Courageous Follower - Standing Up to and For Our Leaders
Ira Chaleff

One of the prerequisites for being a leader is having followers. In Ira Chaleff’s book entitled The Courageous Follower – Standing Up To and For Our Leaders he states, “follower is not a term of weakness, but the condition that permits leadership to exist and gives it strength.” He defines followers as more than a subordinate. A subordinate reports to an individual of higher rank and may in practice be a supporter, an antagonist, or indifferent, but a true follower shares a common purpose with the leader, believes in what the organization is trying to accomplish, and wants both the leader and the organization to succeed.

Leaders function in a world where rapid change tests their ability to respond appropriately, where decisions must be made without complete information and where external and internal pressures can distort their decision-making ability. If a leader is to accomplish their purpose successfully they must have followers who are courageous. In his book Chaleff states that courageous followers are individuals who appreciate the value of their leaders and cherish the critical contributions they make to the endeavor. They understand the forces that chisel away at the leader’s creativity, good humor, and resolve. They learn how to minimize these forces and create a climate in which a leader’s strengths are magnified, so a leader can better serve the common purpose. The value of a courageous follower is measured by how completely the follower helps the leader and organization pursue their common purpose within the context of their values

One danger of being surrounded with subordinates is they think someone else should do something about flaws they observe. Subordinates see inefficiencies but don’t act on ideas they have for remedying them. They think, “If I were in charge, I would do it differently, but I’m not in charge, so it’s not my problem.” Subordinates have what Warren Bennis, the great student and teacher of leadership, calls “the king’s disease.” Subordinates do not question the leader’s point of view even when they feel the leader is about to make a mistake. This failure to act lowers a subordinate’s sense of responsibility for what is occurring.

Courageous followers do not assume that others also see these things and will correct them. They look for and find the avenues open to them for affecting change. A courageous follower assumes responsibility. The “authority” to initiate comes from the courageous follower’s understanding and ownership of the common purpose and from the needs of those the organization serves.

Courageous followers serve. They assume new and additional responsibilities to unburden the leader and serve the organization. They stand up for the leader and the tough decision a leader must make if the organization is to achieve its purpose. They are as passionate as the leader in pursuing the common purpose. They serve those whom the organization exists to serve – its members, clients, constituents, customers, communities, etc.

Courageous followers are trusting and reliable. They work with other followers by: appreciating the differences and utilizing those differences in the service of the common purpose; respecting each other’s boundaries; building strong lateral communication and coordination; helping find common ground; and using creative thinking to solve issues instead of rigidly defending one’s positions. They support the leader and group while they mutually struggle with the difficulty of real change.

Courageous followers elicit feedback. They are ac-countable for their actions and the performance of their leader. They are loyal to the organization’s vision, values, and mission statements. They are inquisitive and accept the consequences of their actions.

Courageous followers fight and overcome “group-think”. A symptom of groupthink is a group self-image of infallibility and superiority: “Whatever we do is excellent.” Groupthink screens out data and views that challenge this image. It eases out people who offer conflicting views. It destroys creative challenge. The group becomes obsessed with its cleverness and importance, its power and image. It develops the illusion it is invulnerable to danger.

Courageous followers challenge. They support rules when they serve the common purpose and question rules when they thwart the purpose. They are willing to stand up, stand out and risk rejection to initiate conflict in or-d er to examine the actions of the leader and group when appropriate. They help focus the leader, present options and will not allow the leader to become so comfortable with their relationship that the leader becomes insulated from others information, counsel and feedback. Courageous followers won’t let problems between the leader fester; they will deal with them early when they are highly treatable.

Courageous followers follow the leader even when they are not convinced the leader is right. They allow the leader to lead. They may challenge policies in the policy-making process, but will not sabotage them in the implementation phase. Courageous followers will not, however, follow the leader if the leader’s actions endanger human life or health unnecessarily, violate common decency, break the rule of law, undermine the organization’s purpose, serve special interest at the expense of the common good, and deny stakeholders basic service.

Courageous followers help conserve the leader’s energy. They learn what activities refresh the leader. They vigorously defend time schedules; minimizing activities that can drain the energy of the leader; help the leader focus more on high-payback activities. They identify what functions the leader has always done that now should be delegated. Courageous followers only require access when necessary. They take great care not to com-pound the real external challenges by relaying incomplete information and unsubstantiated rumors to the leader. Once the information has been substantiated, courageous followers don’t protect the leader from bad news, since it is an important source of feedback.

In 1516 Baldesar Castiglione in his book entitled The Book of the Courtier stated, “I think that the aim of the perfect courtier is so to win for himself the favor and mind of the prince whom he serves that he may be able to tell him, and always will tell him, the truth about everything he needs to know, without fear or risk of is-pleasing him; and that when he sees the mind of his prince inclined to a wrong action, he way dare to oppose him and in a gentle manner avail himself of the favor acquired by his good accomplishments, so as to dissuade him of every evil intent and bring him to the path of virtue.”

In spite of the almost 500 years between authors and their works, what Chaleff and Baldesar are saying is whether we lead or follow, we are responsible for our own actions and we share responsibility for the actions of those whom we can influence. With all the uncertain-ties, risks, unknowns and challenges leaders face they can not afford the luxury of antagonistic or indifferent subordinates. Chaleff in his book makes the point that courageous followers are essential for leaders to be successful. I recommend this book to you and your subordinates. It will help you in encouraging your subordinates to become courageous followers and assist them in the transformation.

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