In this webinar Dr. Grady McGonagill, LLC board member and principal of McGonagill Consulting, presenst key findings from his new book—Leadership and Web 2.0: The Leadership Implications of the Evolving Web—which he has co-authored with Tina Doerffer from the Bertelsmann Foundation in Germany. The Webinar will offer an overview of the leadership constraints and opportunities being generated through innovations in Internet-based technology.
Yammer Groups and Business Value - Does size matter?pekadad
This presentation provides an analysis of the relationship between the size of a community (or Yammer group as a proxy for a community) and the business value that can be derived from the community.
It looks at a variety of factors across a large set of communities to conclude that, yes, size does matter.
Pugh collaboration and four discussion disciplines for sikm 171017Katrina (Kate) Pugh
Great collaboration -- whether between team members, across org units, or across orgs -- requires three key ingredients: Purpose, Structure, and Psychological Safety. We explore the four discussion disciplines, an online (and often offline) practice for improving psychological safety.
Yammer Groups and Business Value - Does size matter?pekadad
This presentation provides an analysis of the relationship between the size of a community (or Yammer group as a proxy for a community) and the business value that can be derived from the community.
It looks at a variety of factors across a large set of communities to conclude that, yes, size does matter.
Pugh collaboration and four discussion disciplines for sikm 171017Katrina (Kate) Pugh
Great collaboration -- whether between team members, across org units, or across orgs -- requires three key ingredients: Purpose, Structure, and Psychological Safety. We explore the four discussion disciplines, an online (and often offline) practice for improving psychological safety.
Hacking HR 'workshop' presentation on distributed vs remote workJon Ingham
Presentation following on from my panel at HackingHR's first HR Innovation and Future of Work global conference. Looking at the opportunity to extend / build on remote work into more distributed organisations supporting innovation and development beyond the covid-19 pandemic. See: https://www.youtube.com/playlist?list=PLLZVWpJHopUTt7uowNK3Oh2BKVYVdobK9
Breaking Down Barriers (to enterprise social) in the Land of DinosaursSusan Hanley
You’ve heard the messages: the future of collaboration is all about enterprise social networks. It’s a future where you’d like to be, of course, but what if you work in a land of stodgy dinosaurs? Your dinosaurs might not find it so easy to let go of past paradigms and make the leap of faith to try something new and different. This presentation showcases several powerful social collaboration success stories from which you can draw insights and presents some proven approaches to break down the barriers that you might encounter.
Jayson Peltzer - The Road to Intranet CollaborationJayson Peltzer
How to build an Intranet that increase employee engagement and productivity. Learn how to bring your brochure-type corporate information to life and how beneficial blending it with social networking and user-generated content can be!
Encouraging and Facilitating Collaboration at WorkMichael Sampson
The slides from my keynote presentation at Congres Intranet 2012 in Utrecht, in March 2012. I talked about the reality of the intranet, the nature of collaboration, and how to encourage and facilitate collaboration at work by overcoming barriers to collaboration.
We recently posted the Leadership and Race synthesis and are working with the writing partners to develop the publication. The Leadership and Networks synthesis outline has also been posted. We would like to engage you in discussion and questions that can strengthen these publications.
Webinar on the report 'How to Develop and Support Leadership that Contributes to Racial Justice.' The report suggests that a large number of leadership programs associate leadership with equal opportunity and individualism. This thinking does not recognize that current systems (i.e. policy, culture and institutional practices) can cause racial identity to limit one’s access to life opportunities. It also focuses too narrowly on changing the behavior of individual leaders. Instead, leadership programs should: 1) make their programs more accessible for people of color; 2) help participants understand how race limits the access to opportunities – in other words, the impact of structural racism; and 3) promote collective leadership. This approach will help participants work together to tackle the systems that maintain racial inequalities. For more info visit www.bit.ly/LeadershipRaceInfo
Driving digital transformation new skills for leaders, new role for the cioPeerasak C.
EXECUTIVE SUMMARY
Digital acumen is essential for business leaders in today’s hyper-competitive, technologyenabled
world. But most companies lack the knowledge and skills needed to succeed in the digital
aspects of their business, according to a new survey of 436 business leaders by Harvard Business
Review Analytic Services.
The global survey found that while CEOs generally understand the strategic opportunities and
threats of digital business, many have yet to build and communicate a vision for their companies
or to develop a strategy to make that vision a reality. And most organizations’ functional leaders
lack the skills and knowledge they need to execute a digital strategy, even if there’s one in place.
Are you looking for ways to propel your organization or department to the next level? This webinar will reveal the secrets to creating your own strategic planning roadmap to success. Certified Master Facilitator Michael Wilkinson will lead you to understand the components of a strategic plan and the role they play. He’ll then discuss choosing the right strategic planning process. By having the right process in place you’ll gain buy in from the group to help you put the plan into action. And finally we’ll show you how to choose the right facilitator – the plusses and minuses of having an internal person or a professional facilitator lead the session.
Hacking HR 'workshop' presentation on distributed vs remote workJon Ingham
Presentation following on from my panel at HackingHR's first HR Innovation and Future of Work global conference. Looking at the opportunity to extend / build on remote work into more distributed organisations supporting innovation and development beyond the covid-19 pandemic. See: https://www.youtube.com/playlist?list=PLLZVWpJHopUTt7uowNK3Oh2BKVYVdobK9
Breaking Down Barriers (to enterprise social) in the Land of DinosaursSusan Hanley
You’ve heard the messages: the future of collaboration is all about enterprise social networks. It’s a future where you’d like to be, of course, but what if you work in a land of stodgy dinosaurs? Your dinosaurs might not find it so easy to let go of past paradigms and make the leap of faith to try something new and different. This presentation showcases several powerful social collaboration success stories from which you can draw insights and presents some proven approaches to break down the barriers that you might encounter.
Jayson Peltzer - The Road to Intranet CollaborationJayson Peltzer
How to build an Intranet that increase employee engagement and productivity. Learn how to bring your brochure-type corporate information to life and how beneficial blending it with social networking and user-generated content can be!
Encouraging and Facilitating Collaboration at WorkMichael Sampson
The slides from my keynote presentation at Congres Intranet 2012 in Utrecht, in March 2012. I talked about the reality of the intranet, the nature of collaboration, and how to encourage and facilitate collaboration at work by overcoming barriers to collaboration.
We recently posted the Leadership and Race synthesis and are working with the writing partners to develop the publication. The Leadership and Networks synthesis outline has also been posted. We would like to engage you in discussion and questions that can strengthen these publications.
Webinar on the report 'How to Develop and Support Leadership that Contributes to Racial Justice.' The report suggests that a large number of leadership programs associate leadership with equal opportunity and individualism. This thinking does not recognize that current systems (i.e. policy, culture and institutional practices) can cause racial identity to limit one’s access to life opportunities. It also focuses too narrowly on changing the behavior of individual leaders. Instead, leadership programs should: 1) make their programs more accessible for people of color; 2) help participants understand how race limits the access to opportunities – in other words, the impact of structural racism; and 3) promote collective leadership. This approach will help participants work together to tackle the systems that maintain racial inequalities. For more info visit www.bit.ly/LeadershipRaceInfo
Driving digital transformation new skills for leaders, new role for the cioPeerasak C.
