“Effective and courageous followers will use professional dissent to challenge their leaders’ decisions.” There are no leaders without followers. No followers without leaders however, it is the responsibility of followers to engage in professional dissent (expressing alternate views), to challenge their superiors and shape ethical and professional behaviour. LTCOL Paul Berg of the US Army puts forward a compelling argument for the need of followership training in the PME continuum. Although his examples have an Army flavour, the lessons and theory are equally applicable in the Australian Air Force as part of a Joint Force. Air Force is transitioning to its next generation of combat capabilities and with it comes a new generation of followers. Across the spectrum of conflict our people are faced with novel operational and tactical challenges as they strive to support their leaders and the mission. Do you feel confident challenging your boss with respectful, professional dissent? As a leader, do you set the conditions for subordinates to challenge your ideas?