7 Reasons Why Someone Would Follow You

You are not a leader just because you have people reporting to you. Because of your job title, you are not a leader. Being a leader entails having a following. Followers who are willing to do so.
Force is not leadership, nor is command, nor are incentives and penalties leadership. Threats aren’t the same as leadership. It is a personal decision to follow a leader. You are not a leader until you have followers who willingly select you and like working with you.

What would your team do if they could choose who they wanted to report to? Do you think they’d pick you?

You are not their work leader if they would not select you. You are in charge of their job. We may call him a manager. However, not as a leader.
Is there anything you can do to assist your people select you, because following is a choice? Yes, yes, yes, yes, yes, yes, yes, yes, yes, yes According to scientific evidence. Here is the whole list. Compare it to your personal expertise and experience. Find a solution to improve at least three of them.

7 Reasons Why Someone Would Pick You as a Follower

1) You have complete faith in them.

You trust them to perform an excellent job, even if you know they will make mistakes at first. Believe in them, even if it takes a few tries, to make the greatest decisions and build something amazing. Even if they get stuck, have faith that they will be able to discover the answer. Treat them as though you truly believe what you’re saying. Allow them to speak more than you to give them a psychological sense of security. By your reactions, show them that they may say whatever they want. Allowing emotions to happen at work is also a huge aspect of trust. This does not imply that you will become a therapist; rather, it implies that you will not conceal your emotions.

Humans need play to bond and access true creativity. Let your team play and they will love you for it. You will benefit with a more connected team and better ideas. Play enhances your team’s performance. Letting this happen shows that you care about people and creativity as much as you do about numbers, and that inspires them to follow you. Real innovation doesn’t come from brainstorms or strict processes. It comes from play.

2) You Give Them Power.

If you try to hold the power as a leader you are squeezing the energy out of the system. Everyone has their own energy source that they need to exercise. We crave autonomy and freedom. When you make the space for other people to decide how they get to do their work, you unlock massive energy in the system. So give people as much autonomy as physically possible.

Play is necessary for humans to unite and reach genuine creativity. Allow your team to play, and they will thank you. You’ll reap the benefits of a more cohesive team and better ideas. Play improves the performance of your squad. Allowing this to happen demonstrates that you care as much about people and creativity as you do about numbers, which encourages them to follow you. Brainstorms and rigid methods do not produce true invention. It comes from having fun.

3) You Delegate Authority to Them.

When you strive to maintain power as a leader, you are draining the system’s energy. Everyone has their own source of energy that they must use. We want for independence and freedom. When you give others the freedom to choose how they perform their task, you free up a lot of energy in the system. As a result, allow individuals as much bodily autonomy as feasible.

Allow them to make their own decisions and take on their own responsibilities as much as possible. Delegate critical tasks to them and allow them to complete them in their own unique style. Accept their recommendations for change and implement them as soon as feasible. As much as possible, give them influence over their everyday work lives. Protect their autonomy, and they’ll want to work with you on a regular basis for a long time.

4) You’re in Love With Them.

Leadership is essentially a love exercise. At work, love takes the form of presence, attention, support, and admiration. We all yearn for them. Especially from those we admire. How frequently do you express real, one-of-a-kind gratitude to your coworkers? There is an established feedback ratio that allows employees to feel comfortable and free at work.

For every one bad item of feedback, there should be at least four good points. Positive feedback has a greater psychological impact than negative input. As a result, balanced feedback isn’t 1:1. At least four positives outnumber one negative in balanced feedback. Are you able to maintain that ratio? Is it possible to outperform that ratio? It’s quite simple if you’re willing to give it a shot. Your employees are doing amazing work, asking fantastic questions, being supportive of one another, and showing up with a grin every day, and you can transform all of that into real gratitude. Use your imagination when it comes to noticing and appreciating what you see. It may be as easy as that. When was the last time you said, “I’m so thrilled you’re on my team.”? So enlightening and energising.

5) You Tell It Like It Is.