EXECUTIVE SUMMARY
Digital acumen is essential for business leaders in today’s hyper-competitive, technologyenabled
world. But most companies lack the knowledge and skills needed to succeed in the digital
aspects of their business, according to a new survey of 436 business leaders by Harvard Business
Review Analytic Services.
The global survey found that while CEOs generally understand the strategic opportunities and
threats of digital business, many have yet to build and communicate a vision for their companies
or to develop a strategy to make that vision a reality. And most organizations’ functional leaders
lack the skills and knowledge they need to execute a digital strategy, even if there’s one in place.
Are you looking for ways to propel your organization or department to the next level? This webinar will reveal the secrets to creating your own strategic planning roadmap to success. Certified Master Facilitator Michael Wilkinson will lead you to understand the components of a strategic plan and the role they play. He’ll then discuss choosing the right strategic planning process. By having the right process in place you’ll gain buy in from the group to help you put the plan into action. And finally we’ll show you how to choose the right facilitator – the plusses and minuses of having an internal person or a professional facilitator lead the session.
How to align a fundraising team to secure “stretch gifts.” Ask appropriately to grow philanthropy. Gain insights to help your team discover, qualify, engage and ask donor-investors who are pre-disposed to give.
This webinar offers ways to find resonance with stakeholders and sustain compelling communication for effective engagement, and for solicitation of major gifts.
Hear how to execute a fundraising plan that brings real returns on investment.
Session for MACPA's Beach Retreat on July 6, 2012. The 5 C's (seas) Change, Complexity, Compliance, Convergence, and Competition. We covered the latest trends in social business and what it means from a leadership and change management perspective.
7 Ways Planning Improves Social Impact and Sustainability4Good.org
The planning process is an essential tool for guiding organizational performance, identifying the resources you’ll need and keeping you on track. It addresses funders most basic questions:
*Whom do you serve?
*How do you serve them?
*What resources do you need?
*How will you reliably raise financial and in-kind resources?
*How will you measure performance and incorporate feedback for continuous improvement?
In this session you will learn how this tool lays the foundation for successful fundraising efforts.
One thing every CPA agrees on is that this time it’s different. The question on everyone’s mind is what is the new normal?
What are the major trends and issues you must be paying attention to?
Tom Hood will share his insights on the four mega-trends affecting the CPA profession – Globalization, Workforce/Demographics, Technology, and Regulations/Standards and what they mean to your firm. You will also learn how leadership has fundamentally changed and what you can do to get ahead of the next waves of change.
2 Authors of the study, Greg Geracie & David Heidt, discuss surprising findings of this important research on product team success. Moderated by Cindy F. Solomon, CPM, CPMM for AIPMM Webinar Series
How is Leadership Changing? What do Young Professionals need to succeed in this New Normal?
This closing keynote at the first AICPA EDGE Conference in New Orleans included a facilitated conversation with this group of over 100 young professionals.
Tom Hood led the process with alumni form AICPA's leadership academy who have been taught the i2a: Insights to Action - Strategic Thinking System. They led table discussions and used sticky notes to make their ideas portable and their thinking visible to others. The results are on slides 17-26.
We are quickly moving from command & control to connect & collaborate and these young leaders understand these changing dynamics of leadership.
How, when and why to secure planned gifts that bring real returns.
Components and relative benefits of bequests in wills, annuities, a variety of trusts, retirement accounts and other planned gifts to nonprofits are described.
Why nonprofit board trustees, senior managers, advancement professionals, every staff member and stakeholders can help stimulate the easiest gifts to make – planned gifts that secure an institution’s future!
Roles of planned giving newsletters, seminars, financial and legal advisors, board trustees and individual visits.
Presented at the Midwest Agile Community Meetup on May 7, 2014.
This presentation covers how organizations can build on what is working at the team level and spread it throughout the company. We covered how to introduce change with a more human approach, how to expand trust, and how to execute with agility within a leadership hierarchy. For more information, go to www.illustratedagile and www.consciousagility.
Building Smarter Organizations - Employee Experience - Toronto - Boye - Jan 2...Gordon Vala-Webb
In a VUCA world, "old" organizations (focused on optimizing their existing operations with a focus on the past) are unable to adapt quickly enough. They are like zombies.
So, how to lead your zombie organization back to life?
AIPMM Webcast: Project/Product Views of High Performing Product TeamsAIPMM Administration
A cross-functional discussion of each of the five key factors from the perspective of the study authors who represent the perspectives of product management and project management.
AIPMM Membership benefits include the national Product Management Educational Conference, regional conferences, the Career Center, peer Forums, tools, templates, publications and eligibility to enroll in the Certification Programs. The Agile Certified Product Manager® (ACPM), Certified Product Manager® (CPM), Certified Product Marketing Manager® (CPMM), Certified Brand Manager® (CBM), and Certified Innovation Leader (CIL) programs allow individual members to demonstrate their level of expertise and provide corporate members an assurance that their product professionals are operating at peak performance.
http://www.AIPMM.com
Subscribe: http://www.aipmm.com/subscribe
LinkedIn: http://www.linkedin.com/company/aipmm
Membership: http://www.aipmm.com/join.php
Certification: http://aipmm.com/html/certification
Webinar Series: http://aipmm.com/aipmm_webinars/
Articles: http://www.aipmm.com/html/newsletter/article.php
Moderated by Cindy F. Solomon, CPM, CPMM
Founder, Global Product Management Talk @ProdMgmtTalk
http://www.prodmgmttalk.com
http://bit.ly/nbw9Yr
LinkedIn Hands-On Workshop Part 4 by Nykky McCarleymyfuturestate
Slide Deck from LinkedIn Coaching Workshop, presented by Nykky McCarley, LinkedIn Coach. Covers creating a profile, making connections, requesting recommendations & endorsements, with some coverage of job searching using the groups, jobs and companies tabs.
Part 4 of 4 LinkedIn Coaching Workshop conducted at Maricopa Workforce Connections in Phoenix, AZ. Presented by Nykky McCarley, LinkedIn Coach. Topics covered: Creating Profiles, Improving Profiles, Recommendations & Endorsements, Making Connections, Strategic Headlines & Summaries, & Tips & Tricks. Also, advice for positioning your profile for a career transition.
Global Footprints: Navigating Leadership for the futureCheryl Doig
This lead paper explores critical capabilities that leaders will need to thrive in a networked, global environment. We must forge new pathways, stepping through challenges with courage and looking to the possibilities – personally and professionally. What are some of the trends and how might leaders operate in future landscapes? What is important to focus on and why is it important right now?
Agile vs Waterfall: May the 4th Be With You in the Great DebateAggregage
In this discussion, PMO Joe will challenge your thinking and perhaps bring you to the conclusion that the debate doesn’t exist. He will discuss the pros and cons of each approach and examine if one is superior to the other.
Project Leadership - Lessons from 40 PPM Experts on Making the Transition fro...Torsten Koerting
40 Projektmanagement-Eperten weltweit erzählen, wie sie es schaffen, ihre Projekte nicht mehr zu managen, sondern tatsächlich zu führen: "Project Leadership – Lessons from 40 PPM Experts on Making the Transition from Project Management to Project Leadership" heißt das Titel des E-Books.
