In my column last week, we asked, "Are you a follower?"

84.6 percent said "Yes," while 23.1 percent answered "No."

Then, we asked, "If you are a follower, why are you a follower?"

7.7 percent responded that "It is easy," 46.2 percent answered "I am comfortable here," and 46.2 did not choose an answer.

After that, we asked, "Do you think followers have a responsibility to improve their skill set?"

100 percent answered "Yes."

Finally, we asked, "Any other comments on following?"

Responses:

>For question 2: it is a bit unfair since everyone who is not at the top of the pyramid is a follower. I am in a leadership role but also must take direction as well. Followers need to develop their skills to know how to be effective at their job in taking direction and their work.

>A consultant is a follower in that the client must be followed to learn his business, plan or problem. We must offer recommendations in a way that makes the client look good, produces his product and makes his customers satisfied. Our ideas are not the most important, the follower must look to meet the needs of the client.

>Unfortunately, too few people in industry today have spent even one day in the military so they have probably never learned the value of being an effective follower. The Army only survives if each soldier, whether officer or enlisted, knows how to follow. and in today's Army, that doesn't mean following blindly. Each person is expected to use their brain to accomplish the mission, even if that means telling the old man that there's a better way.

>At various times in my career, I have been a follower and also a leader. Similar skill sets - listening and prioritizing - are keys to success in both roles.

>Leaders have little chance of success unless his/her followers are successful. The reverse is similarly true. Leader/follower relationships prosper when this mutual dependency is realized and embraced.

>I'm going to write a separate article on this excellent topic.

>The options for Question 2 are all limiting. There are so many leader positions. Being a success as a follower can be rewarding and is essential to keep the organization going.

>I am a follower - because I have a boss - but I am also a leader. I subscribe to an idea I'll call "active following" (think active listening) where the collaborative ideas and priorities between my boss and me form the path that I follow. To a large degree, then, I am my own leader and become my own follower. Think that trough several times and see if you get dizzy!

>A leader can only be successful if the followers are thinking and providing good information to the leader.

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