LEADING UPWARDS - DO WE KNOW WHAT EFFECTIVE FOLLOWER-SHIP LOOKS LIKE ?
One of the most important aspects of 'management' is learning how to manage upwards or, put another way, being and effective and assertive follower.
Many organisations, including the CMI, promote competencies which indicate the behaviours and skills that constitute effective leadership and management. Additionally there are almost unlimited references, sources, articles and development programmes which cover leadership and management. However there are relatively few sources which touch on the importance of effective follower-ship behaviours. My view is that assertive and ethical follower-ship is a key part of leading and influencing .
In the attached article Philip Meilinger outlines his views on the behaviours/attitudes that constitute effective follower-ship in a military context.
http://www.au.af.mil/au/awc/awcgate/au-24/meilinger.pdf
A sample of the follower-ship behaviours advocated by Meilinger are outlined below.
-
Don’t blame your boss for an unpopular decision or policy; your job is to support, not undermine.
-
Fight with your boss if necessary; but do it in private,avoid embarrassing situations, and never reveal to others what was discussed.
-
Make the decision, then run it past the boss; use your initiative.
-
Accept responsibility whenever it is offered.
-
Tell the truth and don’t quibble; your boss will be giving advice up the chain of command based on what you said.
-
Do your homework; give your boss all the information needed to make a decision; anticipate possible questions.
-
When making a recommendation, remember who will probably have to implement it. This means you must know your own limitations and weaknesses as well as your strengths
What key behaviour indicating effective follower-ship would you add to this list ? What would you remove from Meilinger's list ?
Facebook
LinkedIn
Twitter
YouTube
Comments
Excellent article - read the full script to better understand the context and viability of the 10 lessons. I would not change, delete or add anything - all relevant to all walks of life. I particularly identify with number 4 - accept responsibility, which derives from, but reverses an old military axiom never to volunteer for anything. I did during my service and still do and have enjoyed many worthwhile adventures as a result.
Hi John,
Very interesting article. It is fascinating to see how the armed forces manage and how important it is that they work with their leader and their team.
I do agree with the article. Sometime, the emphasis can be on intelligence for a manager, but I think it is important that managers also have the soft skills/ people skills required to lead and motivate their team.
I think, in other organisations in different sectors of business, we tend to behave differently as followers. Within the armed forces, it is a lot different environment and it is vital that everyone is followers/ team players and respect for their leader in order to achieve success for team/leader/organisation.
Quite like this quote:
"Some people are originators, while others are organizers;
some are drivers, while others are facilitators; and
some work better in groups, while others perform more
successfully alone. Know who you are; try to put yourself in
positions that maximize your strengths while masking your
limitations. This will make you a more successful subordinate."
Meilinger(no date) Taken from: http://www.au.af.mil/au/awc/awcgate/au-24/meilinger.pdf
- Read the Article! : )
Thanks John,
Emma
There's a nice article here on how you can do well by your boss, thought it'd make a nice addition to this piece.
http://www.greatleadershipbydan.com/2010/11/7-ways-to-get-your-boss-prom...