1. Followership Karin Klinger Baylor University

2. Followership What do you think of when you hear the word “Follower?” In what arenas of your life are you a follower?  We are all followers. Not all of us are leaders. But all of us are followers in some arena of our lives.

3. Followership What do we want to accomplish today?  Understanding the role of your followers/members  Understanding the complexities of leading people  Respecting the power that members/followers have in our organizations "The final test of a leader is that he leaves behind him in other men the conviction and the will to carry on." ~ Walter Lippmann

4. Followership What are some of the challenges you face with your membership?

5. Followership Group Development Tuckman, 1965  Forming Purpose & goals may be unclear Varying degrees of commitment Members are cautious, don’t initiate, & avoid responsibility Members are dependent on directive leadership "Leadership is the art of getting someone else to do something you want done because he wants to do it." ~ Dwight D Eisenhower

6. Followership Group Development (Tuckman, 1965)  Forming  Storming Differences arise over goals and roles, direction & control Members react with counterproductive behaviors Organization is uncertain about how to deal with issues Communication issues arise Members act from independent stance

7. Followership Group Development (Tuckman, 1965)  Forming  Storming  Norming Sense of momentum as organization gains confidence Infrastructure is developed Relationships are built with external stakeholders Interdependent relationship-building within membership “The ultimate leader is one who is willing to develop people to the point that they eventually surpass him or her in knowledge and ability.” ~ Fred A. Manske, Jr.

8. Followership Group Development (Tuckman, 1965)  Forming  Storming  Norming  Performing Members take responsibility Tasks, goals, etc. are accomplished with satisfaction Members are proactive Membership moves easily through stages

9. Followership Group Development (Tuckman, 1965)  Forming  Storming  Norming  Performing  Adjourning Though this stage refers to the termination of a group and organizations rarely encounter this…it is important! Why? "The wicked leader is he who the people despise. The good leader is he who the people revere. The great leader is he who the people say, 'We did it ourselves.'“ ~ Lao-Tzu

10. Followership How would you categorize your organization’s group dynamics based on Tuckman’s stages? Now…what can you do with this information?  Action steps for moving your organization  Forming  Storming  Norming  Performing  Adjourning

11. Followership Valuing the Follower (Member) People rise to your expectations…so increase your expectations of your members! Your organization is built upon a common purpose – use it to develop a sense of shared ownership "Leaders are the ones who keep faith with the past, keep step with the present and keep the promise to posterity.“ ~ Harold J. Seymore

12. Followership Valuing the Follower (Member) The best organizations are humble – it’s not about you as a leader – it’s about the organization  Share your successes…and your failures Create a culture of “Courageous Followership”

13. Followership Creating a Culture of Courageous Followership (Chaleff, 1995) The Five Dimensions of Courageous Followership 1. The courage to assume responsibility As a leader, you must give opportunities to your members to assume responsibility! Delegate, pass on ownership, listen, and recognize the contributions of your members "Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning.“ ~ Warren Bennis

14. Followership Creating a Culture of Courageous Followership (Chaleff, 1995) The Five Dimensions of Courageous Followership 1. The courage to assume responsibility 2. The courage to serve Give your members opportunities to work hard! Provide ever increasing expectations so your members can increase their investment in and ownership of the organization

15. Followership Creating a Culture of Courageous Followership (Chaleff, 1995) The Five Dimensions of Courageous Followership 1. The courage to assume responsibility 2. The courage to serve 3. The courage to challenge Give your members a voice – and listen intently to their feedback! Give them the freedom to question you and challenge your choices  Note of caution: you may hear things that you won’t like! That’s okay! Just be sure that your members question and challenge you in appropriate circumstances and always with respect! “’Follower’ is not a term of weakness, but the condition that permits leadership to exist and gives it strength.” ~ Ira Chaleff

16. Followership Creating a Culture of Courageous Followership (Chaleff, 1995) The Five Dimensions of Courageous Followership 1. The courage to assume responsibility 2. The courage to serve 3. The courage to challenge 4. The courage to participate in transformation Your members will likely be in a position to recognize the need for change long before you will as a leader! Be open to their call for change and transformation!

17. Followership Creating a Culture of Courageous Followership (Chaleff, 1995) The Five Dimensions of Courageous Followership 1. The courage to assume responsibility 2. The courage to serve 3. The courage to challenge 4. The courage to participate in transformation 5. The courage to leave "Motivation is everything. You can do the work of two people, but you can't be two people. Instead, you have to inspire the next guy down the line and get him to inspire his people." ~ Lee Iacocca

18. Followership Questions? Thanks for being here! Karin Klinger Student Activities SUB, First Floor 254-710-2371 www.baylor.edu/student_activities