It struck me recently: while we obsess over leadership—how to be a good leader, how to measure it, and so on—there’s barely a peep about being a good follower.
No one seems particularly interested in becoming a good follower. Step into a business school, and the hustle to prove leadership skills is as intense as caffeine consumption!
Think about it: leaders wouldn’t exist without followers. Both roles are vital for any group’s success.
Yet, leadership gets all the glory, while followership is often overlooked. Society praises leaders with power and prestige, while followers are seen as mere support staff. It’s as if followership is considered a less glamorous, passive role.
So why the lack of buzz about following? Maybe there’s no market for it. But effective followership is just as vital. A bit more focus on it could lead to smoother, more balanced teams. After all, if everyone’s busy leading, who’s left to follow? Good leaders aren’t always out front.
The makers and operators of the RMS Titanic were so confident in their shipbuilding that its Captain, Edward Smith, one of the world’s most experienced sea captains at the time, had famously declared a few years earlier about another company ship, the RMS Adriatic, “I cannot imagine any condition which would cause a ship to founder. I cannot conceive of any vital disaster happening to this vessel. Modern shipbuilding has gone beyond that.” Well, we all know how the Titanic’s maiden voyage turned out.
With no prior experience, Michelangelo set about chiseling his first sculpture—a marble rendition of the aged faun with its damaged nose and laughing mouth. Despite having never touched chisels or marble before, his 
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The Stakhanov Movement capitalized on the collective desire for improvement and transformation, leading to increased productivity through better-organized workflows. However, as often happens, when metrics become the sole focus, they overshadow the true purpose of the work. In the Soviet system, the state had to ensure control over production, align workers’ efforts with central economic plans, and maximize output. Quotas played a key role in this strategy, setting mandatory production targets across various industries. Over time, these quotas became the primary measure of success, with workers judged by numbers rather than the quality or long-term impact of their efforts. Those who failed to meet the targets risked being labeled as “wreckers” and accused of sabotaging the system. Stakhanovites were celebrated as heroes, rewarded with media attention, lavish rewards, and even having their names immortalized on factories and streets.
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