The Courageous Follower A New View of Leader-Follower Relationships LeaderFollowers Based on the Book The Courageous Follower by Ira Chaleff Copyright 2007, Ira Chaleff

2 Copyright Notice  The copyright for this presentation is held by Ira Chaleff. You are invited to use and distribute these slides as appropriate, provided the author and book are properly credited.

Common Purpose A New Model of Leader- Follower Relationships LeaderFollowers Shared Values Leaders and Followers Serve a Common Purpose Pursued Within Shared Values

4 Leader-Follower Organization Source: Gene Dixon

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

6 ImplementerPartner High Support Low Support Resource High Constructive Challenge Low Constructive Challenge Individualist Followership Styles

7 What Creates Partnership?  Shared Purpose  Competence  Support  Trust  Courage  Constructive Confrontation Which of these can you strengthen to improve the quality of partnership?

8 Why do Leaders Need Partners? What dynamics of Leader development and behavior require Courageous Follower behavior?

9 Visibility & Pressures Intensify as Leader Rises

10 Flaws Magnify as Leader Rises Leader’s Actions Have Greater Impact

11 Johari Window* Open Aware Self Blind Self Unknown Potential Self Hidden Self Known to Self Unknown to Self Known to Others Not Known to Others * Developed by Joseph Luft and Harry Ingham

12 Interrupted Feedback Leader Follower 2. Continued Authoritarianism = No Learning Inhibited Feedback Screened-out Feedback 1.Authoritarian Blind Spot

13 Hierarchical Structure vs. Hierarchical Relationships Hierarchical Structure: Externally assigned roles to clarify decision-making authority and accountability. Hierarchical Relationship: Internalized rules of behavior between those at different levels of authority.* * Based on work of Samuel Culbert and John Ullmen Don’t Kill the Bosses: Escaping the Hierarchy Trap What Impedes Speaking Up?

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  Concern dismissed and action proceeds  Question tentatively  I understand, but it doesn’t fully address the concern  Acknowledge and affirm support  That increases my concern because of _____  Vocalize inability to support and offer alternatives  Weigh obligation to not participate, intervene or bring to higher level of authority

15 How Do You Find Courage to Speak the Truth to a Superior?  Values  Purpose  Care for Institution and Unit  Care for Leader  Professional Standards  Certainty of Data  Other? What are your sources of courage when speaking up risks the relationship?

16 Strategies and Techniques for Giving Feedback  Make sure “own house is in order”  Prepare thoughts/data  Arrange appropriate time and place  Identify specific behavior/policy  Link to what leader values  Report its impact/consequences  Convey the depth of feelings  Remain respectful and forthright  Confirm support for leader

17 Leader and Follower Obligations A good leader listens Leader is under no obligation to accept feedback Follower has obligation to repeat feedback if warranted A good follower finds effective ways to communicate

18 “Followership is a discipline of supporting leaders and helping them to lead well. It is not submission, but the wise and good care of leaders, done out of a sense of gratitude for their willingness to take on the responsibilities of leadership, and a sense of hope and faith in their abilities and potential.” Reverend Paul Beedle

19 “ Few matters of conscience or belief are career ending (as we often believe). Teaching and modeling courage are best accomplished by putting rising leaders in positions where courage is encouraged, thereby giving them the confidence to speak truth to power, and survive to tell the tale. Prepare them now for the tougher choices they will encounter in the future, when political winds blow strong and the career consequences seem higher.” Ray Blunt US Air Force (Retired) US Dep. of Veterans Affairs (Retired)

20 The Courageous Follower Leader-Follower Partnership The Key To For more information contact: