The Journal of New England Technology

www.masshightech.com October 23 - 29, 2000 Volume 18, Issue 43

By Michael H. Shenkman

"So, in the end, the follower's course is a noble one. In reality, most of us lead sometimes, and follow others. " ­ Michael H. Shenkman

Companies are eager to talk about their leadership, but fewer business executives admit to being followers.

Typically, when executives are asked, "How many of you are leaders?" every hand will go up. However, when asked, "How many of you are followers?" only a few hands go up, and only very slowly.

I recently asked a group, "Why is everyone ready to jump at saying they are a leader, but so many are reluctant to say they are followers?" One man in the audience replied, "You don't tell your children to grow up and be good followers."

But the dilemma is this: If no one wants to admit to being a follower, how can there be leaders?

The first thing that distinguishes someone who is identified as a leader is that he or she has followers. There are no leaders without followers. A guru has worshippers, a coach has players. But a leader has followers.

Change will only happen when the crucial relationships between leaders and followers have been forged. Leaders have to call upon others to believe in their as yet unproven vision; they have to ask others to accommodate, internalize and rise above the stresses of uncertainty; they have to gain commitment to what is uncertain and unknown. That is what followers do.

Why does someone choose to be a follower?

They want change to happen. They recognize the need, and are glad for it finally being undertaken.

They want to accomplish that change with their own effort, and individually, make a meaningful contribution. They aren't looking for the work to be done for them, or by someone else. They get involved in shaping decisions and take ownership of their contribution to the whole effort.

They want to work with others. Followers are people who see the benefit of collaboration. Individual contributors are important and valued in the process of change, but they do not fit in with the kinds of people who become and identify themselves as followers.

They don't want to be doing this project forever. They want a definite end in sight, a goal and an outcome that can be pointed to, celebrated, or evaluated and adjusted.

The followers' courage
We all know that it takes courage to accept the role of leading. But does that mean that followers are not courageous?

It is true that leaders risk great emotional (and maybe financial) pain in staking out their positions. But followers, to be effective and fully contribute to accomplishing the goals, display courage as well.

There are particular follower responsibilities that require no small amount of courage:

They keep the leader in touch with what is happening on the ground, in real time. This is sometimes hard to do, requiring a follower's great tact and interpersonal skill at delivering to the leader the news that needs to be heard.

They keep the leader in touch with the humanity and the high aspirations that created followers in the first place.

Because a leader is out front, imbued with her "high purpose" and "high confidence," she can veer off track. She can mistake her commitment for being right; she can mistake the commitment of followers for license. The best followers of a leader who has lost her way "manage up," realizing fully well that offering a corrective suggestion could result in ostracism or even termination.

The fate of whistle blowers in our culture is not one to be wished on anyone. When a follower takes on this responsibility, he absorbs a deep sense of personal risk. Many followers have chosen to take that risk. Some have been rewarded; others have paid the price.

So, in the end, the follower's course is a noble one. In reality, most of us lead sometimes, and follow others. Even top executives of companies have vigilant board members and tough customers to whose leadership they have to respond. They have to follow to do their job properly. So, the best leaders are often those who follow a leader, and do so with energy, creativity and courage.

So, how about you? If you are a follower, raise your hand.

Michael Shenkman, Ph.D., is founder and president of the Arch of Leadership (www.archofleadership.com), a leader mentoring company. This article was adapted from his new book, The Arch and The Path, the Life of Leading Greatly (Sandia Heights Media, 2005).

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