1. Mesa Public Safety Communications February 2, 2011

2.  Analyze theories of Effective Followership and Partnering  Classify followers in terms of  Quality of Thinking  Active/Passive  Performance Initiative  Relationship Initiative  Explain how followers can become leaders by Leading Up and how leaders can develop followers to become leaders

3.  Followership is the relationship between subordinate and leader that elicits a response (behavior) from the subordinate

4.  Followership has only been studied as a discipline for about three decades – but it’s important  The role of followers has evolved - followers listen to peers more than leaders  Increasingly, followers will act on their own (a movement) when leaders fail to act  Everyone is a follower – good leaders must know how to follow

5.  The role of follower has changed; therefore, the way leaders viewed and valued followers had to change

8. It is critical to a leader’s success that followers be valued as partners – collaborators.

9.  Followers will act on their own (a movement) when leaders fail to act as they think they should

10. Without a follower, you’re just the lone nut out there

12.  A leader without a follower is just out there  It’s only when the first follower is convinced to come in that there is a leader  A person with a goal who partners with a follower is a leader with credibility  When enough followers follow, there is a tipping point  At some point, if you don’t participate, you are outgrouped  New followers follow followers and not the leader.

13.  Everyone is a follower – good leaders must know how to follow  About 80% of leader task-time is spent following  We spend so much time following that it is about time we thought about being good at it

14. You must know how to follow before you can lead.

15.  Divided into two dimensions  How do they think? (Range = Independent/Critical – Dependent/Uncritical)  How much are they engaged? (Range = Active to Passive)

17.  Not engaged in workflow, but critical thinkers  15 – 25% of workers  Festering sores – point out negative, no positive  Cynical  Do not try as hard as they could  Do it “If I have to…”  Self-described mavericks, just saying what others will not  Many former exemplary but disgruntled

19.  Yes people.  15 – 25% of workers  Carry out orders without question (can be bad – consider Nazi movement, Lt. William Calley Vietnam massacre)  Very engaged  20-30% of conformists are conflict avoiders  Conformists can be made exemplary by thinking critically

21.  Eh, not committed, but won’t make waves  25-35% of workforce  Do not like to stick out, mediocre performers, survivors  Fence riders, positive with one group, negative with another, political  Self-interested, not willing to take risk  Rather stick with the rules than the spirit of the rules  Avoiding failure more important than risking to succeed

22.  Low engagement, uncritical thinkers  5-10% of workforce  Share no characteristics of exemplary followers  Sheep – look to leader for all thinking  No or low enthusiasm  No or low initiative  Seen as lazy, unmotivated or incompetent, but many just use as a coping mechanism for supervisors who expect  To improve, they need to change both dimensions or leave

23.  Sheep as Followers:  Strong instinct to follow the sheep in front of them  When one sheep decides to go somewhere, the rest of the flock usually follows  …even if it is not a good "decision."  Leadersheep  Highly intelligent animals that have the ability and instinct to lead a flock home during difficult conditions  Exceptional ability to sense danger.

24.  High engagement, critical thinkers, independent  Innovative, self-leaders  Consistent  Creative  Willing to stand up to superiors, loyal no-man  Devil’s advocate, asks unthought of questions  But, they do get along with others  They want the best for the organization and seek it

26.  The most effective leader/follower relationships feel like partnerships (Potter, Rosenbach & Pittman 1996)  Shared goals  Assumptions  Workers do not intend to fail; will do at least enough to keep their jobs  Leaders do not intend to alienate their followers

27.  Followers divided into two dimensions:  Performance Initiative (commitment to performance)  Relationaship Initiative (commitment to develop relationships)

29.  Politician – Pays more attention to relationships than performance – the buddy sergeant (high relationship/low performance)  Partner – Values relationships and performance – will use relationships to further performance (similar to exemplary follower)  Subordinate – does what they are told; similar to passive follower (passive follower)  Valued Contributor – works hard, quality work, but not as sensitive to relationships in the workplace (low relationship/high performance)

30.  Best ships had followers who functioned as a group  Cohesion - high interaction between followers; tolerance for differences, mutual respect  Below average teams had less mutual support, communication and coordination  Supporting top leadership  Initiative (Leading Up)  Taking personal responsibility for team performance

31.  Upward Leadership  Leaders need guidance from the ranks  Filling the void between your subordinates and leader when there is a gap  Proactive questioning  Telling the truth, even when it’s painful  Understanding the fate of your superior depends on your actions, as yours depends on your subordinates’ actions  Do what is needed without having to be asked  Anticipate your leader’s needs  Build that capacity in your own subordinates

32.  Keep superiors well informed  Persuade your boss when you see a better path  Step up in moments where you can make a difference – especially if your boss doesn’t see the opportunity and the risks are great in missing it  Serve each superior as if he/she were the only, but be clear about what you have communicated to each  Press your boss for elaboration, and step into the gap is the leadership is wavering  Build the foundation to allow your leader to implement policies  Convey intents downwards and interests upwards

33. Questions, thoughts or comments?