6 Attributes of a Followable Leader from Erika Andersen's Leading So People Will Follow (BOOK REVIEW)

Leading So People Will Follow (2012) by Erika Andersen

"We want good leaders. We crave good leaders. We're hungry for good, worthy, followable leaders in every part of our lives," writes Erika Andersen, a leadership coach and founder of Proteus International and popular Forbes blogger. "We have a deeply wired-in need for leaders who will guide us well and safely; who care more about the success of the enterprise than about their comfort; who call out our best and take full advantage of who we are. And we long to be that kind of leader as well – to evoke that ‘I'm with you – let's go!' response from those who work with and for us." In short, this book is about how to be a truly "followable" leader, one who can build, sustain and grow strong teams and companies in the ever-changing environment today.

I thanks Pustaka Negeri Sarawak, state library, for making this book available for me to borrow. This book is simple, easy to read, very instructive and although no new core lessons that I learned, I find that Erika's examples and the applications part are very helpful and valuable (there are Try It section in most chapters). I also love how Erika used the examples of not-so-well-known leaders in this book. I can connect with them as oppose to larger-than-life-kind of leaders. Erika is very creative because she links how humans are so fascinated with folktales and "what to look for and accept in those who lead our day-to-day." She writes her own short folktale story, studies hundreds of leader stories and shows to the readers how The Six (6) Leadership Key Attributes can make one be the kind of leader whom others would follow. A followable leader is:

#1 FARSIGHTED. To be a far-sight leader is to "envision a possible future that responds to and resonates with people's aspirations for their individual and collective success." Leaders who are farsighted see possible futures that are good for the team and company; able to articulate the vision in a compelling and inclusive way ("we" instead of "I" and with confidence); model their vision by live it; see past obstacles by being realistic but don't allow those obstacles to overwhelm them; and have the power of persuasion to invite others to participate in the vision. If everyone knows their missions, everyone is committed.

#2 PASSIONATE. Why do we want to follow a passionate leader? Because we want to feel that he or she will stick with us. It inspires loyalty. That's why I think passion is very important for a leader. Leaders who are passionate commit honestly; make a clear case without being dogmatic; invite real dialogue about their passion with openness; act in support of their passion, they walk the talk; and stay committed despite adversity and setbacks. "When difficulties arise, passionate leaders hold to their principles and find a way forward," write Erika.

#3 COURAGEOUS. Erika observes, "People need courageous leaders to know that someone will make the tough calls and take responsibility for them." If not, "people feel as though they need to protect themselves." That's not good. courageous leaders make necessary, tough choices; put themselves at risk for the good of the team and company even when it may threaten their success; do things that are personally difficult, uncomfortable or frightening; take responsibility for their actions (this is a must!); and admit mistakes and apologize when they are in the wrong.

#4 WISE. The quality of wisdom balances the forward motion of farsightedness, passion and courage. Erika mentions, "When leaders are wise, we see that they're considering our welfare and that they'll do their best to make sure that the enterprise succeeds in a way that supports the success of the greatest possible number of us, their followers." Wise leaders are deeply curious, they listen not just to understand but to empathize; they assess situations objectively and as accurate as possible (in Erika's term "fair witness"); they reflect on and learn from their experiences especially their failures; see patterns and share their insights with others; and act based on what they believe is morally right (on morality, Erika points that leaders "are clear about their moral code, and they live by it." Mostly refers to ethics and common sense morality).

#5 GENEROUS. To be a generous leader, Erika points out that it is more than just being generous in the general term but also, especially "with power." This is a much-needed attribute for leaders today. Thank you, Erika, for emphasized on this side of leadership! Leaders who display this attribute assume positive intent in others, think good of others unless can be proven otherwise; they share power and authority by giving more autonomy, influence, responsibility and support; they share what they know – the information, knowledge and resources – needed for the job and for others to succeed; and they are generous in giving credit, praise and reward.

