Chaleff presentation transforming hierarchies into partnerships mbodn oct 27 2010
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Transcript of Chaleff presentation transforming hierarchies into partnerships mbodn oct 27 2010
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.
11
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
19
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?
22
Visibility & Pressures Intensify
as Leader Rises
Regulation
Rivals
Interest Groups
Family
Press
Budget
Identity Groups
Litigation
Leaders Need Energetic Support
23
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
30
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
33
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/