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Chapter 5

FollowershipEnthused,Proactive

ContributorsWhoGrowto

Become4RLeaders

You don’t have to look far to see the constantattention placed on Leadership. Books. Politicalspeeches.Newsarticles. It isacriticalcomponentof any organization and of society. YetFollowershipisequallyvitaltogettingthingsdonesuccessfully. Followership is theneglectedaspectof Leadership development. It is often shunned;looked down upon. But highly successfulorganizations develop and reward their valuableFollowers. Followers get things done; they makethings happen. They achieve. And guess what?Proactive, enthused, positive, confident FollowersareENGAGED.

FollowershipisakeycomponentoftheLeadershipEdge, and we apply a practical approach thatleaderscanusetoimproveteamperformanceandpersonalgrowth.

THE

LEADERSHIP EDGE

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FollowershipSelf Starters . . . Do-ers . . . Criticizers . . . Shirkers

Let’sreview.AHighPerformanceTeamprovidesgreaterresultsfortheorganizationandthe

individuals.MembersofaHPTdisplayadeepcommitmenttooneanother'spersonalgrowthand

success.Understandingandapplyingyourownandothers’strengthscancontributetoaHPT.

Nowtothenextcomponent-Followership.FollowershipiswellalignedwithStrengthsandHigh

PerformanceTeamcharacteristics.

ButbeforewediveintothepowerfulperformanceconceptofFollowership,let’stalkaboutanother

considerationthatimpactspersonalgrowthandteamsuccess...

Employee Engagement . . .

‘EngagedEmployees’areenthusedandpositiveabouttheirorganization,role,andcolleagues.Theyare

excitedandenergizedabouttheirpersonalcontributionstotheteam.Theyarewillingtoputforththe

extraefforttocontributetoandevenleadorganizationalsuccess.Theyarefuntoworkwithand

serveasrolemodels.

Developing‘employeeengagement’isacriticalcharacteristicoffollowership,leadership,andteam

contribution.TheGallupCorporation(theStrengthsFinderpeople)hasdoneextensiveresearch

aroundthetopicof‘employeeengagement’.Theyhavefoundthatonly30%ofemployeesintheU.S.

areengagedintheirworkandorganization.Thisisdepressingnews.Managers(orLeader-

Managers)accountfor70%ofaperson’slevelofengagementordisengagementintheorganization.

Effectiveleader-managerswhohelptheirteammembersachievehighemployeeengagement:

1. Embraceandregularlysharetheorganization’svision,mission,andgoalswiththeteam2. Setclearexpectationsandgoalsforteammembers3. Allowteammemberstoworkintheirstrengthsinwaysthatarealignedwithteamgoals4. Helpteammemberssetpersonalperformancegoalsalignedwiththeorganization’svision5. Removeculturalbarrierstoperformanceexpectations.Forexample,leadersmusthaveashared

vision,rolesmustbewelldefined,theorganizationmustbewelldesigned,andtheremustbeacommitmenttomeaningfulchangeandinnovation

6. Alignpeople,processes,andsystemsforsuccessfuloutcomes7. Measureandreportperformancemetricsandregularlysharethemwithteammembers.

Nurturing,supporting,andmaintainingemployeeengagementisatimeconsumingprocessand

requiresskillandattentionbyleader-managers.Butitmustbeaprioritythatbecomespartofan

organization’sleadershipstyleandculture.

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However,employeeengagementisnotjusttheresponsibilityofleader-managers.Itisapersonalresponsibilityaswell.Eachpersononahighperformingteammustbecommittedtobeingengagedintheirroles,responsibilities,andteamperformance.

KenRoyalandSusanSorensonofGallup,intheirarticle“EmployeesareResponsibleforTheirEngagementToo”,(http://bit.ly/EmplEngage)eloquentlystate,

“Engagedemployeesbeginthedaywithasenseofpurposeandfinishitwithasenseofachievement.Theyconsistentlybringhighlevelsofdetermination,tenacity,energyandresiliencetoeverythingtheydo.Theyarededicatedtotheirjobs,anditshowsintheirenthusiasm,inspirationandprideintheirwork.Theybecomeeasilyengrossedintheirroles,andtimeflowsquicklyforthemwhentheyareatwork.”

Theyemphasizethatengagementisachoice.Workisneverstress-orhassle-free.Everyday,you

makedecisionsonhowyouwillreacttoeachsituation.Positive?OrNegative?

