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Why It Is Wrong to Glorify a Leader and Belittle a Follower

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Why It Is Wrong to Glorify a Leader and Belittle a Follower

Is it bad to be a follower? We spend most of our young lives learning about the power of peer pressure and avoiding being called “sheep.” There’s a pervasive notion that being good at following others is a negative trait. Shouldn’t we desire to be mold-breaking, paradigm-subverting powerhouses?

There’s no question that we need strong leaders. They drive collective visions and propel organizations to the next level with their desire for success. A 2015 Gallup report found that half the study participants who quit their jobs cited poor leadership as the primary motivator for leaving.[1] Could it be that we are giving our bosses too much credit for the way that we feel about the work day? Followers play a bigger role in our experiences than we may realize.

What’s a leader without followers?

Your organization could have talented leaders, but without buy-in from followership, their efforts will not have much impact. The school principal that wants to promote a culture of achievement can do little without a group of dedicated teachers who believe in that mission. Regardless of a teacher’s motivation, if students don’t understand why education is relevant to them, they won’t get much out of well-crafted lesson plans. Walt Disney was just a guy with an idea until he had people to help him live out his vision. Our favorite influencers on Youtube couldn’t make content without subscribers. Leaders don’t exist without followers.

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Do you need to be a leader?

We know that leaders derive much of their power from their ability to inspire their followership. Do we all have to aspire to that corner office? The truth is that there are many reasons that people do not want to be leaders, and it has nothing to do with a lack of talent. You might have the most amazing doctor, but that doesn’t mean that he or she wants to be the head of the hospital. Maybe your doctor really loves working with patients and loathes administrative duties. The best salesperson might be completely miserable as the director of the company.

The truth is, some of us have no urge to take up the mantle of upper-level management. Opting to be a follower doesn’t mean that you lack the power of independent thought or that you don’t care about what you are doing. A battlefield full of generals won’t see victory. We need people dictating a vision, but we need people to carry out that vision too. If you’ve ever been in a situation in which everyone is competing for authority, you know how uncomfortable and unproductive such a space can be.

Saying, “No” to leadership doesn’t mean that you lack ambition or talent. Choosing to remain a follower could signify that you are happy where you are. If you feel like you are making great impact, it is not necessary to vie for the highest position in your organization. Talented followers who believe in their work are essential to the success of any endeavor.

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Before anyone can lead, they learn how to follow.

While most MBA programs focus on developing leaders, spending some time operating as a follower is good for everyone.[2] How many times have we heard from disenfranchised teachers, who are forced to enact policies set out by people who have never been in front of a classroom? This type of complaint has been echoed across a number of industries. When leaders spend time understanding the position of followers, they do a better job.

Even though being a follower doesn’t seem glamorous, you won’t be an effective leader until you’ve built up your capacity to take on more responsibilities and take initiative while respecting an organization’s power structure. As a follower, you can gain insights into more efficient ways to carry out a given task. If you do choose to pursue leadership later, you’ll be armed with a set of soft skills centered around diplomacy and collaboration that will enable you to be a more inspiring and effective leader.[3]

Not all followers are created equally.

Scholars have devised many followership typologies in order to explain the interdependent nature of leadership and followership. Barbara Kellerman’s followership model, which focuses on engagement, offers insight into the best qualities for followers to possess.[4]

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Here are the categories of followers according to the model:

  1. Isolates. This type has no attachment to the leader or the rest of their team. They fade into the background, punch the clock, and perform the bare minimum in order to keep their jobs. They aren’t invested in the company, and they are content with the status quo.
  2. Bystanders. These people take notice of their environment, but they opt not to do anything to improve the situation.
  3. Participants. Followers who do make an investment of time or energy in order to enact change (positive or negative) are considered participants. Their level of engagement gives them the opportunity to strengthen organizations, but their input is generally low-risk.
  4. Activists. Like participants, they have a stake in the organization, but they are willing to be vocal about their likes and dislikes to a higher degree. Their commitment can be a double-edged sword; they are willing to act on their principles to either bring about success or dismantle systems that they deem to be unfair.
  5. Diehards. Followers who are willing to take on the most risk are diehards. They possess absolute loyalty to a leader or cause, and they are willing to make sacrifices in order to ensure the perpetuation of their ideals. Their motivation can be a boon to their organization, but they may also actively work to destroy unfair systems. Whistleblowers are classic examples of diehards in Kellerman’s model.

We need followers, more than we think.

Robert Kelley suggests,

“Instead of seeing the leadership role as superior to and more active than the role of the follower, we can think of them as equal but different activities.”[5]

The best followers possess many of the traits that we admire in strong leaders.[6] These followers are known to:

  • Take Initiative. Engaged followers are better than apathetic ones, even if they disagree with their leadership.
  • Act as a critical friends. Leaders and organizational structures that don’t get constructive feedback do not improve. Followers who do this think critically about what they are being asked to do, and they speak up for the sake of ethics and efficiency.
  • Work to add value. A lackadaisical approach to followership can get people to retirement, but isn’t it more rewarding to continue to hone one’s craft? Excellent followers make an effort to sharpen skills that will make them more productive and able to support their mission. They take pride in their work and are willing to invest time to improve the quality of their work.
  • Value collaboration. Today’s leadership structures necessitate more input from everyone. Great followers appreciate the process of working with others to create the best outcomes.

Followers are more than cogs in the organizational machine.

