When my 25th anniversary in business arrived, six years ago, I was somewhat amazed that the years had passed so quickly. (See Principle # 3.) It felt like a significant milestone, so I decided to organize and articulate some of what I had learned about leadership over those years. My services portfolio had not changed very much since I started my business; I still loved strategic planning, marketing, organizational development and performance, meeting design and facilitation, and executive coaching. What had changed was my marked conclusion and conviction that leadership was the determining skill set that superceded strategy, financial resources, and raw talent. Although subtle, my orientation shifted to providing these services with a focus on leadership effectiveness. This emphasis on leadership has only continued to expand, as I witness my hypothesis being reconfirmed year after year.

Food for Thought ~

By the time I hit the 25 year mark, I had worked with literally hundreds of businesses, non-profit organizations and government entities, and thousands of people, with hugely varying circumstances, from a myriad of industries. This cross-section of companies and people provided me a great opportunity to identify the critical determinants for sustained achievement and success. I translated these lessons into 25 general, universal principles of leadership. The article that I wrote on this subject has just been published in the NorthBay Business Journal. To read the article, please click here.

Question for the day ~

How many of my 25 principles resonate with you? Which one(s) in particular?

Mary

Continuing our leaders and followers theme of the past few weeks, an apt metaphor is partner social dance, where collaborative leading and following are integral to the success of the activity. In classic partner dancing, the leader initiates the movement, pace, and direction, and the follower responds. Partner ice-dancing is another dance form, albeit with a multiplied velocity and risk factor. Dance happens to be one of my life-long passions, and I had the pleasure of spending a recent afternoon at a workshop given by a leader in the contemporary conscious dance movement, Wren LaFeet, of Portland, Oregon.

Food for Thought ~

To my mind, partner dance is an illustration of the dynamic interplay between leader and follower roles; both are necessary. In the new social dance movement being transformed by artists and teachers like Wren, the roles are called “lead” and “follow,” purposefully using non-gender-related terminology. In this new form, partners take turns leading and following in a dynamic exchange, listening and communicating, exploring new forms and patterns. (Hmmm…that sounds like what’s going on in our progressive workplaces.) I appreciated Wren’s insight that good leadership is an invitation for active followership. Leading provides opportunities for people to create, to collaborate, to dance, to soar. To be a truly good leader means knowing how to be a good follower. It also means creating opportunities for people to contribute.

Question for the day ~

Do you identify with being a “lead” or a “follow,” or are you adept at both?

A Footnote ~

For those of you who might be interested in learning more about this type of dance form, here’s a link to a video of Wren doing a TEDx talk and dance demo. His website is www.nomaddance.com.

Mary

Last week I wrote about followers, and their important role in the dynamics of leadership. Today’s topic is a continuation of that theme, with the focus on a particular quality that distinguishes exceptional followers. That quality is enthusiasm. More than simply acquiescing to a leader’s direction, an enthusiastic follower demonstrates eager willingness and cooperation. These individuals are a boon to any leader fortunate enough to have them. When I see enthusiastic followers in an organization, invariably I also find particularly capable leaders.

Food for Thought ~

It is my experience that most people are hungry for true leadership, good leadership, and are more than willing to follow leaders they respect and trust. When there are healthy, strong connections between leaders and followers, with mutual good will and good communication, a foundation of integrity and shared values, and a commitment to a common goal, greatness is possible. Enthusiastic leaders inspire enthusiastic followers.

Question for the day ~

How enthusiastic are you as a leader? Do you have enthusiastic followers? What can you do to increase your own enthusiasm for your work and to create a workplace that engenders people’s enthusiasm?

A Footnote ~

For my literary readers, yes, today’s title is a takeoff on the name of a famous play by Oscar Wilde called The Importance of Being Earnest, first performed in London in 1895, and a staple of community theaters ever since.

Mary

After the Labor Day holiday, it seems particularly apropos to consider the subject of followers and their relationship to leaders. Although the word “follower” could be interpreted to mean a passive acquiescence to strong direction from an authoritative leader, that does not accurately describe the people I work with daily. My work is often with the leaders of organizations, but it is also with other employees as well. The employees/workers/followers that I know are involved, assertive, engaged and active. Leadership is a dynamic process. Without other people, leadership would be moot. It would have no practical significance.

Food for Thought ~

Just as leadership requires skill and effort, so does being a good, or better yet, a great follower. Leaders are at their best when the people they lead provide feedback, information, ideas, suggestions and yes, even constructive criticism. Workers/employees/followers are a necessary part of the equation. Most of us are both leaders and followers. We may have a leadership role in one organization, and be followers in others, as we participate in a variety of settings and roles. The bottom line: leadership is too important to leave to the leaders alone.

Question for the day ~

Are the employees/workers/followers in your organization skilled at their job as followers? As a leader, do you coach, mentor, and provide training so that everyone in the organization is able to effectively contribute to the leadership process?

Follow-up on Observation ~

Last week I wrote about the subtle skill of observation. I would love to hear from those of you who perhaps gave it a try and conducted “an experiment” with a dedicated effort to be an observer. I’m eager to hear what you learned!

Mary