– Know Thy Followers

There are a plethora of how-to management books, conferences, and experts that claim to hold the secret to effective leadership.  They often offer over simplified tips and easy to implement steps for leadership success.  But rarely do these experts place focus on the vast majority of the workforce – the followers. 

In order to lead, some must follow.  But knowing whose following may be more important to effective leadership than you think.  Simplified leadership principles provide a standard of conduct for general circumstance, but not all circumstances are created equal – nor are all followers the same.   

Sue Bethanis, Founder/CEO of Mariposa Leadership, Inc. states that, “A leader must know and understand her followers, just as a speaker must know her audience, or a marketer must understand her customers.”  She offers the following tips for getting to know the people you lead:     

Play anthropologist – Use your natural curiosity to gain the pulse of your organization.  Ask questions.  Careful observation may allow you to begin to see the underlying currents that keep your group fluid and creative.

Educate yourself – Read widely and learn about different cultures, ethnicities, generations, personality types, and work habits. Be careful of generalizations, but be aware of the wider milieu within which your workers swim.

Adapt your style – Truly effective leaders adapt their leadership style to the situation at hand.  Some situations call for more authoritative leadership, while others require more coaching and affiliation.  Pay attention to the people and the place.    

Share yourself – Once you get to know and understand the group you lead, make sure they understand your expectations, values and mission as well as that of the larger organization.  This will help ensure that everyone is operating under a shared sense of purpose.

The more you know about the people you lead, the easier your job will be.  Knowledge engenders trust, and in an atmosphere of trust, the job gets done right.

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