Leadership 2.0

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for a government talk on the role of leadership in a collab environment. Flawed and overambitious, but here it is.

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  • Social media tools capture little things. These little things are valuable. They contain tacit knowledge. And that knowledge is now accessible.
  • Leadership 2.0

    1. 1. Leadership 2.0 20 metaphors in 40 slides
    2. 2. 4 points (dang!)  Collaborative leadership makes for a tight, efficient organization (after a while)  Transparency born of collaboration improves speed, quality, control  Learning is the core objective  Fear is the barrier
    3. 3. If people were perfect, we wouldn‟t need to collaborate, just clone.
    4. 4. Leadership 1.0  Command and control  Divide and conquer  Infallible
    5. 5. Leadership 2.0  Drives vision  Transparency  Deep engagement with the team  Constant learning and continual improvement
    6. 6. Leadership Listens
    7. 7. When you can And they can And to each listen carefully listen carefully other to your team to you
    8. 8. Efficiency Innovation and Surprise learning Quality Expertise on Demand responsiveness Focused, co ordinated Urgency awareness
    9. 9. General James E. Cartwright - Vice Chairman of the Joint Chiefs of Staff. - Blogger
    10. 10. “The first thing that came out was „Don‟t post anything on that blog without clearance from the commander,‟ ” Cartwright said. “We had to beat that down.”
    11. 11. The next firewall thrown up to Cartwright‟s blog were responses that came from only senior staff officers like captains and majors “giving me only what their commanders wanted me to hear,” he said. “I called that the „tethered goat‟ response and it wasn‟t all that helpful.” http://www.armscontrolwonk.com
    12. 12. Leadership asks questions.
    13. 13. How to ask questions  In person  In blogs  In “communities”/shared workspaces  Acknowledging what you don‟t know  Acknowledging problems
    14. 14. Getting Answers, fostering candor  Eliminate fear  Demonstrate listening  Authenticity and humility  Go looking for trouble  Think about the relative risks of mistakes versus inaction
    15. 15. Eliminating Fear  Respect comes first  Trust follows  Constructive debate is enabled  Be prepared for mistakes  Show recognition that problems discovered early are opportunities, not crises  Fail fast, fail small
    16. 16. So, about that team…
    17. 17. Leadership should be distributed
    18. 18.  How do we unify focus &leverage effort?  across resources who have wildly divergent experience, capabilities and perspectives
    19. 19.  so that the right expertise, information and action  are at the right place at the right time  for the right people
    20. 20.  And teams can organize around goals,  track progress,  learn and innovate  Get good at “Adaptive Work” vs. “Technical Work”  Ronald Heifetz
    21. 21. Collaboration means different things….  Creative  Coordination toward specific objectives  Connective  Ensuring like finds like  Compounding  Ensuring Present finds Past
    22. 22. What do we need from our technology?  Capture  Connections  Connections  People to People  Content  People to content  Evolution  Content to Content  Contribution  Discovery  Active  Passive
    23. 23. Social Media  Supports teambuilding  Enables action  Reduces cycle times  Captures both explicit and tacit knowledge  Eliminates barriers of time, location, rank and bureaucracy
    24. 24. More specifically  Shared Workspaces  Notification  User Profiles  Search
    25. 25. But we have rules, standards, and regulations….
    26. 26. Challenges for leadership  Control  Convergent vs. Divergent activity  Maybe this isn‟t about control, but about vision and process…  Compliance  Consistency
    27. 27. What is Control? Coordination of Activity Standards, consistency and compliance Traceability Problem identification and resolution Quick, informed decision-making Everyone scouting for relevant data Training on the fly Situational awareness
    28. 28. Surprise: Social Enterprises are more “controlled”.
    29. 29. Transparency begets control… The workers understand the leadership‟s needs The Executive team understands what‟s happening.  Coordination of Activity  Standards, consistency and Situational awareness compliance Usable software  Traceability  Problem identification and resolution Responsive, sensible process  Quick, informed decision-making Social Media records work  Everyone scouting for relevant data Your workforce is a  Training on the fly highly connected network  Situational awareness
    30. 30. North Korea detains 2 American journalists updated 12:23 a.m. EDT, Fri March 20, 2009 WASHINGTON (CNN) -- Two U.S. journalists have been taken into custody, apparently by North Korean border guards, in the area of the Tumen River marking the border between North Korea and China, the U.S. State department said.
    31. 31. So what about process?  The purpose of process is to ensure best practices are used  Bad processes breed workarounds and/or resentment  Effective processes adapt  Goal: process embodies learning, which comes from collaboration
    32. 32. Its not the wisdom of crow – it‟s the aggregated wisd individuals.
    33. 33. a collaborative team  Shared sense of mission  Mutual respect  Trust  Commitment to continual improvement
    34. 34. Who‟s your team  Functional  Stakeholders  Organization  Community
    35. 35. How does this increase productivity?  Work-force engagement $  Compounding Knowledge  And capability  Improvement is continual and part of the process itself
    36. 36.  Head: how they connect with their company‟s goals and values.  Hand: willingness to put in a great deal of extra effort.  Heart: the emotional connection between employee and employer - pride
    37. 37. Cultural Norms Prevailing Collaborative  Knowledge is power  Sharing is power  I need to be perfect  We need to be perfect  Expertise  Learning  I‟m on my own  I‟ve got your back, you‟ve got mine  We improve each other
    38. 38. Three surprises from A-Space  Weak ties are transformative  It‟s the participation of second or third degree participants that provide the interest and breakthroughs  Quality is MEASURABLY improved  It‟s the questions that drive activity
    39. 39. Start Small  Choose something limited:  A meeting  A small project  Treat it like an experiment – establish learning as a key obejctive  Use a wiki!
    40. 40. Wikigoodness: Capture, focus, organize  Finding the RIGHT level of organization for your goal and team.  File sharing – no more emailing around and trying to figure out what the latest version is.
    41. 41. Fail Fast  Don‟t over-think, over-plan or over- engineer it  Make sure its “disposable”  Make sure you have a small clear goal in mind  So you can see whether it worked  And improve the next round  Don‟t make it personal  Don‟t get discouraged  (No fear)
    42. 42. Building Trust  Show respect for the fact that everyone knows something that you do not  Acknowledge the good  Acknowledge the bad  Cause they already know  Go looking for trouble
    43. 43. 4 points (dang!)  Collaborative leadership makes for a tight, efficient organization (after a while)  Transparency born of collaboration improves speed, quality, control  Learning is the core objective  Fear is the barrier
    44. 44. Thank you so much  Debra LouisonLavoy  dlavoy@opentext.com  AIM: dlouisonlavoy  Twitter: deb_lavoy  Blog: productfour.wordpress.com

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