Co-Autoren des E-Books sind unter anderen Peter Taylor, Todd C. Williams, Glen B. Alleman und Geoff Crane, allesamt ausgewiesene Meister ihres Fachs, Bestseller-Autoren und Key Note Speaker. Dass ich in die Reihe der Co-Autoren eingeladen wurde und ebenfalls meine Gedanken zum Thema beitragen durfte, hat mich sehr gefreut und geehrt!
Lessons from 40 PPM Experts on Making the Transition from Project Management ...Ricardo Viana Vargas
Changing project management to project leadership isn’t easy, but the rewards can be significant. Hear from Ricardo and other 39 experts as they share leadership secrets that had a major impact on enterprise projects they managed.
Networks come in all shapes and sizes. However, if you want to be a system shifting network you will need to put in place scaffolding so that transformation can emerge easily and quickly. In nature, billions of soil organisms and mycorrhizal fungal mats work together to form this type of scaffolding to distribute resources and support the growth of plants and trees as they create a forest. There are 6 basic structures that work together to create an environment for rapid change. Some, such as innovation funds, have been prototyped by many different networks. Others, such as communications systems and governance systems, are still in their infancy. Join June Holley and Yasmin Yonis from Network Weaver for a discussion about the necessary scaffolding for truly transformational networks.
Networks thrive on the initiative of members who see a need and invite others to take action with them. This is leadership in networks and in the best case scenario its widely distributed. And yet, supporting self-organizing is not easy. In this webinar we will share common obstacles to self-organizing and better yet, two things we have tried that seem to be working. Come hear about using Network Activation Funds and Facilitator Pools to help activate your network.
Everyday Equity is both a realization of and a path from power, love, and justice. In leadership practice, we consciously and unknowingly embed and enact principles and practices that embody and resist community well-being. This mindfulness-based webinar offers leaders perspectives and practices for compassionately awakening power, love, and justice. This webinar includes practicing tools, applying concepts, and reminding us of our loveliness – allowing us to contribute to community well-being by understanding and healing from harmful conditions toward transformative change.
Dr. Renato P. Almanzor is a transformation catalyst, whose experience emerges from over 25 years developing leaders committed to equitable communities, multicultural organizations, and social justice. As a leadership expert, he has delivered leadership development programs, keynote addresses, workshops and seminars on issues related to leadership for equity, cultural diversity, and social change. Much of his work has been dedicated to supporting community leaders working with and in low-income communities and communities of color. He has a PhD and MA in organizational psychology, an MS in counseling, and BA in psychology, as well as certifications in coaching and Zumba Instruction. He is a proud alum of the first Practices in Transformative Action, a mindfulness-based program for social justice activists through the East Bay Meditation Center in Oakland, California, where he also served as an apprentice the following year.
In this webinar, Lynn Fick-Cooper, Managing Director of Societal Advancement at the Center for Creative Leadership, will share the 5 critical leadership strategies CCL has learned from their vast experience developing the leadership capacity of nonprofit leaders and collaborative groups. During this webinar, Lynn will also take us through a deeper exploration of the first of those 5 strategies, Moving Beyond the Heroic Model of Leadership, by explaining and helping us all apply CCL’s Direction-Alignment-Commitment (DAC) leadership framework.
People who are putting their time, energy and resources into supporting and cultivating leadership are for the most part doing the work to advance meaningful change and social justice. Our learning about this work is struggling to keep up with our change aspirations. It's not enough to know that participants believe they are better leaders without answering questions about the ways in which leadership development work is creating equity and contributing to concrete changes in the health, education, and wealth of all. This webinar will share findings from a collaborative research efforts between leadership Funders and Evaluators to understand what we can achieve through leadership investments, how we can know, and what we are learning about the kind of leadership we need to contribute to greater equity.
The Network Mindset Trainings offer the building blocks for what a network mindset is, and how such mindsets show up in practice. There are only two sessions; Basic and/or Intermediate. The content for all the Basic sessions is the same; the content for all the Intermediate sessions is the same.
Our thinking about leadership is evolving as is the world in which greater numbers of people are coming together to take actions that will create greater equity. To keep pace, those who are supporting leadership for racial equity and social justice must pause, reflect and reconsider our approaches to leadership development. Because most leadership programs receive positive feedback from those participating in them, it can be hard to try something different...who wants to mess with what works, even if the payoff could be more dramatic results. It takes courage to do this and we are excited to have our friends from LeaderSpring share their "reset" process and what they are learning.
Join us as June Holley, Tracey Kunkler and Steve Waddell dive back into sharing the importance of Network Governance and Structures. We'll be learning how networks are experimenting with and co-creating innovative network governanceand structures that are self-organizing, encouraging and supporting the formation of collaborative circles.
Join us for 90 minutes of hands-on virtual practice! June will bring questions and you will be in practice breakout groups. Please plug in your webcams and have earphones ready to roll up your sleeves and practice with us!
Studies consistently show that less than 20% of nonprofit executive directors/CEO’s are people of color. The recent Race to Lead report offers a new story for how we think about and address this leadership gap: to increase the number of people of color leaders, the nonprofit sector needs to address the practices and biases of those governing nonprofit organizations.
This shifts the leadership development narrative to one that incorporates transformation at the individual and structural levels in pursuit of racial equity. One model is the California School-Age Consortium’s Leadership Development Institute fellowships. Within the year-long, cohort based model for emerging leaders in the out-of-school time field, power, privilege and oppression are elevated alongside traditional leadership competencies development. The model focuses on the unique experiences of people of color in the out-of-school time field, while simultaneously challenging the environments and structures that create racialized barriers toward advancement.
Emerging leaders in the out-of-school time field are positioned to influence policies and practices well beyond the field. Many follow pathways toward teacher and school leadership, policymaking, health and wellness, community organizing, juvenile justice and more. Hear directly from the co-designer and fellow of the program about the model, its challenges, successes and hopes toward racial equity and a more just society.
Many networks organize governance and operations with structures that mirror those of organizations: governing boards, committees, and operations staff. Unfortunately, these structures have often been a bad fit with networks, leading to decreased involvement and engagement by network participants who aren't on the governing board and shrinking network size and impact.
More and more networks are experimenting with and co-creating innovative network governance and structures that are self-organizing, encouraging and supporting the formation of collaborative circles for many or all of the operations and coordination functions of the network.
June Holley will share examples and offer several checklists and strategy worksheets to help your network determine if these new structures might be appropriate for them.
July 14, 2016
What does it mean for a foundation to become a facilitative leader? And how can foundation staff make the case for network-based funding approaches to boards and other stakeholders? This two-part series will explore successes and insights from the DentaQuest Foundation’s national systems change strategy Oral Health 2020. Started in 2011, this network-based strategy has achieved notable results—development of oral health leaders across the country, creation of new state partnerships connected to a national health improvement network, and tangible system and policy changes such as the expansion of public benefits in more than 15 states. Come learn about what it took to make this work happen from the perspective of Foundation leaders Brian Souza and Mike Monopoli, initiative evaluator Clare Nolan (Harder+Company Community Research), and network weaver Marianne Hughes (Interaction Institute for Social Change).
