leader follower alignment

Leader/Follower Alignment

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Leader/Follower Alignment

•Today’s Agenda

•Definitions•Four Key Questions•The End Result•Transformation

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• A Few Definitions

– Leadership• A Process

– Followership• Fresh Perspective• Five Dimensions

Reciprocal Influence

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• Four Key Questions for Alignment– Who– What– Why– How?

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• Who– A Partnership.

• Not Leader Subordinate or even leader, employee - rather leader/follower

– Leaders (Provides the Vision, Ensures Trust is Developed, Committed to the Relationship, Removes Obstacles to Motivation)

– Followers (Seeks work that has Meaning, Contributes Ideas, Willingly Endorses the Vision, Assumes Responsibility)

Intimate Allies

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• Who– A Partnership.

• Not Leader Subordinate or even leader, employee - rather leader/follower

– Leaders (Provides the Vision, Ensures Trust is Developed, Committed to the Relationship, Removes Obstacles to Motivation)

– Followers (Seeks work that has Meaning, Contributes Ideas, Willingly Endorses the Vision, Assumes Responsibility)

Create

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• Who– A Partnership.

• Not Leader Subordinate or even leader, employee - rather leader/follower

– Leaders (Provides the Vision, Ensures Trust is Developed, Committed to the Relationship, Removes Obstacles to Motivation)

– Followers (Seeks work that has Meaning, Contributes Ideas, Willingly Endorses the Vision, Assumes Responsibility)

Courage

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• What– Vision

• “Followers and Leaders Orbit around the purpose – Followers do not Orbit around the Leader.” (Ira Challeff)

– Goals• “Keep the Main Thing the Main Thing.” (Stephen Covey)

– Behaviors • Back to the Vision

It’s Not About You!

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• What– Vision

• “Followers and Leaders Orbit around the purpose – Followers do not Orbit around the Leader.” (Ira Challeff)

– Goals• “Keep the Main Thing the Main Thing.” (Stephen Covey)

– Behaviors • Back to the Vision

The Main Thing

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• What– Vision

• “Followers and Leaders Orbit around the purpose – Followers do not Orbit around the Leader.” (Ira Challeff)

– Goals• “Keep the Main Thing the Main Thing.” (Stephen Covey)

– Behaviors • Back to the Vision

Model the Way

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• Why– It is the Right thing to do.

– No one Person has the Skill Set(s) Required to do Everything Well. (The Superhero Leader – does not Exist)

– It allows both the leader and the follower to do what they do best (whatever that is)

Seek What is Right

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• Why– It is the Right thing to do.

– No one Person has the Skill Set(s) Required to do Everything Well. (The Superhero Leader – does not Exist)

– It allows both the leader and the follower to do what they do best (whatever that is)

Leaders Can’t Do it All

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• Why– It is the Right thing to do.

– No one Person has the Skill Set(s) Required to do Everything Well. (The Superhero Leader – does not Exist)

– It allows both the leader and the follower to do what they do best (whatever that is)

Who has the Expertise?

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• How

– Leader (Decision Making, Kindness and Compassion, Commitment to Followers, Provide Feedback, Mentorship, Agape Love)

– Follower (Decision Making, Trustworthiness, Full Cooperation, Candid Feedback, )

Getting Decisions Made

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• The End Result

– Leadership is the Compass• Power of Appreciation• Reminds Everyone of What is Important• Generates and Sustains Trust• Intimate Allies

A Compass Not a Map

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• The End Result

– Leadership is the Compass• Power of Appreciation• Reminds Everyone of What is Important• Generates and Sustains Trust• Intimate Allies

Ribbons on a Uniform

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• The End Result

– Leadership is the Compass• Power of Appreciation• Reminds Everyone of What is Important• Generates and Sustains Trust• Intimate Allies

Always the Vision

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• The End Result

– Leadership is the Compass• Power of Appreciation• Reminds Everyone of What is Important• Generates and Sustains Trust• Intimate Allies

Emotional Glue

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• The End Result

– Leadership is the Compass• Power of Appreciation• Reminds Everyone of What is Important• Generates and Sustains Trust• Intimate Allies

Together

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• Transformation

– Movement from the Undesirable State• Vision

– Reciprocal Influence• Leader and Follower Together

Vision + Alignment = Transformation

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• Action Plan for Alignment

– It’s a Partnership and/or Team Endeavor• Relationships Matter; Encourage, Develop, Learn, Grow

– Everything Revolves around the Vision• Keep that in Mind when Developing Goals and Tasks

– Communication• All in the Organization should have access to the same

information

Three Keys

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Thoughts?

Inter-ConnectedConsulting REFERENCES

– Ancona, D., Malone, T., Orlikowski, W., & Senge, P. (2007.) In Praise of the Incomplete Leader. Harvard Business Review. 110-117.

– Bennis, W. (1999). The End of Leadership. Organizational Dynamics, 28(1), 9. – Chaleff, I. (2009). The Courageous Follower: Standing up for and to our Leaders. San

Francisco: Berett-Koehler Publishers.– Chowdrey, S. (2003). Organization 21C. Upper Saddle River, NJ: FT Press.– Clark. R. (2005). The Excellent 11. New York: Hyperion Books.– Drucker, P. (2004). What Makes an Effective Executive. Harvard Business Review. 16-22.– Heifetz, R. & Laurie, D. (2001.) The Work of Leadership. Harvard Business Review. 37-

47.– Heller, D. (May 2002). The Power of Gentleness. Educational Leadership. 4.– Hiam, A. (1999). Motivating & Rewarding Employees. Holbrook, MA: Adams Media

Corporation.– Werther, W. (2003.) Strategic Change and Leader-Follower Alignment. Organizational

Dynamics,.32(1), 32-45.– Winston, B. (2002). Be a leader for God’s sake. Virginia Beach, VA: Regent University.