Overcoming the sometimes very large differences in position within an organization can be a challenge in establishing a true relationship with a leader. Though we may work closely with the leader, the difference in the relative status or elevation of our positions can form a chasm in the relationship. The sources of an elevation gap are varied:
The leader has been elected and the follower has been hired.
The leader founded the organization.
The leader owns the company.
The leader is considerably older and has held many elevated positions.
The leader holds a formal senior rank.
The leader is wealthy.
The leader has made major contributions to the organization.
The leader is widely regarded as a genius, a hero, or a celebrity.
These conditions may prompt us to think, “Who am I to question this person?” and disregard our perceptions or interpretations of events. We must stay highly alert to this reflex reaction and question it carefully. If it is the premise of our relationship we will fail both ourselves and the leader.
Warren Bennis, the great student and teacher of leadership, reports that 70 percent of followers will not question a leader’s point of view even when they feel the leader is about to make a mistake. From their elevated positions leaders are prone to losing touch with the common reality. This is sometimes referred to as “the king’s disease.” Leaders are often dependent on the perceptions of followers to reconnect them to external realities.
If we have thoughtfully considered the merits of our observations, our challenge is to rise above the intimidating nature of the difference in elevation and present our ideas. Speaking forthrightly to an “elevated” leader is not presumptuous; it is an essential part of courageous followership.