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Want Followers? The 4 Things You Have To Know About Leadership

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As a speaker and consultant I meet a lot of new people over the course of a year. Every single one of them is different but the start of our conversations is always the same.

There are only two questions people ever ask me when we first meet.

Unless we are in France, or a French speaking country, the first question is normally “how do you pronounce your name?”  If you’re interested it’s like “go be yo”. I sometimes wish it was “go be you” to enable me to play on that theme as part of my leadership development practice, but my forbearers did not anticipate my chosen career so I missed out on the “u”.

The second question normally comes after they have found out what I do for a living. At that stage, what most people really want to know is “what do great leaders do?” I don’t blame them. I have devoted the last 15 years of my life trying to find out the answer.  However, in that search, I have also realised that it is the wrong question.

There is a question that comes before what do great leaders do and that is “what’s a leader?” The answer is simple; “someone who is followed”. This being the case, the most important person in the equation is the follower. A great leader is someone who manages to have a great many followers, prepared to give up some of their freedom to act, in search of something greater than they can achieve alone.

When looked at it in that way, forget “what do great leaders do?”; the key question becomes “what do great followers want?” With that question we can explain why seemingly different people become great leaders. We no longer have to hope we can be “like somebody” but rather can feel free to explore what we are like when we are at our best. Development stops being about aping someone else and starts becoming about being a better, more skilled version of ourselves in the service of our followers.

When we make the switch from the “great leaders” to the “great followers” question we no longer need a model of what we ought to be but rather a set of principles that will help us to find out who we truly can be.

Having worked to support others in that search for over a decade there are four things I know to be true.

 

1 – THERE’S A TICK IN “AUTHENTICK”

I have always been appalled by trite business sayings like ‘there’s no I in team’ (there should be) and ‘assume makes an ass of you and me’ (it doesn’t). Yet I admit to being fascinated by their staying power. So for the last decade I have been trying to come up with my own. So here goes “There’s a Tick, in authentick”. It may be bad but it makes the point!

That point is that leadership is entirely dependent on authenticity.  You will always sub-optimize your impact if you try to be someone other than yourself. And you cannot be authentic if you don’t understand what makes you tick. To be yourself you have to know yourself and what you stand for.

 

2 – SURROUND BUT DON’T SURRENDER

People are always keen on giving advice. Everyone has a view or opinion they like to share. Even if you are high up in an organization and the people below you find it hard to give you feedback, peers, analysts and shareholders are never shy at dispensing their wisdom.

While surrounding yourself with advisers enlarges your view, you should not surrender to their advice.  It is your leadership, your principles and your points of view that matter. Becoming a mouthpiece for the conflicting views of others or acting purely as a curator for those views is a sure way to fail in engaging others.

This is the hardest balancing act of leadership. We shouldn’t be stubborn when faced with a reality that questions the very essence of our views. Yet we must remember that it is only reconciliation, never compromise, that is necessary.

 

3 – THINK MADONNA AND CHILD

The key to success lies in our ability to achieve our goal of attracting others whilst remaining true to ourselves. I have developed a simple test for self-regulation which I call the madonna and child principle.

If your mother (the madonna) would be ashamed of whatever you are considering doing, or if you can’t explain it to a six-year-old (the child), or both, then don’t do it.

Effective leadership relies on a strong moral compass (the madonna test) and clarity of your intent (the child test).  The madonna and child test preserves your integrity and, in tandem with my next and last “truth”, should enable you to make the most critical of development decisions and choices.

 

4 – BUY AN EGG TIMER

To understand who you are you need to reflect. Whilst you can think quickly, reflection takes time. I am not advocating a retreat or a long reflective walk, although I would if I thought you might do it. What I am advocating instead is developing an ability to think things through in the moment.

So buy an egg timer and put it on your desk. Don’t try to get away with a watch or a guess – there is something powerful in the novelty and physicality of the egg timer. It also helps you signal in a playful way to others around you that you are thinking and value this thinking time. When faced with a decision to make, turn over the egg timer.

 

Thanks for reading this and I hope we meet someday. And when we do, don’t worry about the “go be yo”, Emmanuel will do just fine, and if you struggle with that one, blame my parents and just call me E.

Emmanuel Gobillot is a senior practitioner in the area of leadership and organization effectiveness. He is a leadership development consultant with a wide range of corporate clients. Before setting up his own business to focus on writing, speaking and consulting, Gobillot was a Director at Hay group where he headed both the consumer sector and the leadership services practice. He is also the author of Follow the Leader, Leadershift and The Connected Leader, all published by Kogan Page.

