So You Think You Can Lead. But Can You Follow?

There is no shortage of research, opinions, and tips on being a great leader. People have studied what it takes to lead since the beginning of time, it seems.

While the descriptions and definitions of leadership have evolved, we rarely hear how the art of following has shifted, too.

Let’s change that.

At Leadership Cadence, we view leadership holistically (as does The Center for Creative Leadership). We believe that, to assess the effectiveness of true leadership, we must evaluate the outcomes produced by both the leader and follower. Interconnected “dance partners,” perfectly synced leaders and followers create an unparalleled cadence.

Let’s start by diving into leadership. We’ll then explore how followership has evolved to match the changes in leadership. Finally, we’ll combine the two roles to show how each has its own “job” (or steps), and how we can effortlessly switch in and out of each role to create powerful leadership outcomes.

The Evolution of Leadership

In traditional leadership models, the leader was in charge, and the follower executed orders. Not a whole lot of “dancing” was going on. Fortunately, we can learn from history.

Consider this leadership definition from the 1920s: “The ability to impress the will of the leader on those led and induce obedience, respect, loyalty and cooperation.” Yikes!

As the world evolved, so has the definition of leadership. Consider this definition from the 1940s: “Leadership…is the art of influencing…people by persuasion or example to follow a line of action.” A bit better but still includes some manipulation.

By the 1970s-80s, more nuanced leadership definitions began to appear. For instance, “Leadership is…a process in which an individual takes initiative to assist a group to move toward the production goals that are acceptable to maintaining the group.” And “Leaders lead by pulling rather than pushing; by inspiring rather than ordering; by enabling people to use their own initiative and experiences rather than by denying or constraining their experiences and actions.” Now we’re seeing the importance of including followers as part of the process.

Fast forward to the 2000s, and we see a pivotal shift: “Authentic leadership is defined as understanding your purpose, practicing solid values, leading with your heart, establishing connected relationships, and demonstrating self-discipline.” The door to revolutionary leadership definitions opened without matching followership definitions.

Leadership definitions change based on how we view the world around us. For the purposes of this article, we’ll expand on both roles using these Leadership Cadence definitions:

“Leading is one integral and unique role in producing agreed-upon results. The other interconnected role is the follower.”

“True leadership is measured by the results the leader and follower produce when executing together.”

Now, let’s explore the follower role.

Traditional Definitions vs. New Ways to View Followership

Finding matching definitions of followership from the 1920s to the 1980s is difficult because it was assumed that, if a leader were effective, followership was a natural side effect. For example, here are two “official” definitions from Merriam Webster Dictionary that make me cringe: “Followership are the actions of someone in a subordinate role.” And “The capacity and willingness to follow a leader.”

We at Leadership Cadence, on the other hand, define followership as “An active and independent, yet interconnected role that makes true leadership possible.” After all, without a follower, the leader is simply leading themself (which may be a type of leadership, but not in the context we’re exploring here).

Let’s Dance

The best way to illustrate the leading/following concept is with a ballroom-dancing analogy. In dance, the leader and follower connect and depend on one another to execute their individual roles and make the dance look flawless. Cartoonist Bob Thaves cleverly summed up the challenge of following in the dance partnership with this statement, “Sure [Fred Astaire] was great, but don’t forget that Ginger Rogers did everything he did…backwards, and in high heels.” 

Watching a couple dance, one might mistakenly think the leader is in charge and “makes it happen.” The truth is both the leader and follower have several key jobs to do. The leader’s job description includes leading the step, being in-time with the music, and setting the direction. The follower’s job description includes clearly understanding the plan and adjusting to any foreseen (or unforeseen) shifts and changes. The follower must  anticipate, make way for, and help things go right with limited vision (literally). Consequently, the most talented, experienced dance couples develop deep trust in one another and completely own their roles.

During my years as a competitive dancer, my partner and I hired a top coach to help us work out our differences. I felt my leader wasn’t giving clear direction, wasn’t executing his steps correctly, and was making it hard for me to follow. Our coach asked if I could agree my partner was the leader, explaining his job was to set the direction, no matter how clear or unclear. Coach said: “I don’t see what YOUR problem is. Instead of trying to change him, work on how you will adapt to his lack of clarity and direction.”

