This document discusses leadership and followership. It defines leadership as differentiating your style to the unique needs of your organization while focusing on your strengths. Followership is also important, with effective followers being coachable, anticipating needs, seizing initiatives, and more. The document recommends starting by focusing on conditions for success, communicating through shared metrics, and relating metrics to practical measures like those on a car's dashboard. This helps simplify complexity and enable effective leadership.

1. © 2013 Joe Hessmiller
Leadership is Simple
The Challenge is Effective Followership

2. Joe Hessmiller
• Director, CAI
• Over 30 years in IT; analyst, programmer,
project manager, business development,
business unit manager, CIO.
• Worked with – and learned from - dozens
of executives and managers from F500
corporations, large government agencies
and the military in US and UK.
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3. Objective for Presentation
1. What Is Leadership?
2. What Is Followership?
3. Where Do You Start?
4. How To Get Others On Board?
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Why is this important?

4. What Is Leadership?
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5. What Is Leadership?
Dave Ulrich & Norm Smallwood, “What Is an Effective Leader?”, RBL
Group, 2009

6. Traditional Leadership
Proficiency Basics…
Dave Ulrich & Norm Smallwood, “What Is an Effective Leader?”, RBL
Group, 2009

7. …Are Nothing Without
Leadership Differentiation
“Leaders need to have the Leadership Code
building blocks to be effective and they
need to know their organization’s unique
brand…”
Customize Your Style to the Organization
Dave Ulrich & Norm Smallwood, “What Is an Effective Leader?”, RBL
Group, 2009

8. But, Remember Collins “Bottom Line”
Leadership Key: The Hedgehog Concept
• What Can You Be “Best in the World” At?
• What Is Your Denominator?
• What Are You Passionate About?

9. What Is Followership?
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10. Warren Bennis: No Leadership
Without Followership
“…the longer I study effective
leaders, the more I am convinced
of the underappreciated
importance of effective followers..”
Warren Bennis, Distinguished Professor of Business Administration at the
University of Southern California School of Business Administration, THE
DILEMMA AT THE TOP; Followers Make Good Leaders Good, 1989

11. Leaders Need Effective
Followers
“Executives who ignited transformations
from good to great did not first figure out
where to drive the bus, then get the right
people to take it there. Instead, they got
the right people on the bus and then
figured out where to drive it.”
Jim Collins, “Good to Great”, 2001

12. Your Goal?
BE ONE OF THOSE
PEOPLE ON THE BUS
The Future Express

13. Follower Types

14. 10 Rules of Effective Followership
1. Be Coachable
2. Anticipate Needs
3. Seize the Initiative
4. Offer Solutions, Not Problems
5. Be Goal Driven, Not Interrupt Driven

15. 6. Do More Than Expected, But Not More
Than You Should
7. Earn Trust Through Consistent
Dependability
8. Communicate Proactively and Honestly
9. Be Loyal
10.Be Compassionate
10 Rules of Effective Followership

16. Another Point of View…
Follower Relationship Dynamic

17. Performance Initiative
• Working Effectively With Others
• Embracing Change
• Doing the Job (Competence)
• Seeing Oneself As A Resource

18. Relationship Initiative
• Building Trust
• Communicating Courageously
• Identifying with the Leader
• Adopting the Leader’s Vision

19. Enough “Theory”
Where Do You Start?
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20. Understand Leadership Skill
Cycle
IDENTIFY
Problems
CONCEIVE
Solutions
PRIORITIZE
Plans
IMPLEMENT
Capabilities
PRODUCE
Results
Results Problems
Solutions
Plans
Capabilities
ENABLE
Collabor
ation
ENSURE
Contol

21. Start Making Things Happen
and Sustaining the Change
IMPLEMENT
Capabilities
PRODUCE
Results

22. The Causes of Project Failure Are Known.
Where to Start?
Focus on the Conditions for Success
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23. Show Your Care About
Monitoring the Key Data
• Results Data – data that measures
attributes of the product to be delivered.
– Costs, Times, Quantities, Quality
• Conditions Data – data that measures the
attributes of the process that produces the
product to be delivered.
– Capability, Commitment, Collaboration

24. Be Prepared to Communicate
Through Common Understanding
Automotive Engineers Long Ago Defined
the Critical Measures for Safe, Effective
Engine Operation.
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25. The Basic Automobile
Dashboard
Automotive Gauge
Odometer
Clock
Fuel Level
Speedometer
Tachometer
Oil Pressure
Oil Temperature
Water Pressure
Water Temperature
Voltmeter
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26. What Questions Are We
Asking?
Automotive Gauge Asks the Question
Odometer
How far have we gone?
Clock How much time has it taken?
Fuel Level How far can we go?
Speedometer How fast are we going now?
Tachometer How intensely is engine working?
Oil Pressure Do we have enough ‘lubrication’ to keep parts
working well together?
Oil Temperature How smooth are interactions?
Water Pressure Do we have enough coolant to keep the engine
producing?
Water Temperature How effective is the coolant in keeping the
engine cool?
Voltmeter Is enough energy being applied to the other
important systems?
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27. What Measures What?
Automotive Gauge Asks the Question To Measure
Odometer How far? Deliverables Delivered
Clock How long? Duration
Fuel Level How much further? Input Units Available
Speedometer How fast? Deliverables per Unit of Time
Tachometer How intensely? Effort Intensity
Oil Pressure Do we have enough lubrication to
smooth interactions?
Supply of Lubricant to Smooth Interaction
Between Components
Oil Temperature How smooth are interactions? Ability of Lubricant to smooth Interaction
Between Components
Water Pressure Do we have enough coolant to keep the
engine producing?
Supply of Coolant to dissipate excess
engine heat
Water Temperature How effective is the coolant in keeping
the engine cool?
Ability of Coolant to dissipate engine heat
Voltmeter Is enough energy being applied to the
other important systems?
Ability to Support other Control and
Comfort Systems
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28. Relating to the “Real World”
To Measure
Automotive
Metric Service Measures
Deliverables Delivered Miles Service Level Achieved, Function Point Delivered
Duration Hour Hour
Input Units Available Gallons Resource Hour
Deliverables per Unit of Time Miles Per Hour Earned Value Per Clock Hour
Effort Intensity RPM Hours Worked Per Week/Available Hours
Supply of Lubricant to Smooth
Interaction Between Components
PSI Stakeholder Interaction Satisfaction
Ability of Lubricant to Smooth Interaction
Between Components
Degrees Number of Open Issues from Stakeholder Interactions
Supply of Coolant to dissipate excess
engine heat
PSI Duration to Close Issues
Ability of Coolant to dissipate engine
heat
Degrees Number of Escalated Issues
Ability to Support other Control and
Comfort Systems
Volts On Time Process Deliverables (Status, Reporting, Training)
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29. The World Is Increasingly
Complex. Simplify It. Lead It.
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Good Luck.
We’re Counting
on You.