#6 TRUSTWORTHY. Trust is the bottom line. Period. I would like to recommend a book by Stephen M. R. Covey, The Speed of Trust on this subject, why character and competence are very important for leaders to gain trust from others. Erika sees the crucial importance of trust when she writes, "We may follow a leader who lacks farsightedness or wisdom if we sense that he or she is working to develop that attribute, but we hesitate to commit to any leader we can't trust." True. Trustworthy leaders tell the truth as they understand it; do what they say they will do; keep confidences and very vigorous about discretion; speak and act for the greater good with integrity; and are capable to get results because of their skills and experience to do the job, competent.

For the last two chapters, Erika suggests that we should get help from others or to use her chapter title, get "Friends for the Journey." Why? Because leadership is about the survival of the whole, it's about people. Being an effective leader not only requires the support OF others; it requires support FROM others. Wow, thanks, Erika Andersen!

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Angelus' Quote: Fourth Quality of a Leader

I read, at the University of Santa Clare, California, a researcher conducted a study of 15,000 business managers to determine, among other things, what workers value most in a boss.

The survey revealed that employees respect a LEADER who shows competence, has the ability to inspire workers, and is skillful in providing direction.

But there was a fourth quality they admire even more - INTEGRITY. Above all else, workers wanted a manager whose word is good, a manager who is known for his/her honesty, a manager whom they could trust 🐝

_______________

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THINK BIG. START SMALL. GO DEEP.

5 Lessons I Learned from Self-Leadership and the One Minute Manager (2018) by Ken Blanchard

Self-Leadership and the One Minute Manager: Gain the Mindset and Skillset for Getting What You Need to Succeed (2018, Revised Edition)
by Ken Blanchard with Susan Fowler & Laurence Hawkins

Next to John C. Maxwell, Ken Blanchard is one of the writers who has influenced and shaped the way I think and practice leadership. Most of his books, perhaps except Lead Like Jesus, are short, concise, and filled with pearls of wisdom. What’s unique about Blanchard – and other co-writers of The One Minute Manager Series – is that he can teach leadership principles and skills in a fun way through narrative and interesting stories. Some of the books that make a difference in my leadership life are The Secret and Great Leaders Grow in which he co-authored with Mark Miller. I fully recommend any of Blanchard’s books.

Now, about the book… There is one fact that every leader must understand: If a leader can’t lead him/herself effectively, everything else in the leader’s life will be a struggle. Self-leadership comes first. Some of the toughest challenges you face as a leader, I think, come from the way you lead yourself. You may assume they come from someone or something else when you actually need to look at yourself as the source. Ken Blanchard writes, “Today it’s imperative that people become self-leaders – individuals capable of setting priorities, taking initiative, and solving problems independently.” Yes, you need to become a leader who is a proactive contributor and not just a reactive order-taker. In today’s fast-changing world, self-leaders are all the more important. Blanchard observes, “Our research shows that when individual contributors and managers align around self-leadership, both become more engaged and produce better results. As a result, customers are happier and organizations become more profitable.” He continues, “In fact, a culture of self-leadership is the hallmark of great organizations.” Are you ready to be a self-leader?

 This book starts with a disillusioned account executive, Steve, who meets an off-beat magician, Cayla. She talks him through his problems until they “magically” became mentor-mentees. Basically, self-leadership can be summed up into what the One Minute Manager told Steve in the last chapter of this book, namely: “Self-leaders challenge assumed constraints, activate their points of power and are proactive about getting what they need to succeed” (page 127). Let me share 5 lessons I learned from this book:

#1 Accept the Responsibility for Getting What You Need. When Steve initially failed with his proposal, he immediately played a victim and blame-game on his boss and team. But upon reflection, Steve realized that he didn't ask for any help from his boss nor did he give his creative team the direction and guidance they required from him. People are not mind-readers and they can't be expected to know what you want or need if you don't explain it to them. You need to take responsibility for creating the situation you are in (whether it be good or bad).

#2 Challenge Assumed Constraints. An assumed constraint is a set of beliefs you have, based on past experience that limits your current and future experiences (also referred to as “Elephant Thinking.” To read about it, CLICK HERE). There is a quote that says something like this: “Whether you think you can or can't, you're right.”