That advice has stayed with me. It’s easy to complain about our leaders’ inadequacies, but if we are truly committed to our roles as flawless followers, we must help things go right. We must execute on a goal, so it appears impeccable to others (regardless of our leader’s skill or lack thereof).

The Steps: Following

The follower has distinct tasks to execute in any leadership dance or business deliverable. It’s an active (not passive) role that requires attention and commitment to excellence. When I began teaching this concept, many followers were elated. They had been waiting for an invitation to activate. I believe this has less to do with personality and more to do with our visions of the leader/follower roles. Let’s clear that up quickly!

The follower’s “job description” includes these steps. Whether dancing or working, the process is the same.

1. Know Your Steps: Because the follower’s role often has been viewed as a side effect of leader-directed action, many followers have become passive. It’s time to change that mindset. If you have accepted the role of follower (on any project), own it. Become impeccable in your quest to understand and outline what your role is. Take great care in uncovering how you can step it up and execute the deliverable. To start:
   • Ask the leader for their standards and expectations for the project and you. While you may have your own ideas or perceptions, it’s best to have an upfront discussion about expectations. The leader’s job is to set direction. If that is unclear to you, you must get as much clarity as possible. If your leader is incapable of/inexperienced at giving clear direction, you’ll have to improvise. You must know your own steps and follow independently. Too much reliance on the leader can be challenging if the leader stumbles. If you know your steps, however, you can help recover with grace.
   • Study the role and audit strengths and weaknesses (fatal flaws). Clearly identify skills that can help (or hurt) your success. Fine-tune the skills that will help you execute the goal. It’s your responsibility to develop, improve, and expand your talents, ensuring your part in the dance is flawless. Ask your leader for feedback: What do they need from you to execute with grace? Commit to making changes and honing those skills.

2. Know Your Leader’s Steps:

Without a clear understanding of what it takes to lead, followers tend to make inaccurate assumptions or have unrealistic expectations. Exceptional followers ask questions, put themselves in the leader’s shoes, and see things from their perspective. Here’s how you can develop this skill:

• • Ask the leader to provide a plan, milestones, and tasks. Many leaders are visionaries who operate through a big-picture lens. They don’t always take time to map out their own role or specific steps on a project. You can help by asking specific questions like, “What are the first two milestones you’re responsible for delivering on this project?” “How can I help you do so?” “What are your expected deliverables overall and to whom?” “What’s keeping you up at night, and how can I help relieve your stress?” Even if they can’t answer immediately, your questions may make them consider their role as project leader (see Step 1 on the leader’s list).
  • Study and observe your leader. Getting a sense of what they do day-to-day will help you understand what it takes to execute this role. What are their unique skills and strengths? Can you complement their weaknesses by offering your strengths? What can you easily remove from their plate? The idea is to gain a deep appreciation for what it takes to be in the other person’s shoes.

1. 3. Anticipate and Adjust Your Stride:

Once you have a good sense of what is expected of your leader and you, the follower, it’s time to anticipate and adjust your “stride.”  In dancing partnerships, a follower isn’t in charge of the steps. They adjust to the size of the leader’s steps. It’s no different in the business world. A follower can (and must) adjust/increase their strides to make room for the leader to grow, increasing grace and symmetry. If the leader is facing backward, and you are facing forward, you must invisibly signal slight changes in course to the leader. Here’s how you can help:

• • Test and expand your flexibility. Adjusting to unforeseen movements is a skill. Some individuals are naturally flexible; others are less so. Evaluate your flexibility and practice pivoting, accepting new direction, and adjusting quickly. Watch your attitude and responses to change (especially when you don’t agree with the change). Don’t get bogged down by emotions. Acknowledge, accept, and move on quickly. Avoid holding onto the past.
  • Expand your capacity. As an engaged follower, you’re constantly expanding your capacity and growth. Commit to developing new skills before they are needed or requested by your leader. Think proactively about what you might be asked to do, and work on it. Be one step ahead, committed to continuous development. Deepen or widen your skill set.

