Who wants to follow?
When we hear that phrase as an exhortation—at rallies or in movies—we see streams of people pressing forward to “follow the leader.” It is a noble moment for a noble cause. Yet when we ask that question at work, there is no mass stampede—sometimes not even a dribble.
As The Economist’s Bartleby writes, followership is saddled with the loss of autonomy and agency. “Although some people have little desire to be in a position of authority,” writes Bartleby,” very few aspire to follow. The word itself conjures up a self-abnegating passivity, more ovine than human, more bleater than leader.”
Followership in the Shadows
As a result, while much is to be said and written about leadership, there is a paucity of writing – and daresay – thought on the concept of followership. One exception cited by Bartleby is the scholar Robert Kelly “who has usefully identified five styles of followership: sheep, who are wholly passive; yes-people, who enthusiastically do what the boss wants but never think for themselves; alienated followers, who can think for themselves but mainly to explain why the organisation is being stupid; pragmatists, who get on board with things but rarely initiate changes; and stars, who think for themselves and have bags of positivity and energy as well as a willingness to offer constructive criticism.”
Followership, however, is vital to organizational effectiveness. Some years ago, I wrote about “the myth of the hierarchy,” by which I meant whatever the leaders say gets done. That’s nonsensical, of course! Unless people “in the middle” buy into the initiative, it dies, often a quick death.
Followers are the doers; they carry out the directives set by leadership. In healthy organizations, such followers are not drones. They can be initiators and creators as well as diligent, attentive and careful. “Star followers,” Bartleby writes, “behave like leaders in waiting.” In short, followers make things go.
How Followers Operate
The key to being an effective follower is to check out what needs to be done, often without being asked, adding your brainpower and determination to make it happen. They partner with their bosses to plan, align and execute. They provide continuous feedback loops so that boss and team are on the right page at the right time. Good followers do not wait to be told what to do next. They understand the strategic intention and how to fulfill the mission.
Leaders, too, can make good followers. When they seek out ideas from members of their team and help individuals put them into action, they are in essence becoming followers. They are following the best practice of doing what’s best for the organization.
Bartleby closes with a principle that the British Army promotes: “To follow effectively … is a choice.” Many well-run organizations abide by this same philosophy. Their example is a good reminder that good followership enables even better leadership.
First posted on Forbes.com 6.00.2024