2. You’ve heard about principles of digital leadership
…but HOW?
#SocialNow
Personal knowledge mastery
(PKM) …a continuous
process of seeking, sense-
making and sharing
Harold Jarche
“a dynamic two-way flow of power and
authority based on knowledge, trust,
credibility and a focus on results,
enabled by interconnected people and
technology.”
Jon Husband
www.mercedgroup.com
4. Techniques for digital leadership
Digital home for organizations
Peer leader co-working
Connector and influencer
5. New Solutions Organization
Our strategy this year
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Global hack-a-thon
highlights
Digital home – sustained shared experience
Touchstone for group cohesion
Shared voices
Sustain, build on in-person events, joint
work
Coherent reference for leadership & org
communications
Team conversation, serendipity
Our reason
for being
Leadership
profiles
Latest from
leaders
What’s hot
this month
Get to know
new team
members
Call for input,
ideas Integrate with your communications
strategies & leadership style
Maintain freshness, write for web
Create opportunity for voices across org
Digital listening – scan, observe
conversation
Transparent responsiveness
Social conversationImportant,
official stuff
New
poll
#SocialNow www.mercedgroup.com
6. Blogged status reports
with team comments
Shared collaboration
space
Co-location of artifacts
Online problem solving
conversations
Sustained, coherent view
of team, progress
Open, shared working with your leadership team
#SocialNow
Work collaboratively, digitally, as you have
asked your teams and workforce to do
www.mercedgroup.com
7. Show up – connector and influencer
#SocialNow
Active profile on the company
ESN
Your voice
Express your network
Offer up items of interest, new
learnings
Latest blog
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Leader in chief
My network
www.mercedgroup.com
8. Social and networked structures
Crowdsourcing with business purpose
Communities for change and transformation
9. Strategic crowdsourcing within the enterprise
Call for
submissions
Submissions
from target
group
Peer ranking
& refinement
Final executive
vetting & action
Call to group
in senior
leadership
Clear vetting &
decision
process
Participant
submissions
Transparent
view of all
contributions
(ideas, votes,
comments)
Active period
of peer
ranking,
voting,
comment,
refinement
Executive
sponsors
conduct final
vetting
Outcome
visible to all
#SocialNow www.mercedgroup.com
10. Executive panel – annual leadership
convening
Crowdsourced call in advance for critical
questions for panel
3500 senior leaders invited to submit
70+ questions submitted – over 4,000
votes*
Approx.200 high quality, constructive
comments
Top 4 ranked questions were submitted to
executives in live event (no vetting)
Submission period for questions – 1 week
*each participant allotted 50 total votes – up to 3 votes per idea
Bringing collective focus to strategic leadership conversation priorities
Post a
Question
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Your questions for leadership?
#SocialNow
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ea commodo consequat?
www.mercedgroup.com
11. Call for solutions
Each business unit post 4-6
business issue topic
Over 500 participants
80+ submissions
Top 1-2 ranked ideas were selected
to be developed further, presented
for consideration by executives
Idea bank
Broad leadership solicitation for business solutions
#SocialNow
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New Solutions
Ideas
www.mercedgroup.com
12. A facilitated social process using
social tools (for content capture,
transparency of dynamics of
conversation and voting)
Business purpose is clear
Rules of the game are clear
What might happen to ideas (idea
bank)
Transparent peer participation
Invited to contribute - ideas,
comments, voting
Recognition by peers (votes)
Visibility to, recognition from leaders
What makes it valuable to
participants?
What makes it workable &
productive?
www.mercedgroup.com
13. D
I
G
I
T
A
L
L
E
A
D
E
R
S
H
I
P
Education
Program
Access
to new
tools
Community of
Practice
Dimensions
Library of
Applied
Projects
Executive
Enlistment
Thought
Leadershi
p
(external)
Access to formal training,
education to attain
credentialed expertise
Continued expertise
development, peer-to-peer
mentoring
Applied projects to the
business – grows
awareness for
practitioners &
executives
Leadership
learns
business
impact
sponsors new
projects
Voices & content
from leading
external experts
to showcase
advances in the
domain
C O M M U N I T Y M A N A G E M E N T
Community for
Change
#SocialNow www.mercedgroup.com
14. Profile: Cemex- global cement and building materials manufacturer – 47,000 employees, 100
countries $14.B revenue in 2009
Business challenge: Strategic initiative to increase use of alternate fuels in plants
Community collaboration process: Engage plant staff through cycles of guided community
collaboration
Business result: Advanced best practice in six weeks – normal cycle, two years.