RoyalandSorensonalsonotethatGalluphas12itemsthatmeasureemployeeengagement:

EngagementFactor EmployeeNeedThatIsAddressed

1.Iknowwhatisexpectedofmeatwork FocusisonMe

2.IhavetheequipmentIneedtodomywork Reduceunnecessarystressinmylife

3.IhaveopportunitytodowhatIdobesteachday Mymanagerknowsmystrengths

4.Ihavereceivedrecognitionforgoodworkinlast7days Mymanagervaluesme

5.Myleader-managercaresaboutmeasaperson Iamseenasimportant

6.Someoneatworkencouragesmydevelopment Myteammatescareenoughtohelpme

7.Myopinionscountatwork Myteammateslistentoandrespectme

8.OurMissionmakesmefeelmyroleisimportant Ifeelinvolvedandimportant

9.Mycolleaguesarecommittedtodoingqualitywork Thismakesmefeelproud

10.Ihaveabestfriendatwork Ihavetrustedrelationshipsatwork

11.Inlast6mo,mymanagertalkedtomeaboutmyprogress Mymanagercaresaboutmygrowth

12.Ihaveopportunitiesatworktolearnandgrow Ifeelchallenged

EachofGallup’s12engagementfactorsisimbeddedinTheLeadershipEdgeHighPerformanceTeam,

Followership,and/orLeadershipcomponents.Eachisdesignedtohelpteammembersbecomemore

engagedandtomeasurethatengagement.

Asateammember,youhavearesponsibilitytoyourselfandyourteamtocontributetoyour

engagementlevel.

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RoyalandSorensonrecommendthatasateammemberyou:

1. Usethe12engagementfactorsasaguidetoassessyourownlevelofengagement2. Formpositiveengagementhabitsbyusingyourstrengthsinyourroleeachday3. Createanactionplanforyourpersonalgrowth4. Holdyourselfaccountableforyourbehaviorandattitudeaboutyourrole,yourteam,andyourresults

Employeeengagementisateameffortbetweenyouandyourleader-manager.Whenteammembers

areengaged,theybecomemoreconfident,morepositive,moreenthused,moreproactive,and...more

productive.Asyouread,analyze,andapplythenumerousaspectsofFollowership,thinkabouthow

youcanalsoapplytheprinciplesofemployeeengagementintheprocess.

EmployeeEngagementleadstoSelfStarterFollowership.

Followership is Leadership

Youcannotbeaneffectiveleaderunlessyouareaneffective,engagedfollower.Eventhemost

influential,highpoweredleadersmustbefollowersatdifferentpointsintheirlivesandatdifferent

timesnearlyeachday.Aspiringleadersusegrowthasafollowertopreparethemselvestobean

effectiveleader.Activeleadersappropriatelyengageinproactivefollowershiptohelptheirteam

succeed.

WeuseDr.RobertKelley’sFollowershipModelasthebasisourFollowershipapproach.Dr.Kelley,a

researcherandauthorwhohasextensivelystudiedtheartofFollowership,hasfoundinhisbusiness

researchthatover80%ofthesuccessofmostprojectsmustbecreditedtothe“Followers”whodothe

workandgetthingsdone.Leadersareresponsibleforapproximately20%oftheresultsofaproject.

Kelleystatesthat“LeadersandFollowersmustunderstandhowmutualandsharedtheirresponsibilities

andrewardsmustbe.”LeadersandFollowersdependoneachother.

InadditiontoKelley’swork,wehaveincorporatedFollowershipstudiesandworkdonebyGordon

Curphy,PhDoftheCurphyConsultingCorporation.Intheirarticletitled“Followership”

(http://bit.ly/CRFollowership),CurphyandMarkRoelligusea4quadrantmodelbasedontwo

determinants–CriticalThinkingandEngagement.Theyusethefollowing4termsfortheircategories:

SelfStarter,BrownNoser,Criticizer,andSlacker.Wehavechosentoreplace‘BrownNoser’withthe

term‘Do-er’and‘Slacker’with‘Shirker’,becausetheyseemtobemoreaccuratedescriptionsofthose

followers.Wealsoreplacedthedeterminant‘CriticalThinking’with‘Active’and‘PassiveContibutor’

becausetheyseemtobealittlemoredescriptiveandapplicabletotheworkplace.

InTheLeadershipEdgeModel,weviewSelfStarterFollowersasemergingLeaders.WerespecttheroleofFollowersandembracethecriticalimportanceofleaderswhohelptheirFollowersgrow.Many

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ofyouwillseemorepracticalapplicationsforanalyzingtheFollowershipabilitiesofyourselfandyourteammembersandoffindingwaystohelpFollowersgrowanddevelop.

TheFollowership Modelwewilluseisbasedon2keydeterminantsdisplayedbytheindividual:1.TheabilityandwillingnesstoThinkandContributeActivelyand

2.ThedisplayofanEngagementinhisorherroleandteam

Aperson’slevelofactivecontributionofideasisdisplayedalongtheverticalaxis;fromPassiveContributortoActiveContributor.Theperson’slevelofengagementintheorganizationisshownalongthehorizontalaxis;fromaDisengagedEmployeetoanEngagedEmployee.

