In a large organization, it’s not easy for leaders to create change all by themselves. While the leader might initiate change, it’s crucial to have a first follower who supports them right away. Historically, these key supporters were known as “vassals.” Great leaders have always had talented persons by their side who helped amplify and spread their influence.
If leadership is like a spark, then these key supporters are like the fuel.
We often remember the leader, but without these supporters, it’s hard for leadership to spread and grow. For example, the legendary Chinese leader Liu Bei had his loyal generals, Guan Yu and Zhang Fei, and the brilliant strategist Zhuge Liang. Similarly, the warlord Cao Cao had many skilled advisors and generals. These key supporters recognized the greatness of their leaders and actively followed them, making their leaders even stronger. We can call ‘Team Ace’
In a popular TED Talk by Derek Sivers, titled "How to Start a Movement," which has been viewed over 8 million times, Sivers explains how collective change begins and spreads. He tells the story of a man who started dancing wildly in a park. At first, people thought he was strange. But then, a first follower joined him, dancing just as wildly. The first man showed how to follow along, and soon others started joining in. Before long, a small crowd formed, and eventually, everyone started dancing. What began as one person’s odd behavior turned into a movement, all because of the first follower.
A leader may initiate change, but it’s only when a first follower recognizes and supports them that the change begins to spread rapidly. The first follower has a special ability to see the leader’s vision before others do. Naturally, the pull, or “gravitational force,” between a leader and their first follower is the strongest among all relationships in the organization. The first follower then spreads the leader’s influence to others, creating new connections and expanding the leader’s reach.
However, finding a truly supportive follower isn’t easy.
Often, many people gather around a leader, but not all of them have good intentions. Unfortunately, bad actors tend to be more eager to stay close to the leader. We call these people “sycophants,” not true supporters. When these sycophants gain the leader’s trust, they can create what’s known as “gatekeeper power,” where they control access to the leader.
It’s often hard to distinguish between true supporters and sycophants because both may appear loyal. The difference lies in their intentions: sycophants are driven by selfish desires, while true supporters have the organization’s best interests in mind.
A sycophant is eager to get closer to the leader, reducing the “distance” between them (just like in the law of gravity), to increase their own influence. Eventually, they may become so close that they start to dominate the leader, shifting the leader’s power to themselves.
In contrast, a true supporter doesn’t push to get closer for personal gain. They focus on what’s best for the leader’s vision and the organization. This balance allows the leader to maintain healthy relationships and effective leadership.
Sycophants, too, follow the laws of gravity. When the distance between the leader and a sycophant becomes very small, the gravitational force between them becomes very strong. This strong pull can cause the leader’s power to shift away from leadership and toward the sycophant’s personal influence. Historical examples, like the infamous “Ten Attendants” during the late Han Dynasty in China, show how a leader’s power can be hijacked by close advisors with selfish motives. Over time, the leader becomes dependent on them, and the balance of power shifts, with the sycophant’s influence growing stronger than the leader’s. This corrupted force is no longer true leadership, and it can become highly unstable, leading to the leader losing control and even becoming a follower of their own advisors.
It’s often hard to distinguish between true supporters and sycophants because both may appear loyal. The difference lies in their intentions: sycophants are driven by selfish desires, while true supporters have the organization’s best interests in mind.
A sycophant is eager to get closer to the leader, reducing the “distance” between them (just like in the law of gravity), to increase their own influence. Eventually, they may become so close that they start to dominate the leader, shifting the leader’s power to themselves.
In contrast, a true supporter doesn’t push to get closer for personal gain. They focus on what’s best for the leader’s vision and the organization. This balance allows the leader to maintain healthy relationships and effective leadership.
Sycophants, too, follow the laws of gravity. When the distance between the leader and a sycophant becomes very small, the gravitational force between them becomes very strong. This strong pull can cause the leader’s power to shift away from leadership and toward the sycophant’s personal influence. Historical examples, like the infamous “Ten Attendants” during the late Han Dynasty in China, show how a leader’s power can be hijacked by close advisors with selfish motives. Over time, the leader becomes dependent on them, and the balance of power shifts, with the sycophant’s influence growing stronger than the leader’s. This corrupted force is no longer true leadership, and it can become highly unstable, leading to the leader losing control and even becoming a follower of their own advisors.
When evaluating a leader, it’s important to also pay attention to their first followers.
The character and intentions of these individuals are crucial. History & movies have shown that sycophants do not feel the same level of responsibility for the organization as true supporters do. Their desires and ambitions often come before the needs of the organization, leading to problematic dynamics.
Even though there’s always a risk of attracting sycophants, a leader still needs supportive followers to spread their leadership effectively. It’s essential for leaders to carefully choose their close supporters, ensuring they understand and can effectively promote the leader’s vision. Leaders should also regularly assess whether these supporters are starting to gain too much power.
As members of an organization, we should constantly observe and evaluate the gravitational pull between a leader and their close advisors. Leadership may be driven by the leader, but its spread and impact depend on those around them.
In all areas of life—whether in a country, society, or business—we need to evaluate one another to create healthy leadership dynamics. We all have a role to play in ensuring that leadership remains strong and positive.
Even though there’s always a risk of attracting sycophants, a leader still needs supportive followers to spread their leadership effectively. It’s essential for leaders to carefully choose their close supporters, ensuring they understand and can effectively promote the leader’s vision. Leaders should also regularly assess whether these supporters are starting to gain too much power.
As members of an organization, we should constantly observe and evaluate the gravitational pull between a leader and their close advisors. Leadership may be driven by the leader, but its spread and impact depend on those around them.
In all areas of life—whether in a country, society, or business—we need to evaluate one another to create healthy leadership dynamics. We all have a role to play in ensuring that leadership remains strong and positive.
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leadership
