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Follow the Leader

By Ken Schimpf

Successful organizations need great leadership.

More importantly, successful leaders need great “followship.”

When a member of an officials association takes on the task of leading, it’s all about who is following. The larger a “followship” you have; the more productive a leader you can become.

Creating a “followship” takes time, savvy and strong resolve.

Association members who choose to follow a leader do so because they receive value from being a follower. For some, it’s the belief that commitment to a leader can provide benefits to their officiating schedule. For others, it’s the belief that a leader can express the follower’s viewpoints better than the follower might. For others, following the leader provides a connection of belonging to the group.

Beyond that, followers expect their individual interests to have the attention of the leader as well. In fact, a member of our association once sent this email message:

“I’ll put it to you straight, when you have successful people willing to help you and show you the right way, one has no choice but to follow their lead and advice.”

Leaders must find a way to meet that expectation of their “followship.”

In associations, leaders are often perceived as the gate-keepers to the treasured assignment sheet. Yes, they are so much more than that. Still, leaders must find time to match any member’s abilities to the available assignments. If a less-experienced official seeks growth in their schedule, it’s the leader’s responsibility to find opportunities that challenge that official, but don’t exceed their experience and abilities. With veteran and experienced officials, leaders must provide proper perspective on where the glass ceiling is.

Leaders must make a sacrifice of time and their own interests to work games with their “followship.” If a young basketball official needs experience, then a leader works the seventh-place vs. eighth-place game with that official despite the possibility of a higher-profile assignment elsewhere. Leaders take time to review the game and suggest the next time a crew could work a game together.

Leaders echo what their “followship” is saying during private conversations, but not expressing in a public forum. When the “followship” reports unacceptable locker-room conditions at the local high school or a delay in payment of game fees, leaders look into the problem and address it for their “followship.” Followers might fear speaking up, but leaders step in for them. Leaders serve as the leading-edge heat shield.

When a leader hears from his “followship,” it’s not the result of the leader’s actions that maintain the “followship.” Rather, it’s the desire to make the effort on behalf of the “followship” that makes the leader. If they know they go to you for help in difficult times, they will support you in difficult times as well.

Leaders expand and connect members of the “followship.” At association meetings, it’s the leader’s responsibility to make sure everyone knows everyone. Learn the names that go with the new faces and introduce them to the old guard. Makes sure the old guard welcomes the new faces. And guard both the old guard and the new faces from the negative element of each group. They are all a part of the “followship.”

Some longtime officials just never want to welcome the new kid on the block. Some over-enthusiastic new kids need a little seasoning before they interact with the establishment. A leader manages the balance between the two.

A leader makes certain the “followship” understands the social contract of the group. While an association may not have a “secret handshake,” the unwritten rules are more important than the rulebooks we enforce. A leader constantly monitors the development of unwritten rules, making sure they are taught, explained and remain understood among the group.

Ken Schimpf lives in Pewaukee, Wis., and is an assigner for the Wisconsin Basketball Officials Association.

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