relationships with

senior leaders

• Many filters occur between

follower and senior leaders

• Difficulty commanding

senior leaders’ attention

Creating Platforms to Reach Across Levels

Encourage self

organizing groups

Electronic MBWA

Minority reports

Accountability for

upward communication

Reward constructive

dissent

Other?

Common

Purpose

Q&A?

Leader Followers

Shared Values

38

For more

informationLeader-Follower

PartnershipThe Courageous Follower

www.courageousfollower.com

International Leadership Association’s

Followership Community of Learning

http://followership2.pbwiki.com/