Leadership is a continuous journey through both actions and growth. In the area of recruitment, 'Skill/Will' and 'Level 5 Followership' play a critical role in developing followers into profound leaders (Bielaszka-DuVernay, 2009) . The U.S. navy is currently experiencing challenges in recruitment as the dynamic economy in the U.S, which is deterring young adults and the youth from enlisting as well as attracting sailors away from the navy into the workforce. This makes me think of a Level V Follower, who is an influencer. An influencer is an individual who strives to alter strategies or activities that will have a considerable impact on the organization. The U.S. Navy employs the use of rigid policies in recruitment which have not been updated in the last decade and were not designed to meet the changes happening in the U.S. labor markets. Skill/Will and Level V followership prompt an individual to take the initiative in decreasing the time required for recruitment and increase efficiency using mass media networks to expand the pool of prospective recruits. As an influencer, a Level V Follower knows that "yesterday is interesting but irrelevant" and strives to search for positive ways of bringing change into the organization when the processes of achieving a particular task are inefficient.
There is limited literature or probably classes and seminars on how to achieve Level V Followership; therefore, it can be concluded that it is an art. To move people towards achieving Level V Followership, they need to be continuously challenged so that they do not become overly confident or comfortable in their duties. People need to be continuously moved to new areas of responsibility so that their skills, robustness and resiliency can be challenged at new and heightened levels. Individuals must also be ready and willing to learn in order to attain Level V Followership (Bielaszka-DuVernay, 2009) . People need to know what obstacles or challenges that they are experiencing as followers and recognize ways in which the challenges can be eliminated. Some of these obstacles and deficiencies can only be recognized when you are playing the role of the follower than the leader. Through this, people can develop ideas or strategies that can be used in solving the problems and making life better and easier for other people in the same role every day (Hymowitz, 2001) . This processes also teaches how difficult it is to follow directions that you disagree with and thus makes an individual more empathetic in future when they are leading in a controversial issue.
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To impact change in my organization, I will strive for continuous learning for all employees. Irrespective of their expertise and experience, all employees possess a skill that they can teach one another. Developing an interest in employee development boots retention initiatives by 80 percent and creating an environment where employees can make mistakes and learn from them provides employees with the opportunity to develop and acquire new skills (Obolensky, 2014) . The culture drawn from the thirst to explore and learn, creates an atmosphere in the organization for collaboration and creativity that is aligned with organizational performance. As a leader, I will also discourage the use of excuses. Excuses are not valuable to the relationship or success of the organizations. When employees fail to meet their targets of expectations, they must acknowledge failure and learn from their mistakes and ensure that the same is not repeated, and to continuously refine their skills and knowledge.
For continued success, every employee and stakeholder must strive to make positive changes both individually and collectively. This will result in the development of dynamic followership that will encourage the development of leadership as a result.
References
Bielaszka-DuVernay, C. (2009). How to Lead When You’re Not the Boss . Harvard Business Review. Retrieved 11 August 2020, from https://hbr.org/2009/02/how-to-lead-when-youre-not-the.
Obolensky, N. (2014). Complex Adaptive Leadership: Embracing Paradox and Uncertainty (2nd ed.). Routledge.
Hymowitz, C. (2001, February 20). Being an effective boss means knowing how to “manage up,” too. The Wall Street Journal Western Edition .