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Success Advice

Why One-Size-Fits-All Leadership Will Always Fail (and What Works Instead)

The surprising truth about leadership styles that can make or break your team’s success.

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Leadership has always been as much about people as it is about performance. Ken Blanchard, in his influential book, “The One Minute Manager”, put it simply: different strokes for different folks. (more…)

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What Every New CEO Must Do in Their First 100 Days (or Risk Failure)

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The Leadership Shift Every Company Needs in 2025

Struggling to keep your team engaged? Here’s how leaders can turn frustrated employees into loyal advocates.

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Bridging the gap between employees and employers
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In workplaces around the world, there’s a growing gap between employers and employees and between superiors and their teams. It’s a common refrain: “People don’t leave companies, they leave bad bosses.”

While there are, of course, cases where management could do better, this isn’t just a “bad boss” problem. The relationship between leaders and employees is complex. Instead of assigning blame, we should explore practical solutions to build stronger, healthier workplaces where everyone thrives.

Why This Gap Exists

Every workplace needs someone to guide, supervise, and provide feedback. That’s essential for productivity and performance. But because there are usually far more employees than managers, dissatisfaction, fair or not, spreads quickly.

What if, instead of focusing on blame, we focused on building trust, empathy, and communication? This is where modern leadership and human-centered management can make a difference.

Tools and Techniques to Bridge the Gap

Here are proven strategies leaders and employees can use to foster stronger relationships and create a workplace where people actually want to stay.

1. Practice Mutual Empathy

Both managers and employees need to recognize they are ultimately on the same team. Leaders have to balance people and performance, and often face intense pressure to hit targets. Employees who understand this reality are more likely to cooperate and problem-solve collaboratively.

2. Maintain Professional Boundaries

Superiors should separate personal issues from professional decision-making. Consistency, fairness, and integrity build trust, and trust is the foundation of a motivated team.

3. Follow the Golden Rule

Treat people how you would like to be treated. This simple principle encourages compassion and respect, two qualities every effective leader must demonstrate.

4. Avoid Micromanagement

Micromanaging stifles creativity and damages morale. Great leaders see themselves as partners, not just bosses, and treat their teams as collaborators working toward a shared goal.

5. Empower Employees to Grow

Empowerment means giving employees responsibility that matches their capacity, and then trusting them to deliver. Encourage them to take calculated risks, learn from mistakes, and problem-solve independently. If something goes wrong, turn it into a learning opportunity, not a reprimand.

6. Communicate in All Directions

Communication shouldn’t just be top-down. Invite feedback, create open channels for suggestions, and genuinely listen to what your people have to say. Healthy upward communication closes gaps before they become conflicts.

7. Overcome Insecurities

Many leaders secretly fear being outshone by younger, more tech-savvy employees. Instead of resisting, embrace the chance to learn from them. Humility earns respect and helps the team innovate faster.

8. Invest in Coaching and Mentorship

True leaders grow other leaders. Provide mentorship, career guidance, and stretch opportunities so employees can develop new skills. Leadership is learned through experience, but guided experience is even more powerful.

9. Eliminate Favoritism

Avoid cliques and office politics. Decisions should be based on facts and fairness, not gossip. Objective, transparent decision-making builds credibility.

10. Recognize Efforts Promptly

Recognition often matters more than rewards. Publicly appreciate employees’ contributions and do so consistently and fairly. A timely “thank you” can be more motivating than a quarterly bonus.

11. Conduct Thoughtful Exit Interviews

When employees leave, treat it as an opportunity to learn. Keep interviews confidential and use the insights to improve management practices and culture.

12. Provide Leadership Development

Train managers to lead, not just supervise. Leadership development programs help shift mindsets from “command and control” to “coach and empower.” This transformation has a direct impact on morale and retention.

13. Adopt Soft Leadership Principles

Today’s workforce, largely millennials and Gen Z, value collaboration over hierarchy. Soft leadership focuses on partnership, mutual respect, and shared purpose, rather than rigid top-down control.

The Bigger Picture: HR’s Role

Mercer’s global research highlights five key priorities for organizations:

  • Build diverse talent pipelines

  • Embrace flexible work models

  • Design compelling career paths

  • Simplify HR processes

  • Redefine the value HR brings

The challenge? Employers and employees often view these priorities differently. Bridging that perception gap is just as important as bridging the relational gap between leaders and staff.

Treat Employees Like Associates, Not Just Staff

When you treat employees like partners, they bring their best selves to work. HR leaders must develop strategies to keep talent engaged, empowered, and prepared for the future.

Organizational success starts with people, always. Build the relationship with your team first, and the results will follow.

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Entrepreneurs

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