AHighlyEngaged,HighlyProactiveContributorisa SelfStarter.

AteammemberwhoisEngagedbutalittlemorePassiveincontributionsiscalledaDo-er.

Apersonwhothinksactivelybutnotpositivelyabouttheteam,demonstratesanegativeviewoftheorganizationandteam,andtendstocontributeinmorenegativewaysiscalledaCriticizer.

ThepersonwhoisapassivecontributorandisdisengagedfromtheteamiscalledaShirker.

Asyoucansee,itisalotbetterforeveryonetohaveateamfilledwithSelfStartersandDo-erswhostrivetogrowtotheSelfStarterlevel.CriticizersandShirkersbringteamsandteammembersdownandnegativelyimpactmorale,culture,andqualityofcareprovidedtopatients.

Let’sexploreeachofthe4Followershiptypesandsee

HoweachbehavesWhattheyshoulddotogrowWhattheirmanagershoulddotohelpthemgrowandcontribute

Active Contributors

Disengaged

Employee

Criticizers

SelfStartersEngaged

Employee

Shirkers

Do-ers

Passive Contributors

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TheSelfStarters

SelfStartersare-

DrivenLearnersConfidentinTeam&SelfRiskTakersOpenMinded

BigPictureThinkers ProblemSolvers

They-

SeekChallenges&OpportunitiesEnjoyChange

ArePositiveandEnthused

How Do You Develop These Proactive, Positive Contributors

Teammembersandtransformationalleadersworktogethertocreatemoreproactive,enthused

Followers,whocontributegreatlytotheteam.Let’s“Moveupandtotheright”.GrowthasaSelf

StarterFollowerisdependentoneachindividual;however,eachperson’sgrowthcanbefacilitatedand

enhancedbyaleaderwhosupportsandunderstandshowtonurturethatgrowth.Conversely,a

leader-managerwhoisunsupportivewillcauseaSelfStartertoregressandbecomeaCriticizer.

Self Starters Criticizers

Shirkers Do-ers

ActiveContributor

PassiveContributor

Disengaged Engaged

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Detailed Description of Self Starters

SelfStartersTheseteammembersareveryvaluable.Yourteamcannotaffordtolosethem.Leadersmustsupport

themsotheymaintainandgrowtheirenthusiasmandcontinuetodeliverpositiveideasandactions.

TheseFollowersmustcontinuetolearn,grow,takerisks,andcontribute;andLeadersmustgivefull

supporttotheSelfStarters–helpingthemthinkandbehaveevenmoreproactively.LeadersandSelf

StarterFollowersworktogethertocreatemoreopportunitiesandchallengesfortheSelfStarter.HowdoSelfStartersbehave? They: HowdoleaderssupportSelfStarters?They:

• Respecttheorganization’sleadersanddirection

• Arepositive–confidentinselfandintheteam

• Embracethevision,mission,andstrategy

• Haveastrongdesiretolearnandgrow

• Enjoynewchallenges;arewillingtotakerisks

• Won’tbetoodiscouragedwithfailureifsupported

• Embraceandareenergizedbychange

• Liketobeinvolvedincriticaldecisionmaking

• Havestrongideasbutareopenminded

• Liketoidentifyandsolveproblemsproactively

• Haveapositivespiritthatisusuallycontagious

InordertoGrow,SelfStartersShould:

o Seekwaystousetheirstrengths

o Seeklearningopportunitiesandchallenges

o Seekleadershipdevelopmentopportunities

o Approachtheirleaderwiththeirideas

o Strivetobeevenmoreenthused,engaged

o Promotetheorganizationandbuildrelationships

o Worktobuildcloserrelationshipswiththeteam

o Neverbeafraidtofail

o Inspirethemtobringmoreenthusiasmandideas

o Removeobstaclesthatgetintheway

o Encouragerisk;don’tpunishfailure

o Provideresourcestouseinefforts

o FindwaystomotivateandinspiretheSelfStarter

o SeekinputandideasfromtheSelfStarter

o Providewithmeaningfulchallenges,projectswith

highlevelresponsiblity

o MentorSelfStarterstohelpthemgrowasleaders;

spendmeaningfultimewiththem

o Challengewithideas;seekinputandfeedback

o Recognize,rewardtheSelfStarter

o Patthemonthebackandexpressthanksforthe

effort-eveniftheprojectfails

SelfStartersbecomeleadersastheylearn,gain

responsibility,andgrowself-confidenceandenthusiam.

SelfStarterFollowerswillbecomeyourleaders.

TheKey:GiveSelfStartersmoreopportunitiesand

challenges

SowhatneedstohappenforaSelfStartertolearn,grow,andcontributeevenmoreeffectively?Follow

thestepsabove...butittakestime,caring,andcommitmenttoaccomplish.