Part 2 will dive deeper into what it took to achieve these results, including lessons learned from network building as well as what it means for a foundation to take on a facilitative leadership role.
Working in networked ways is fundamentally different than traditional ways of working. Organizations can commit to a network approach yet not fully realize all the pieces and behaviors needed to make it actually work.
Carole Martin and Beth Tener will share their insights as coaches/facilitators with a wide range of social change network initiatives. They'll explore what they have been learning about which networks get traction and grow and which ones stumble, related to these themes:
What does organization readiness to embrace the network approach "look like"? How do board and staff members organize their time, priorities, and mindset differently?
How does leading look different both within and outside your organization?
What are some key pitfalls and lessons learned that you can keep in mind as you design for a more inclusive, joyous and connected way of working?
If your organization is pursuing networked ways of working, considering going this route or are on your way and hitting some bumps in the road, this will be a helpful conversation to participate in and invite in colleagues who are still learning.
We've all heard the rhetoric. The future is uncertain and complex. We can’t do it alone, and collaboration is critical. The only way to succeed is to learn as quickly as possible through experimentation, which means getting comfortable with failure.
But what does this mean in practice? If this were easy, there wouldn’t be so many pundits telling everyone else to do it.
Learning effectively through experimentation requires specific muscles and mindsets, which take time and practice to develop. Even if your group is already comfortable jumping into the unknown and learning by doing, a little bit of structure and discipline can go a long way in helping you do so successfully.
Eugene Eric Kim and Alison Lin will share their evolving public domain frameworks and tools for supporting effective experiments. They’ll then talk about the work they continue to do with the Social Transformation Project (STP) supporting experiments focusing on internal operational challenges and effective network collaboration. They’ll be joined by Jodie Tonita and Eden Kidane of STP, who will get real about what’s worked, and what hasn’t, and what’s coming next.
In this third webinar of the Network Leadership Series, Professor Angel Saz-Carranza will explore the question of how formal networks of organizations, created to reach a collective goal (also known as goal-directed networks), work to support the overarching network goals. Goal-directed networks often create a separate organizational unit to broker and administer the network as a whole called Network Administrative Organizations (NAOs).
The webinar will answer questions like:
How organizational units lead and broker the work of network members to ensure that the network as a whole achieves a collective network goal. finds the direction it needs, aligns the activities of its members, and helps them stay committed and ready to collaborate
How leadership strategies are different when the work is not internal to a single organization
Drawing from the work of immigration coalitions in the U.S. as examples of an important type of network, Saz-Carranza unpacks the leadership dynamics of formal goal-directed networks. These network member organizations join together to accomplish a common goal that is different from each organizational member but that contributes to advance their individual missions.
Connecting the Dots: Water Shutoffs, Pensions, Emergency Management, Bankruptcy & Beyond
Peter J. Hammer
Professor of Law, Director
Damon J. Keith Center for Civil Rights
Wayne State University Law School
Detroit, Michigan
September 30, 2015
Creating Space XII
When Hurricane Sandy hit, a self organized network quickly emerged from pre-existing networks and new volunteers that resoundingly out performed traditional relief agencies. Why and how was this network able to do this? What does leadership look like in situations such as this that are complex and ever shifting? We will explore the nuts and bolts of self organizing, strategies for supporting such networks and how self organized strategies and leadership can be applied to your work on complex problems.
Welcome back to our networks and leadership webinar series! We host this space for practitioners and researchers in both the leadership and network development areas to connect and learn from each other.
Our presenter Chris Ernst is a four-way player: He is active in both research and practice of both leadership development and organizational network analysis. Chris is VP of Leadership and OE at Juniper Networks and a former senior faculty member of the Center for Creative Leadership.
This second webinar in the Network Leadership Webinar Series is brought to you by the Center for Creative Leadership, NYU Wagner, and the Leadership Learning Community.
Presenting is Chris Ernst from Juniper Networks.
Growing numbers of social change agents are building networks to increase impact. Using real-life case examples, this webinar offers an introduction to basic network concepts and approaches with an emphasis on how practitioners can strengthen their network through systematic monitoring and evaluation. Highlights from a recent framing paper and casebook developed by Network Impact and the Center for Evaluation Innovation include examples of leading evaluation frameworks and practical methods/tools.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
25. Examples of Web-based Innovation
• Attracting resources
• Internal communication and organization
• More closely connecting organizations and expertise
• Fostering openness
• Building ecosystems of support
• Enabling rapid response
• Expanding capacity to serve
• Enhancing effectiveness
• Fostering individual engagement
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26. Social Sector Examples
• Attracting resources
• Internal communication and organization
• More closely connecting organizations and expertise
• Fostering openness
• Building ecosystems of support
• Enabling rapid response
• Expanding capacity to serve
• Enhancing effectiveness
• Fostering individual engagement
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27. Social Sector Examples
• Attracting resources
• Internal communication and organization
• More closely connecting organizations and expertise
• Fostering openness
• Building ecosystems of support
• Enabling rapid response
• Expanding capacity to serve
• Enhancing effectiveness
• Fostering individual engagement
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28. Social Sector Examples
• Attracting resources
• Internal communication and organization
• More closely connecting organizations and expertise
• Fostering openness
• Building ecosystems of support
• Enabling rapid response
• Expanding capacity to serve
• Enhancing effectiveness
• Fostering individual engagement
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29. Social Sector Examples
• Attracting resources
• Internal communication and organization
• More closely connecting organizations and expertise
• Fostering openness
• Building ecosystems of support
• Enabling rapid response
• Expanding capacity to serve
• Enhancing effectiveness
• Fostering individual engagement
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30. Social Sector Examples
• Attracting resources
• Internal communication and organization
• More closely connecting organizations and expertise
• Fostering openness
• Building ecosytems of support
• Enabling rapid response
• Expanding capacity to serve
• Enhancing effectiveness
• Fostering individual engagement
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31. Social Sector Examples
• Attracting resources
• Internal communication and organization
• More closely connecting organizations and expertise
• Fostering openness
• Building ecosystems of support
• Enabling rapid response
• Expanding capacity to serve
• Enhancing effectiveness
• Fostering individual engagement
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32. Social Sector Examples
• Attracting resources
• Internal communication and organization
• More closely connecting organizations and expertise
• Fostering openness
• Building ecosystems of support
• Enabling rapid response
• Expanding capacity to serve
• Enhancing effectiveness
• Fostering individual engagement
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33. Social Sector Examples
• Attracting resources
• Internal communication and organization
• More closely connecting organizations and expertise
• Fostering openness
• Building ecosystems of support
• Enabling rapid response
• Expanding capacity to serve
• Enhancing effectiveness
• Fostering individual engagement
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34. Social Sector Examples
• Attracting resources
• Internal communication and organization
• More closely connecting organizations and expertise
• Fostering openness
• Building ecosystems of support
• Enabling rapid response
• Expanding capacity to serve
• Enhancing effectiveness
• Fostering individual engagement
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35. New Leadership Paradigms:
5 Examples
• Developmental Action Inquiry
• Adaptive Leadership
• CCL’s DAC model
• Integral Leadership
• Theory U
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36. Barriers to effective Web Use
• Biggest Barrier:
– Culture, which is rooted in the way things have been successfully done in the past.
