How to follow? How to lead?
Both are learned by example and by doing. Every hierarchical level climbed teaches one leadership and followership. The sum of experiences forms an attitude from which one's own leadership style and way of following emerges. Leadership can mean for the led: Narrowness, fear, the feeling of worthlessness. It can be the constant pointing out of lack and poor performance. Some leaders are convinced that distrust in the team and begrudging competition increases performance. They are convinced that pressure is the only way to achieve results, which then serve to increase their own position in the organisation.If the culture is like this, how likely is a person to become a good leader (= doing well for the environment) and a good follower (= bringing their best performance to the environment)?
How else could it work?
Working together without fighting fronts, involving, empathy, encounters that lead to quality relationships ... some views and approaches that come to mind.
Is it useful to inspire colleagues and move them through inspiration? We are convinced that when it happens, the staff, out of their own natural conviction, make a constructive, value-adding contribution to task fulfilment.
And the leader?
For the leader, this means dealing with an appreciative, optimistic and potential-developing attitude - every day and with every person.
Of course, no master has ever fallen from the sky on this path or landed as a finished leader in a team with the ideal network of relationships.
The personal development of leaders at all levels is a constant activity. We see this deeper understanding of oneself and the continuous drive to never stop learning as an exciting and valuable task. It forms the foundation for good leading and following and thus the breeding ground for value-creating, human collaboration.