“The best leaders were & are great followers. Great followers learn how to lead without the power given by position.” – Randy Blincow, Founder, Healthy Rhythms Life Coaching

Many people aspire to be leaders. A few of them even aspire to it with pure motives. Others believe their motives are pure. However, I maintain that learning how to follow well is the key to becoming a truly great leader. In fact, continuing to be a great follower and seeing even your leadership responsibilities through the lens of a follower are the keys to staying a worthy leader.

So, the obvious question is, “what makes a great follower?” This new blog series will endeavor to uncover and expand on the top 10 characteristics I believe are exhibited by great followers. Aspiring leaders, if my theory is correct, must live a life of practicing these attributes. In today’s Part One, let’s explore the character trait of boldness.

Among the definitions for boldness we find, “willingness to take risks and act innovatively”. Certainly, a characteristic that is desirable in a leader, but even more so this is a characteristic that leaders need in a follower. Nobody knows the demands, needs, and unique challenges of a given task or position better than the person currently doing that job. Someone who is willing to boldly consider new processes, speak up, experiment, and document proven results is a valuable contributor to their organization.

Almost no one operates on an island, so this innovative risk-taking usually involves being part of a team. Aspiring leaders must practice boldness in the confines of seeking out input and buy-in from fellow team members. Boldness may involve stepping out on your own, when necessary, but also includes the ability to understand team dynamics and therefore may require the willingness to take a risk on someone else’s innovative idea. This may result in success or may result in disproving one idea and leading to the discovery of a better solution (maybe even your own, original, idea).

I remember a situation years ago when a peer was advocating taking a specific path that (in my opinion) did not make good business sense. His response to my questioning was, “the CEO said he wants us to do this.” Upon reflection, my return response was “I understand that {the CEO} is looking for a specific result. I believe, though, that he does not want us to do something stupid just because of how we interpret something he said.” I am fairly certain of my recollection of the words I used – and certainly I could have been more tactful – but the principle stands. I was attempting to be a good follower by taking the risk of countermanding what was assumed to be a direct order. We ultimately were able to discuss a specific path to the desired result that was effective.

Boldness does not act irrationally. It does not take risk for the sake of risk, but always seeks maximum efficiency and effectiveness. Boldness will create new processes, invent new products, and solve problems that others have not yet anticipated.

Boldness may be abused. There are other attributes of great followers that must be exercised in tandem with boldness. In other words, boldness by itself is fraught with the potential for irredeemable failure. We’ll explore nine complementary attributes in the coming segments of this series. But be bold!