DependableSupportive

ConsiderateAdvocateDefender

Team orientedCompliant

Respectful of authorityReinforces leaders’ perspectives

Purpose DrivenMission OrientedRisk takerCultivates relationshipsHolds self and others accountableConfronts sensitive issuesFocuses on strengths and growthPeer relations with authorityComplements leader’s perspectives

PresentAvailable

Extra pair of handsBrings specific skills

UncommittedPrimary interests lie elsewhere

Executes minimum requirementsMakes complaints to third partiesAvoids the attention of authority

ConfrontationalForthrightSelf-AssuredIndependent thinkerReality checkerIrreverentRebelliousSelf-marginalizingUnintimidated by authority

Be AwesomeWhat followership quality do you think is most valued by leaders?

What qualities do you value most in your peers?

Self AssessmentOutline

• What is it?• Types of Assessment

• Tools• Self Reflection

• Relationship to authority

Thoughts• Feel gratitude for what is

going well, and figure out why its working

• Use failures as a powerful feedback tool…don’t forget Babe Ruth!

Tools• Cognitive Style: http://www.keirsey.com/• Locus of Control: • http://www.mindtools.com/pages/article

/newCDV_90.htm• Tolerance of ambiguity: • http://www.utexas.edu/lbj/research/lead

ership/slc2010/presentations/TOLERANCEOFAMBIGUITYSCALE.pdf

Duality of followership

and leadership;

Leading with influence, not with a

title

Followership Style

Outline• 2 Critical Dimensions

of Followership• Plotlines along

dimensions• Growth opportunities• How-to’s for

Followers

Thoughts Toolshttp://www.forbes.com/sites/augustturak/2012/07/17/the-11-leadership-secrets-you-never-heard-about/

Eliciting Feedback

Outline:• Why don’t we ask for feedback?• Feedback Do’s• Feedback Don’ts• What should be done with feedback received?

What do you think will work for you?

Mining Questions:• We’ve been working together for x months. What feedback can you

give me about my performance and work style?• Nobody does everything perfectly. What should I work on so I can do

the job better?• That’s useful for me to know – can you tell me more about that?• Are you concerned about any other aspects of my performance which

may be even more fundamental?

What’s worked for Lea• Pay attention – we can learn a

lot by nonverbal responses and what is left unsaid…listen to your gut!

• Don’t dismiss feedback that is biased or coming from a source you do not like/respect

• Use a survey tool such as SurveyMonkey to make it easier for others to give you feedback

What’s worked for Heather

- Asking feedback from someone I trust and feel comfortable with

- Setting ground rules at the beginning of the conversation

- “You wouldn't worry so much about what others think of you if you realized how seldom they do.”

-Eleanor RooseveltPersonal GrowthOutline• Acknowledgement of

discomfort• The Hard Stuff• The Good Stuff• Responsibility

Tools

Self-ManagementOutline

• Self Organization• Self Leadership• Engagement: “Energy, not time, is the fundamental

currency of high performance.” ~The Power of Full Engagement

ToolsA great resource for articles and book summaries is Experience Life Magazine: http://experiencelife.com/category/quality-of-life/

Self-Organization Principles (from The Courageous Follower)• The way information, requests, and responses flow in and out of our work environment must be clearly established and

maintained.• The tools, materials, and information needed to perform a function must be easily accessible and well maintained.• Procedures must be in place to ensure the appropriate safeguarding of information and material.• The criteria and measurements by which work will be judged need to be clearly understood and monitored.• Complex activities should be analyzed and arranged to minimize redundancies and maximize utilization of resources.• Work needs to be scheduled to manage the competing demands on our own and others time, and the schedule respected.• Requests for service or action should be recorded and trackable to allow for follow-through and timely closure.• Work should be appropriately delegated and delagatees developed and trusted so we do not become a bottleneck in the

organization’s processes.

Taking Care of Ourselves

The Three ‘A’s of Awesome