#3 The “Points of Power.” Steve initially believed that the only form of power that existed in the business world was “position power.” Actually, he (and most of us) failed to understand that there are actually four (4) forms of power: 1) Knowledge Power; 2) Task Power; 3) Relationship Power, and 5) Personal Power. Steve had to learn that although he had position power, he still lacked many of the pieces required to put the entire puzzle together. He had to work as part of a team and maximize the different powers each and every individual had to offer.

#4 Developing a Continuum. “There is a joy in diagnosing your development level and getting the direction and support you need to achieve your goal.” There are four (4) stages to this continuum and each stage is factored by a level of competence and commitment:

Stage 1: Low Competence, High Commitment [Need: Direction]

Stage 2: Low to Some Competence, Low Commitment [Need: Coaching]

Stage 3: Moderate to High Competence, Variable Commitment [Need: Supporting]

Stage 4: High Competence, High Commitment [Need: Delegating]

#5 The Power of Collaboration and “I NEED.” Steve needed to stop making excuses, identify what points of power he possessed, where he was lacking and where he was on the Development Continuum. From there he was able to assess his needs and admit them to those around him. He needed a lot of direction and support. By admitting these needs to his boss and team, he found everyone was more than willing to help. They were all working towards the same goal and everybody wanted to succeed. Steve simply needed to collaborate with others. “The two most powerful words to get what you need to succeed are, ‘I NEED.’”

I love this quote:
“Empowerment is something someone gives you.

Self-leadership is what you do to make it work.”

THINK BIG. START SMALL. GO DEEP.

Book Review: Spurgeon on Leadership (2010) by Larry J. Michael

Spurgeon on Leadership: Key Insights for Christian Leaders from the Prince of Preachers
(2003, 2010) by Larry J. Michael

Reading biographies – Christian biographies, especially – is one of the best decision I ever made and habit that I will keep for a lifetime. Philip Brooks, preacher, and author, said, "A biography is, indeed, a book; but far more than a book, it is a man… Never lay the biography down until the man is a living, breathing, acting person to you." We who are in the ministry – of all people – ought to read biographies. We minister to real people, and the better we understand great men and their times, the better we can minister to our people in our times. A truly good biography of a great person "has a universal quality about it that makes it touch life at many points," observed Warren W. Wiersbe.

Charles H. Spurgeon (1834-1892), well-known British’s 19th-century preacher, though I never met him, is my spiritual mentor. Since I read two of his awesome biographies Spurgeon: A New Biography (1984) by Arnold Dallimore and Charles Spurgeon: The Prince of Preacher (1997) edited by Dan Harmon, my respect, and admiration for him ever increases. It was intensified by my reading of Spurgeon Gold (2005) collection of quotes compiled by Ray Comfort and a huge volume of The Essential Works of Charles Spurgeon: Selected Books, Sermons and Other Writings (2009) edited by Daniel Partner which is over 1,391 pages! Many great preachers today also admire Spurgeon, men like John MacArthur [in his book Ashamed of the Gospel, MacArthur warned the church today not to be like the world. He uses the life of Spurgeon as an example of a faithful preacher of Christ] and John Piper for examples [he preached and wrote a book entitled Charles Spurgeon: Preaching Through Adversity]. Spurgeon is my spiritual mentor and his life is an inspiration for me. I never dream of becoming like him – far from it – because as Philip Brooks advice, "The object of reading biography… is not imitation but inspiration." Oh yes, an inspiration indeed!

Because of this, I rejoice gladly and read with great interest this book by Larry J. Michael. You can't separate Charles Spurgeon, pastor of the first megachurch in church history, from his excellent leadership. Beside pastored a megachurch, he also began a college to train pastors, founded an orphanage, instituted countless charitable organizations, sending missionaries, and bless other churches through his preaching, publishing books and book ministry for not-well-to-do pastors. No doubt among churches today this type of leader is in high demand, and Spurgeon's leadership style and innovations provide a challenging model. Rich Warren writes, "Spurgeon's model of leadership has profoundly influenced my life and ministry." Tom. S. Rainer agrees, "In every generation as few leaders emerge to set the pace and established the standards for leadership. [C.H. Spurgeon] was definitely one of these great leaders." John C. Maxwell simply says, "I highly recommend this book to all serious students of leadership!"

