In conversations with a number of senior business leaders the topic of “followership” has popped up. It’s probably dodgy ground for me as a leadership coach, however the strong message from these discussions was that modern business culture is at risk of developing an unhealthy obsession with leadership.
From graduate programmes to management training budgets, the implicit message is clear: progression equals leadership, and success means becoming “the leader”. The result is that we are quietly undervaluing one of the most important capabilities in any organisation – the ability to follow well.
In many respects, businesses need to learn to accept that not everyone is a leader, and that is not a weakness. In fact, most successful organisations are built on a small number of leaders supported by a much larger group of highly competent followers. When businesses try to turn everyone into a leader, they often end up creating poor leaders rather than strong contributors. Leadership requires appetite, judgement, emotional resilience and accountability. These qualities cannot be forced, and they are not universally desirable.
There is also a commercial reality. Businesses cannot afford to train everyone as leaders, nor do they need to. Profitability depends on efficiency, consistency and delivery, much of which is driven by people on medium salaries being delegated to effectively and doing important work well, on time and in line with direction. That requires followership – the discipline to execute, the judgement to prioritise and the professionalism to do what is asked without constant challenge or reinvention.
Good organisations create niches and skilled roles for people who do not want to lead but want to excel. Technical experts, delivery specialists, trusted deputies and operational anchors all play vital roles. These individuals often provide continuity, institutional knowledge and stability while leaders set direction and manage risk. Without them, leadership becomes performative rather than effective.
Crucially, good leadership is built on good followership. To lead well, you must first understand what it feels like to be led. Following teaches judgement, perspective and empathy. It sharpens awareness of how decisions land and what clarity really looks like in practice. Leaders who have never followed are often unrealistic, impatient or disconnected from delivery.
Good leaders also need good followers. No leader succeeds alone, and no strategy survives contact with reality without capable people executing it. Followers are not passive. They are active contributors who translate intent into outcomes. They spot issues early, escalate intelligently and keep momentum moving.
There is also strong career progression in being an exceptional follower. Leaders value a good number two extremely highly. Someone who can be trusted to run with work, anticipate needs and maintain standards is invaluable. Many senior professionals build long, rewarding careers as deputies, heads of function or senior specialists without ever being the formal leader.
Not everyone wants to be a leader, and that is entirely legitimate. What matters is that organisations recognise followership as a skill, reward it properly and design career structures that allow people to follow well and progress meaningfully. When followership is respected, leadership becomes stronger, businesses become more profitable and teams perform better.