4. Commit to Perfecting Your Role:

To be an excellent follower you must practice your role and perfect your steps. My dance partner (also an undefeated world champion) started dancing later in life and realized that he needed to catch up if he wanted to be the best. That meant he went to the dance studio eight hours a day, practicing by himself. Ballroom dancing is a partner sport, yet he took his role so seriously that he was willing to put in hours to perfect it. As a follower, you must do the same. Devote your energy and time to being your personal best. Here are two tips:

• • Schedule time on your calendar to perfect your role as follower. If it’s not intentionally scheduled, it’s likely to be put on the back burner. Before you know it, it’s deprioritized.
  • Stay in your role (and be ready to step in as leader if necessary). As a dancer, this is fundamental. I’m frequently complimented on my following skills as a dancer. While my professional job is to lead, when I dance I can relax. I’ve committed to perfecting my role as follower. I enjoy being led, and I focus on executing the direction I’ve been given by the leader – flawlessly. Avoid the temptation to “only” lead or follow. Remember, true leadership is measured by the leader and the follower executing the deliverable together. At times, you’ll need to assume the leader role (even for a quick moment as in the dance partnership). Truly effective leaders and followers can effortlessly switch their designated roles.

5. Appreciate Your Leader:

Practice gratitude. Know that, as challenging as your own role and steps are, so too are theirs. The more you appreciate one another, the tighter the connection and trust become. I often come across business-related team members who say they’ll follow their leader anywhere. Similarly, many leaders keep a “great people” file, inviting star players to join any venture they embark upon. Gratitude is one of the highest vibrational energies. Here’s how you can tap into it:

• • Say “thank you.” When we get busy, it’s easy to forget to express appreciation. Yet this is when it’s needed the most. Get in the habit of expressing gratitude by saying, “thank you.” Depending on your leader’s personality, you may leave a note/card or formally thank them in front of others. Consider their behavioral styles and motivators/driving forces to tailor your approach.
  • Share what you appreciate about your leader’s way of leading. Being a leader is not easy. Receiving positive feedback helps leaders learn and grow. Give specific examples about what works for you and how their approach helps you deliver as a follower. “That on which you focus, grows” is a helpful reminder. When you focus on what’s going right, you’ll experience more positive energy and behaviors from others.

The Steps: Leading

The follower has a distinct job, and so does the leader. It’s rare for a leader to take on the follower role unintentionally or accidentally. Truly effective leaders, however, can quickly and skillfully switch roles if the situation calls for it. Let’s dive deeper into the unique responsibilities of the leader role.

1. Set Direction: As the leader, you are responsible for setting direction and communicating where you’re going. You may “know” where you want to go, but can you clearly and decisively communicate it to your follower in a way that allows them to flawlessly execute? The answer (if we ask the follower) is rarely a resounding “yes.” You’ll need to become an expert at communicating (verbally and nonverbally) and picking up on nuances from your follower about how clearly you get your message across. Here’s how to do that:

• • Get clear! Figure out exactly where you want to go. If the course changes, it’s your responsibility to communicate how the change in direction affects the follower (see Step 3). A common pitfall for leaders is failing to clarify where they want their followers to go, resulting in miscommunications, misalignments, and detours.
  • Make sure your words, actions, and non-verbal messages are aligned: Followers pick up on verbal AND non-verbal messages. If you clearly state you’re headed in one direction, but your actions and non-verbal messages communicate something else (confusion, insecurity, doubt, worry), you’ve clouded the message. If you change direction in your own mind, but fail to communicate the change, your followers will continue in the original direction.

