Growing future leaders with social technologies


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The nature of mentoring in the enterprise has changed, largely thanks to the advent of social technologies being implemented in business settings that allow for meaningful connection, interaction, collaboration, and coaching online. This has allowed enterprises to scale their mentoring efforts, enabling many-to-many rather than one-to-one or one-to-many mentoring relationships. These technologies also provide greater visibility for leaders and human resources to see standout performance and contributions from employees who might otherwise be overlooked. This presentation outlines the trends and technologies that are enabling mentoring to evolve in the workplace and the process for igniting this change in your own.

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Growing future leaders with social technologies

  1. 1. Growing Future Leaders with Social Technologies Presented  by:   Todd  Nilson   7Summits    
  2. 2. Who is 7Summits? Strategy Experience Technology + + + Social Business Agency 2009  70+ FOUNDED TEAM “We create online community experiences that transform businesses and enhance people’s lives” KEY PARTNERS
  3. 3. Agenda •  Social business •  Identifying leaders •  Mentoring challenge •  Self-transformation #hrcon2014 $   %   &  
  4. 4. Technology & Globalism r  S  +
  5. 5. 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...”
  6. 6. Mckinsey 4,200 companies surveyed 70% using social technology in some way 90% seeing some degree of business benefit 3% fully networked
  7. 7. Untapped potential... $900 Billion - $1.3 Trillion 2x potential value of communication & collaboration 20-25% improved knowledge worker productivity
  8. 8. 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 ).
  9. 9. 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  
  10. 10. 6 Attitudes Folly Fearful Flippant Formulating Forging Fusing Source: Anthony J. Bradley and Mark P. McDonald
  11. 11. 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
  12. 12. 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 r  S  +
  13. 13. How can social media help me to identify leaders in my organization?
  14. 14. 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://­‐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."
  15. 15. 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
  16. 16. 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
  17. 17. Readers to Leaders All Users Reader Contributor Collaborator Leader The Reader-to-Leader Framework. Preece & Shneiderman. 2009
  18. 18. Business Impact Identifying future leaders is about... Establish  baseline  of   social  maturity   Recognize  2020   competencies   Understand  how   leaders  emerge   via  social  
  19. 19. 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
  20. 20. Mentoring has changed Traditional mentor as a formal 1-on-1 relationship between senior leader and protege
  21. 21. 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!
  22. 22. 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)
  23. 23. 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
  24. 24. 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
  25. 25. 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
  26. 26. 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
  27. 27. Strength Zones •  Discover their true strengths •  Give them the right job
  28. 28. 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
  29. 29. How do I start modeling the behaviors? How do I put my organization on a path to enabling social tools for the enterprise?
  30. 30. Why Take Action? Executive commitment helps social initiatives thrive Executive mentoring accelerates innovation Grow the next generation of company leaders
  31. 31. 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
  32. 32. 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
  33. 33. Fortune 500 61% of companies CEOs... 2.5% vs.
  34. 34. 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
  35. 35. 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)
  36. 36. The 3 Networks •  Personal Network (I) •  Organizational Network (We) •  External Network (World) r  S  +
  37. 37. Thank you. Tweet to continue the conversation @toddnilson Thinking of a new social initiative?