Global call for
input
500 engineers & plant
managers
Collaborative
consensus on a
process to assess all
plants and identify
best practice
First cycle Second cycle Third cycle
Best practice
review
Community reviewed,
commented, refined
Issues raised,
clarified, discussed
transparently
Knowledge
sharing
community
Knowledge sharing to
community
Questions,
comments, shared in
community forum
The Social Organization: How to Use Social Media to Tap the Collective Genius of Your Customers and Employees
Bradley & McDonald, 2011#SocialNow
15. Enlist community or crowdsourcing
model for strategic initiatives &
transformational change
Test and learn with new forms of
participation
Empower communities & community
managers
Adapt communications processes &
practice
Model behavior - be present
What’s an organizational leader’s role?
#SocialNow www.mercedgroup.com
16. Spot new qualities of value and impact
#SocialNow
Scope and quality of social
reputation and influence
Impactful participation in
communities
www.mercedgroup.com
17. Your leadership
#SocialNow
Navigate, cultivate networks
Participate in social learning
opportunities
Use social models for sense-
making, innovating
Leverage digital, social tools for
observable, narrated work
Recognize, bring forward network
leaders
Struggling? Find a reverse mentor
www.mercedgroup.com
18. #SocialNow
In our networked
world we’re more
connected within
our organizations,
across our society
and to each other.
Catherine brings
her background as
a change agent,
marketer and
technologist to help
people &
organizations build
new agilities and
adaptations to the
way they network,
learn, lead and
Catherine
Shinners
Mercedgroup.com
@catshinners
Editor's Notes
Enterprise – Social – Network
Help you develop your mastery of social and digital tools within the enterprise to
Create a 21st century adaptive workforce through mastery of core digital fluencies
Energize communications processes and leadership practice that will broaden voice and deepen connection within the firm,
Expand your management skills to empower others via communities and crowdsourcing models
Build your skills as a connector, influencer
What you can do Build organizational or group cohesion, shared learning, employee engagement
Let’s look at the dynamics of ESN
Example – a group communication space
Old behavior
New digital model
Example – shared leadership status reports via blogs and comments
Old behavior – power points or email
New digital model – private space to blog, share artifacts, links
Example – Blogs from all C-level executives
Blogged status reports with team comments
Shared collaboration space
Co-location of artifacts
Online problem solving conversations
Sustained, coherent view of team
from four strategic business units on critical challenges or opportunities
Term
What’s being requested
How to participate (ideas, proposals, comments, votes)
How many of top ranked will be selected
Who is doing final vetting, selection
(invitation to further exploration of top ranked proposals)
CoP dimension for continued expertise development, awareness of changes in field via peer-to-peer exchanges and mentoring
A common library of applied projects applied to the business – brings wider awareness of impact & opportunity to practitioners & executives
Leadership develops management understanding of business impact of discipline & sponsor of new projects
Voices & content from leading external experts to broaden awareness of innovation and advances in the domain
All plants benefitted from wide dissemination of knowledge
Best plants procedures improved even more
Test and learn with new forms of participation (crowdsourcing)
Enlist a community or crowdsourcing model for strategic initiatives & transformational change
Empower communities by resourcing
Understand the qualities of a thriving community,
Understand the role of community managers - key to facilitating and stewarding
Help your communications staff adapt their processes to digital
Model - be present in digital and social conversations
At Red Hat, the enterprise IT company, “managers focus on opportunities, not score-keeping”.
‘We also rely on associates’ peers and communities to informally assess how people perform. We pay attention to their reputations and how they are regarded by others. We look at the scope and quality of their influence. The result is that rather than “managing up” to their boss to get a good review, Red Hatters are accountable to the community as a whole.’ – Jim Whitehurst, CEO Red Hat