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How to develop followers through soft leadership skills

Over the course of the next few weeks I will provide insight into how you can develop your followership through soft leadership skills, touching on the use of team-unifying techniques, building rapport and matching and mirroring body language. Before we do this however, let’s discuss what followership is.

Within the last 40 years UK organisations, by developing managed safety systems and procedures, have increased their organisational morale and made enormous strides in creating safer workplaces for all concerned. Nevertheless we are still experiencing some very serious and disturbing incidents. Systems management is simply not enough to reduce such incidents – improved safety leadership is necessary.

It is axiomatic that the quality of leadership depends on the quality of followership. In comparison to ‘leadership’ little is heard about ‘followership’. A focus on followership helps to increase our understanding of leadership; especially within the safety and health arena.

Followership has been defined as “The leadership influence of a manager on subordinates” (Conger et al. 2000). Leaders need followers; without any followers, anybody would have immense difficulty in becoming any sort of leader. The question is ‘What are the best leadership practices to promote healthy followership?’

Many stress-loaded managers I meet want to worry less and lead more effectively in response to our technologically, economically and demographically changing times. For this they need professional leadership techniques that, while assisting them in improving the bottom line, will also generate fewer incidents, accidents, absenteeism and job-dissatisfaction. Unfortunately, job-dissatisfaction is a common symptom of the poor, outdated or inappropriate leadership that results in uninspiring organisational rigidity and counter-productive presenteeism. Combined with rapid changes in technology and an increasingly globalised marketplace, this all loads much more pressure on managers, leaders and companies to perform flexibility and proactively rather than reactively respond to the shifts, twists and turns of very competitive and mercurial markets.

To this end it should be recognised that to achieve strategic organisational goals the common keynote of all leadership and followership decisions must be their ‘unity of purpose’. Such unity breaks down the redundant and counter-productive ‘us and them’ constructs of ‘capital and labour’ and thereby strengthens the whole organisation. The maintenance and development of this unity of purpose is therefore the core-duty of both leadership and followership in mutually-supportive and developmental fellowship.

In next week’s blog I will discuss the soft leadership skills you can work on in order to deal with complex people-issues that we are faced with in the workplace.

Click for further information on the Coaching and Leading Safely (CaLS©) Programme, exclusively designed for managers, leaders, and safety personnel.

Are you a Manager or Leader?

Every day we are managing some aspect of our life or leading another, so sometimes there doesn’t appear to be any difference between the two.

LeadershipMost managers are so wrapped up in dealing with production, quality and safety that they can tend to forget about staff morale.

According to Warren Bennis – in his book ‘On Becoming a Leader’, he thinks of the differences between leaders and managers as the difference between those who master the context and those who surrender it.

  • The manager administers; the leader innovates
  • The manager maintains; the leader
  • The manager focuses on systems and structure; the leader focuses on people
  • The manager relies on control; the leader inspires trust
  • The manager has a short-range view; the leader has a long-range perspective
  • The manager asks how and when; the leader asks what and why
  • The manager imitates; the leader
  • The manager accepts the status quo; the leader challenges
  • The manager is the classic good soldier; the leader is his or her own person
  • The manager does things right; the leader does the right thing

When leading safety issues we use many of these to enhance the culture and improve morale. This must be done in a genuine way each time as it’s about forming good habits, gaining trust and winning hearts and minds.

The above aspects are discussed during the leading and behaving safely course.

Good luck on your journey.

Do rewards really work?

Are you a carrot or a stick person?

Many companies implement a reward system for all employees to work safely and report incidents, but do they actually work? Rewards and punishments are both ways of manipulating safer behaviour.

According to Alfie Kohn who carried out much research on rewards explains, for example work safely and here is what we are going to do for you, which to employees means do this in a safe manner and your get that, a decrease in incidents doesn’t necessarily mean the workforce have got safer, in my experience they report less to avoid reprimand, which is sometimes seen as we are getting safer.

Rewards are most damaging to attention when the task is already fundamentally motivating. That may be simply because there is that much more interest to lose when extrinsics are introduced; if you’re doing something boring, your interest level may already be at rock bottom.

However, that doesn’t give us license to treat employees like pets when the task is uninteresting. Instead, we need to examine the task itself, the content of the work pattern, to see how it can be made more engaging.

Regardless of what we do about it, though, one of the most thoroughly researched findings in social psychology is that the more you reward someone for doing something, the less interest that person will tend to have in whatever he or she was rewarded to do.

Kohn goes on to explain that praise, and other rewards—are not merely ineffective over the long haul but counterproductive with respect to the things that concern us most: Another group of studies shows that when people are offered a reward for doing a task that involves some degree of problem solving or creativity—or for doing it well—they will tend to do lower quality work than those offered no reward.

Recognition

We need clever recognition

In Maslow’s hierarchy of needs, two of the most valuable psychological needs we have as human beings are the need to be appreciated and the need to “belong.” These needs are met through peer-to-peer thanks and recognition. Look at the hierarchy: you can see the compensation and benefits support a fundamental need, but recognition and career advancement support our higher-level psychological needs.

Hormones Play a Role

One final point. Recognition has a physiological impact on performance. Oxytocin is the well-known “good feeling hormone.” Our bodies create Oxytocin when we feel appreciated (even shaking someone’s hand creates this hormone). Recent research shows that people who work under the influence of Oxytocin perform better and are more trustworthy at work.

When we fully embrace a modern recognition program and people start thanking each other, trust and engagement go up – improving employee morale, quality and of course safety.

Next time you see someone doing the right thing, take a minute and thank them openly.

Unlock your potential with safety coaching and mentoring

What is Coaching and Mentoring?

Coaching is about unlocking a person’s true potential. Face-to-face safety coaching will enable a person to raise their game through a sequenCoaching and mentoringce of careful reflective questioning techniques. It enables individuals to discover their inner strengths.

Mentoring is more a personal development relationship in which the experienced mentor helps support and guide the mentee, usually face to face, in his or her career/professional development. The mentor will assist in enhancing performance and developing safe leadership qualities, to move from where they currently are, to where they, or the organisation, needs to be.

 What are the benefits?

Many people think they don’t need help. They often think things are OK as they are, or they may not have the time in their working day to think about their development.

However, taking a few hours out of your working day on a monthly basis by working with a dependable and confidential coach or mentor means you will;

  • Be provided with one to one support, experience and motivation
  • Have the ability to bounce off ideas and initiatives
  • Become more focussed and productive
  • Be able to understand yourself better and improve your relationships with others
  • Increase your confidence in training delivery and leadership skills
  • Your strategic goals will be supported
  • Your potential will be unleashed. Coaching will enable you to be challenged in order to expand your beliefs

We are constantly bombarded today in the work environment, from many different angles; however by taking a few hours out per month with a coach or mentor can make a huge difference.

An initial consultation would involve discovering which interpersonal issues or challenges need to be resolved with an action plan for moving forward. Do get in touch with Dan to discuss how we can help.