• Easier to address:
─ Inflated expectations about the speed or degree of payoff from social media tools
─ Inadequate user support, which can lead to Early frustration with attempts to use the tools
(e.g., log-in problems)
─ Overly complex tools with too many features and options (Sharepoint)
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I’d like to position the perspective that I’m about to offer by saying something about its history and by being candid about what I think it’s strengths and limits are: I
It is based on a study that has become a book, available on Amazon as a paper back this month, and already available on Kindle. Sponsorship: It was sponsored by the Bertelsmann Foundation in Germany, Europe‘s largest foundation. I had been invited to do a previous study on Leadership Development best practices, based on my expertise as 30 years of consulting and coaching on leadeship and leadership development. I created a chapter inthat book on the impact of the web on l eadership development, which interested my client at the Foundation, Tina Doerffer, who invited me to do a follow up study on that topic. It became a book, for which I invited tina to be co-author, as her partership had been so influential in my approach. (Tina nominated me to be a board member of LLC). Approach I approached the study by assessingthe impact of the Web on organizations in each of the sectors. And then explored the implications for leadership Methods The book is not based Interviews with experts, review of books, articles, Web. It‘s strength is that it synthesizes all the infromatoin I could get my hands on in the period 2009-2011.
I came to this study with an many years of study, practice, and research on leadership development But only moderate knowledge of the emerging digital world. About average for a self-employed consultant with office technology, and a teenage daughter who grew up digital. One limit is that my knowledge of the Web was not deep and still is not deep in the sense of someone who has a great deal of practical experience with web tools. The strength is that I came to the study with fairly fresh eyes. Kind of like an anthropologist visiting a new and strange culture. As a result I think I have been able to see some larger patterns in how organizations are changing, and illustrate them with many examples I think that I’ll be able to expand your awareness of the implications of the Web. But not being a leader in the nonprofit world myself, and not being a practitioner of web tools, it may be less helpful in providing highly practical and specific tips.
The first thing I had to do was make sense of the Web. Let me shorten your learning curve by sharing this map. It simplifies, but I believe in a way that is useful: Web 1.0 in which tools for faster, cheaper and more convenient forms of communication (e.g., e-mail) became widely available and used; Web 2.0 use of another set of new tools for communication (e.g., wikis and blogs) began enabling interaction and communication in transformative ways; and Web 3.0 new platforms for storing data (e.g., you may have heard of “the Cloud”) and ways of managing knowledge (e.g., tags)
Comparisons with the invention of the printing press are often made. I think the analogy is not an exaggeration Clay Shirky, goes further to say that because of the Web, “The Gutenberg revolution is over” This revolution has impacted organizations in all 3 traditional sectors—business, government, and the social sector I’d like to describe 4 patterns of transformation that I see across all sectors, Using examples primarily from the social sector, since that’s where all of the people signed up for this webinar (as of last week) are from.
INTERNAL openness Blogging, It would be hard to find a major corporation without one, and many CEOs have personal blogs. Several years ago Beth’s Blog featured 8 nonprofit CEOs who used Twitter. It included the CEOs or Presidents of the Sierra Club, the Environmental Defense Fund , and Planned Parenthood. The styles range from describing activities, offering opinions about issues, and sharing personal stories. Internal YouTubes. Y o utube has a special feature enabling nonprofits to set up their own youtube. EXTERNAL transparency The Lumina Foundation for Education “has posted its strategic planning process, the plan itself, and the progress measures being used on an interactive website to which the public can contribute comments. The foundation also has a YouTube channel on which the public can watch and comment on video interviews with key decision-makers” (Bernholz, Skloot and Varela 2010: 22). Less choice about availability of data. Guidestar makes non profit IRS data available. Charity Navigator rates nonprofits on criteria Yelp has reviews of some nonprofits—in Boston there are reviews of hospitals and churches.
Accessing expertise outside the organization “ It has always been true that there are a lot more smart people outside any particular company than within it. But there was little to be done about this reality until recently. But that is changing with the help of the Web” (Hagel III, Brown and Davison 2010: 75). The MacArthur Foundation hosted online discussions between clusters of grantees and issue experts (Luckey, O'Kane and Nee 2008: 3). This is an example of Crowdsourcing –which is the act of taking a task traditionally performed by an employee or contractor and outsourcing it to an undefined and generally large group of people or a community by making an open call for assistance. Non-profits such as the Rockefeller Foundation are following the lead of private companies in using crowdsourcing, through organizations such as InnoCentive as a broker to get creative, cost effective solutions. Bringing customers/citizens/stakeholders into the decision-making process Around product or program design. The Omidyar Network , a philanthropy launched by eBay founder Pierre Omidyar, asked the public to participate in awarding its grants. It created an online framework for the interested community to deliberate on and winnow down the proposals The David and Lucile Packard Foundation is using a public wiki to gather insights from stakeholders to inform its grant-making strategy related to nitrogen pollution. Cf. https://nitrogen.packard.org .
In part this is an emergence of awareness around the power of networks, particularly informal ones in organizations. In part it’s through discovery of their power.through innovative experiments. And in part its because of the increasing ease of supporting and creating networks through Web technolocy. The prevalence and power of networks has been documented in a paper by LLC: “Leadership and Networks.” A couple of examples from our study will illustrate this point: One shows how the web is enabling the linking of individuals to form organizations Ushahidi emerged as a group of volunteers spread over two continents and several countries, interesting in pooling information relevant to solving social problems. It is now an organization that is mostly virtual Forming strategic alliances with other organizations through networks of communication/collaboration In 1990, Women’s World Banking served 50,000 women with microfinance services. Ten years later, it served 10 million by fostering a network of affiliates and associates that were themselves independent organizations. The founder, Nancy Barry, suggests that “instead of thinking about management challenges at the organizational level, leaders should think about how best to mobilize resources both within and outside organizational boundaries to achieve their social aims” (ibid.: 2).
Space: Spread of Arab spring (not just in middle east, but to New York—occupy wall street) Time haiti). Social networks enabled people concerned about the Haiti earthquake to generate an unprecedented amount of both money and expertise in a remarkably short period of time. As Bernholz et al. write: “Many used social networks to spread word of the disaster, round up funds and volunteers, and stay informed about developments in Port-au-Prince. To date , more than $1 billion has been collected for relief and reconstruction, with the average donation via the Internet at a mere $1 0” (Bernholz, Skloot and Varela 2010: 24). Case of Komens foundation and Planned Parenthood. Fueled by a firestorm of outrage on Twitter and Facebook, the people behind the Susan G. Komen For the Cure Friday backed off their decision to cut funding of Planned Parenthood programs. On Tuesday, Planned Parenthood alerted its twitter followers that the Komen organization had stopped funding for breast cancer screenings at its health centers around the country. After three days of protests by Planned Parenthood backers, Komen today reversed that decision and said it will continue its previous funding plans. The decision comes after thousands of people took took their fury to sites like Facebook, Twitter, Google+ and Komen's own message board. Supporters of Planned Parenthood this week relentlessly posted comments about the situation, along with links to news articles and retweeted messages. They essentially kept the discussion going and kept the pressure on Komen
From organization-centric For most of the past century, Organization-centric engagement has been the dominant mode whereby nonprofits have engaged the public--individuals working through social-sector and advocacy organizations with a governing board and centralized leadership. For many years, there has appeared to be a choice between getting things done by the state or by businesses, with foundations filling the gap in between. Almost exactly 100 years ago, Andrew Carnegie and John D. Rockefeller established centralized, vertically integrated foundations modeled on the big businesses that had given them their fortunes (steel and oil, respectively). This institutional structure has remained the predominant model for organized philanthropy for almost a century. The tacit assumption has been that people could not self-assemble. But electronic networks are enabling novel forms of collective action because they have made assembling so much easier. Now it is possible to have groups that “operate with a birthday party’s informality and a multi-national’s scope” and that emerge through “ridiculously easy group forming” (Shirky 2008: 54, quoting Seb Paque). As a result, we are beginning to see other models of civic engagement. From organizations “ We are living in the middle of a remarkable increase in our ability to share, to cooperate with one another, and to take collective action, all outside the framework of traditional institutions and organizations. “ Shirky p. 21 Institutional dilemma : they exist to take advantage of group effort, but some of its resources are consumer by directing that effort. Institutions are now vulnerable to becoming uneconomical in comparison to networks that organize without an institutional infrastructure.
