Monthly Archive for January, 2009

Once we have the attention of a leader and have interested her in transforming her behavior or practices, we should be prepared to suggest vehicles for doing so. While some of the process of transformation can be done on our own, most people find it requires support from others or professional guidance. We will probably [...]

The act of inviting a leader to join in a transformation process itself initiates change. Raising an issue with a leader ensures things will never be quite the same, even if the change produced is subtle, and whether or not the change is positive from your perspective. We really do live in the universe described [...]

Leaders sometimes use their dedication to the cause to justify inappropriate behavior, and then construe a challenge to their behavior as an attack on the cause. Leaders may come to consider their own welfare so critical to the success of the organization that they justify anything they do for themselves, regardless of its appropriateness, on [...]

The greatest barrier to changing dysfunctional behavior is denial or justification of the behavior. Leaders are prone to discount the importance of their destructive behavior on the grounds that up to now it hasn’t prevented them from attaining success. Often, however, the leader has been successful because of a less extreme and more functional version [...]

Some leaders in need of serious self-examination experience frustration with the failings of others and do not make the link to failings in themselves. Rather than this presenting a problem, it may present an opportunity to involve the leader in a transformation process. Especially if a leader explodes or dissolves under criticism, it may be [...]

In all situations calling for transformation, the people closest to the individual in need of change play a pivotal role. Our primary relationships are the arena in which transformation of attitude and behavior is most likely to occur. As followers who are close to a leader, we have the power to play that pivotal role: [...]

Let’s examine what the process of transforming attitudes and behavior consists of, as well as the forces that can impede or facilitate the process. SELF-ORGANIZING PROCESSES Though many living things transform themselves, we don’t expect a caterpillar to become an eagle, a tadpole to become a fox, or an acorn to become an apple tree. [...]

Consciousness of the need for transformation can occur when leaders have gradually prepared for change and are ready to embrace it, or when they are unprepared for it and life events force them to wake up. Usually, multiple life events contribute to an individual’s or group’s readiness for transformation. For example, a leader may be [...]

I find it tragic that able leaders who fall dramatically from grace often share a common experience: their closest followers have long been aware of their fatal flaw and were unsuccessful in getting the leader to deal with it. Revelation of the flaw often comes as an unexpected shock to the broader group because it [...]

Creatively challenging another is a delicate act that must itself be uncorrupted. In relationships we are prone to find fault with the other before examining ourselves, and the leader-follower relationship is no exception. Both the leader and follower who blame the other for disappointments must look inward to find their own points of responsibility. When [...]

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 [...]

New leaders can bring other agendas to their position. Old leaders can develop new agendas while in their position. Other agendas are not in themselves bad; they may even be helpful. If other agendas motivate leaders to excel in their current work thus positioning them to achieve future goals, these other agendas indirectly serve the [...]

At different stages in their careers, leaders are prone to different behaviors that courageous followers may need to challenge. Leaders who are new to their positions naturally require special help from followers who have been with the organization longer and understand its nuances. Sometimes, however, a special phenomenon can occur that requires both support and [...]

We may experience acute discomfort about challenging leaders when destructive behavior occurs in their personal lives. But distinctions between personal and public life are not very useful when behavior violates the values of the organization and the society in which the organization operates. It is our responsibility to challenge the leader’s behavior if it threatens [...]

Another behavior that must be challenged is chronic screaming by a leader. Explosive anger is intimidating and tears the fabric of relationships. Things get done, but at a very heavy price. The virtue in leaders who scream is their passion for the cause and their desire to shake up people who serve it complacently. Followers [...]

There are various attitudes and behaviors specific to individual leaders that, if present, need challenging. Arrogance is high on this list. Arrogant leadership is toxic to an organization. It looks like strength but is a debilitating weakness. If you have ever worked with an arrogant leader you know what a low level of tolerance and [...]

Courageous followers are alert to the language of leaders as well as to their deeds. Language both shapes and reveals the beliefs underlying deeds. Pejorative words thrown about are predictive of the stones that may follow. The use of derogatory terms to describe groups or individuals dehumanizes them and establishes the climate for abusive actions. [...]

In addition to challenging policies, we may have to challenge behavior that violates our values and undermines the common purpose. Corruption of values doesn’t occur all at once. Usually, a series of small departures from an individual’s values leads to larger departures. The nonprofit director’s use of an organization’s funds for personal items begins with [...]

If we have courageously but unsuccessfully challenged a leader’s policies, where do we stand in relation to implementing them? The policies may be different from those we would have chosen; they may be fraught with risks with which we are uncomfortable; we may feel they have negligible chance of success. These are our views—they may [...]

It is not only leaders who need to be challenged; sometimes a courageous follower must challenge the thinking of the whole group. Some groups are fractious and need help focusing on the common purpose. Other groups are cohesive; the members closely support each other, giving the group strength. Cohesiveness can become a weakness, however, if [...]