The Best Leaders are Good Followers
David Freund
That statement may sound contradictory, but I recently heard it and found myself reflecting on how true it really is. If you want to be a great leader, you must first be a good follower. You need to know when, as a leader, it’s time to shift back into the role of a follower.
In John Maxwell’s all-time bestselling book, The 21 Irrefutable Laws of Leadership, he identifies the laws that contribute to effective leadership. But is anyone truly good at all 21 laws? If I’m not, does that mean I can’t be an effective leader? Do I only need to embrace 17 or 18 of the laws? What if I’m only strong in 15 of them — does that make me a poor leader?
If you ask John Maxwell, he’ll tell you that one of his weakest areas is the Law of Navigation. Does that mean the law isn’t important? Does it mean his book is wrong? Of course not.
Let’s return to the premise that the best leaders are good followers. Great leaders understand where their strengths lie and where they don’t. They know who to surround themselves with and when to elevate someone else into a leadership role based on that person’s strengths and expertise. If I’m only strong in 15 of the 21 laws, who do I have on my team that excels in the areas where I’m weak?
As I write that, I realize I’m making an important assumption: that the leader possesses a high degree of self-awareness. In my experience, the best leaders are always highly self-aware. They understand their strengths, acknowledge their limitations, and aren’t threatened by the talents of others.
Many of the most important leadership traits are first learned as followers. We learn to listen and receive feedback. We learn the value of admitting our mistakes and remaining teachable. We discover that if we’re not growing, we’re falling behind.
As followers, we also learn humility. We understand that our personal opinions and preferences sometimes need to be subordinated to the needs of the team, the mission, or the leader. We realize that leadership is not about getting our own way; it’s about achieving a greater purpose together. We also comprehend the value of service. We discover the power of giving ourselves for the benefit of others.
One of my favorite leadership principles is this: leadership is never about you; it’s always about the people you serve. The best leaders learned that lesson long before they occupied a corner office or carried a leadership title.
Perhaps the greatest example of servant leadership is Jesus Christ. He launched a movement that has endured for more than 2,000 years. One of the most powerful demonstrations of His leadership came when He washed His disciples’ feet. He showed that true leadership begins with service.
Great leaders also understand the impact of leadership because they have experienced it from the other side. They know what it feels like to be ignored, micromanaged, or unfairly criticized. They also know what it feels like to be trusted, encouraged, developed, and empowered. They learned those lessons as followers, and they carry them into their leadership roles.
Ultimately, great leadership isn’t about being the smartest person in the room — it’s about knowing who is. It consists of asking great questions, leveraging others’ strengths, and creating an environment where people can thrive. The best leaders are good followers because they never stop learning, never stop serving, and never forget what it feels like to be led.
No leader perfectly embodies all 21 laws. The best leaders recognize this, surround themselves with people who complement their weaknesses, and have the humility to follow when someone else is better equipped to lead. That’s why the best leaders are, and always will be, good followers.