Here Michael points out not merely the insights of what it means to be an influential leader but also important fundamentals such as Christian commitment and moral character. Moreover, he shows how Spurgeon demonstrated extreme courage and conviction for those principles and how, in the various controversies that surrounded his ministry, he rose to meet them with a genuine sense of Christian maturity and Biblical constancy. Michael also stresses important characteristics such as grasping a vision for the task and prioritizing one's ministry in both the setting and the context of pastoral compassion and leadership. He also highlights Spurgeon as Christian model for both his staff, church members, and – especially for his family. Here too Michael does not exclude the fact that leadership often entails suffering and that was where Spurgeon truly ascended to the heights of leadership (besides physical illnesses, he also suffered depression). This book officially becomes my favorite leadership book!

It is divided into 3 parts and each cover leadership insights that are both historical in its context and practical for today's applications:

Part 1: The Leader for All Seasons

#1 Competence: Developing and Demonstrating Leadership

#2 Confidence: Balancing Faith, Attitude, Initiative, and Humility

#3 Context: Spurgeon in Victorian England

#4 Calling: Conversion and Growth

#5 Character: An Example of Integrity

Part 2: Leading Through the Seasons

#6 Casting Vision: Spurgeon's Goals and Planning

#7 Courage: Standing for Righteousness, Scripture, and Sound Teaching

#8 Commitment: Teaching and Modelling Devotion to Family

#9 Creativity: Preaching, Methods, and Ministry Innovations

#10 Compassion: Personal Toughness and Pastoral Tenderness

#11 Compass: Leading Despite Criticism and Conflict

#12 Coping: Dealing with Illness and Depression

Part 3: Applying the Lessons of a Leader

#13 A Leader for the World in Crisis

#14 A Leader for the Daily Challenge

Do you know why Spurgeon was such a great leader? For your information, he didn't go to any theological school (huh, I’m glad). Humanly speaking, he was self-taught. This is his theology and how he became a great man of God: "Jesus, Jesus, Jesus is my Lord!" he exclaimed. With Lord Jesus Christ as his Master, only Master, everyone including Spurgeon is nothing but the humble servant of God. He first a follower of Jesus, then only he is a leader of men. Keep this in mind.

THINK BIG. START SMALL. GO DEEP.

Self-Leadership #4 Write Your Character

We come now to the character building stage. Character is the first requirement of self-leadership. Combined with good habits and competence, character creates the building blocks for leadership:

Good Habits + Competence + Character = Superb Leadership

The word “character” is derived from older words than mean “engraved” and “inscribed.” These etymological roots imply something important. Character is written, inscribed and engraved all over you. Everyone has a character but not all of us are “of” character. Character is founded on unchanging principles. It is your underlying core. It has unspoken power, it is solid and resolute, and it doesn’t blink.

Most important, character is a series of decisions and choices that you make as you grow and mature. Character is not something that is handed to you; it must be forged through years of hard work and discipline. It is the culmination of years of choosing to act one way rather than another, of choosing truth over deception, respect over arrogance, compassion over cruelty. There is no one prescription for character. You cannot simply copy someone else’s character. Character must fit our own personality and characteristics if it is to withstand trial by fire.

There are many techniques for “writing your character.” These include the habits of seeking truth, finding and keeping faith, practicing humility and showing respect and compassion for others. None is easy to adopt; all are important for self-leadership.

Here are three (3) techniques you can use as you write your character:

Learn From Hardship: It is at the most difficult times that we become most open to profound learning. Sometimes when we realize we don’t have all the answers, we begin to ask the right questions.

Building Character Takes Discipline: Internalizing the principles and values that you believe in means that they will surface in times of crisis. This takes daily renewal and practice.

Identify Your Heroes: Heroes (or Mentors) embody qualities of character that are important to us and compel us to examine more closely how we’re conducting our own lives. Find one (or more) and learn from him or her. Read biographies and autobiographies is one way.

