The courageous follower
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For anyone who has ever been an assistant - administrative, office, or executive.
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The courageous follower
- 1. The Courageous Follower EA StaffMeeting October 9, 2012
- 2. FollowershipStyle Quadrant I Partner Quadrant II Implementer Quadrant III Individualist Quadrant IV Resource
- 3. Personal Growth • Self assessment and feedback help us determine which areas to pursue growth • Requires courage – continuous process of exposing our vulnerable areas • Urge toward growth in contest with urge to protect our self-image If we shy away from discomfort, we will never grow. If we seek challenge, we will continuously grow, often in unexpected ways.
- 4. Self Management Key is Personal Organization • The way information, requests, and responses flow in and out of our work environment must be clearly established and maintained. • Criteria and measurement by which work will be judged needs to be clearly understood and monitored. • Tools, materials, and info needed to perform a function must be easily accessible and well maintained.
- 5. Takingcareof ourselves • We must do our jobs, not become our jobs. • Burn out = letting down the people we are serving • Serve well = passionately committed to our jobs, but not consumed by the passion • Telltale signs of burnout: exhaustion, chronic frustration, shortness of temper, frayed relations, feelings of emptiness, lack of caring, wanting to be elsewhere
- 6. Conversation How can we identify areas of growth? How can we take care of ourselves? How can we take care of each other?
Editor's Notes
- 2 critical dimensions of courageous followership are the degree of support a follower gives a leader and the degree to which the follower is willing to challenge the leader’s behavior or policies if these are endangering the organization’s purpose or undermining its values. Quadrant I: High Support, High Challenge – The Partner Gives vigorous support to a leader Also willing to question a leader Characteristics: Purpose driven, mission oriented, risk taker, cultivates relationships, holds self and others accountable, confronts sensitive issues, focuses on strengths and growth, complements leader’s perspectives Quadrant II: High Support, Low Challenge – The Implementer Most leaders love to have their followers operate here Leaders rely heavily on followers from this quadrant – they get the job done and do not require much oversight or explanation If the leader begins to go down a wrong path, these are not the followers who are likely to tell a leader Growth lies in learning how to effectively and productively challenge leaders Characteristics: dependable, supportive, considerate, advocate, defender, team oriented, compliant, respectful of authority, reinforces leader’s perspectives Quadrant III: Low Support, High Challenge – The Individualist Balance the tendency of the rest of the group to go along with what seems acceptable while harboring reservations Can marginalize themselves easily Criticism becomes predictable and tiresome and the leader finds ways to shut them out Growth lies in increasing actual and visible support for the leaders initiatives that forward the common purpose Characteristics: confrontational, forthright, self-assured, independent thinker, reality checker, irreverent, self-marginalizing, unintimidated by authority Quadrant IV: Low Support, Low Challenge – The Resource Do an honest days work for a day’s pay, but don’t go beyond the minimum expected of them Characteristics include: present, available, extra pair of hands, uncommitted, makes complaints to third parties, avoids the attention of authority, primary interest lies elsewhere, executes minimum requirements
- Growth involves emotional struggle – we might feel worse before we feel better Need for external growth opportunities – often ample room for growth within our current position if we seek it In an age when organizations no longer make lifelong commitments to employees, we must chart our own career growth the way we perform our position requires continuous growth
- It is mundane and pedestrian, but it is a critical skill that creates credibility and resources to initiate changes that will improve the organization. Most common stumbling block is we feel we do not have the time to get organized, yet often it is the lack of organization that eats up our time. Courageous followers will work long and hard to forward the common purpose when necessary, but they also need to organize their work so the output is timely and the pace is sustainable.
- Managing our life and health is not a marginal issue – makes the difference between brilliantly contributing to the common purpose and blowing up or fizzling out in the attempt
- As a team? Individually? Professionally? Personally?