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Disengaged

Employee

ActiveContributor

Engaged

Employee

Criticizer SelfStarter

Shirker Do-er

PassiveContributor

WhatdoesaSelfStarterlooklike...“IamsogladSarahisapartofourpractice.Sheisarolemodelandagreatteamplayer.Sheisanexcellentclinicianwhoseoutcomesareinthetop10%,andherschedulefillsupwithpatientswhorequesther.Shealsotakestimetomentorothersandseekmentoringaswell.Throughheractionsandwords,sheshowsstrongsupportofourleadershipandteammembersandconsistentlyreachesouttootherstoofferhelp.Sheregularlylooksforclinicalandleadershiplearningopportunities,seeksfeedbackfromothers,andshowsenthusiasmforthepractice.Sheisaverydependableproblemsolver.

IreallyappreciatehowengagedSarahisinourwholepracticeandtheprofession.Sheisselfconfidentbutnotcocky.Sheseekschallengesandisnotafraidtomakecriticaldecisions.Asaleader-manager,IfeelverysupportedbySarahinthemanychangeeffortswearegoingthroughwithhealthcarereform;sheembraceschangeandproactivelyhelpsourleadershipteaminthechangemanagementprocess.SheisastrongSelfStarterFollowerwhoisalsooneofourbestyoungleaders.”

Sarahshouldcontinuetoseekoutchallenges,opportunitiesandlearningexperiences;beproactive.Herleader-managermustcontinuetoseekSarah’sinput,listentoher,andprovideherwithsignificantproblemsolvingandlearningopportunitiesandgiveherrecognitionandrewardforherefforts.ShewilltheninspireSarahtokeepbecomingmoreconfident,enthused,andengaged.Ifherleader-managerdoesnot,Sarahwilllikelybecomedisengagedandperformancewillsuffer.

Sarah

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TheDo-ers

Do-ersare-

PositiveLoyalConfidentinTeamDependable

GoodTeamPlayers

They-

GetThingsDoneDon’tUsuallyLikeChangeLikeFeedbackProblemSolvewithSupport

AvoidRiskNeedtoDevelopMoreSelfConfidence

How Do You Develop These Positive, Yet More Passive Contributors

TeammembersandleadersworktogethertohelptheDo-ersgainmoreself-confidence.AstheDo-ers

gainself-confidence,theybecomemorewillingtotakearisk;feelmorecomfortableofferingtheir

thoughts,ideas,andfeelings;andbecomeamoreproactivecontributor.Thishelpstheteamandthe

Do-ergrow.GrowthfromaDo-ertoSelfStarterdependsoneachindividual;however,eachperson’s

growthcanbehelpedbyaleader-managerwhosupportsandunderstandshowtonurturethat

growth.Conversely,aleader-managerwhoisunsupportivemaycausetheDo-ertoregressand

becomeaCriticizeroraShirker.

Self Starters Criticizers

Shirkers

Do-ers

ActiveContributor

PassiveContributor

DisengagedEmployee

EngagedEmployee

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Detailed Description of Do-ers

Do-ersDo-ersarealsovaluableperformersthatyoudon’twanttolose.Theygetthingsdoneandprovidea

positivespirittotheorganization.Theyareenthusedaboutandconfidentintheorganization.They

wanttolearnandgrow,butlackselfconfidencetotakerisks.Theyhavegreatpotentialtogrowinto

aSelfStarteriftheygetopportunitiesandpositivesupportfromtheirleaders.

Theywillgrowastheygainselfconfidence.

HowdoDo-ersbehave? They: HowdomanagerssupportDo-ers?They:

• Respecttheorganization’sleaders,direction

• Haveapositivespirit

• Areconfidentintheorganizationandtheteam

• Embracethevision,mission,andstrategy

• Areveryenjoyabletoworkwith

• Takedirectionwell

• Aredependableandreliable

• Getthingsdonewithqualityresults

• Usuallygoodproblemsolverswithdirection

• Likefeedbackabouthowtheyaredoing

• Areloyaltotheteam

• Usuallydon’tliketoomuchchange

• Tendtoavoidavoidrisk;theyfearfailure

• Contributeideaswhenaskedbutwithhold

proactiveinputeitherduetolackingself

confidenceorfeelingthatinputisnottheirrole

InordertoGrow,Do-ersShould:o Seekandaskforwaystousestrengths

o Seeklearningopportunitiesinareaofpassion

o Seekleadershipdevelopmentopportunities

o AskforregularfeedbackandinputfromLeader

o Approachtheirleaderwithanidea

o Askforanotherresponsibility

o Strivetobeevenmoreenthused,engaged

o Promotetheorganization

o Worktobuildcloserelationshipswithteam

o StarttoreducetheDo-er’sfearsthroughpositive

feedbackandencouragement

o PutDo-erinpositiontoworkinstrengths,passion

o Buildtheirselfconfidencethroughcomplimentsand

independentdecision-making

o GivetheDo-erprogressivelychallengingprojects

o Setclear,definedperformancestandards,goals

o SeekinputandfeedbackfromtheDo-er;“Whatdo

youthinkaboutthis?”“Whatwouldyoudo?”

