Developing the Connected Leader

Developing the Connected Leader
A competitive differentiator in today‟s digital economy

Federated Press’ 4th Managing the Training Function (Feb 2nd 2010) Paul Bleier

About me

 MSc Training and Development from University of Wisconsin Stout
 Joined Hay Group‟s Leadership and Talent practice in 2006
 Support a team of senior consultants and instructional designers across
multiple practices and industries
 Research interests - Virtual stakeholder collaboration and social media
adoption in business
 Key contributor on a social media task force led by our Global Head of PR
 Sit on the Exec Committee of Reena Foundation‟s New Leadership division
 Enjoy travelling and skiing

© 2010 Hay Group. All Rights Reserved 2

About Hay Group

 Hay Group is a global management consulting firm that works with leaders to
transform strategy into reality. We develop talent, organize people to be more
effective and motivate them to perform at their best. Our focus is on making
change happen and helping people and organizations realize their potential.
 Over 2600 employees working in 85 offices in 47 countries.
 Clients are from the private, public and not-for-profit sectors, across every
major industry.
Hay Group‟s service lines include:
Building Effective Organizations Performance Management
Leadership Transformation Talent Management
Capability Assessment Reward Strategies
Executive Rewards Job Evaluation
Reward Information Services Employee & Customer Surveys


A changing business landscape

 Today‟s global digital economy poses new and unexpected challenges for
leaders and organizations
 Exploding electronic marketplaces are shifting organizational mindsets across
all industries/sectors
 Characteristics of these new marketplaces include:
Collapsing boundaries between firms, suppliers and competitors
New breed of consumer demanding immediate action and attention 24/7
 Organizational demographics are shifting:
Baby boomers approaching retirement
Gen Y replacements


Generational shift in the workplace

Things They Train, Teach and
Values and Traits In the Workplace
Remember Engage?

- Stock market crash (‟29) - Hard work and thrift
- Abdication crisis (‟36) - Dedication and sacrifice
Veterans
- VJ Day (‟45) - Respect for authority
b. 1922-1944 - Korean War (‟51-53) - Directive Leadership
- Duty before pleasure
- Television - Optimism - Service oriented
- Rock Music - Security - Avoid conflict
Baby Boomers - Moon Landings - Health and Wellness - Sensitive to feedback
- JFK assassination - Personal growth - Opinionated/Judgmental
b. 1945-1964
- Cold War/Vietnam - “Involvement” - Rigid to alternative views

- Feminism - Techno-literacy - Flexible hours - Web technology
- Oil, Energy & Nuclear - Diversity & Informality - Informal workspaces - Self-directed learning
Generation X
- Personal Computers - Balance and Fun - Negotiated supervision - Validate work/life
b. 1965-1980 - AIDS - Self-reliance - Globalization balance
- Independence - Information economy - Answer questions

Generation Y
b. 1981-


Generation next

Things They
Remember
 Internet
 Laptops
Values &  Mobile Phones
Traits  9/11

 Optimism/Confidence
 Civic Duty/Morality
 Techno Savvy
 Group Oriented
 Heroic
Train, Teach
& Engage

 Challenge them
 Better Team Workers
 Crave Inspiration
 Want Heroes
 Want ‘it’ Now!

Generation Y (b. 1981-)


Study: Media consumption (U.S.)

 Kaiser Family Foundation (wwww.kff.org) reports daily media use among
children and teens up dramatically over last 5 years
 ~2000 kids (8-18 yrs old) participated and completed a self-administered
questionnaire
 Findings:
7.5 hours a day consuming media outside of the classroom
9 hours a day if you factor in text messaging
10 hours a day if you factor in “multi-tasking” (i.e., surfing the net while
listening to music or watching tv)
 ~ 53 hours a week interacting with a digital device


How prepared is
your organization for
Gen Y’s arrival?

What are the
implications?

