couragetheabilitytostepforwardthroughfear.pptVIP

Preface The closer we are to a situation in which power is being abused, the more we are at risk if we try to change it and the abuser turns on us. People nearest to a situation often do nothing People farthest away wring their hands Proximity and courage are the critical variables in the prevention of the abuse of power Dual responsibility (p.3) To ultimately accept responsibility for our organizations and the people they serve: Must understand our own power and how to use it. Sources; who we serve and why Must appreciate the value of leaders and cherish the critical contributions they make. Understand the forces that chisel away at their creativity, good humor and resolve. Must understand the seductiveness and pitfalls of the power of leadership (influence) Introduction and Chapter 1 Courageous followership is built on the foundation of courageous relationship The danger in the leader-follower relationship is the assumption that the leader’s interpretation must dominate View of hero-leaders/villain leaders vs. view of common person heroes who stay true to their own lights while helping leaders follow theirs. Paradox of followership Followers are accountable for their leaders. Have a clear internal vision of service and are attracted to leaders that articulate and embody its external manifestations. Remain fully accountable for their own actions. Perform two opposite roles: Implementer Challenger Must be willing to teach the leader. Who does a follower serve? Follower is not synonymous with subordinate. Resources of a group include its leader. Follower is a leader’s steward every bit as much as a leader is the follower’s steward. Levels of service, p. 16 Loyalty of a follower Both leaders and followers are entering into a contract to pursue the common purpose within the context of their values. The loyalty of each is to the purpose and to helping each other stay true to that purpose. Power in the L-F relationship Of purpose Of knowledge Of personal history Of f