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Growing Future Leaders with
Social Technologies Presented by: Todd Nilson 7Summits
Who is 7Summits?
Strategy
Experience
Technology
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Social Business Agency 2009
70+
FOUNDED
TEAM
“We create online community experiences that transform businesses and enhance people’s lives”
KEY PARTNERS
Agenda • Social business
• Identifying leaders
• Mentoring challenge
• Self-transformation
#hrcon2014
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&
Technology & Globalism
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Mckinsey “A new class of company is emerging - one
that uses collaborative technologies intensively to connect the internal efforts of employees
and to extend the organization’s reach to partners, customers and suppliers...”
Mckinsey 4,200 companies surveyed
70% using social technology in some way
90% seeing some degree of business benefit
3% fully networked
Untapped potential...
$900 Billion - $1.3 Trillion
2x potential value of communication & collaboration
20-25% improved knowledge worker productivity
Self-Assess Where does your organization stand on the
question of social media for the enterprise?
Summarize the attitudes you have overheard ( or overheard yourself saying
over the past few years ).
Social media 1. ... is a source of entertainment with little or no
business value 2. ... is a threat to productivity, a threat to
intellectual capital, privacy, management authority, and compliance
3. ... is not likely to hurt us but has a chance of helping the business
4. ... has potential value but we must be more organized and strategic in its use
5. ... represents an opportunity to re-forge the entire organization
6. ... has the potential to change the way that work gets done, enhancing collaboration and innovation
I
6 Attitudes
Folly Fearful Flippant
Formulating Forging Fusing
Source: Anthony J. Bradley and Mark P. McDonald
6 Attitudes
Folly Fearful Flippant
Formulating Forging Fusing
Source: Anthony J. Bradley and Mark P. McDonald
Emphasize direct business value, avoid flabby statements
Focus on low-risk initiatives even if high value goals exist
Convince leaders that purpose matters, focus on hot buttons
Succinctly express ways to demonstrate cross-dept. impact
Capitalize on momentum and promote further collaboration
Include community collaboration where appropriate
Business Impact • How we create & produce value has changed – scale globally-connected collective intelligence
– work more visibly within the enterprise
– work outside of organizational boundaries
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How can social media help me to identify
leaders in my organization?
1990s New Mexico Factory le9 with few
leaders
Sought early assurances of exec support
Analyzed past failures
Intranet-‐based quesEonnaire to match mentor-‐
mentee
Added group mentoring
Source: hGp://www.fastcompany.com/44814/inside-‐intels-‐mentoring-‐movement
"With a small group mentoring
each other, you get the kind of deep feedback
that won't happen in a roomful of
people."
"I wanted someone outside my
department to bounce ideas off of. Not to
criticize my group, but we often think alike. I
needed outside perspective."
Baseline Maturity
45%
4%
51%
Uses capabilities to identify internal talent or key
contributors
Advanced social companies
Less social companies
Other companies that make little effort
Identifying potential leaders
• Future Work Skills 2020 o Social intelligence o Situational adaptability o Cross-cultural competency o Data-based reasoning o New media literacy o Design mindset o Cognitive load management o Virtual collaboration
Institute for the Future for the University of Phoenix Research Institute
Readers to Leaders
All Users Reader Contributor Collaborator Leader
The Reader-to-Leader Framework. Preece & Shneiderman. 2009
Business Impact Identifying future leaders is about...
Establish baseline of social maturity
Recognize 2020 competencies
Understand how leaders emerge
via social
Social Mentoring Growing talent is the creation and cultivation of a climate that provides opportunities to try out skills, exposed to progressive challenges, given training and study opportunities, management and leadership tasks
- Hesselbein and Beckhard, The Leader of the Future, 1996
Mentoring has changed Traditional mentor as a formal 1-on-1
relationship between senior leader and protege
Mentoring has changed Social technologies enable greater breadth of
secondary mentors drawn from manager, peers, competitors, friends and even family
And it is no longer one-way!
Mentoring has changed Mentoring not limited to the organization but
often comes from outside and is informal (e.g. Coursera, LinkedIn groups, Twitter ... even HR conferences)
360 Degree Leader • Walk slowly through the halls intranet
• See everyone as a 10
• Develop each team member as a person
• Place people in their strength zones
• Transfer the vision
• Reward for results
• Model the behavior you desire
John C. Maxwell © 2005
Walk Slowly • Slow down to connect
• Express that you care
• Create a healthy balance of personal and professional interest
• Pay attention when people start avoiding you
Everyone is a 10 • See them as who they can become
• Let them borrow your belief in them
• Catch them doing something right
• Realize that 10 has many definitions
Develop them • See development as a long-term process
• Discover the dreams and desires of each person
• Use organizational goals for individual development
• Help them know themselves
• Celebrate the right wins
• Teach them how to do it then make them do it
Strength Zones • Discover their true strengths
• Give them the right job
Model the behaviors • Your behavior determines the culture
• Your attitude determines the atmosphere
• Your investment determines the return
• Your character determines the trust
• Your work ethic determines the productivity
• Your growth determines the potential
How do I start modeling the behaviors?
How do I put my
organization on a path to enabling social tools for
the enterprise?
Why Take Action? Executive
commitment helps social
initiatives thrive
Executive mentoring
accelerates innovation
Grow the next generation of
company leaders
Breakout (10 min.) • 5 minutes, 2 note cards
• Relate your two biggest challenges when it comes to changing your attitudes and behaviors when it comes to using social media
• 2 votes
• 5 minutes to discuss the top issues and formulate an approach
The most effective leaders throughout history have been great communicators, yet the vast majority of modern day CEOs and C-Suite executives are conspicuously absent from social media channels.
- 2012 CEO, social media & leadership survey, BRANDfog
Fortune 500
61% of
companies
CEOs...
2.5%
vs.
Online vs. Traditional Traditional Leadership • Establish a vision
• Share a vision
• Provide knowledge
• Balance interests
• Step up in times of crisis • Formal mentoring model
Translated to Online • Talk about your POV with
others • Connect with stakeholders,
influencers, like-minded • Produce your own content,
share that of others related to your POV
• Transparency, generosity, trustworthiness, share vision
• Build an engaged following who will listen and share when needed
• Informal mentoring model
Remaking Yourself Becoming an effective social mentor requires changing your own attitudes and habits toward social tools – Drop the stigma – Recognize the value – Translate your strengths into the online medium – Emerge from so-called dark social media to open – Make time to model the behaviors of sharing and
transparency (Working Out Loud)
The 3 Networks • Personal Network (I)
• Organizational Network (We)
• External Network (World)
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Thank you. Tweet to continue the conversation
@toddnilson
Thinking of a new social initiative?