We seem obsessed with leadership. You only have to scroll
through your LinkedIn feed for a minute and you’ll see article after article on
being a better leader, or a meme with a pithy leadership quote. Are we so
devoid of good leadership in our organizations that we’re clambering to fill
these gaps? More likely, in our “me” obsessed culture, labelling oneself a “leader”
is the high watermark of self-realization. For me, this hyper focus on
leadership begs the question, “where are the followers?” I’m not talking about those
who exercise some form of false humility, waiting for a supervisor or manager
to fail so that he/she can fulfilled his/her own leadership aspirations. I mean
real followers, people who aspire to be the best followers possible. Those interested
in “followship”.
As I write this I can think of at least four skills a good
follower must possess, all of which require strength, self-awareness,
creativity, boldness and control. Good followers listen carefully, ask clarifying
questions, support the leader, and make important contributions of their own. Followers
get the job done.
These four skills are also valued in an improvisation
partner. If each person in an improv tries to lead, the improv ends up going
nowhere, each “leader” trying to pull the other along. Instead, when one
partner, in humility and strength, submits to the other person’s ideas, the improv
moves forward. But far from sitting back and allowing the leader to carry the
load, the follower’s job has just begun. Following well is not passive. Far
from it. It’s a job, I’d argue, that must be done well if the leader is to succeed.
Whether you are in a formal leadership position, working
with a designated leader, or in the case of fundraising, building a
relationship with a donor, understanding “followship” can be a game changer.
To find out more about developing "followship" skills, visit doinggooder.com
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