with each other that they will now need to take direction from this newly promoted boss.
Why is it that some people amass followers and others do not? It's easy to spot a leader; just look for their followers. This is very different than looking for a manager and spotting their subordinates. For all the literature on leadership, there is very little that gets after the root cause to know why some people earn followers and some never will. Leaders have found ways to engage and inspire followers that may not exist in mere managers or bosses. Leaders need followers. Yet many leaders don't always understand the reason why their followers follow. Leaders may employ various methods to get work done, two of which are position power and influence. Leaders use these tools at different times for different types of work that needs to be done.
Position power stems from the formal authority vested in the leader simply because of their position in the organization's hierarchy. Position power enables the leader to force others to take action. It can be extremely effective at getting a lot of work done in a short period of time. Many leaders rely on position power when prompt action needs to occur or when they know they need some quick wins in order to gain broader momentum throughout the organization. But getting work done through position power is not sustainable as a long-term leadership strategy because it generally leads to resentment and disengagement by followers.
Conversely, leaders who rely on influence to get work done by their followers are able to use persuasion to convince the follower to take action. Influence is most effective when the leader has already established a strong relationship with the follower. The follower in turn trusts and respects the leader. This can be motivational for followers. Influence is far more sustainable because influence is the fuel for the engine of followership.
When you are the boss, people think you have followership. What you actually have are people executing orders or following your directions. Tim Hassinger, former CEO of Dow AgroSciences, shared with me one of his secret strategies for checking himself as he progressed throughout his career. “Leaders need to challenge themselves frequently. Honestly ask yourself: do they listen to me because I had a good idea or because I am the boss?” It's critical, especially for new bosses, to sit back and honestly self-assess this question. Everyone who gets promoted has typically received positive affirmation throughout their career. After being promoted to a position that oversees a team, department, business unit, or organization, leaders need to step back and have a regular method for self-appraisal by asking this key question.
Although challenging, the best organizations are able to differentiate between subordinates carrying out the boss's directions and followers who are genuinely inspired by their leader. Most evaluation systems and performance review processes do an excellent job on the measurable elements of job performance. Many have attempted to uncover or discover leadership traits and how they may apply to the individual, which can be fraught with implicit or explicit bias. However, few organizations evaluate or emphasize followership. In order for us to more fully understand leadership, we need to better understand followership. This is important because an Amplifier exists at the intersection of leadership and followership.
Let's look back at Figure 1.1. In quadrant A, we have the special blend of an organization that has leadership and followership. When companies and their corporate culture display behaviors that exist in this quadrant, they produce extraordinary results. The other interesting attribute about quadrant A is that here leaders and followers create legions of leaders and followers throughout the organization. When the flywheel is moving in this quadrant, organizations tend to dominate their markets.
The secret to how great leaders magnify the power of teams, increase the impact of organizations, and turn up the volume on positive change rests in unlocking these operating styles of the cream of the crop of the employee base in companies. The prized intersection of top-performing leaders and the top-performing followers are what we call Amplifiers. True Amplifiers are the key group of people in any company who activate the true potential of all stakeholders. Remember, employees can be in any quadrant regardless of their level within the company.
In Figure 1.2, true Amplifiers exist in upper right of quadrant A. These individuals possess the unique combination of leadership and followership skills. They are able to separate the flash leadership behaviors with the lasting leadership behaviors. They stand up and lead up, not just down and across. True Amplifiers have the ability to speak truth to power and influence leaders to change course. Great companies are unceasingly searching and developing Amplifiers throughout the organization regardless of title, tenure, or position.
On a bitterly cold and windy night in the fourth quarter of 2018, I had the opportunity to meet former Massachusetts governor Deval Patrick. My partner and I had spent a long day at Bain Capital’s Boston headquarters negotiating the sale of one of our businesses. Patrick had a long list of accomplishments during his eight-year term as governor of Massachusetts. His key priorities were to expand affordable health care, launch initiatives to stimulate clean energy and biotechnology, invest in education, and guide the state through economic crisis to a 25-year high in employment. After he left office, Patrick joined Bain Capital to help launch an impact investing fund. This innovative new fund—Bain Capital Double Impact—is designed to invest in mission-driven companies that target social good, while also generating impressive returns for investors. This chapter in his private work life was an amplification of his belief that private companies can be a force for public good.
FIGURE 1.2 True Amplifiers
I learned through our conversations that what makes Patrick himself a strong leader is that he is an exemplary follower. Over the years, he has been focused on effecting change and is driven by a higher purpose. The combination of competitive spirit and will to succeed coupled with positive examples from some remarkable leaders he has served have created the true Amplifier qualities that he so effectively embodies. One of the nicest things that his team said about him when he left the justice department was that when it was time to sign off on a case from the civil rights department, the section leader would present, and Patrick would go around the table and ask everyone for input. Even if a paralegal was there, he'd ask them what ideas they had. It wasn't something they were accustomed to. But he was constantly learning and got so much more out of the team by engaging each of them that he magnified their impact. Patrick had the humility to be a good leader, to subordinate his ego and pull ideas out of the team. He railed at the “imperial CEO,” whose feet never touched the ground, everything was looked after for them, and they lost sight of the implications of the decisions and impact to stakeholders because they were shielded from reality.
Quadrant B is an interesting quadrant insofar as it is composed of strong followers who lack leadership skills. For teams that report to executives in Quadrant B, true Amplifiers are critically important. The followers need to shore up the leadership gaps of their bosses in order to lead the team to achieve its mission and purpose. Organizations can be incredibly successful, even lack the institutional leadership, if they have followership en masse. I've seen firsthand over the years some very successful companies with great brands or products that have had marginal leaders at the top but have had outstanding key lieutenant followers in executive positions. These organizations, or functions within an organization, outlive the titled executive or boss. Followers and true Amplifiers can coexist with bosses or non-leaders in a particular function, but they are motivated and motivate others for a variety of reasons. In some cases, it's the higher purpose of the company. In other cases, it may be their career aspirations. But over time, they will need to have superiors who are higher on the leadership scale or they will self-select to another area within the company or outside the company altogether.
Quadrant C is much more problematic. However, a number of companies exist with