2. Clarify Expectations: A great practice is to sit down with your followers before you start to “dance” to clarify roles and expectations. Dig into what you need from them, inviting them to share what they need from you. Discuss how you’ll handle conflicts, disagreements, and changes. The more you address these BEFORE you get started, the easier they are to handle when they occur. Here’s how you can do so with greater ease:  

• • Set “upfront agreements”: When you launch a project, sit down and establish written “upfront agreements” about issues you know you’ll face. Decide together how to handle them. Conflicts and miscommunications are inevitable, so agree how to address them before they arise.
  • Establish clear standards and expectations: Leaders sometimes forget to express their standards and expectations for a project, assuming followers can read their minds. This often happens when two parties who previously worked together fall into a comfort zone. Ask your followers to express what they expect from you, and do the same for them. Avoid “laundry lists.” Focus instead on one or two key expectations. Discuss what “successful execution” means to both of you to avoid disappointments or conflicts.

3. Know Your Follower’s Steps: It’s easy to make inaccurate assumptions about what it takes to do the other person’s job. If you’ve ever tried ballroom dancing, misassumptions can get cleared up quickly simply by switching leader/follower roles and watching how the other person starts on the opposite foot. Leading and following in business is the same. Get into the habit of understanding what it takes to do the follower’s job, so you can help things go right. Here are two steps in the right direction:

• • Embrace a “beginners mind”: Ask your follower for their next steps in executing on the vision. Meet with them frequently, inviting them to explain their roles to you. Avoid making it a “teachable moment” for YOU. When we apply a “beginners mind,” we start by assuming we know nothing (opposed to the taking teacher role). This powerful exercise will give you a deeper appreciation for what it takes to do the follower’s job. It’s not unusual for the leader to discover “unknown” steps the follower takes to get the job done. This increased appreciation and understanding for what it takes to follow can go a long way toward building a trustworthy relationship.
  • Take on a follower role: By intentionally putting yourself in the role of follower, you’ll find a new appreciation for the role. Volunteer for a project for which you lack expertise. Let someone else lead you. Check how easy or difficult it is for you to stay in the follower role, avoiding leading. You can’t develop followership capacity if you don’t deliberately take on follower roles. 

4. Communicate Changes: A follower can’t adapt to changes if they don’t know they’re coming. Their job is to anticipate changes, and your job is to communicate them clearly and quickly. Many followers enjoy the role because it requires strategic planning and careful execution. Change disrupts this natural flow, and it becomes even more important for the leader to clearly communicate changes in plans and direction. Here’s how you get the follower’s buy-in quicker:
   • Schedule frequent check-ins: Make check-ins a normal part of any project. That way you already have planned time to discuss upcoming changes or actions that need to be implemented immediately. Communicate changes that affect your follower as early as possible, giving them time to adjust their stride. Don’t assume they understand or can intuit what may be coming down the line.
   • Be honest and genuine: If a project is cancelled, or you need to replace the follower with another person at the last minute, be honest in your communication. Avoid “sandwiching” or being overly vague to soften the blow. Tactfully and honestly communicate changes that affect your follower as quickly as possible, so they can adapt and adjust.
5. Appreciate Your Follower: Practice gratitude, knowing that as challenging as your own role and steps are, so too are theirs. The more you appreciate one another, the tighter your connection and trust become. Gratitude is one of the highest vibrational energies. Here’s how you tap into it:
   • Say “thank you.” When we get busy, it’s easy to forget to express appreciation. Yet this is when it’s most needed. Get in the habit of expressing gratitude by saying, “thank you.” Depending on your leadership personality, you may leave a note/card or formally thank them in front of others. Consider their behavioral styles, motivators, and driving forces to tailor your approach.
   • Share what you appreciate about your follower’s way of following. It’s not easy being in the follower role. Offering positive feedback goes a long way toward helping your follower learn and grow. Give specific examples about what works for you and how their approach helps you deliver as a leader. “That on which you focus, grows” is a helpful reminder. When you focus on what’s going right, you’ll experience more positive energy and behaviors from others.

Both roles are essential to making leadership happen. Having explored the unique steps for each role, ideally  you’re now asking yourself which role you need to explore in order to become a balanced leader and  follower.

Dancing,  or flowing in and out of these roles, produces exceptional results. Take the challenge. Own whichever role you take on. Commit to being your best version of “leader” or “follower,”  expanding your capacity for true leadership in the process.