o WorkwiththeDo-ertodetermineadevelopment

planincludingnewresponsibilities

o Providementoringtohelpthemgrow

o Recognize&rewardtheDo-erforeffortsandresults

o GivetheDo-ergenerouspraiseandpatsontheback

o Provideleadershipandlearningopportunities

Do-erscanbecomestronger,moreproactive,enthusedDo-

ersandprogresstoSelfStartersovertimeastheygainmore

selfconfidence.ItisveryimportantthattheLeaderwork

withandsupporttheDo-ertohelpthisgrowth.

TheseFollowerscaneventuallybecomeleaders.

Key:GrowtheDo-er’sSelfConfidence.

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Disengaged

Employee

ActiveContributor

Engaged

Employee

Criticizer SelfStarter

Shirker Do-er

PassiveContributor

Teri

Sarah

WhatdoesaDo-erlooklike...“Ilovemyjobandthispracticeforalotofreasons.Wehaveacaring,fun,teamculture,andyouknowwhat...Teriisabigreasonwhyitisfuntocometoworkeveryday.SheandIhaveworkedsidebysideatthefrontdeskfor4yearsnow.Ifyouaskme,eventhoughsomepeoplethinkTeriiskindofquietbecauseshedoesn’talwaysspeakupatstaffmeetings,Ithinkshedefinesourculture.Thoseofuswhoworksidebysidewithher8hoursadayknowshe’sfunny,smart,anddependable.Eventhoughshedoesn’talwaysofferheropinionsinbiggermeetings,sheisreallyenthusedandpositiveaboutourteam.She’sanawesomeambassadorforourtherapistsandthispractice.Shealwaystellspatientshowgreattheirtherapistis.

Wehavealotofresponsibilitiesatourfrontdesk;wehavetomulti-taskalldaylong.Terialwaysgetseverythingdoneontimeanddonewell;plusshehelpstherestofus.Ithinkshewouldvolunteertodomorethingsforourmanager,butIthinkshejustneedsalittlemoreself-confidence.IthinkourmanagershouldgiveTeriafewmore‘patsontheback’forhergoodwork.”

Teri’sleader-managershouldtakemoretimetoshowherappreciationforherteamworkandefforts;

recognizeandrewardher.SheshouldalsoseekTeri’sfeedbackandinput;showshevaluesTeri’sideasandfeelings.Terishouldtrytobemoreproactive;offermoreinputandideas;seekopportunities.Indoingso,Teriwillgrowherself-confidenceandbecomemoreproactive.Shewillbecomeevenmoreengaged,contributemoretotheorganization’ssuccess,andgraduallybecomeaSelfStarter.

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TheCriticizers

Criticizershave-

StrongIdeas ANeedforMoreControlStrongFeelingsthatDifferfromLeadership

ADifferentViewofVision&Strategy

They-AreinConflictwithLeadershipDoNotRespectLeadershipTrytoCreateConvertsFeel

UnappreciatedCreateNegativeCultureAreConfidentinSelfbutNotinTeam

How Do You Manage Those Who Want to Actively Contribute but Are Disengaged

Criticizersareamanager’sbiggestchallenge.Thisemployeehasbecomedisengagedfromtheteam

andhasdevelopedanegativeviewoftheleadershipanddirectionoftheorganization.Thismaybethe

resultoftheCriticizer’spersonalsituation;theCriticizer’sleader-manager’slackofattentionorvalue

displayedtotheCriticizer;frustrationwiththeleader-manager’sstyleorbehavior;oracombination.

Theleader-managermustconfronttheCriticizer,addresstheproblem,seekfeedbackfromthe

Criticizer,setexpectations,createanactionplan,communicateprogress,andholdtheCriticizer

accountable.Theemployeemustbecomemoreengaged,orwillprobablyhavetoleave.

ActiveContributor

PassiveContributor

DisengagedEmployee

EngagedEmployee

Self Starters

Criticizers

Shirkers Do-ers

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Detailed Description of Criticizers

CriticizersTheyaretypicallybright,activethinkersbutare“notonthesamepage”withtheleadershipofthe

organization.Theymaynotagreewiththedirectionorvisionofthepracticeormayfeeltheyarenot

valued.Theycanbevaluabletotheteamiftheyalignwiththeteam’svision,mission,andstrategyand

feelapartoftheteam.Theycanalsohavesuchanegativeimpactontheteamthattheymustleavein

spiteoftheirtalentsandcontributionsinsomeareas.Leadersmustworkwiththemtoinspirethemto

bemoreenthusedaboutthepractice,leaders,andteam;trytomovethemtoaSelfStarter.Thispersonis

aleader’sbiggestchallenge.Dotheirnegativebehaviorsoutweightheirpositivecontributions?

