January 2012

Leaders Need to Practice Followership
by Captain Rob Cannon, Charlotte Fire Department

I recently retired from the Navy after a twenty-year career that included 6 years of active duty and 14 in the Navy Reserve. I've also been a professional firefighter on a large, urban fire department for fifteen years. With my Navy career complete, and some free time in my schedule, I decided to join my local volunteer fire department. Though I have years of leadership experience as a Navy officer and career firefighter, I find myself again at the very bottom of the personnel pyramid in my new department. My role as a rookie firefighter on a new team has given me "new eyes" concerning leadership, and has re-energized my personal leadership journey.

As a Naval Officer as well as a firefighter, my experience and rank identify me as a leader. I've enjoyed being a "go-to-guy", and leading teams that are like family to me. I've become used to that role.

However, in my new department I am far from a "go-to guy." I might be better described as a "clueless guy." To use a naval metaphor, I am in unfamiliar waters, navigating new personalities and expectations. I am motivated to do well, but I find that I am very dependent on my leaders. I have come to see even more clearly the power of the leadership philosophy and accompanying lessons we teach at Academy Leadership.

As a follower, here are things I need to know: Who is my boss as a person? What does he or she expect? How can I succeed? What makes him or her mad? Who's looking out for me? Most importantly, what are his values? These are the core components of an effective leadership philosophy.

Leadership development programs (LDP) uniformly teach that leaders must constantly practice the tenets of leadership to maintain and enhance their ability to lead. Followership is the foundation of leadership. However, followership is rarely taught in workshops, or covered in executive coaching sessions. Furthermore, senior leaders rarely find opportunities to practice followership. Sure, they may visit and work with rank and file members at all levels of their organization, but how often are they true followers? How often are they in positions of vulnerability? Of fear? Of utter dependence on their leader(s)?

As with the other tenets of leadership, the best way to practice followership is to actually follow. If you want to take your leadership to a higher level, you can benefit from making an opportunity to become a true follower again. Find something you believe in and join the organization at the lowest level. Enjoy your time at the bottom of the pyramid, and use it as a learning opportunity while you serve. Take notes on what the leaders are doing, or not doing, and how their actions affect you. Use these lessons to renew your own leadership.

This experience of revisiting my "follower" roots has had a profound effect on me. It's completely validated the things we teach in Academy Leadership's programs. I look at my own leadership in a new light.

If you want to radically re-energize your leadership, radically renew your followership.

Rob Cannon is also the Charlotte Affiliate for Academy Leadership, LLC