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How to successfully build your leadership with willing followers

For years experts have said that leadership was intangible and not measurable. However there is a basic measure - leaders are determined by their followers. No followers, no leader. Most influential leaders no matter what title they have or role they play are those with willing followers.

The whole point of leadership is to get whole hearted followers for a given course of action. However most potential leaders ignore followership and instead focus on being more engaging, interesting or convincing. At times they may rely on their positional power and end up, not with committed followers but with agreements at best, compliance at worst and marginal results.

The term whole hearted implies leaders have engaged their followers both in the heart and head in other words emotionally and intellectually. It also implies that the follower decides to whether or not to give his or her commitment.

So how do you gain whole hearted commitments and willing followers? The first step starts with the conversation
you have with a potential follower. Here you express your decision goals, and you include three critical decision goal elements:

1) a confident statement of the goal which has value or benefits to the potential followers
2) an invitation for followers to look at or listen to the goal and strategy and
3) an acknowledgement that the potential followers are decision-makers.

Take for example the following interaction: I believe we can reach our target of cost reduction by making a few changes to our process. Let's discuss this approach and you decide if it something that you can support. By putting forth your ideas with the confidence that others can decide on and treating followers as fellow decision makers, you have a greater chance of being heard and with an open mind and gaining credibility.

Planning and logic alone will not guarantee commitment. Commitments are whole hearted decisions and that means engaging the heart and head. Not everyone sees information the same way because emotions shape logic.

Opening a conversation with a well stated decision goal establishes rapport, openness and trust; it also lets followers know they are decision makers and so feel safer talking and revealing their true attitudes toward a plan.

A follower’s potential attitude can be positive, negative or neutral and can vary from moment to moment. Exceptional leaders are able to intuitively recognise intuitively recognize momentary changes in attitudes or points of view in a conversation. They focus more on how something is said, and by that, what is said makes more sense. Recognising and adapting to what is said is what enables leaders to influence others.

Let's look at an example of what this looks like - when you give someone directions to your home, you first determine where the other person is starting from. The directions you then give vary based on where the person is at that moment in time. In the same way if a potential follower considers your goal or strategy difficult to execute then you must simplify it. If a follower sees a plan as being to risky you then reduce the risk. Since followers vary in their attitudes you will need a range of responses that make sense to followers.

Regardless of a potential follower’s response, you must treat followers seriously so they talk openly and consider your goals and strategies. Acknowledging their point of view and taking them seriously are easier to do with the following:

1. Give them your total attention: Prove you care by suspending all other activities, suspend your point of view and show interest in what the other person is saying.

2. Respond: Responses can be verbal or nonverbal (nods, expressing interest). the key is to show that the message was received and had an impact.

3. Prove understanding: Saying I understand is not enough. You need to prove understanding by occasionally restating the gist of the idea or asking questions which prove you know the main idea. This is different from proving that you are listening and transmits a different message when people are communicating.

4. Prove respect: Take others’ views seriously. Telling someone, I appreciate your position, or I know how you feel, does not help. Such responses are usually followed by the word “but” and your viewpoint. Instead, show respect for the other person’s view by communicating at their level of understanding and attitude. An adjustment in tone of voice, rate of speech, and choice of words shows you are imagining being where the other person is at the moment.


When others sense they are being taken seriously; they in turn will take you seriously as their leader. Understanding that successful leaders are great followers first will assist you in becoming a better, more effective leader.

Does your leadership facilitate?

What does my life mean? What am I doing here? Do I matter? Is there more to existence than consumption? Are we called to improve the lives of our fellow human beings? Are we called to take care of the earth? Is it really possible for one person to make a difference?

This “higher purpose” mentality sounds lofty, but it is actually the kind of thinking that is now driving some of the best human efforts on the planet, whether in business, science, the social sector, or entertainment. Make no mistake: meaning can be commoditised, just like toothpaste and cars. We would be amiss to imagine that the significance movement is altruistic at its core. But we would also be amiss to imagine that it is altogether insincere. More than ever, humans are waking up to the fact that they have the power to affect life, for better or worse. We’ve had several centuries of mostly worse. Now, many are choosing to do what they can for the better.

But do we really believe this? Do we really have faith that people want to build better workplaces, better neighbourhoods, better mousetraps, or better ministries? One manager of a Fortune 100 company described his dilemma as a leader:

“I know in my heart that when people are driving in to work that they’re not thinking, ‘How can I mess things up today? How can I give my boss a hard time?’ No one is driving here with that intent, but we (as leaders) then act as if we believed that. We’re afraid to give them any slack.”

Margaret Wheatley put it best when she said, “Most of us know that as people drive to work they’re wondering how they can get something done for the organisation despite the organisation—despite political craziness, the bureaucratic nightmares, the mindless procedures piled up in the way.”

Ben Zander, in his book, The Art of Possibility, claims that leaders often operate with the assumption that people don’t want to contribute; that they want us to do everything for them. Yet, from Bono’s One campaign to Arts for Aids to the Sustainable Energy Network, there is a new level of participation and individual commitment. Perhaps people are tired of being told there is nothing they can do. Perhaps they are tired of clogged bureaucracies. Instead, they are persistently and quietly organizing themselves—over the Internet, over coffee, over anything—because they want to make a difference. They are rolling up their sleeves and doing what they can because, well, they finally know that they can—without the help their employers or the institutions they attend.

There is no question that good-old fashioned narcissism still abounds. But the rising tide of activism is getting hard to ignore, and this time around, it seems to be more grassroots than ever and embracing several generations, not just one. What assumptions have you made as a leader about the people in your church, your ministry, and your community? Are people really just out for themselves? Do they really want us to do it all for them? How do we know? Have we tested that assumption lately? And if it’s true that many people really do want to make a difference, how will our leadership facilitate rather than exterminate that desire?

Great leadership believes great things about people and releases them to do the impossible.