HowdoCriticizersbehave?They: HowdomanagersmanageCriticizers?They:

• Havestrongfeelings&ideasaboutthepractice

• Selfconfidentbutnotconfidentinteamorleaders

• Donotembraceteam’svision,mission,strategy

• Feelunappreciatedbymanagement

• Feelthat“noonelistenstome”

• Needattentionandappreciation

• Assumeaconspiracyagainstthemandtheirideas

• Wantmorecontrol,moredecision-makinginput

• Createnegativeenergywithcriticisms

• Criticismsusuallycomewithoutsolutions

• Trytocreateconvertstotheirlineofthinking

InordertoGrow,CriticizersMust:

o Mustadmittheyarenotalignedwithleadership

o Selfreflect–whataretheproblemsandconcerns

o Determineaproposedsolutionincludingself

accountabilityandpersonalneeds/hopes

o Approachleader(s)totalkaboutconcerns

o Bringleader,leader-manageraproposedsoltuion

o Beopenmindedandflexible

o Askforwaystoworkinstrengths/passion

o Ifcan’tchangetoalignwithteam,preparetoleave

o DocumentissuesrelatedtotheCriticizer’sbehavior

o AddresstheCriticizer–beopen,honest.Revealyou

knowheorsheisnothappyandhasbeencritical

o Re-explaintheteam’svalue,vision,mission,strategy

o Re-stateclearperformanceexpectations

o AskCriticizerdirectlyifhe/sheagreeswithand

embracestheorganization’scorevalues,direction;

mustgetadirectansweronthisquestion

o AskCriticizertoclarifyviewsonorganization’s

direction,purpose,strategyorotherissues

o ListentotheCriticizer’sideasandgivefeedback

o Determineifyoucancompromiseorchange

o Ifchangeisnotanoption,setclearexpectationthat

Criticizermustembracethecompany’sdirection

o WatchandmonitortheCriticizer’sperformance

o Givespecialassignmentsalignedwiththe

organization’sdirection,purpose

o Recognize,rewardactionsalignedwithexpectations

o Removethispersonifnegativebehaviorpersits

Criticizershaveanegativeimpactontheteamthatcan

createmajorproblems.TheycanpotentiallybecomeSelf

Starters,andtheleader-managerandemployeemustwork

togethertomaketherelationshipwork.Ifnot,this

employeewillneedtofindabetterfitelsewhere..

Key:Addressissues;clarifyexpectations;accountability

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Disengaged

Employee

ActiveContributor

Engaged

Employee

Criticizer SelfStarter

Shirker Do-er

PassiveContributor

WhatdoesaCriticizerlooklike...“Ihaveworkedherefor6years.You’dthinktheleadersofthispracticewouldappreciatememore.Iamoneofourbestclinicians,andIgetalotofreferralsfromphysicianswhoknowIamourbesttherapist.Plus...IhavegivenmymanagerfourorfivesuggestionsinthepastyearthatIknowwouldmakelifeeasierforthetherapistsandcarebetterforpatients.Butheneverlistenstome.‘Ifit’snothisidea,it’snotagoodidea’.Andthecommunicationhereisterrible.Mymanagerdoesn’tshareinformationwithme.I’malwaysthelasttofindout.Thisisreallymaddening.Iusedtobeproudofthispractice,butnowI’mreallyupset.Iamnotsurewhyanyoneevenwantstoworkhere.”

“Geneisdrivingmecrazy.Iworkwithhimeveryday.He’sagreatPT,buthe’sreallyupsetwithourmanagerandthepractice.Hecomplainsaboutthingseveryday.Idon’thavelunchinthebreakroomanymorebecauseI’msotiredofhearinghimcomplain.Iknowhe’smadandhassomelegitimatecomplaints,buthe’sbringingallofusdown.Iwishhe’dtalktoourmanagerandgetthistakencareof.”

Thiscaserepresentsamajorproblem.Geneisgettingincreasinglyupsetwiththepracticeandhismanager.Hislevelofengagementisverylow,althoughheshowsconfidenceandactivecontributionsinsomeways.Hisnegativebehavior,however,offsetshispositivecontributions.Heandhismanagershareresponsibility.HeisdeeplyintheCriticizercategoryandishurtinghimself,thepracticeandteammembers.Genemustreachouttohismanagerandexpresshisconcerns.Hismanagermustlistentohimandaddresshisconcerns,re-stateexpectations.Theymustworktogethertogetonthesamepagewithrespecttothepractice’sexpectationsandGene’sneeds.Gene’smanagermustimprove,Genemustbecomemorepositivelyengaged,orthisrelationshipmaynotbeagoodfit.

