Title: Strong Leadership and Strong Followership Why Both Are Essential in a Successful Organization
1Strong Leadership and Strong FollowershipWhy
Both Are Essential in a Successful Organization
2Motivation for this Discussion
- Managing without a Leader article in BYU
Magazine, Fall 2005, about Jeff Nielsen, lecturer
in Philosophy at BYU - Based on his book, The Myth of Leadership
Creating Leaderless Organizations - Subsequent discussion with a leader who voiced
his concern
3Problems with Leaders in Organizations
Leader
- Effective communication only occurs between
equals - Secrecy breeds corruption and abuse of power
- Subordinates are undervaluedtalent and knowledge
are wasted - Its unjust
Followers
4Rank- vs. Peer-based Assumptions
- Rank-based Assumptions
- Employees are lazy
- Employees are selfish
- Leaders are heroic
- Leadership command and control
- Knowledge is at top
- Manipulation
- Peer-based Assumptions
- Employees are productive
- Employees are caring
- Each individual is unique
- General input and participation
- Knowledge at all levels
- Cooperation
5His Solution Do Away with Leaders!
X
Leader
- Effective communication only occurs between
equals - Secrecy breeds corruption and abuse of power
- Subordinates are undervaluedtalent and knowledge
are wasted - Its unjust
Followers
6His Solution Do Away with Leaders!
X
Leader
- The Perfect Organization!
Followers
7In Leaderless Organizations
- Everyone makes contributions based on talents and
experience - Total energy, creativity, happiness increases in
the organization - Examples of organizations without leaders
- Orpheus Chamber Orchestrano conductor
- W.L. Gore and Associatesengineering and
manufacturing - Moteksoftware development
8Has Nielsen identified real leadership problems
in organizations you know?
- Is this the only solution?
9Do Leaders Provide Value?
- Provide direction and vision
- Serve as an example of acceptable behavior
- Establish guidelines, boundaries, policies
- Inspire confidenceWe can do it!
- Provide a set of unique leadership skills
- Represent/speak for the organization
- Provide capital or other resources
- Etc., etc.
10Perhaps the Problem is NOT Leadership in General
but the Kind of Leader
11Level 5 Leaders(from Jim Collins Good to
Great)
- Humilityvery good at listening to others
- Ability to draw out talents of others
- Self-effacinggive credit to others, focus
attention away from self - Live modestly, dont seekafter trappings of
power - Iron willtotal focus on building a great and
enduringorganization
12Qualities of Admired Leaders
- Bill Zollars, CEO, Yellow Roadway
- When I first got to Yellow, we were in a bad
state So I spent 85 of my time on the road
talking to people one-on-one or in small groups.
I would start off in the morning with the sales
force, then talk to drivers, and then the people
on the docks. At the end of the day I would have
a customer dinner. - (Fortune, Dec 12, 2005)
13Qualities of Admired Leaders
- Hank Paulson, CEO, Goldman Sachs
- The things that make a good leader are being
open-minded, having a willingness to really ask
for and accept advice, showing a sense of
humility, and putting the right people in the
right seats. - He personally teaches 26, 6-hour sessions on
accountability and leadership to managing
directors all over the world - I start these sessions by talking about some of
the mistakes Ive made and the company has made. - (Fortune, Dec 2005)
14So Maybe a Better SolutionHave BOTH Strong
Leaders and Strong Followers, but
- Strong Leaders Who
- Learn to listen to those who know
- Share information widely
- Reward those who give valuable feedback
- Check the tendency to abuse power
- Push decision-making down to lowest levels
possible
15- Strong Followers Who
- Communicate information honestly
- Participate in decision-making processes
- Energetically work to implement decisions made
- Are honest in use of time and other resources of
the organization
16Examples
- Toyota assembly line
- Charles Schwab suggestion process
- JetBlue CEOwork ethic, compensation and employee
emergency fund
17Example of the Church of Jesus Christ of
Latter-day Saints
- Strong top-down leadership
- Level 5 leader (maybe Level 6)
- Clear leadership structure
- Clear guidelines and policies
- Strong followership
- Rotating leadership
- Councils to seek input
- Individual member empowerment
18Concepts for Leaders
- DC 121ideal handbook for leaders
- Power and influence based not on position but on
principles of righteousnessjust treatment of
others - Persuasion
- Long-suffering
- Gentleness
- Meekness (being teachable)
- Love unfeigned
- Pointed criticismbut showing increased love
- Charity is basis for interaction
19Example of King Benjamin
- I am like as yourselves, subject to all manner
of infirmities - I have been suffered to spend my days in your
serviceand have not sought gold nor silver nor
any manner of riches of you. - I have labored with mine own hands that I might
serve you - In serving you I have only been in the service
of God.
20Concepts for Followers
- DC 121ideal handbook for followers, too
- Intention of the restoration of the gospel
that every man might speak in the name of God
(Not just reserved for those at the top) - The worth of souls is great
- Common consentcommit to sustain each other in
responsibilities - Councilsshare ideas, concerns, offers of help
- Dont criticizebesides, you might be the next
bishop or Relief Society president yourself!
21Conclusions
- We dont need to do away with leaderswe just
need more Level 5 Leaders - We also need Level 5 followers
- Attributes for both are humility, ability to
listen, integrity, charityall found in The
Lords Leadership Guide (DC 121 and other
scriptures)