Courage to assume responsibility

1
Courage to assume responsibility

• Courageous followers do not wait for performance
  reviews they assess their own performance (see
  example p. 37).
• Clamming up when a leader interrupts us in a
  raised voice serves us and the leader poorly.
  Tolerating disrespect for our voice and views
  will reinforce the behavior and weaken the
  relationship.

2
Followership style (from pp 42-43)

• Partner high support, high challenge
• Risk taker, purpose driven, holds self and others
  accountable, confronts sensitive issues, peer
  relations with authority
• Implementer high support, low challenge
• Dependable, supportive, defender, team oriented,
  compliant, respectful of authority
• Individualist low support, high challenge
• Confrontational, self-assured, independent
  thinker, self-marginalizing, unintimidated by
  authority
• Resource low support, low challenge
• Present, uncommitted, executes minimum
  requirements, makes complaints to third parties,
  avoids the attention of authority.

3
Eliciting feedback

• Encourage honest feedback from your leader
• Remain interested and avoid becoming defensive in
  order learn crucial things about ourselves and
  our leader
• Focus on performance and behavior things that
  you can control

4

• Personal growth confronting our dark side and
  dealing with the emotions of knowing our
  weaknesses
• Self-management (get organized!)
• Taking care of ourselves
• Do your job, dont become your job
• No good to anyone if you burnout
• Passion genuine concern for the common purpose.
  By excelling we fulfill ourselves and earn the
  right to help shape the organizations future.
• Initiative
• Control shifts from the leader to the purpose we
  dont need to ask permission to act in ways that
  advance the purpose

5
Influencing the culture

• Willingness to stand out, to demonstrate
  differing attitudes, not as a challenge to the
  group but simply as an expression of our own
  outlook and vision, adds strength to the
  organization.
• Modeling alternative behaviors in a
  nonconfrontational mode establish their integrity
  and earn the groups respect.

6
Breaking the rules

• Rules are guidelines for using the groups
  resources.
• Rules are subordinate to purpose.
• Rules and ethics
• When should rules be broken? How?

7

• Breaking the mindset
• Be prepared (see p. 54), and be prepared to go
  the highest levels of leadership
• Improving the process
• Stop thinking its not your problem. Realize it
  is your responsibility.
• Remedying a specific service complaint helps
  retain the individual customers loyalty, but
  remedying the process that caused it saves the
  loyalty of many
• Courageous followers dont just tell the leader
  something should be done about this, adding to
  the burden of leadership, but present ideas for
  improving the process that the leader can
  consider.