Followership vs. Leadership: The Hidden Cost of Consensus Culture
Imagine this: You’re handed the reins of a company with two stark options—call all the shots solo or crowdsource every decision to the masses. Which would you choose?
"Consensus is the absence of leadership."
— Margaret Thatcher
Let’s explore this thought experiment. Imagine that you’re the leader of a large organization. You have the choice between being solely responsible for every decision or posting a poll on LinkedIn where the most popular vote dictates the outcome.
For control enthusiasts, the first option feels like a dream. For others, relinquishing some pressure and accountability to the crowd might seem like sweet relief. This model of “followership,” where decisions are shaped by consensus, can be powerful. When team members feel heard, they’re more likely to take ownership of outcomes and drive initiatives forward.
However, leadership isn’t always about alignment or popularity. Sometimes, tough decisions have to be made quickly and without unanimous agreement. Over-reliance on followership can hobble a leader’s ability to act decisively, and the cost of hesitation can be steep.
Take the rise and fall of BlackBerry as a cautionary tale—and yes, I have a personal story to tell about that.
The BlackBerry Lesson: When Consensus Backfires
Early in my career, I remember the day I was handed my company BlackBerry. It felt like being handed a key to the executive kingdom. I was now mobile and unchained from my desk. I could respond to emails at lightning speed—and, regrettably, even while driving. (Don’t worry; I quickly learned the risks of distracted driving.)
But what seemed cutting-edge then now feels like a relic of the past. In the early 2000s, BlackBerry was the gold standard in mobile technology, dominating with its secure email and iconic physical keyboard. Yet when Apple introduced the iPhone in 2007, consumer preferences shifted toward touchscreens and app-based ecosystems.
BlackBerry’s leadership, operating in a consensus-driven culture, struggled to agree on whether to embrace these new trends. Some executives clung to their flagship keyboard, while others pushed for touchscreen innovation. The result? Prolonged deliberation and delayed responses.
By the time BlackBerry released touchscreen models, the competition had already seized the market. BlackBerry faded into obscurity, a powerful example of how overemphasizing consensus can stifle innovation and timely decision-making.
I reluctantly gave up my beloved BlackBerry for a touchscreen iPhone. And with each new upgrade, Apple’s ecosystem pulled me in deeper. It was a bittersweet reminder of how swiftly the tides of innovation can turn.
Steve Jobs: The Power of Decisive Leadership
Contrast that with Steve Jobs’s decisive approach when he returned to Apple in 1997. Faced with an unfocused product line, Jobs didn’t wait for full consensus. During a leadership retreat, he famously crossed out most items on a brainstorming list and declared, “This is what we should be focusing on.”
This bold, streamlined strategy led Apple to produce revolutionary products like the iMac, iPod, and iPhone, turning the company’s fortunes around. Jobs’s leadership highlights the importance of decisiveness in creating clarity, focus, and momentum.
Finding the Balance Between Followership and Leadership
As a leader, balancing inclusivity with decisiveness is crucial. Here are three actionable ways to strengthen your decision-making muscle:
Practice Incremental Decisions: Start with small, low-stakes decisions to build confidence and refine your judgment under pressure. Tools like decision matrices can help weigh pros and cons objectively.
Set Decision Deadlines: Use frameworks like the 80/20 rule—make a decision when you have 80% of the information rather than waiting for perfection. Timeliness often outweighs prolonged deliberation.
Role-Playing and Simulation: Engage in exercises that simulate real-world ambiguity. Practicing decisions in uncertain scenarios helps you stay calm and assertive when it counts.
Closing Thought:
"Leadership is not about making all the decisions yourself, but about making the right decisions with courage and conviction."
— Unknown
Great leaders know when to listen and when to act. Striking that balance is the key to driving innovation and avoiding the pitfalls of hesitation. Don’t fall victim to the dreaded “design-by-committee” mentality—where good ideas go to die, one consensus at a time.
