The previous chapter focused on how critically important the follower is in the leadership equation. Since you’re still reading, I trust that means you have accepted this premise—at least in theory. This is good news; now we can dive deeper into the complexities of the leader-follower relationship.
One of the best parts of leading training workshops is having the opportunity to interact with clients in their own workplace environments. The ornate trappings so often found in hotel or conference center meeting rooms are stripped away. As a result, I’ve found that on-site programs—conducted in familiar surroundings where real work is getting done—tend to have a more freeing, engaging effect on participants.
One group activity I enjoy introducing is an interactive exercise I call “What Would Your Followers Say?” Here’s how the exercise normally unfolds.
The training room is filled with supervisory and managerial personnel from within the organization. These individuals may be high-ranking, 20-plus-year veterans or rank amateurs just wading into the sea of supervisory responsibility. My introductory comments would go something like this:
“We’re here to explore leadership in a practical, nontheoretical way. Therefore, I’m about to pose a question. Once you have an answer in mind, jot it down. When all are ready, I will ask each of you ...