As a result of this pattern in the social sector, and parallel distinctive patterns in other sectors, I believe evidence of a new leadership paradigm. This quote comes from a white paper from the Center for Creative Leadership ................. I need to confess I‘m having a bit of fun in offering this quote. Petrie is quoting the study that I did that was the basis for my book. So I‘m quoting someone quoting me. But I feel justified in doing so because the white paper quotes the study 4 times, 3 times in sidebars. There are many indicators of this new paradigm. The study identified 7. Let me name just a few [next slide]
From „machine“ to „complex adaptive organism“ If the organizatoin is a machine, it‘s appropriate to take an approach of „command and control“. But if the organixzation is a complex adaptive organism, it‘s more appropriate to „sense and respond“ From control to letting go One of the books that we found very helpful is called „The Art of Letting Go.“ Those who are able to take the risk of letting go may discover that they gain enormous opportunities to learn and extend their influence—while losing little more than the illusion of being in control.
Interpersonal/Influence skills. Influence is more lateral than hierarchical, continuing a trend that‘s been evident for some time. But there‘s a new dimension: Network leadership Coaching. If anything the need for coaching expands as the result of the need for more leadership development Team/group facilitation. Remains important but needs to be supplemented by Virtual Team Leadership Systems thinking is increasingly important as the web breaks down boundaries. But to act on this systemic perspective requires Cross-boundary leadership Information/knowledge management Information filtering Knowledge management—files? Advanced search skills
Leaders must have personal knowledge and experience with Web 2.0, so that they understand the power and potential of tools such as Wikis, blogs, Text messages, Tweets, and social media websites such as Facebook If you were to take away one thing from this webinar, I would want it to be the realization that Web Literacy is both essential to leadership and potentially transforming personally to become comfortable in this new world. Joining and participating in several major social networks, such as Facebook , Twitter , LinkedIn and YouTube I got great value from taking several Web-based courses in social media. The courses were offered by Blue Oxen Associates and Get Storied.com . If you lead a team or department you can encourage others to engage in similar learning, acting as scouts and reporting back. “
The age of the individual “heroic” leader is coming to a close. As James Surowiecki has documented in The Wisdom of the Crowd, t here is evidence that under many conditions groups make better decisions than individuals. The Leadership paradigm has been moving in the direction of shared leadership for some time. The Web is simply accelerating that trend Grantmakers for Effective Organizations generated a very helpful 2-volume study by Kathleen Enright and Barbara Hubbard on Investing in Leadership Development, which documents the trend away from leader development and toward leader ship development. This reflects a recognition that leadership is increasing shared or even collective. But even when it makes sense for an individual decide, collective input and participation is increasingly necessary in a complex world that is changing at an accelerated pace. There is probably a range within this group of the value of heroic leadership, and the ease and appropriateness of shared or collective leadership. But it’s worth asking yourself what steps you might take to explore the new paradigm. Whether it has come to your organization or not, it’s on it’s way. There are advantages to getting out in front by being proactive, rather than being forced to adopt.
The move from command and control to Effective “ Sensing and Responding“ requires cultures that are more learning oriented --Learning from experience, and from mistakes. Cultures that have a hi gher tolerance for mistakes. In a world of constant flux, survival means adaptation, and no person or organization can adapt without making mistakes. A model here comes from the „patch“ culture of software development , in which it is expected that there will be errors, or bugs. Software developers need others in the community to find and correct those errors. So too, anyone exercising leadership depends on s others finding and pointing out their errors, contributing to a better result. As a leader you can enourage such cultures by conducting after-action-reviews and communicating a tolerance for error so long as it is accompanied by learning.
Most organizations probably have some kind of policy governing web practices by this point, but if yours doesn’t, being proactive is helpful. important. It’s easy for a Web strategy to get decided by default, and by the wrong people. A lesson I learned the hard way in doing this study is that “there is a world of difference between the experience and mindsets of “IT people” and “Internet people.” What you don’t want to have happen is to let IT people claim ownership of Web policies and strategies. Make sure that these policies are shaped at the highest levels of your organization, as part of a long-term thinking process. Ideally, internal policies on Web use by employees should be grounded in an overall strategy for use of the Web in achieving organizational goals. Such goals will help you determine how open it makes sense to be. In the corporate world, a surprisingly high percentage of web policies forbid use of social media of any kind at work. Don’t know about the nonprofit world, but I regard that as a mistake. If you don’t have a social media policy there are plenty of examples (where else?!) online, some of which articulate the organization’s overall strategy, like Bread for the world, and some of which offer guidance on how to use Web tools, such as the Open Society Foundations. http://socialmediagovernance.com/policies.php?f=5
Though it depends on your organization’s goals, it will probably make sense to be more open, both internally and externally, than has traditionally been the case. So the first step I recommend is to consider ways of opening up communication, both internally and externally, Internally, it makes sense to look for ways to r educe silos Silos prevent the internal communication and collaboration required for to good ideas to finid their way into effective action. Similarly, it makes sense to look forways to reduce hierarchy. The Web can help reduce the self-insulation of leadership positions, and can motivate staff by engaging them. Particularly those who grew up digital. An example of an organization that has taken steps to do this is The Open Society Institute , Founded by the Hungarian investment guru George Soros. In recognition of the need to create better communication among different program areas in OSI, and to improve better communication among different offices, it created a web-based platform playfully called KARL, in honor of the philosopher Karl Popper, a teacher of Soros’s who was an advocate of open society. uses wikis, blogs, tagging and other Web 2.0 tools to enable communication and collaboration among employees separated by culture, geography and program boundaries. KARL also facilitates communication between the organization and its grantees and partners.
Loosen boundaries around your organization. I mentioned earlier that some nonprofits are making their boundaries more porous by tapping external expertise: One way to do this is to try out crowdsourcing Example from Innocentive: (org is anonymous) Given the reality of stock market ups and downs, create a simple and compelling message to explain why it is so important for people to have a reliable, regular paycheck in retirement, which will give them a steady income stream for the rest of their life. We will present a $500 Award for the best idea, and also a $250 Award for the next best - as determined by our judges .