Many “leaders” conceal information from their workforce, and they convince themselves that their motives are good. They believe they are sparing employees from undue stress, or that providing too much information would cause employees to lose focus on their duties, or that they may panic or mishandle the information. This, in my opinion, is nonsense. Fear motivates people to keep knowledge hidden. People can sense when knowledge is being kept hidden and treated as children. Then, when the information inevitably leaks, it’s clear it was kept secret, resulting in far more bad emotions among employees than disclosing the truth would have produced in the first place. It’s all a matter of control when it comes to keeping information hidden. Is it true that we’re going to play that game? We aren’t leaders if that is the case. If you have sensitive knowledge, don’t lie about it, ignore the subject, or create excuses.

“Well, I was instructed to keep some material secret, and I’m choosing to keep it that way for the time being,” say. You are not being forced to do anything; you are making your own decisions. Be truthful.

One of the most typical methods in which leaders hide the truth is through their own emotions. “I don’t know the solution” or “I’m genuinely worried about this” or “I’m not sure how to handle this problem” or “This is keeping me awake at night” are all phrases we avoid saying. When you suppress your sentiments, you believe you’re helping your team, but you’re actually draining their vitality. When you are uneasy, their subconscious recognises that you are not hiding anything.

When your words don’t reflect your true sentiments, people know you’re lying to them. On the other side, if you openly disclose all of the knowledge you have, your staff will see that you trust and cherish them. When you share your concerns and issues with your team, you will see a surge of energy as they rally to assist you.

6) You Make Your Decision With Your Heart.

Most of us despise CEOs who merely parrot the company’s lines. Most of us don’t find it enjoyable or energising to work under a leader who prioritises statistics and profits over people. Leaders who never take chances and always choose the “practical” or “logical” option bore and deplete the majority of us. Humans, believe it or not, are not logical creatures. No one has ever been motivated by rationalism. For the time being, consider the individuals who truly inspire you: do any of them sit quietly, parrot the business line, analyse endlessly, and always make realistic decisions? People that are full of life and live from their hearts are the ones who inspire us. They’re expressing their joy, desires, and values, and making decisions based on their dreams. They don’t always do things because they “make sense,” but because they love them. They’re following their sincere intuition, which is a kind of inner direction. It takes them on some twists and turns, as well as ups and downs, but it’s always a fun journey. It’s contagious to have that kind of openness and intuitive energy. We want to be in their company. We appreciate it when someone acts from the heart. That person is someone I’d like to follow. If you don’t know what’s in your heart or how to pursue it, you’re not alone.

7) You are open about your mission and values.

Certain things in our world have a greater meaning for you than others. You have particular categories of persons in mind for whom you would like to provide assistance. There are certain topics that appear to make you angry or enthusiastic. Certain themes have always piqued your interest since you were a child. There are some things in this world that have a profound effect on you. You have some values that are most important to you. Do you ever share any of these details with your team? What is it that actually matters to you? What do you want to make a difference in the world with your life? Please respond to the following questions. It’s fine if you don’t know. Simply answer, “I don’t know,” and keep asking. Keep asking every day. You don’t need to know; all you have to do is keep asking. Here’s a simple activity to get you started: Consider having three words inscribed on your gravestone after you die. These three words represent the three ideals or notions that you have demonstrated through your life. Your life exemplified the true meaning of these three words in the world. What do those words mean to you? These are the places to start when it comes to what you genuinely care about.

Are you genuinely putting these skills to work as a team leader? Share your answers with your team once you’ve figured out the answers to any of the above questions. Connect your work and your role as a leader to your larger mission, as best you understand it at the time. Invite your team members to speak about their larger goals. We’re always curious in what people are passionate about. We like following people that help us understand, articulate, and strive for the things that are most important to us in the world. We like following those who help us find significance in our lives.

Conclusion

When you recognise that your job obligations aren’t about strategy, tasks, projects, or execution, you’ve become a leader. When you recognise that your first obligation is to the people, you have become a leader. Leadership entails taking such good care of people that they take better care of everything else than they could without you. With greater trust, play, power, love, truth, intuition, and purpose, “better” implies. That’s why they’re so interested in you.