Why the next guy in line is more important

In organisations the focus of most of the efforts is the Leader. The spotlight is on the incumbent and his every need is met and satisfied. Some organisations might even be guilty of pampering the Leader. Little attention, if any, is ever paid to the second – in – commands, the ones who are the receipients and conduits of the ‘great man’s’ ideas and orders. And examined closely, this is the level where it can all come together or fall apart.
The next – in – commands, or the group of so – called followers are the most important persons in an organisation. The term ‘follower’ is practically a misnomer – he should not really be one in the strict connotation of the term. The next – in – command, if merely a conduit can seriously be underplaying his role, for he is expected to and should be challenging thought – processes that emerge from the ‘corner office’ and presenting the alternate view or better still alternate views. He should as often be in the garb of the Devil’s advocate. This rarely happens given organisational dynamics and is therefore a gap area that is a measure of organisational culture, structural balances as well as individual competencies.
Even in the role of the implementer, the second – in – command, has a hugely critical role. An enlightened Leader can spawn a million ideas and initiatives, but to what effect if the ideas do not result in effective action plans, accountabilities and follow – ups ? Given the fact that most Leaders are not and are not expected either, to be caught up in the messy intricacies of implementation, the army of next – in – lines are expected to fulfil that role effectively. Often the failure of a Leader can be traced to the failure of his followers. The saying : ‘Behind every successful man stands a woman’ can be paraphrased to say : ‘Behind every successful Leader stands an army of efficient followers.’
Modern organisations, caught up as they are in the instant demands of an ever – changing, volatile world, do pay a lot of attention to actions and implementation, hence the role of the next – in – commands in ‘getting things done’ is well understood and well defined, and there lies the rub. Most modern organisations may well be guilty of driving the follower in his implementatory role but paying little or no attention to him from the perspective of the followers’ role in the future. Caught up in the vortex of implementation, both man and management can lose sight of the future. A myopic vision of the developmental needs of the follower, holds the danger of translating into a myopic vision of the future of the organisation.
Given that organisations are built on the bedrock of a respectable past, they are also sustained on the dexterity of the present and the preparedness for the future. Organisations can ignore this perspective only at great peril.
Sense and sensibility both demand that while the Leader may have a larger glamour quotient, the follower be bestowed equal, if not arguably, a larger share of the organisational focus of developmental efforts, both to strengthen his current role requirements as well as in preparation for the future.
The ideal way forward is perhaps best illuminated by one focus light on the present and one spotlight on the future !