David’s experience of organisational behaviour came from a broad perspective. He was on the main Board of Logica plc before co-founding his own consultancy, specialising in re-engineering, which led him to work as a strategy consultant with Gary Hamel.  He also had a successful fashion enterprise and was a renowned commercial wine producer.

David began by examining the evidence around an overlooked side of leadership – that of ‘quality followership’.  With startling data he tackled the pernicious myth that leaders are the main explanation for organisational success.

Ira Chaleff, in The Courageous Follower, notes that the term follower “conjures up images of docility, conformity, weakness, and failure to excel”.  But, far from being impotent in the face of inexperienced or incompetent management, positive and constructive support from staff can have a substantial influence on the behaviour of their superiors.  This results in a whole that is more than the sum of its parts.

“The mark of a great leader is the development and growth of followers. The mark of a great follower is the growth of leaders!”

David explored various styles of followership, and how to recognise poor followership in an organisation.  He went on to explain the value that exemplary followers can bring, including:

• Commitment to the organisation
• Constructive handling of change
• Independent and critical thinking
• A high value for truth and integrity

There can be superior wisdom in large, diverse groups - collective decision-making is often more effective than that of a single leader and followers can be empowered by involvement in internal decision markets.