The Courageous Follower: Standing Up to and for Our Leaders Book

Leaders cannot exist without followers. Every great leader must, therefore, be surrounded by great followers. At last there is a book to balance the hundreds of management books on leadership, which gives followers the insights and tools necessary to partner effectively with their leaders. It is a handbook that readers can refer to repeatedly when confronted with the challenges of supporting and, at times, correcting a leader. The Courageous Follower provides a model of followership that strips away the passive connotations of the role and presents a dynamic alternative for contributing to an organization's pursuit of its mission. For anyone who works closely with a leader of any kind, it is a comprehensive guide for positively influencing that relationship and helping the leader use power wisely to accomplish the organization's purpose. Ira Chaleff examines five dimensions of courageous followership: * The courage to assume responsibility * The courage to serve well * The courage to challenge leaders * The courage to participate in transformation * The courage to leave The Courageous Follower explores the dynamics of the leader-follower relationship-the underlying moral and psychological forces at work and the respective powers each party has in the relationship. It shows how courageous followers can improve that relationship for the benefit of themselves, the leader, and the common purpose. At each stage it examines the necessity for courage in a healthy follower-leader relationship. Questions For Discussion: 1. What is your personal reaction to the term follower? Do you prefer another term? Why? 2. How far along is this organization in moving away from traditional hierarchical leadership to a collaborative, participatory model? Given where the organization is, how applicable is "The Courageous Follower" model to interacting with senior management? 3. How much consensus is there in our organization as to what is "The Common Purpose?" Is it more clear in relation to some parts or activities of the organization than to others? What is being or can be done to clarify this further if needed? 4. What personal experiences have members of the reading group had in which they acted or failed to act courageously in relation to the leadership in this or other organizations? What were the consequences of that action/inaction? What lessons do you or others in the group derive from the experience? 5. How have you built trust with the leaders you most interact with in this organization? What behaviors or strategies generally build trust? If you have had difficulty building or maintaining trust, what ideas do others in the discussion group have for improving the situation? 6. What experiences do you have in assuming responsibility for decisions in this organization? Have you had to break rules, or challenge others' mindsets in order to do the right thing for staff or customers? Did your decision get supported? Did you experience a repercussion which has made you less willing to assume responsibility or take the initiative in the future? 7. What ways have you found to effectively support your leaders? What do you find they need most in order to do their jobs well? Have you been able to unburden them from tasks which drain their energy from more important matters? Have you discussed with your leader how you might be able to further support him or her? 8. If you have had to challenge a leader's behaviors or policies, what approach did you take? Was it effective? Did it backfire? Why? Which of the approaches in the "Courage to Challenge" chapter do you feel might be most effective for you in a given situation? Is there anyone else in the group who might like to rehearse the approach with you in turn for you helping them prepare to confront their own leader on a matter which needs addressing? 9. Has anyone participated in a transformation process which really turned around counter-productive behavior, either their own, another's, or a group's? What elements made the process successful? Have you ever transformed a relationship with another person by transforming the way you behaved in relation to that person? What worked to help you do this? 10. Has anyone been in a situation in which their only productive course of action was to leave? How did they go about doing that? What might they do differently if they could do it over again? 11. In what capacities are the members of the reading group leaders in their own right? What do you do to encourage open, honest relationships with the people you lead? What principles or strategies in the book could help you create a better atmosphere for courageous relationships? Suggestins for Further Reading: * Autry, James A., Confessions of an Accidental Businessman * Blanchard, Ken, and O'Connor, Michael, Managin by Values * Enkelis, Liane and Olsen, Karen, with Marion Lewenstein, On Our Own Terms * Jaworski, Joseph, Synchronicity: The Inner Path of Leadership * Melrose, Ken, Making the Grass Greener on Your Side * Nair, Keshevan, A Higher Standard of Leadership: Lessons from the Life of Gandhi Courtesy of Berrett-Koehler PublishersRead More