THINK BIG. START SMALL. GO DEEP.

The 21 Indispensable Qualities of A Leader (1999) Book Review

The 21 Indispensable Qualities of A Leader:

Becoming the Person Others Will Want to Follow (1999)

by John C. Maxwell

"Everything rises and falls on leadership": that is what John Maxwell always emphasis in every book on leadership that he wrote. I've been his student, learner and (hopefully) practitioner of leadership since I was promoted to become Assistant Manager at Golden Screen Cinema (GSC) Times Square KL 9 years ago and now I continue as Staff Worker at Fellowship of Evangelical Students (FES) Malaysia. I don't know how to lead well then, and I'm still learning now. I wish to learned leadership my entire life. Great leaders don't become great in a moment – or in a month or a year or even after almost 10 years. They become great leaders one day at a time through their entire lifetimes. I'll never finish. I'll never completely arrive. I'll constantly and continuously find new ways to serve and improve my skills and attitude to become a better leader. The Law of Process says that leadership develops daily, not in a day.

I pick this book because I'm curious about this question: What makes people want to follow a leader? "The answer," writes Maxwell, "lies in the character qualities of the individual person." What qualities? Maxwell summits that there are 21 indispensables (essential, crucial, vital) qualities that a leader must have. "Leaders are effective because of who they are on the inside – in the qualities that make them up as people. And to go to the highest level of leadership, people have to develop these traits from the inside out." If I become the leader I ought to be on the inside, I will be able to become the leader I want to be on the outside. People will want to follow me. Ah, here is the key: learn and practice these qualities and people will want to follow you.

Even though this book has short chapters and small volume (only 157 pages), I don't read this book with speed-reading like I use to other books. Maxwell encourages his readers to "live with this book for a while. Read a chapter, and then give it some time. Use it to reflect, review and renew." I spent a little bit longer on my weak qualities – reflect on the questions, taking notes and begin to practice some – before I move to other qualities. For example, I'm really weak in listening and relationships qualities, and so I spent a bit longer in both areas. I can instantly connect with qualities like initiative and teachability, so I read it quickly but with cautions (not to be overconfident). Here are The 21 Indispensable Qualities of A Leader lists by John C. Maxwell:

#1 CHARACTER:  Be a Piece of the Rock

#2 CHARISMA: The First Impression Can Seal the Deal

#3 COMMITMENT: It Separates Doers from Dreamers

#4 COMMUNICATION: Without It You Travel Alone

#5 COMPETENCE: If You Build It, They Will Come

#6 COURAGE: One Person with Courage Is a Majority

#7 DISCERNMENT: Put an End to Unsolved Mysteries

#8 FOCUS: The Sharper It Is, the Sharper You Are

#9 GENEROSITY: Your Candle Loses Nothing When It Lights Another

#10 INITIATIVE: You Won't Leave Home Without It

#11 LISTENING: To Connect with Their Hearts, Use Your Ears

#12 PASSION: Take This Life and Love It

#13 POSITIVE ATTITUDE: If You Believe You Can, You Can

#14 PROBLEM SOLVING: You Can't Let Your Problems Be a Problem

#15 RELATIONSHIPS: If You Get Along, They'll Go Along

#16 RESPONSIBILITY: If You Won't Carry the Ball, You Can't Lead the Team

#17 SECURITY: Competence Never Compensates for Insecurity

#18 SELF-DISCIPLINE: The First Person You Lead Is You

#19 SERVANTHOOD: To Get Ahead, Put Others First

#20 TEACHABILITY: To Keep Leading, Keep Learning

#21 VISION: You Can Seize Only What You Can See

I listened to audiobook too so that I can instill all of these qualities in my mind and hopeful in my walk as a leader. Since I already read Maxwell's other book, The 21 Irrefutable Laws of Leadership (I will listen to the audiobook all over again), I find that this one is a great complimentary companion for it. If you want to be a good leader and desire others to follow you, buy and read this book! Highly recommend. After all, "He who thinks he leads but has no followers, is only taking a walk."

THINK BIG. START SMALL. GO DEEP.