Dynamic Followership Fine Tuning for World Class Performance

Dynamic Dynamic FollowershipFollowership

Fine Tuning forFine Tuning for

World Class PerformanceWorld Class Performance

ACU CompetencyACU CompetencySelf-Development

• Builds and applies new knowledge and

skills

• Identifies areas for self-improvement

• Takes charge of seeking out opportunities

for personal and professional development

• Applies creativity, innovation, decision-

making, problem-solving, risk-taking skills

and balances life activities

Course ObjectivesCourse Objectives

• Identify the style of “Follower” that you

naturally are in the workplace

• Analyze the tools learned in this class to align

your natural “Follower” Zones with work

expectations and organizational values

• Apply the concepts of the 4-D Followership

model to become a better follower and leader

at work

Class AgendaClass Agenda

• What is Followership

• Followership Principles

• Tools for Success – Part 1

• 4-D Followership Model


• Reports Review

• Wind Down

Typical View of Followers

• Team Activity:

As a team discuss the question, “What is a follower?” – List at least five negative terms of Followers

• Be brutal

• Combine on master flip chart for class

– List at least five positive statements per team

• Combine on master flipchart for class

What is Followership?What is Followership?

What it is NOT:What it is NOT:

Passive compliance

Unmotivated

Part of leadership

Easily controlled

What it is:What it is:

Proactive compliance

Motivated

Foundation of leadership

Easily aligned

Followership Principles

• Proactive Compliance

– Commitment to excellence

– Courage to stand up to your leaders

– Courage to stand up for your leaders


• Motivated

– Everyone is motivated by something

– We all have hot buttons

– The Four Views:

• Competence

• Appearances

• Achievement

• Relationship


• Foundation of Leadership

– Foundation metaphor

– Pure followers can exist

– Pure leaders can NOT exist

– Followers have all the power

Power

• Followers have all the power

– Leaders never had it

• The more managers try to take it, the less

they get

– Followers acquiesce more power though trust

than coercion

• Leaders can exercise power only on loan

– Success is part of the relationship


• Easily Aligned– We all want to succeed at something

– Eustress vs. Stress

– Mutual influence

– Four behaviors• Avoidance

• Courageous

• Contentious

• Assertiveness


• Measuring Relationships Factors

– Fight/Flight

– Competitive vs. Passive

– Courage vs. Avoidance

– Stress vs. Eustress

– Reactive vs. Proactive

Reactive vs. Proactive

• Stress path

– Fight or flight

– Stress or Eustress

• Predictable patterns

– We create habits of being reactive or proactive

– Many times others see our patterns before we see

them

Participant Wisdom

“If you accept the premise that “leadership” is nothing more than influence and that everyone is simply a reflection and product of their influences – then every leader is a “follower” to some extent, because all leaders are being influenced by someone.”

Don Lanhart28 June 2007

Tools For Success – Part 1Tools For Success – Part 1

““If you were broken, If you were broken,

how would you want to be how would you want to be fixed?”fixed?”

– 22 Intervention Ideas– Focusing on Followership needs– Read Scenario on page three (3)on page three (3) and…

Help!!!!

4-D Followership Model

© Rodger Adair, 2005

Low

High

HighLow

High

TurnoverP

roductivity

Job S

atisfaction

LowAvoidance

Courage

Reactive

ProactivePassive Competitive



II

DiscipleDisciple

Low

High

HighLow

High

TurnoverP

roductivity

Job S

atisfaction

LowAvoidance

Courage

Reactive




I

Disciple(Believes they are in the right

place at the right time)

Low

High

HighLow

High

TurnoverP

roductivity

Job S

atisfaction

LowAvoidance

Courage

Reactive




I



IIII

DoerDoer

Low

High

HighLow

High

TurnoverP

roductivity

Job S

atisfaction

LowAvoidance

Courage

Reactive




I



II

Doer(Good work ethic, but the

grass is always greener…)

Low

High

HighLow

High

TurnoverP

roductivity

Job S

atisfaction

LowAvoidance

Courage

Reactive




IIIIII

DisengagedDisengaged

I



II



Low

High

HighLow

High

TurnoverP

roductivity

Job S

atisfaction

LowAvoidance

Courage

Reactive




III

Disengaged(No interest in

job, no desire to improve)

I



II



Low

High

HighLow

High

TurnoverP

roductivity

Job S

atisfaction

LowAvoidance

Courage

Reactive




III



I



IVIV

DisgruntledDisgruntled

II



Low

High

HighLow

High

TurnoverP

roductivity

Job S

atisfaction

LowAvoidance

Courage

Reactive




III



I



IV

Disgruntled(Angry and ready

to jump ship)

II



Low

High

HighLow

High

TurnoverP

roductivity

Job S

atisfaction

LowAvoidance

Courage

Reactive


Tools For Success – Part 2Tools For Success – Part 2

Application Application

– Introduce Table Map– 22 Intervention Ideas– Focusing on Followership needs– Read scenario on page five (5) and align

employee’s needs

Reports ReviewReports Review

Your Reports

• Read page one as a class

• Complete Worksheet on page two

• Read your assessment

• Share with a neighbor

• Questions and Discussion

• Develop a mini action plan (last page)

• Share with class

Wind DownWind Down

• What is Followership

• Followership Principles


• 4-D Followership Model


• Reports Review

Documents

Dynamic Followership Fine Tuning for World Class Performance