I take the metaphor of embracing networks from the LLC paper of Leadership and Networks, which encourages non-profits to “Embrace a network mindset” Independent of the Web, it’s useful my experience for people in to become aware of informal networks within their organization. Mapping internal networks—for which there are now many tools—is a way of understand how influence takes place. The Web just makes it much easier to create and maintain networks, internally and externally. A useful exercise, looking outward, is to inventory the networks your organization is a part of, and how you might exercise network leadership by convening or promoting a dialog or an action using the web.
A final suggestion, which can be applied to Numbers 1-5 above, is to experiment. Review what’s been tried elsewhere and see whether you can imagine something like that working in your situation [make copy of study available]
It’s easy to find advocates of either answer. And it’s probably too soon to tell. It’s clear that you don’t get transformation of this magnitude without disruptions that bring with them a heavy cost to some. And Is WikiLeaks a boon or a bane? Or, more likely, both? I come out on the side of the optimists. With respect to the Web as a whole, and as regards the implications for leadership. The first thing that shaped that view was all the remarkable things that are happening in organizations in every sector. I’d like to look at those patterns of change first, then at the implications for leadership.
Observers differ as to whether they see the glass half full or half empty. No one can be sure And it’s clear there are downsides to the Web: many risks and potential threats But we side with the optimists. This is a remarkable era, of tremendous opportunity
There are new examples every day of Web 2.0 use in the social sector, which radically alters the landscape for leadership in this sector, as in others They range from new ways to attract resources, to social sector examples of ecosystems, I’d like to give some examples in the context of implications for leadership, where I next turn. But rather than go through this list I’d like to open up for questions, which could guide what I say. I won’t be able to cover all the examples that might be useful. But what I can do is send all of you a copy of the book manuscript in PDF form.
Fundraising Social networks enabled people concerned about the Haiti earthquake to generate an unprecedented amount of both money and expertise in a remarkably short period of time. As Bernholz et al. write: “Many used social networks to spread word of the disaster, round up funds and volunteers, and stay informed about developments in Port-au-Prince. To date, more than $1 billion has been collected for relief and reconstruction, with the average donation via the Internet at a mere $10” (Bernholz, Skloot and Varela 2010: 24). Similarly, volunteer-driven “flash” causes can create tremendous impact by drawing attention to an issue for a very brief period of time. “Some can even move a fair amount of money. In February 2009, “ charity: water ” raised hundreds of thousands of dollars through parties in more than 100 cities, all organized by volunteers via Twitter . These dispersed, crowd-organized events are common tools of community organizing and political fundraising and are increasingly present in campaigns for charitable support” (ibid.: 38). Creating individualized ways to donate Kiva.org , a microlending site, allows people to easily lend money to the working poor. So far, according to Kiva's reports, some 520,000 people have loaned more than $80 million to people in 184 countries. Using PayPal or a credit card, a visitor to the Kiva website can loan a struggling entrepreneur in a developing country $25 or more. The site says the money is usually paid back within a year. Other microlending sites include DonorsChoose and GlobalGiving .
As we saw in the private sector, non profits orgs are using social media to open up internal communication Improving internal communication and knowledge management Paul Levy, CEO of Beth Israel Deaconess Medical Center , created a public blog to “share thoughts with people about my experience here and their experiences in the hospital world.” Through an internal blog, staff members at ZeroDivide document lessons learned as the foundation implements a new grant-making program to support social enterprises (Luckey, O'Kane and Nee 2008: 3). “ The Open Society Institute’s KARL” uses wikis, blogs, tagging and other Web 2.0 tools to enable communication and collaboration among employees separated by culture, geography and program boundaries. KARL also facilitates communication between the organization and its grantees and partners. Alternative forms of organization and governance Ushahidi “was started by an unincorporated group of colleagues spread over two continents and several countries. Even though the informal, networked structure proved capable of building an effective platform for the advancement of social good, that same structure proved to be a stumbling block for raising foundation funds. It didn’t conform to the organizational model funders understood and were comfortable with” (Bernholz, Skloot and Varela 2010: 26). Levy’s first blog post, quoted in Li 2010: 27. Personal communication from Thomas Moroz, co-director of KARL, August 2009.
Reflecting a pattern in the private sector…you see lots of examples of Crowdsourcing The David and Lucile Packard Foundation is using a public wiki to gather insights from stakeholders to inform its grant-making strategy related to nitrogen pollution. Cf. https://nitrogen.packard.org . Opening up goal-setting and strategy formulation The Smithsonian Institution used a wiki to crowdsource its strategic plan (Kanter 2009c).
Encourage your org. leadership to use social media. Several years ago Beth’s Blog featured 8 nonprofit CEOs who used Twitter. It included the CEOs or Presidents of the Sierra Club, the Environmental Defense Fund , and Planned Parenthood. The styles range from describing activities, offering opinions about issues, and sharing personal stories. Can use web tools to open up communication and collaboration The Open Society Institute created an online collaborative platform in response to the realization that different programs and geographic locations operate in silos. There has been great interest in Microsoft’s Sharepoint
Connecting grantees with peers and experts The MacArthur Foundation hosted online discussions between clusters of grantees and issue experts (Luckey, O'Kane and Nee 2008: 3). . Sharing knowledge and interacting with the wider community The Natural Capital Institute created WiserEarth.org in 2005 to “identify and connect the hundreds of thousands of organizations and individuals throughout the world working in the fields of environmental sustainability and social justice.”
In the aftermath of the major devastation in Haiti due to an earthquake, “we have seen how quickly and on how large a scale individuals and organizations can collaborate on behalf of others. In a matter of days, three platforms—text donations, Twitter and Facebook —moved from the philanthropic margins to the center of both fundraising and volunteer activity. Mobilizing people rapidly “ Smart mobs”—large groups of people linked by cell phones, text messages, emails or other technologies—can assemble suddenly in a public place to perform some collective action in support of a cause. This was demonstrated for the first time in the Philippines in 2001 to protest government corruption and help oust then-President Joseph Estrada (Rheingold 2003, as reported in Shirky 2008: 174–175). Sounding crisis alerts and providing support The Katrina PeopleFinder Project evolved to engage volunteer programmers in developing a single site that allowed people to search dozens of separate databases and message forums to find lost relatives after Hurricane Katrina (Tapscott and Williams, 2006: 186–188).
Extending services through affiliated organizations In 1990, Women’s World Banking served 50,000 women with microfinance services. Ten years later, it served 10 million by fostering a network of affiliates and associates that were themselves independent organizations. The founder, Nancy Barry, suggests that “instead of thinking about management challenges at the organizational level, leaders should think about how best to mobilize resources both within and outside organizational boundaries to achieve their social aims” (ibid.: 2). Providing citizen access to useful information Safe2Pee.org helps people find public toilets. Couchsurfing.com helps people make connections with people living in places they travel to and find a place to stay.
