Christian Leadership Alliance
| 
1 of 4
Give Me a Reason to Follow: An Interview with Dr. Eugene Habecker
An Interview with Dr. Eugene Habecker| Outcomes, Sep/Oct 2006
Before launching Taylor University's hectic fall semester, Dr. Habecker graciously took time to share his insights about a leader's responsibility to his or her followers.
CMR: In this CMR issue, Pat MacMillan states that "As leaders, we must lead in such a way that our people want to leave nothing on the table—hold nothing back in reserve." What do you think are some of the greatest challenges in motivating people to follow?
Habecker: First, I don't think leaders motivate followers. Rather, leaders work to align what needs to be done in an organization with what a potential follower is motivated to do. Jim Collins' reference to making sure you have the right people on the bus and in the right seat is part of this. But there's more.
I don't believe there are unmotivated people in organizations. Deep down all people, including leaders, have a motivation to do something … to follow something—someone, some vision, some cause. So leaders don't create motivation out of thin air as much as they help unleash or provide a channel for people to put into action what they are motivated to do.
One of the ways leaders can help unleash or channel motivation is to create clarity around an organization's mission, vision and core values. When these ar? collaboratively developed, understood, and owned—organizational clarity can help channel and unleash what people are already motivated to do.
A further problem is that some people in organizations are in positions where they're called upon to exercise responsibilities in ways that are inconsistent with their motivation or life calling. Unfortunately, that describes some leaders. In these situations, even the most "dynamic" leader isn't going to change things long-term with a compelling call to action.
CMR: Do leaders need to give people a reason to follow?
Habecker: Let me first make a distinction between one who holds a position of authority with subordinates and a leader who has followers. In the former case, a subordinate tends to be one who holds an "I have to do this" attitude. In the latter case, a follower is someone who has an "I want to do this" attitude. Good leaders work hard to see subordinates become followers.
I'm always amazed as I read the biblical texts how leaders who could have demanded that people follow chose not to do demand that. Whether David? Moses, Nehemiah, or others— we often see people being presented with the challenge, then invited to follow. The biblical texts are filled with responses like "let us do it." In other words, the focus shifts from something being the "leader's idea" to something becoming "our idea." In the biblical scenarios, of course, the leader usually attempted to context the direction given within the overall framework of God's calling or direction. And so should we.
Good leaders, in addition, give followers a reason to follow. And here is where the matter of trust comes into play. Leaders need to be trustworthy, in every situation. Followers need to know that their best interests will always be part of any discussion where their leader is involved. Often a leader wants to know whether the followers believe in the leader. But perhaps the more important question is whether the leader believes in the follower.
Keep in mind that sharing a leadership direction with followers, which is subsequently embraced by them, is a kind of confirmation of the Holy Spirit's leading. Why? Because given the frequent biblical emphasis on unity within the body of Christ, I don't believe the Holy Spirit will lead those leaders and followers who are committed to walking in his ways in opposite and divisive directions. To do so would violate the unity of the body of Christ.
635 Camino de los Mares, Suite 216, San Clemente, CA 92673 · (949) 487-0900