What Social Business Means for Leadership
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What Social Business Means for Leadership

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When you get past the buzzword of "social business" you will see an entirely new way of leading and managing our organizations. It's the future of management.

When you get past the buzzword of "social business" you will see an entirely new way of leading and managing our organizations. It's the future of management.

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What Social Business Means for Leadership What Social Business Means for Leadership Presentation Transcript

  • what social business means for leadership jamie notter @jamienotter humanizebook.comThree points being covered in this presentation: (1) What is social business and how is thatdifferent from social media; (2) How is social business having an impact on leadership,management, and how we run our organizations; and (3) So what? What do we need to doabout any of this, because I think we’ve got a window of opportunity right now that demandsaction.
  • “Throughout humanhistory, we have been dependent onmachines to survive...
  • ...fate, it seems, is not without a sense of irony. -MorpheusMorpheus (in the movie, The Matrix) is advocating revolution. I’m here to talk about adifferent kind of revolutionary opportunity, although it does represent a battle betweenhumans and machines. Where the power of what it means to be human can really usher in anew era. Where is this opportunity?
  • revolution?Social media?! I admit it: we’re all getting a bit sick of social media now. But that’s becausewe’re focusing on the tools and the tactics and losing sight about WHY social media issucceeding.
  • social media human Bigtock ImageSocial media succeeds because it taps into the power of being human. We’re drawn because itallows us to create share and learn. This is deeply human. And with the internet, we can scaleit--on our own, without third parties. That means collaboration and problem solving. I don’tcare how inane the content might be. When it lets us be human like this, we go there.
  • social businessBut we need to take it beyond marketing. Smart organizations are already integrating socialinto CRM, HR, product development, and service delivery. But this all runs into one bigproblem...
  • Management. Social business is often incompatible with management. Management has notseen significant innovation in decades (photo is of Frederick Taylor, the “father” of “modern”management). We still use basic processes (strategy, HR, etc.) the same way they werepracticed in the 1950s.
  • management machines Bigtock ImageBut it’s not ONLY that we’re stuck in the past. We’re stuck in the machine-oriented mindsetof the industrial era. We run organizations like machines, and that’s why they aren’tcompatible with social. Management is about control, predictability, consistency, insulationfrom context, and component parts. Social is about systems, decentralization, open source,customization...human.
  • management VS. social business machines humanSo we’re at a tipping point moment. Mechanical management versus human, social business.Mechanical management has come out on top for the last 100 years. But the power of socialhas an opportunity to tip the balance. And I’ve got some data to back me up on this.
  • 71% 71 of CEOs felt social business Text be important to their will % organization in 3 yearsIn a recent study by MIT’s Sloan School of Management and DeLoitte, researchers found that71% of CEOs felt social business will be important to their organization in 3 years. 70% ofCIOs felt the same way.
  • 71% 70% 71 of CEOs felt social business Text be important to their will % organization in 3 years 70 of CIOs %In a recent study by MIT’s Sloan School of Management and DeLoitte, researchers found that71% of CEOs felt social business will be important to their organization in 3 years. 70% ofCIOs felt the same way.
  • TODAY Text 28 of CEOs % 28% 14% 14 of CIOs %Note that TODAY, those numbers are 28% and 14% respectively. My conclusion: leadersglobally feel that social business is not totally here yet--but it’s coming.
  • The second bit of data comes from a survey that Maddie and I did on social leadership. Wesurveyed 500 people about social media and leadership. This group is on the social mediabandwagon. 84% believe that social media gives their company a competitive edge.
  • 84 Strongly Agree % Agree 41% 43% believe social media gives their company a competitive edgeThe second bit of data comes from a survey that Maddie and I did on social leadership. Wesurveyed 500 people about social media and leadership. This group is on the social mediabandwagon. 84% believe that social media gives their company a competitive edge.
  • But interestingly, when it came to leadership, actually using social mediawasn’t a priority for this group. We gave them 12 leadership traits tochoose from, asking for their top 4, only 21% chose “participates in socialmedia.” So what did they choose?
  • 21 % Participates in Social MediaBut interestingly, when it came to leadership, actually using social mediawasn’t a priority for this group. We gave them 12 leadership traits tochoose from, asking for their top 4, only 21% chose “participates in socialmedia.” So what did they choose?
  • They chose human-focused leadership, not traditional leadership traits.The red are command-and-control traits, and the blue are humanizetraits. This is more evidence of the tipping point--employees areexpecting different things from our leaders today.
  • Culture Process BehaviorSo what do you do about all this? You change your organization. But don’t be scared. Yes,you need to address the three areas of culture, process, and behavior (framework we use inHumanize), but you don’t have to do them all at once.
  • Culture decentralization transparency inclusion learningAt the level of organizational culture, it means embracing decentralization, transparency,inclusion, and learning (and I’ve got some good, high-profile examples of decentralizationand transparency).
  • Process systems thinking truth collaboration experimentationAt the process level it means building in more systems thinking, truth, collaboration, andexperimentation (Google’s a great example of designing for experimentation).
  • Behavior ownership authenticity relationship building personal developmentFor basic workplace behavior, it means figuring out how to get more ownership, moreauthenticity, better relationship building and more complete personal development (tip: youwant more ownership, then invest more in on-boarding...like the military does).
  • So where do you start? Just pick a process and change it. It might be good to pick a processthat people already hate...like performance reviews. I’ve worked with a client in Australia onjust this process. They made huge strides (without being a Google or any of the other high-profile examples).
  • Valuable Skilled GrowingI helped them expand performance management to go beyond the “are you doing your jobwell” question (the “skilled” circle above) and start to include elements that measured culturalfit (valuable) AND allowed employees to define their own success metrics (Growing). Some ofthis work was a struggle for this client. It’s not how we’re used to doing it. But there’s goodnews: I’ve got a hero to guide you...
  • yepNeo, from the Matrix (of course!). The story of Neo and the matrix is a classic hero myth.Luke Skywalker, Dorothy, and Moses tell the same story. The heroes doubted themselves buttook the red pill, left on the journey, found their strength and saved the world. And for socialbusiness, the hero is you. It’s every manager and employee. Take that red pill. Embark on thejourney of humanizing your organization. Let’s create organizations that we can be proud of.
  • www.jamienotter.com www.humanizebook.comI’ve got resources for you on my blog and at the Humanize book site that will guide you onyour journey. Don’t wait. Pick a process and get started.