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Open: How Leaders Win By Letting Go


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Open: How Leaders Win By Letting Go

  1. Open: How Leaders Win By Letting Go<br />Charlene Li<br />Altimeter Group<br />September 14, 2009<br />For a copy of slides, send an email to<br />
  2. My visit on the USS Nimitz<br />2<br />
  3. 3<br />Captain Michael Manazir<br />USS Nimitz<br />“I encourage you to talk to people, ask them anything you want. Because after all, this is your Navy.”<br />
  4. 4<br />
  5. 5<br />“Flying off a carrier at night into a pitch blackness scares me so much that I scream into my mask. I feel like a die a little death every day. I love my work, but suffer from insomnia – but then, we all do. The Navy cannot really train us pilots to deal with the fear -- they can only hope that we learn the skills to get the job done.”<br />Lieutenant Luis Delgardo<br />USS Nimitz<br />
  6. What engagement often looks like today<br />6<br />
  7. Meet Dave Carroll<br />Source:<br />7<br />
  8. 8<br />
  9. Leaders must prepare for organizational change<br />Social technologies will disrupt traditional organization structures<br />
  10. It’s about the relationship<br />10<br />
  11. Focus on relationships, not technologies<br />What kind of relationship do you want?<br />Transactional<br />Occasional<br />Impersonal<br />Short-term<br />Passionate<br />Constant<br />Intimate<br />Loyal<br />11<br />
  12. Give up the need to be in control<br />Photo: Kantor,<br />12<br />
  13. How open or closed will you be?<br />13<br />
  14. The Open Process<br />14<br />
  15. Deciding how open to be<br />15<br />
  16. Honda’s Crosstour trashed on Facebook – What should Honda do?<br />16<br />
  17. Let Go, but Retain Command<br />The Sandbox Covenant<br />17<br />
  18. Examples of Sandbox Covenants<br />Plans and rules for engagement<br />Have plans on how to engage<br />Social media policies<br />Develop contingency plans<br />What to do about negative feedback/comments<br />Line up advocates who can counter detractors<br />18<br />
  19. Social media policy template<br />19<br /><ul><li> Encouragement and support
  20. Why policy is needed
  21. Cases when it will be used, distributed
  22. Oversight, notifications, and legal implications
  23. Guidelines
  24. Identity and transparency
  25. Responsibility
  26. Confidentiality
  27. Judgment and common sense
  28. Best practices
  29. Tone
  30. Expertise
  31. Respect
  32. Quality
  33. Additional resources
  34. Training
  35. Press referrals
  36. Escalation
  37. Policy examples available at</li></li></ul><li>The Red Cross handbook/policies help keep order<br /><br />20<br />
  38. Have a plan to deal with different social media mindsets<br />Collaborative<br />Independent<br />Optimist<br />Pessimist<br />
  39. Traditional vs. Open Leadership<br />22<br />
  40. Find your open leaders<br />Lionel MenchacaDell<br />Paula DrumH&R Block<br />Ed TerpeningWells Fargo<br />Revolutions create the “moments of faith” and support in “moments of crisis” <br />
  41. The “Flaming Notebook” post set the tone for future engagement<br />24<br />
  42. Dealing with risk and failure<br />Identify the top 5-10 worst case scenarios.<br />Develop mitigation and contingency plans.<br />Prepare everyone for the inevitable failures.<br />25<br />
  43. Wal-mart failed many, many times<br />
  44. Buyer blog hit the right note<br />
  45. Discussion<br />What are the biggest barriers you see to letting go?<br />Who have been the open leaders in your career? What characteristics made them successful?<br />What practices, procedures, and policies do you find helpful in encouraging openness?<br />28<br />
  46. Summary<br />Prepare to let go of the control you never had.<br />Determine how open you will be.<br />Find and nurture your open leaders.<br />Build practices into your organizations to sustain openness.<br />29<br />
  47. Thank You<br />Charlene LiAltimeter Group<br /><br /><br />Twitter: @charleneli<br />For slides, send an email to<br /><br />30<br />Copyright © 2009 Altimeter Group<br />

Editor's Notes

  • Engaging a community has typically meant creating and polishing a message that will result in an action. And you push, nay, SHOUT it out. And if they didn’t hear it and act on it the first time, you shout it again, with greater frequency and greater reach. Worst of all, you can’t see the people behind these messages. It’s been so crafted and controlled, that the people are beaten out of them. Worse, when they are shouting they can’t listen. Here’s an example.
  • He’s a musician, Canadian from Halifax, and generally, a pretty reasonable and nice guy. After a year, he was fed up. So what does a rational musician do? Write a song about it. And make a video of it.
  • Dave Carroll from Halifax had his guitars damaged on a flight from Halifax to Chicago.United lost control of this situation.
  • The key is to focus on the relationships and connections that are enabled, not the technologies. Think about the kind of relationship that you want. Do you want it to be short term and transaction, or long-term and intimate?To help you think about this, I have a simple idea.