LEADERS WHO WON T CHALLENGE THEIR LEADERS


LEADERS WHO WON’T CHALLENGE THEIR LEADERS

One of the most vexing and common problems for followers is finding themselves working for someone who should, but will not, challenge his or her own leader. If a leader two or more levels up from a follower is exerting unrealistic pressure on an organization, pursuing unworkable objectives, ignoring golden opportunities to advance the organization’s mission, or engaging in ethically dubious activities, what does a courageous follower do?

Typically, followers in this situation bring the issue to the attention of the leader to whom they report. Unfortunately, too often it is equally typical to get weak assurances that their leader will “look into it” or “take it up at their next meeting.” Often, on subsequent inquiry, followers find that these conversations didn’t take place or were blown off without any real confrontation or resolution.

This poses a dilemma for a courageous follower: Should this issue be pursued further and, if so, in what way? There are almost always tremendous cultural prohibitions against bypassing a direct superior to take up a matter of import with that person’s superior. What are the options in this situation for a courageous follower?

The first dynamic to examine is that between the follower and her immediate leader. The follower has raised the issue with the leader and the leader has not effectively addressed it at the higher organization level. There may be reluctance by the follower to raise it again for fear of becoming a nag or out of despair that raising the issue again will not do any good. It is precisely at this point that true courageous followership is needed.

If the follower considers the issue significant, she must be willing to raise it again with the leader. She may need to convey more clearly how seriously she views the issue, coach the leader on how to effectively raise it at the next level, or convey her own sense of moral responsibility to act if her leader will not do so. Some combination of statements such as these may be needed to engage the leader in dialogue that results in action:

“I understand how sensitive this matter is, but I feel it must be addressed for the following reasons: _____ .”

“If you feel I am placing undue importance on this issue, you will need to explain this to me further before I’m prepared to let it go.”

“In our previous meeting you agreed to raise the issue. I’d like to help you work through a strategy for doing so.”

“If you would prefer that I accompany you to this meeting to raise the issue, I am certainly prepared to do so.”

“If you would prefer that I directly raise this issue myself, please let me know.”

“With all due respect, this isn’t the first time you have avoided raising this type of issue with ______ . If you don’t raise it now, I am afraid you will be dealing with the following consequences: _____ .”

“I respect you too much to go behind your back on this matter, so I am letting you know what I intend to do directly if you choose not to act further.”

The central point here is that courageous followers do not absolve themselves of responsibility for potentially damaging actions occurring at a higher level of the organization simply by reporting these to their immediate superior. They engage that superior as they would any leader whom they feel is making a significant error in judgment.

If these further attempts to generate effective action fail, the follower must make the choice of what action to take. There may be other institutionalized recourses. In any case, factors of organizational culture rarely outweigh service to the common purpose and core values of the group. Purpose and values are always senior to structure. Courageous followers must sometimes directly engage leaders at higher levels of the organization to challenge behaviors or policy that threaten the organization itself. When necessary, the willingness to do so is integral to the spirit of courageous followership.




The Courageous Follower. Standing Up to & for Our Leaders
The Courageous Follower: Standing Up to and for Our Leaders (2nd Edition)
ISBN: 157675247X
EAN: 2147483647
Year: 2003
Pages: 158
Authors: Ira Chaleff

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