Leadership 2.0
20 metaphors in 40 slides

4 points (dang!)
 Collaborative leadership makes
for a tight, efficient organization
(after a while)
 Transparency born of
collaboration improves
speed, quality, control
 Learning is the core objective
 Fear is the barrier

If people were perfect, we wouldn‟t
need to collaborate, just clone.

Leadership 1.0
 Command and control
 Divide and conquer
 Infallible

Leadership 2.0
 Drives vision
 Transparency
 Deep engagement with the team
 Constant learning and continual
improvement

Leadership Listens

When you can And they can And to each
listen carefully listen carefully other
to your team to you

Efficiency
Innovation and Surprise learning
Quality
Expertise on Demand
responsiveness
Focused, co
ordinated Urgency
awareness

General James E. Cartwright
- Vice Chairman of the Joint Chiefs
of Staff.
- Blogger

“The first thing that came out was „Don‟t post
anything on that blog without clearance from the
commander,‟ ” Cartwright said.
“We had to beat that down.”

The next firewall thrown up to Cartwright‟s
blog were responses that came from only
senior staff officers like captains and majors
“giving me only what their commanders
wanted me to hear,” he said.
“I called that the „tethered goat‟ response and
it wasn‟t all that helpful.”
http://www.armscontrolwonk.com

Leadership asks questions.

How to ask questions
 In person
 In blogs
 In “communities”/shared
workspaces
 Acknowledging what you don‟t
know
 Acknowledging problems

Getting Answers, fostering candor
 Eliminate fear
 Demonstrate listening
 Authenticity and humility
 Go looking for trouble
 Think about the relative risks of
mistakes versus inaction

Eliminating Fear
 Respect comes first
 Trust follows
 Constructive debate is enabled
 Be prepared for mistakes
 Show recognition that problems
discovered early are
opportunities, not crises
 Fail fast, fail small

So, about that team…

Leadership should be distributed

 How do we unify focus &leverage
effort?
 across resources who have
wildly divergent
experience, capabilities and
perspectives

 so that the right
expertise, information and action
 are at the right place at the right
time
 for the right people

 And teams can organize around
goals,
 track progress,
 learn and innovate
 Get good at “Adaptive Work” vs.
“Technical Work”
 Ronald Heifetz

Collaboration means different
things….
 Creative
 Coordination toward specific
objectives
 Connective
 Ensuring like finds like
 Compounding
 Ensuring Present finds Past

What do we need from our
technology?
 Capture  Connections
 Connections  People to People
 Content  People to content
 Evolution  Content to Content
 Contribution
 Discovery
 Active
 Passive

Social Media
 Supports teambuilding
 Enables action
 Reduces cycle times
 Captures both explicit and tacit
knowledge
 Eliminates barriers of
time, location, rank and bureaucracy

More specifically
 Shared Workspaces
 Notification
 User Profiles
 Search

But we have rules, standards, and
regulations….

Challenges for leadership
 Control
 Convergent vs. Divergent activity
 Maybe this isn‟t about control, but
about vision and process…
 Compliance
 Consistency

What is Control?
Coordination of Activity
Standards, consistency and compliance
Traceability
Problem identification and resolution
Quick, informed decision-making
Everyone scouting for relevant data
Training on the fly
Situational awareness

Surprise:
Social Enterprises are more
“controlled”.

Transparency begets control…
The workers understand the leadership‟s needs
The Executive team understands what‟s happening.
 Coordination of Activity
 Standards, consistency and Situational awareness
compliance
Usable software
 Traceability
 Problem identification and resolution Responsive, sensible process
 Quick, informed decision-making Social Media records work
 Everyone scouting for relevant data
Your workforce is a
 Training on the fly highly connected network
 Situational awareness

North Korea detains 2
American journalists
updated 12:23 a.m. EDT, Fri March
20, 2009
WASHINGTON (CNN) -- Two U.S.
journalists have been taken into
custody, apparently by North Korean
border guards, in the area of the Tumen
River marking the border between North
Korea and China, the U.S. State
department said.

So what about process?
 The purpose of process is to
ensure best practices are used
 Bad processes breed
workarounds and/or resentment
 Effective processes adapt
 Goal: process embodies
learning, which comes from
collaboration

Its not the wisdom of crow
– it‟s the aggregated wisd
individuals.

a collaborative team
 Shared sense of mission
 Mutual respect
 Trust
 Commitment to continual
improvement

Who‟s your team
 Functional
 Stakeholders
 Organization
 Community

How does this increase
productivity?
 Work-force engagement
$  Compounding Knowledge
 And capability
 Improvement is continual and
part of the process itself

 Head: how they connect with their company‟s
goals and values.
 Hand: willingness to put in a great deal of extra
effort.
 Heart: the emotional connection between
employee and employer - pride

Cultural Norms
Prevailing Collaborative
 Knowledge is power  Sharing is power
 I need to be perfect  We need to be perfect
 Expertise  Learning
 I‟m on my own  I‟ve got your back, you‟ve got
mine
 We improve each other

Three surprises from A-Space
 Weak ties are transformative
 It‟s the participation of second or third
degree participants that provide the
interest and breakthroughs
 Quality is MEASURABLY
improved
 It‟s the questions that drive
activity

Start Small
 Choose something limited:
 A meeting
 A small project
 Treat it like an experiment –
establish learning as a key
obejctive
 Use a wiki!

Wikigoodness: Capture, focus, organize
 Finding the RIGHT
level of organization for
your goal and team.
 File sharing – no more
emailing around and
trying to figure out what
the latest version is.

Fail Fast
 Don‟t over-think, over-plan or over-
engineer it
 Make sure its “disposable”
 Make sure you have a small clear
goal in mind
 So you can see whether it worked
 And improve the next round
 Don‟t make it personal
 Don‟t get discouraged
 (No fear)

Building Trust
 Show respect for the fact that
everyone knows something that
you do not
 Acknowledge the good
 Acknowledge the bad
 Cause they already know
 Go looking for trouble

4 points (dang!)
 Collaborative leadership makes
for a tight, efficient organization
(after a while)
 Transparency born of
collaboration improves
speed, quality, control
 Learning is the core objective
 Fear is the barrier

Thank you so much
 Debra LouisonLavoy
 dlavoy@opentext.com
 AIM: dlouisonlavoy
 Twitter: deb_lavoy
 Blog: productfour.wordpress.com