Enhancing measurement of performance Success Measures has created a variety of web-based evaluation framework designs. As Bernholz et al. write: “Groups can aggregate data, download them to Excel to create spreadsheets and graphs, and contribute to the further refinement of Success Measures frameworks, tools and indicators by sharing what they learned.” (ibid.: 27–28). Improved data gathering YouthTruth (a partnership between the Bill & Melinda Gates Foundation and the Center for Effective Philanthropy )) “distributed a survey online (via MySpace and Facebook , via email and with the help of MTV ) to high school students attending schools receiving funding from the Gates Foundation. The data collected are used to inform the schools, the funders, and the evaluators” (ibid.: 28). Enabling transparency of communication with grantees and easing grant-making transactions DonorsChoose.org is an online marketplace for connecting donors with opportunities to support public schools (Monitor Institute and David and Lucile Packard Foundation 2007: 9)
It’s now possible to barter for or donate goods simply by posting on FreeCycle or Craigslist (Bernholz, Skloot and Varela 2010: 14). Timebanks.org has created a system that “connects unmet needs with untapped resources.” It does so by using the soft currency of contributed time to reward participants who volunteer their skills by enabling them to trade their accumulated credit for access to skills contributed by others. The Extraordinaries is a pioneer in the new field of “microvolunteering,” linking volunteers with a mobile phone and a few minutes to spare to organizations in need of assistance. (See the more detailed case description in Section 3.2.3 below.)
And we offer 5 examples of theories that are consistent with a new paradigm, which I will also not comment on. Those with a more theoretical interest can read about this in the study. Criteria: Supportive of emergence Cognizant of complexity Adaptive Integral Outcome-oriented [
Culture is hard to change. It’s based on what has worked in the past. One way to chip away at existing culture is to demonstrate the effectiveness of a new way of working. That’s what happened at the American Red Cross. Wendy Harman was actually hired to develop a web strategy, after the Red Cross’s embarrassment at its response to Katrina. But existing IT and other policies tied her hands. She decided to do an end run.. She used her own resources to create a domain name began generating a network presences. Over a period of a couple of years she had developed a network capacity that enabled the Red Cross to raise $10 million dollars in 3 days in response to the Haiti earthquake.
Overcoming barriers of geography and language . Nortel uses advanced video and data-networking technologies to offer a Virtual Leadership Academy monthly in 47 countries, with simultaneous translation from English into Spanish and Portuguese. The technology enables real-time response to questions and concerns (Day & Halpin, 2001, p. 21). Virtual access to conferences . Conference presentations are beginning to be available virtually. The Shambhala Institute for Authentic Leadership now offers virtual access to its current leadership workshop to graduates of previous programs. And blogging and texting of conferences has begun to offer enhanced information sharing among attendees as well as enable outside access to a broader audience. More powerful and individualized means of keeping informed . It is now possible to track areas of interest easily by subscribing to an RSS feed, enrolling in Twine, or using Google Alerts. Web 3.0, which is predicted to make the internet “more intelligent” in anticipating and meeting individual needs and interests, will sharply increase this trend (MacManus, 2009). User-friendly access to personal development opportunities. People who could never find time to attend time-intensive workshops such as meditation retreats can now learn at home in manageable time chunks, not just through books and CDs, but on web-advertised and supported teleconferences, webinars, blog radio, and the like. For example, the Buddhist meditation teacher Shinzen Young offers telephone retreats to supplement face-to-face retreats, www.BasicMindfulness.org ).
Laying the groundwork for formal programs. Organizations that sponsor learning of various kinds have begun using web technology prior to seminars or meetings in order to prepare participants to take greater advantage of face-to-face time (Hannum, Center for Creative Leadership., & Martineau, 2008). Following up formal programs. Since 2005, CCL’s flagship Leadership Development Program has featured Friday5s (a web technology developed by the Fort Hill Company) to accelerate post-program application of learning and sustain commitment to goals (Whyman, Santana, & Allen, 2005). CCL evaluations show that such reinforcement leads to significant increases in goal achievement (Pollock & Santana, 2007). Facilitating support networks among workshop/program participants. Many workshops now support participants in signing up for an email list or listserv that enables participants to keep in touch, reinforcing the workshop experience. Such groups tend to peter out after a while, but do tend to reinforce and extend the period of active engagement with the learning. Forming communities around workshops. Some workshops have gone so far as to create support for online communities that connect participants from any previous workshop. For example, the Shambhala Institute for Authentic Leadership, which sponsors an annual week-long workshop in Halifax, Nova Scotia, has used the new web tool Ning to create such a site.
Internet forums. Web 2.0 adds power to electronic bulletin boards, enabling more interactive discussions on areas of common interest to leaders. Many of the social media and other Web 2.0 tools enable such interactive communication. Virtual learning environments. Online role-playing games enable players to practice leadership skills in situations that pose challenges typical of the requirements of future leaders: speed, risk taking, and acceptance of leadership roles as temporary (Reeves, Malone, & O’Driscoll, 2008) Web-supported communities of practice . Web support for learning networks creates new opportunities for information sharing and problem solving. “Just-in-time” learning is now accessible in ways never before possible, as illustrated by CompanyCommand, the U.S. Army community of practice described in section 3.1.2. An example is the ALIA Institute’s Social Network: http://community.aliainstitute.org/ .
Overcoming barriers of geography and language . Nortel uses advanced video and data-networking technologies to offer a Virtual Leadership Academy monthly in 47 countries, with simultaneous translation from English into Spanish and Portuguese. The technology enables real-time response to questions and concerns (Day & Halpin, 2001, p. 21). Virtual access to conferences . Conference presentations are beginning to be available virtually. The Shambhala Institute for Authentic Leadership now offers virtual access to its current leadership workshop to graduates of previous programs. And blogging and texting of conferences has begun to offer enhanced information sharing among attendees as well as enable outside access to a broader audience. More powerful and individualized means of keeping informed . It is now possible to track areas of interest easily by subscribing to an RSS feed, enrolling in Twine, or using Google Alerts. Web 3.0, which is predicted to make the internet “more intelligent” in anticipating and meeting individual needs and interests, will sharply increase this trend (MacManus, 2009). User-friendly access to personal development opportunities. People who could never find time to attend time-intensive workshops such as meditation retreats can now learn at home in manageable time chunks, not just through books and CDs, but on web-advertised and supported teleconferences, webinars, blog radio, and the like. For example, the Buddhist meditation teacher Shinzen Young offers telephone retreats to supplement face-to-face retreats, www.BasicMindfulness.org ).
Protecting Resources Case of Komens foundation and Planned Parenthood Fueled by a firestorm of outrage on Twitter and Facebook, the people behind the Susan G. Komen For the Cure Friday backed off their decision to cut funding of Planned Parenthood programs. On Tuesday, Planned Parenthood alerted its twitter followers that the Komen organization had stopped funding for breast cancer screenings at its health centers around the country. After three days of protests by Planned Parenthood backers, Komen today reversed that decision and said it will continue its previous funding plans. The decision comes after thousands of people took took their fury to sites like Facebook, Twitter, Google+ and Komen's own message board. Supporters of Planned Parenthood this week relentlessly posted comments about the situation, along with links to news articles and retweeted messages. They essentially kept the discussion going and kept the pressure on Komen. Kony video documentary, went viral. Millions of people watched it Illustrates the power and the dangers of Web communication. Turns out the video was misleading in some ways.