Gene

Teri

Sarah

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TheShirkers

Shirkersare-

Apathetic UnreliableandUndependableSelfCentered

NotCommittedtotheTeamNotConfidentinSelfortheOrganization

They-DoNotEmbracetheVision,Mission,StrategyoftheOrganization

DoMinimalRequirementsBringtheTeamDown

HaveaNegativeImpactonCultureDoNotRespectLeadership

HowDoYouDevelopTheseProactive,PositiveContributors

LikeCriticizers,Shirkersarechallengingfortheleader-manager,whomustconfronttheShirker,

expressconcernswithbehavior,seekfeedback,setexpectations,createanactionplan,andholdthe

employeeaccountableforachievingexpectations.Theemployeeandmanagermustworktogetherto

ensuretheemployeebecomesmoreengagedandmoreproactiveorelsetheShirkershouldlookfor

anotheremploymentopportunitythatisabetterfit.

ActiveThinker

PassiveThinker

DisengagedEmployee

EngagedEmployee

Self Starters Criticizers

Shirkers

Do-ers

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Detailed Description of Shirkers

ShirkersThesepeopledonotcontributemuchifanytoanorganizationorteam.Theydonotcontributegoodideasor

havethedrivetodoso;theyarenotenthusedabouttheirjob,theorganization,ortheleadershipofthe

organization.Theyseetheirpositionas“just a job”.Theyhaveanegativeimpactontheteambecausethey

contributesolittle,oftenavoidtheirresponsibilities,anddisplayaverynegativeattitude.Thisperson

probablyneedstoleavetheorganizationonewayoranotherandwillneverbeagoodfit,butaleadermustat

leasttrytosalvagethisperson.

HowdoShirkersbehave?They: HowdomanagersmanageShirkers?They:

• Donotembracetheorganization’svision,mission,

strategy;maybenoteventhevalues

• Feelunappreciatedbymanagement

• Avoidandhidefromwork

• Workonpersonalthingsandshirkresponsibilities

• Areveryunreliableanddon’tmeetexpectations

• Arehardtoapproachandgetdefensive

• Tendtobuckthesystemwithanegativeattitude

• Basicallydotheabsoluteminimalrequirements

InordertoGrow,ShirkersMust:o Mustadmittheyarenotalignedwithleadership

o Determineaproposedsolution

o Approachleader-managertotalkaboutconcernsand

bringproposedsoltuion

o Beopenmindedandflexible

o Askforwaystoworkintheirstrengths/passion

o Performallresponsibilitiesandachieveexpected

results

o Committobeingateamplayer

o Documentissuesrelatedtothisperson’s

behavior

o Addresstheemployee–revealyouknowheor

sheisnothappyandhasnotbeenresponsible

o Re-state,explainteam’svision,mission,strategy

o Re-stateandclarifyperformanceexpectations

o AskShirkerdirectlyifhe/sheembracesthe

organization’scorevalues,direction

o AsktheShirkertoclarifyviewsondirection,

purpose,strategyorotherissues

o Listentotheemployee’sideasandgivefeedback

o Determineifyoucancompromiseorchange

o EnsuretheShirkerembracesdirection,performs

responsibilties

o Watchandmonitorperformanceregularly

o Provideclearfeedbackonperformance,behavior

o Documentallperformanceissuesandproblems

o Removethispersonifbehaviorcontinues

Shirkers,likeCriticizers,haveanegativeimpactonthe

team.Theydonotcontributeandtendtolookatthe

positionas‘justajob’.Theemployeeandmanagermust

worktogethertofindasolution.

Key:Setclearexpectations;accountability

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Disengaged

Employee

ActiveContributor

Engaged

Employee

Criticizer SelfStarter

Shirker Do-er

PassiveContributor

WhatdoesaShirkerlooklike...“WhenItookajobhere3yearsago...well,Iwasn’treallyexcitedaboutit.Iknewitwasn’tagreatfitformycareergoals,butIcouldn’tturndownthe$1,000signonbonus.Andtheclinicissoclosetomyhome.5minutesfromwork.ButI’mlosinginterest.Imean...thepracticehasagreatreputationandthepeoplearenice,butIdon’treallyfeelconnected;gosh-mymanager,Tim,nevereventalkstome.It’sajob.Maybeit’stimetostartlooking...butIreallylikebeingsoclosetohome.”

“I’mLauren’smanager.Iamgettingfrustratedwithher.Oneworddescribesher,“Complacent”.Shedoesthebareminimumofwork.Sheusuallygetsallofherdocumentationandoutcomesworkdone,butIoftenhavetoremindher.Sheseemstodisappearwhenawalk-inpatientcomesthroughthedoor.Andshenevervolunteerstohelpoutwithourcommunityactivitieslikeourannual5Krunandhealthfair.SheonlyhelpsifIbeghertohelp.Wehaveanannualstaffparty,andshehasonlygonetooneofthemin3years.Ishouldprobablytalktoheraboutit,butIthinkshewillleavesoon.”

