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Terms in this set (82)

• Continue your education, both formal and informal. Knowledge is power and will serve you well as a follower. • Be committed to something other than your own career development. Find your passion in life and be passionate about what you do. • Know your organization. • Know your values and hold on to them. • Set high standards. Others will model that. • Seek mentors or accept an offer of mentoring if it is made. • Develop your professional networks—within and outside your organization—and use them. • Remain fully accountable for your actions. • Share information rather than hoard it. • Help colleagues grow and do their job well. Help them develop the skills of giving needed feedback. • Be reective. • Have a sense of humor and laugh at your own mistakes. • Develop positive relationships with colleagues, rely on each other, and be responsible to each other. Be a good team player. • Continue to develop a wide array of skills in communication, assertiveness, clinical practice, decision making, and writing. • Analyze your performance by asking others for feedback and being honest in your own self-appraisal. Do you engage in gossip? Do you use language that suggests you are not as important as other people, or your ideas and suggestions are not as valuable as theirs? Do you allow yourself to be subservient? Are you cynical? Do you allow the leader or others to show disrespect for your coworkers' ideas or views? Are you willing to take risks? Are you destructive when you offer
Seek wise counsel. • Develop self-condence. Believe in and have faith in yourself. • Remain calm. Do not be hostile. • "Discover or create opportunities to fulll [your] potential and maximize [your] value to the organization" (Chaleff, 2009, p. 6). • Develop a record of successes. • Do deep-breathing or other relaxation exercises before having a conversation with an authority gure. • Do not give in to peer pressure. • Ask for feedback. • Set personal goals and take responsibility to meet them. • "Learn the ropes," "pay your dues," and prove yourself in the follower role. • Be dependable and reliable. • Be creative.
• Be involved in your practice setting. Have a sense of ownership and stewardship; do not be merely a spectator. • Be involved in professional organizations. • Feel free to criticize because thoughtful feedback helps a leader make good decisions; but do not just complain and walk away. • Contribute as an equal partner. • Figure out the steps needed for the group to achieve its goals, then be sure to be an integral part of those steps rather than on the periphery of "the action." • Be cooperative with, rather than adversarial to, the leader. • Appreciate the needs, goals, and constraints placed on the leader. • Play devil's advocate because effective leaders encourage and benet from healthy dissent. • Exercise a "courageous conscience . . . the ability to judge right from wrong and the fortitude to take afrmative steps toward what [you] believe is right" (Kelley, 1992, p. 168). • Understand the importance of speaking out . . . and do it! • Speak up so others can benet from your views. Speak the truth and be willing to "stand up, to stand out, to risk rejection, to initiate conict" (Chaleff, 2009, p. 7). • Provide opportunities for the leader to talk about his or her vulnerabilities and concerns, as well as his or her strengths and vision. • Help sacred cows be "gently led to pasture" (Chaleff, 2009, p. 89) so that all subjects are open to discussion and all options are possible. Do not discard what may seem like wild ideas before considering them carefully. • Express skepticism about ideas, proposals, and "pronouncements," but do so in a respectful way.