Followership and leadership are winning characteristics

  • Published
  • By Maj. Darrell Thomas
  • 35th Fighter Wing plans, programs and inspections
Greetings Misawa Warriors! During our recent combat evaluation readiness exercise, I saw many outstanding things that made me proud to be on your team. There were many "strengths," but I would like to describe some of the "winning" characteristics here at Misawa that are easily observed. Namely, followership and leadership.

Most of us have a good semblance of followership and leadership in the Air Force. That is - we work for someone, and people work for us. Followership is often not discussed. Let's go there first.

Successful organizations make mistakes. However, when followers are willing to step up and be accountable for the bad news without becoming defensive, it allows the team to quickly get back on track. The teams that seem to perform seamlessly were the ones in which the followers were eager and willing to add positive and timely counsel to the boss. Followers who 'tell-it-like-it-is,' and leaders who listen are an unbeatable combination. It is the follower's obligation to share his or her best counsel with the person in charge; and silence - not dissent - is the one answer that leaders should refuse to accept. Perhaps the ultimate irony is that the follower willing to speak out shows precisely the kind of initiative that leadership requires.

Another aspect of followership that is especially crucial in our military is discipline. Once all the facts are on the table, the leader makes a decision, accounting for your input, all well as others. It is crucial to support and execute that decision 100 percent, even if it is contrary to our own. This single element is absolutely critical to the success of the team at all levels throughout the wing. Disciplined followership, simply put, is one of the foundations of our military.

A prerequisite for good leadership is good followership. Naturally, after being a diligent follower, you will quickly find yourself thrust into a leadership role. Let's talk about delegation. Leaders that delegate subordinate tasks are more effective than leaders that cling to a 'do-it-yourself' model. It's a powerful reflex. The first reaction most new leaders have is to take on more work. How else can you be sure your project, the most important assignment you've ever had, gets done right. Like all reflexes, the 'do-it-yourself' model is a substitute for thinking.

Ideally, a leader should get solutions from their people. Unfortunately, it's easier to solve problems yourself, because it's what you've always done. You're good at it. (You were a good follower - remember.) As you settle into your new role, you realize your job isn't to do the work your team is supposed to do. Your job is to provide the tools, motivation and direction the team needs to do the work itself.

A final point. Leaders don't manage teams, they lead a collection of individuals who together make up a team. It's a small clarification with big implications. Each team member has different strengths and weaknesses, work style preferences, blind spots and hot buttons. You can't get a team to work together without first learning how to work with each person as an individual. Leadership is a one-on-one sport. The number one skill a team leader needs is versatility. You have to deal with others based on how they want you to deal with them. That's how you get people to follow you.

In conclusion, this past CERE provided opportunities to practice our wing's mission as well as give our leadership and followership a workout. Keep up the excellent work Misawa!