Quick recap
Marc discussed the importance of studying followership in the context of equity and allyship, emphasizing its role in team effectiveness, governance, vision, and accountability. He also explored the impact of colonialism on traditional leadership and followership systems, the challenges of defining leadership and followership, and the connection between followership and longevity. The conversation ended with a discussion on emotional intelligence, followership, and its alignment with context, as well as the potential differences in followership based on culture and gender.
Summary
Exploring Followership and Effective Leadership
Marc discussed the importance of studying followership, a concept he and Sam explored while writing a chapter for the Oxford Handbook of Social Purpose. He asked the team to consider why they should study followership, and Lindsay suggested that it's crucial for effective leadership and support. Marc then shared a story about an organization that shifted its board of directors to people with Down's syndrome, emphasizing the importance of equity and followership. He also mentioned that he would share the slides from the meeting.
Exploring Followership and Allyship Roles
Marc discussed the concept of followership within the context of equity and allyship. He introduced the 4 C model, which he co-developed with Sam, to determine who should lead in a given situation. The model considers the most affected community members, the creative inspiration, the necessary expertise, and the capacity to manage a process. Marc also emphasized the importance of allyship as a followership role, citing Sister Mary Dorsey's support during the Civil Rights movement as an example. He highlighted that effective allies should prioritize the goals of others and seek direction on how to assist.
The Importance of Followership in Governance
In the meeting, Marc emphasized the importance of followership in four domains: performance, governance, vision, and accountability. He highlighted that followership plays a crucial role in team effectiveness and performance, which is often overlooked. Marc also stressed the significance of stakeholders, particularly followers, having a legitimate voice in governance, and the need for a co-created vision. Lastly, he underscored the need for accountability, referencing Edward R. Morrow's quote that a nation of sheep breeds a government of wolves, implying the necessity for strong and ethical followership.
Colonialism's Impact on African Leadership
Marc discussed the impact of colonialism on traditional leadership and followership systems in African tribes, such as the Acholi. He highlighted the disruption of the system due to weak followership, which led to the emergence of dictatorships. Marc emphasized the importance of understanding how and why teams work, particularly in corporate settings, to address role ambiguity and promote a better understanding of leadership and followership. He pointed out the consequences of not understanding followership, including the inability to conduct effective research and better sense-making. Marc also suggested that transformational leadership can only succeed with transformational followers.
Defining Leadership and Followership as a System
Marc discussed the challenges of defining leadership and followership, highlighting that many definitions equate hierarchy with leadership, which he believes is incorrect. He suggested that leadership is about creating or maintaining a frame for others to work within, while followership is about working within a frame created or maintained by another. Marc also shared his experience with Marshall Goldsmith, who pointed out that half of his coaching clients were dealing with followership issues. Marc emphasized that leadership and followership are a system, with one not existing without the other. He encouraged the audience to come up with their own definitions that define leadership and followership as a system.
Followership, Sense-Making, and Longevity
Marc discussed the concept of followership and its importance in leadership. He emphasized that followership is not just about following a leader, but also about choosing which frames to work within. He highlighted the four domains of followership: performance, equity, sense-making, and leadership. Marc also mentioned the need for a stronger understanding of one's sense in the world for greater well-being and potentially longevity. Leah then asked a question about the connection between followership and longevity, which Marc acknowledged as an empirical question and suggested that a stronger sense of well-being might lead to greater longevity.
Leadership, Followership, and Organizational Balance
Leah and Marc discussed the concept of followership and its connection to leadership. Marc suggested that teaching courage is difficult and that what can be taught is the understanding of leadership and followership. He argued that there is a need to develop both leadership and followership identities to bring the world back into balance. Marc also questioned the effectiveness of leadership training, suggesting that it may not be producing the desired results. He further discussed the role of hierarchy in organizations, stating that it is a crystallization of leadership and followership that worked at a certain point in time. Marc emphasized the need for a clear understanding of leadership and followership, rather than relying on the romance of the leader.
Addressing Weak Followership in Africa
In the meeting, Pamela and Marc discussed the potential reasons for weak followership in certain hierarchical systems, particularly in Africa. Pamela suggested that the command and control type situation might be a contributing factor, while Marc proposed that the issue could be addressed by strengthening followership. They agreed that the system is out of balance and that colonialism could have played a significant role in this imbalance. Marc suggested that teaching strong followership could be a more effective solution than teaching leadership. Leah attempted to connect the discussion to the meeting's frame questions, but the transcript ended before she could elaborate.
Leadership, Frames, and Ethical Alignment
Leah and Marc discussed leadership and frames in organizational settings. They clarified that a frame can be maintained after a leader has departed, using Bayard Rustin as an example. They also explored the concept of alignment between leaders and followers, considering the potential for tension and conflict when their perspectives diverge. Furthermore, they touched upon the idea of multiple frames influencing an individual's actions and decisions, highlighting the importance of prioritizing ethical considerations when faced with conflicting frames.
Emotional Intelligence in Followership
In the meeting, Leah led a discussion on emotional intelligence and followership, particularly focusing on its alignment with context. Marc highlighted that follower emotional intelligence is a better predictor of outcomes than leader emotional intelligence, indicating a shift in the perception of followership. Leah then asked if there's a difference between culture and gender in integrating the concept of followership, suggesting historically marginalized groups may have unique ways of being followers. Marc acknowledged the potential difference, mentioning that cultural and gender differences in followership were insufficiently discussed. The conversation ended with anticipation for a presentation next month by Chris Mono on his new book about followership.