Follower Focused Leadership
How does someone become a leader? How does someone who is a leader continue to develop? There is no shortage of literature on the topic of leadership—leaving us with no excuse to succeed, if books are indeed the answer to these questions.
Chances are likely that, if you’re reading this article, you have arrived at a leadership position in your organization. You have been educated, experienced, and promoted through the ranks of your field. Then, as all the work pays off, you arrive at this important role in an organization. Perhaps it was drive, or maybe vision that brought you to this point. You have new levels of authority, new responsibilities, influence, and let’s not forget…followers.
Who influenced you on your upward journey to leadership? No doubt, there were many great examples, negative examples, and everything in between. You’ve been influenced by previous teachers, bosses, and mentors. (Hopefully, remembering this brings a smile to your day.)
I’ve heard people say, “leaders are born to lead,” or leaders “either have the abilities, or they don’t.” However, as you reflect on the people who have influenced you, these generalities and cliches do not hold up. You are living proof that leadership is learned. You’ve acquired your leadership skill—either intentionally or passively—through the examples, teaching, and mentorship from others throughout your career.
In my work, I’ve had a tremendous opportunity to learn from great leaders and decision-makers from many walks of life and have learned something from them all. These people have collectively inspired me to grow and improve as a leader at all stages of my career. The inspiration I received from so many mentors sparked an interest in me to read, research, and teach others about management and leadership.
One of the most influential people in my career was Sean O’Connor, golf course assistant, superintendent, director, and chief of staff at Michigan State University. Recently, Sean shared a white paper he authored with a colleague at Michigan State University entitled “Deploying Disruptive Technologies with a Disruptive Approach to Leadership.”
Sean O’Connor (left) and me discussing Follower Focused Leadership for Green Keeper University’s “Mastering Management and Communication”
Central to O’Connor’s approach to leadership is the shift in focus from the traditional concepts of “Leadership”—as it has been defined in popular business literature—to a focus on the follower. This paradigm shift hinges on three key insights.
First, effective leaders seek to identify what they, and those they lead, are truly passionate about. The “disruptive” action here is to break through the superficial roles we play at work and in life. Everyone has something they love and believe deeply. When you tap into that true passion, the relationship between the leader and the follower begins to be more authentic.
Second, effective leaders connect themselves and those they lead with specific skills and talents. Everyone has gifts that, when activated and optimized, can exceed expectations. The “disruptive” action here is that the gifts might not be obviously associated with a position or task. For example, encourage a person who likes problem solving to use that skill in the workplace—whether the task is clerical, manual, or supervisory. Consider also that a person who always thinks long-term may become quickly dissatisfied with a series of one-off tasks, unless perhaps, the task is connected to the long-term improvement of the operation.
Third, effective leaders align themselves and those they lead with “a cause” bigger than “self.” Everyone desires to progress toward the thing they love and believe. Anything that detracts or distracts a person from their purpose or vision causes friction, discomfort, or burnout. The challenge of all great leaders is to identify the follower’s vision and help the follower apply their personal purpose or vision for the greater good. The “disruptive” action here is to value the follower’s vision and not assume that the follower will automatically adopt an abstract organizational vision for work and life.
The glue that holds these three key insights together is trust. Follower focused leadership is highly interactive—not transactional. Follower focused leadership values the follower’s beliefs and gifts over organizational structure. If this highly personal approach to leadership comes across in any way as disingenuous, the wheels will fall off. Probably the most “disruptive” aspect here is the often overlooked importance of personal authenticity for both leader and follower.
This presentation of Sean O’Connor’s approach to leadership is a simple, condensed overview—and does not reflect the intense research and support for these concepts. Furthermore, this should not be taken as a series of steps, or simple techniques for changing your management style. Rather, the three key insights—combined with trust—offer an alternative to “top-down” leadership and a “siloed” work environment and must be practiced and developed over time. The beauty of O’Connor’s approach is that it elevates people and maximizes personal strengths. This “disruptive” approach results in a workplace culture that aligns with a person’s life as opposed to competing with it.
Having worked for Sean at the golf course, I recall the one-on-one conversations we had, and how that made me feel. Sean and I shared a love of literature and science, which also dominated our conversations. He would recommend books on poetry and articles on agronomy for me to read. He noted my love for outdoor work and the golf course, and he encouraged me and mentored me to build my network and aim high—continually building on things I loved. And here I am today, in large part because of the guidance from a follower focused leader.
There have been many other people who have influenced me and my approach to people and work—all beneficial in one way or another. Yet, Sean’s approach strongly influenced me, and having read the research he has presented I can appreciate it even more. As I reflect on other influential mentors, it was their “follower focused” and passion for excellence that stuck with me.
My challenge to you is to begin reframing your leadership style around the follower focused philosophy. Begin by getting to know yourself and your staff—make no assumptions, be vulnerable, protect confidentiality, and start building trust. Identify the things you and your staff do exceedingly well—celebrate and encourage more of that. Build on personal vision, that thing bigger than self, and find alignment in your and your staff’s personal and work life.
I suggest taking small steps to see how this goes for you. Try something new and look for evidence and insights that show progress with your team. This might seem uncomfortable at first, disruption often does, but just start by trying something fresh and new. And let me know how it goes.