My findings

 Most organizations are becoming virtually extended
 Cybercentrism was/is becoming the new management mindset
 Traditional organizational effectiveness (OE) models are not
adapting
 There was an opportunity for a more flexible and adaptive model
that would allow organizations to:
Design virtual spaces where conversations among stakeholders
can be developed and nurtured
Leverage existing on-line communication tools to solicit feedback
Map on-line communication tools with formal learning processes


Virtual Stakeholder Organizational
Effectiveness (VSOE)

 VSOE
A conceptual model for organizational effectiveness where computer-
mediated communication (CMC) tools are used to gain active stakeholder
commitment and involvement towards achieving corporate mandates and
business critical objectives.
 The main drivers behind VSOE include:
Listening and interacting with stakeholders in a controlled virtual
environment
Acting informally
Capturing real-time reactions
Networking and collaboration
Partnerships and alliances (internal and external)

VSOE framework

Top Teams

Virtual
Canvas

Stakeholder Populations

What does
Social Media
mean to you?


Icebreaker: Social Media Audit

Raise your hand if …
 You have a LinkedIn profile
 You have 50+ LinkedIn connections

 You have a Facebook account
 You login to Facebook at least once per week

 You have a Twitter account
 You read tweets at lease once per week
 You post a tweet at least once per week

 Your company currently has a formal policy on employees use of social media in or related to
the workplace

Social Media

Social Learning

Social media has different usages


Exercise: Digital reach maps

1. Identify any on-line communication channel through which others
can connect with you.
 Consider all email addresses, web pages, blogs, discussion
forums, social networking accounts and any other social media
channel where you have an established identity.
2. List all of these online identities and expressions on your handout.
3. Turn to your partner and take turns sharing your digital reach maps.
4. Consider the following questions:
 What on-line communication channels have you not
considered?
 Can these new channels provide value to your existing
business engagements?


Sample digital reach map of a Gen Y‟er

Email
(3)
Forums
(4) Blog

Facebook
Flickr

Me
Blip.fm Twitter

Youtube LinkedIn

MSN


Why it pays to be connected

 Landmark study by Altimeter Group &
Wetpaint on the world’s most valuable
brands (July ’09)
 Direct correlation between top financial
performance and deep social media
engagement
 Socially engaged organizations are in fact
more financially successful
 Organizations, both deeply and widely
engaged in social media, surpass their peers
in terms of both revenue and profit
performance by a significant difference
 It pays to actively and continually participate
and invest in your networks


Organizational engagement profiles
Source: Altimeter Group/Wetpaint Study (July „09) – www.engagementdb.com

High Engagement

Selectives Mavens

Few Channels Many Channels

Wallflowers Butterflies

Low Engagement

World most engaged brands


Industry Engagement on Social Networks
Source: Charlene Li, Altimeter Group/Wetpaint Study (July/09) – www.engagementdb.com


Engagement correlates to financial performance


How can my organization become a maven?

RSS Podcast/Vodcast


About LinkedIn

Interconnected network of Find and be introduced to
experiences professional potential clients, services
representing 170 industries providers and subject
and 200 countries matter experts who come
recommended

Manage publically available Discover inside connections
information about you as a to help you land jobs and
professional close deals

Gain new insights from Be found for business
discussions with likeminded opportunities and find
professional in a private potential partners
group setting Create and collaborate on
projects, gather data, share
files and solve problems


The LinkedIn Profile
 Promote yourself and your
accomplishments to a professional
network.
 Creative canvas for you to paint a
picture of:
 Who you are,
 What experience you
possess,
 What others have to say
about your past and present
performance


My organization on LinkedIn

Facts:
(Aug 10th 2009)

 1535 individuals have HG
listed as their current
employer
 Role Distribution:
35% = Consultant
http://www.linkedin.com/companies/hay-group
13% = Senior Consultant
6% = Director
 Median Age = 31 years
 52% of HG LinkedIn users
are female

How do I get my organization involved?


How I can help

Developing
connected Digital skills
leaders across coaching
the organization

Digital Skills
consulting


Conclusion

Success in today’s digital economy requires Connected
Leaders who:
 Effectively manage their teams
within both physical and virtual
environments
 Embrace unconventional
communication channels
 Recognize the value add of
participating within informal
networks
 Understand that continuous
customer/employee feedback is a
critical component for success

Social Media ROI


Q&A


Developing the Connected Leader

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