Growing future leaders with social technologies
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Growing future leaders with social technologies






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Growing future leaders with social technologies Growing future leaders with social technologies Presentation Transcript

  • Growing Future Leaders with Social Technologies Presented  by:   Todd  Nilson   7Summits    
  • 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
  • Agenda •  Social business •  Identifying leaders •  Mentoring challenge •  Self-transformation #hrcon2014 $   %   &   View slide
  • Technology & Globalism r  S  + View slide
  • 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 r  S  +
  • 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://­‐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) r  S  +
  • Thank you. Tweet to continue the conversation @toddnilson Thinking of a new social initiative?