Laurenisdisengagedandpassive.Shedoesn’tlikeherposition,butstaysonlybecauseofaconvenientlocation.Likeshesaid–“it’sajob”.Hermanager,Tim,isalsodisengagedwithLauren.HeknowsLaureniscomplacent,buthehasnottalkedtoheraboutit.TimmustreachouttoLauren,tellherhecantellsheisnothappy,giveherexamplesofhisfrustrationwithher,seekherinputandexplanation,listentoher,clarifyexpectations,askforacommitmenttoengaging,offersupport,andultimatelyholdheraccountable.IfTimisagoodleader,hewillguideLaurenintofindingapositionbettersuitedforhercareeraspirations.

Teri

Sarah

Gene

Lauren

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Leader-managersandindividualscontributetoeachperson’sgrowthasafollowerandprogresstowardbecomingaleader.Leader-managersmustaccuratelyassesseachteammembers’followershipstatusandcreateanactionplantohelpeachteammembergainconfidenceandengagement.SelfStarterFollowersbecomeinfluentialleaders.Do-erFollowers,withmoreconfidenceandsupport,willbecomeSelfStarters.CriticizerandShirkerFollowersmustre-engagewiththeorganization,it’sleaders,andteammembers.Leader-managersmusttrytohelpthemre-engageandgainselfconfidencetobecomeDo-ersorSelfStarters.Iftheycannot,itisinthebestinterestofeveryonethattheyleavetheorganizationandfindabetterfit.

Followershipisapowerfulconceptandacriticalaspectofleadershipdevelopment.

ActiveContributor

PassiveContributor

DisengagedEmployee

EngagedEmployee

Self Starter Criticizer

Shirker Do-er

Leader

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RegardingFollowership:

• Beaproactivefollowerwhoisenthusedaboutyourcareer,theteam,andyourpractice• ContinuallystrivetobecomeaSelfStarter• PersonallyuseandapplyeffectiveSelfStarterFollowercharacteristicstogrowasaleader• Trytobecomemoreselfconfidentandproactive• SeekthesupportofyourLeadertogrowanddevelopasahighlycontributingFollowerwhowillbecomeasolidleaderintheorganization

Questions for you to consider…

Studythecharacteristicsofthe4Followershipdescriptions–SelfStarter,Do-er,Criticizer,Shirker.

Inyourpresentposition,whattypeofFollowerareyou?

Whydoyou“Follow”asyoudo?___________________________________________________________________________________

___________________________________________________________________________________

Whatneedstohappentohelpyoumove“upandtotheright”asaFollower–becomeasolid

SelfStarter?___________________________________________________________________________________

___________________________________________________________________________________

Thinkabouttheemployeesinyourorganization…

ArethereclearSelfStarters,Do-ers,Criticizers,orShirkersinyourworkplace?Howdoeseach

personimpacttheteamandwhichonesseemedhappiest?

___________________________________________________________________________________

___________________________________________________________________________________

Peoplechoosetojoinanorganizationbutusuallychoose

toleaveamanager

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Pulling It All Together - Regarding Followership

• WemustALLnotonlyLead,butFollow.

• Tobecomeaneffectiveleader,beacontributingSelfStarterFollower.

• ThisFollowershipmodelisbasedonacontinuumofactivetopassive

contributorandenthusedtounenthusedemployee.

• Takepersonalresponsibilitytogrowasacontributingfollower.

• Asaleaderandteammate,helpothersgrowanddeveloptobeaSelfStarter

The Followership Model

Eachofusmuststrivetobeanenthused,proactivefollowerwithacommitmenttotheteam,andleadersmuststrivetohelptheirFollowersgrowtoSelfStarters.

CriticizerSelfConfidentDoesNotSupportOrganizationDoesNotAgreewithLeadershipMustEmbraceDirectionMayNeedtoGo

SelfStarterActiveContributor,EnthusedandEngaged

ConfidentinSelfandTeamDriventoLearn

RiskTakerNeedsChallenges

ShirkerNotEnthused;NotProactiveLacksResponsibilityAvoidsWorkNegativeAttitudeProbablyNeedstoGo

Do-erEnthused,MorePassive;Positive

LacksSelfConfidenceNeedssmallerchallenges

NeedsuccessforconfidenceGrowtoaSelfStarter

ThinkaboutthecharacteristicsofaSelfStarterandDo-erFollower.

Howcanbeinganengaged,proactivefollowerhelpyoucontributetoaHighPerformanceTeamCulture?

_______________________________________________________________________________________

_______________________________________________________________________________________