Far from being disposable, followers are essential to the success of any endeavor. A vision without backing is just a dream. A leader without the respect of the people he or she leads is not going to be successful. Behind every outstanding example of leadership is a motivated followership ready to commit to a high standard of excellence.

Reference

[1] The Wall Street Journal: What do workers want from the boss?
[2] Ivey Business Journal: Followership: The other side of leadership
[3] Fast Company: 5 ways being a good follower makes you a better leader
[4] Harvard Business Review: What Every Leader Needs to Know About Followers
[5] Harvard Business Review: In Praise of Followers
[6] Project Management Institute: In Praise of Followers

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Angelina Phebus

Writer, Yoga Instructor (RYT 200)

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Last Updated on October 21, 2021

How to Create Your Own Ritual to Conquer Time Wasters and Laziness

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How to Create Your Own Ritual to Conquer Time Wasters and Laziness

Life is wasted in the in-between times. The time between when your alarm first rings and when you finally decide to get out of bed. The time between when you sit at your desk and when productive work begins. The time between making a decision and doing something about it.

Slowly, your day is whittled away from all the unused in-between moments. Eventually, time wasters, laziness, and procrastination get the better of you.

The solution to reclaim these lost middle moments is by creating rituals. Every culture on earth uses rituals to transfer information and encode behaviors that are deemed important. Personal rituals can help you build a better pattern for handling everything from how you wake up to how you work.

Unfortunately, when most people see rituals, they see pointless superstitions. Indeed, many rituals are based on a primitive understanding of the world. But by building personal rituals, you get to encode the behaviors you feel are important and cut out the wasted middle moments.

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Program Your Own Algorithms

Another way of viewing rituals is by seeing them as computer algorithms. An algorithm is a set of instructions that is repeated to get a result.

Some algorithms are highly efficient, sorting or searching millions of pieces of data in a few seconds. Other algorithms are bulky and awkward, taking hours to do the same task.

By forming rituals, you are building algorithms for your behavior. Take the delayed and painful pattern of waking up, debating whether to sleep in for another two minutes, hitting the snooze button, repeat until almost late for work. This could be reprogrammed to get out of bed immediately, without debating your decision.

How to Form a Ritual

I’ve set up personal rituals for myself for handling e-mail, waking up each morning, writing articles, and reading books. Far from making me inflexible, these rituals give me a useful default pattern that works best 99% of the time. Whenever my current ritual won’t work, I’m always free to stop using it.

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Forming a ritual isn’t too difficult, and the same principles for changing habits apply:

  1. Write out your sequence of behavior. I suggest starting with a simple ritual of only 3-4 steps maximum. Wait until you’ve established a ritual before you try to add new steps.
  2. Commit to following your ritual for thirty days. This step will take the idea and condition it into your nervous system as a habit.
  3. Define a clear trigger. When does your ritual start? A ritual to wake up is easy—the sound of your alarm clock will work. As for what triggers you to go to the gym, read a book or answer e-mail—you’ll have to decide.
  4. Tweak the Pattern. Your algorithm probably won’t be perfectly efficient the first time. Making a few tweaks after the first 30-day trial can make your ritual more useful.

Ways to Use a Ritual

Based on the above ideas, here are some ways you could implement your own rituals:

1. Waking Up

Set up a morning ritual for when you wake up and the next few things you do immediately afterward. To combat the grogginess after immediately waking up, my solution is to do a few pushups right after getting out of bed. After that, I sneak in ninety minutes of reading before getting ready for morning classes.

2. Web Usage

How often do you answer e-mail, look at Google Reader, or check Facebook each day? I found by taking all my daily internet needs and compressing them into one, highly-efficient ritual, I was able to cut off 75% of my web time without losing any communication.

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3. Reading

How much time do you get to read books? If your library isn’t as large as you’d like, you might want to consider the rituals you use for reading. Programming a few steps to trigger yourself to read instead of watching television or during a break in your day can chew through dozens of books each year.

4. Friendliness

Rituals can also help with communication. Set up a ritual of starting a conversation when you have opportunities to meet people.

5. Working

One of the hardest barriers when overcoming procrastination is building up a concentrated flow. Building those steps into a ritual can allow you to quickly start working or continue working after an interruption.

6. Going to the gym

If exercising is a struggle, encoding a ritual can remove a lot of the difficulty. Set up a quick ritual for going to exercise right after work or when you wake up.

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7. Exercise

Even within your workouts, you can have rituals. Spacing the time between runs or reps with a certain number of breaths can remove the guesswork. Forming a ritual of doing certain exercises in a particular order can save time.

8. Sleeping

Form a calming ritual in the last 30-60 minutes of your day before you go to bed. This will help slow yourself down and make falling asleep much easier. Especially if you plan to get up full of energy in the morning, it will help if you remove insomnia.

8. Weekly Reviews

The weekly review is a big part of the GTD system. By making a simple ritual checklist for my weekly review, I can get the most out of this exercise in less time. Originally, I did holistic reviews where I wrote my thoughts on the week and progress as a whole. Now, I narrow my focus toward specific plans, ideas, and measurements.

Final Thoughts

We all want to be productive. But time wasters, procrastination, and laziness sometimes get the better of us. If you’re facing such difficulties, don’t be afraid to make use of these rituals to help you conquer them.

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More Tips to Conquer Time Wasters and Procrastination

 

Featured photo credit: RODOLFO BARRETO via unsplash.com

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