| In her book, Bad Leadership: What it is, How it | | | | Though it might seem to be an obvious concept, |
| Happens, Why it Matters, Barbara Kellerman | | | | those who find themselves in leadership positions |
| points a finger at followers as a catalyst that | | | | need to occasionally remind themselves that it's |
| allows bad leaders to endure. She points out that, | | | | those followers who keep them employed. |
| in discussing leadership, often the role of followers | | | | Without people who follow, obviously there would |
| is ignored. It certainly is to our detriment as | | | | be nothing to lead, but more importantly, nothing |
| leaders that we ignore followers. | | | | would be accomplished because it usually isn't the |
| Throughout history there have been those who | | | | leaders who actually do the work. |
| were in charge, and those who weren't. | | | | I like to be very blunt with leaders about their |
| Unfortunately, for those who weren't in charge, | | | | relationship with followers; however, I am equally |
| life was often much less pleasant than it was for | | | | forthright with followers about their relationship |
| those who were in charge. Equally unfortunate is | | | | with leaders. Followers have a responsibility to |
| that similar attitudes tend to survive to this day in | | | | support their leaders. That doesn't mean just do |
| some modern organizations. Leaders look down at | | | | as you're told and don't disagree or speak up. As |
| subordinates as people beneath them; somehow | | | | Kellerman points out in Bad Leadership, followers |
| of lower status. How unfortunate! One only has to | | | | who do not communicate honestly with leaders, |
| look at some of our elected politicians to observe | | | | or who merely ride along on coattails, don't help |
| a glaring example. | | | | their leaders or themselves. A good follower will |
| Someone told me once that they watched what | | | | always be honest with their leaders and always |
| their leaders did and noticed the leaders no longer | | | | give them the best they have to offer. |
| did the hands-on work. He said he didn't want to | | | | Of course, a good leader must seek out, and give |
| attain that level because it would take him away | | | | serious consideration to input from their followers. |
| from the skill he so enjoyed. But, he wondered, | | | | This is a key point! Followers who feel their |
| was it wrong not to want to advance? My | | | | contributions and expertise are not appreciated will |
| answer to that question? Absolutely not! | | | | be unlikely to continue to give their support. |
| There are certain skills and traits that tend to | | | | A final word. Leaders are also followers but I'm |
| define a leader. Not everyone possesses those | | | | amazed at how often they forget that. It's a |
| skills, or even if they do, they simply may not | | | | good thing for leaders to remember though. |
| desire to be in a leadership position. That doesn't | | | | Followers are the foundation of your success as a |
| make them any less valuable to the organization | | | | leader so treat them the way you want your |
| and certainly doesn't make them a lesser person. | | | | leaders to treat you. |