Building a diverse network of personal contacts can provide the
support, feedback, insight, resources and information that is
necessary for leaders to tackle current and unforeseen challenges.
This article lays out the value of a ‘three-pronged’ networking
approach as a major element of leaders’ professional development.
The Application of Enterprise Social Networking to Talent Management and Tale...Conenza
In this webinar, we will discuss how enterprise social networking can be applied to your talent acquisition and management efforts to enhance collaboration and communication, increase recruiting and talent management efficiency, and retain access to valuable intellectual capital. We will walk through some real world examples of the different types of corporate social networking initiatives that are being successfully adopted within leading global organizations.
This document discusses how leaders can build trust in the workplace in 3 key ways:
1) Effective communication practices like transparency, listening, and frequent information sharing.
2) Demonstrating strong character through integrity, humility, admitting mistakes, and congruence.
3) Balanced competence in both technical skills and leadership abilities, while also trusting other employees.
The article argues that rebuilding trust should be a priority for leaders, as high levels of trust can foster employee engagement, productivity, and organizational success, while low trust has negative financial and performance impacts.
Collaborative Enterprise & Social Media : definition, reasons & goals, implem...Frédéric Williquet
Enterprise 2.0 involves using social software and technology to facilitate collaboration between employees and with customers. The key goals are to improve collaboration, innovation, and awareness to gain a competitive advantage. Implementing an enterprise collaboration platform can shrink distances between people and information. Reasons to adopt social media internally include dismantling silos, leveraging relationships for ROI, and improving the employee and customer experience. Visualizing networks can help diagnose collaboration challenges and design efficient solutions. Intensive use of social technologies is correlated with market gains and stronger financial performance. Avoiding social networks comes at a cost to relationships and knowledge. The future of social media in organizations involves conversational channels, social search driving value, and work transcending boundaries.
Adapting to complexity - critical practices for human networksCatherine Shinners
This document summarizes a workshop on adapting to complexity in human networks. It includes:
- An agenda for the workshop that covers topics like networks, communities, teams and sense-making models over time blocks that include exercises and discussions.
- Descriptions of the workshop facilitators' backgrounds and areas of expertise in workplace learning and adapting organizations.
- Definitions and diagrams explaining concepts covered like personal knowledge mastery, communities of practice, and the dynamics of networked teams.
- Notes on challenges of knowledge work like complexity, rapid change, and tools overload, and frameworks for network-based leadership and collaborative culture.
BusinessNet (BN) is a professional business network run by Vejle Boldklub that connects local businesses in Denmark. It currently has seven groups with 20-35 members each from various industries. The purpose of this report is to identify how BN can improve its network offering to provide more value to members. It analyzes members' perspectives on networking based on surveys and interviews. It also reviews networking theory, particularly the "Eight Cubes" model. The report finds that members value leads, inspiration and advice from networking. However, many have not clearly defined their networking goals. It provides recommendations on how BN can help members better understand and utilize networking, including focusing on relationships beyond transactions, entrepreneurial elements, and online engagement.
The Application of Enterprise Social Networking to Talent Management and Tale...guest59d0d1
The document discusses using enterprise social networking for talent management and acquisition. It provides examples of how companies are using internal communities, alumni networks, and external talent communities for collaboration, knowledge sharing, recruiting, and engagement. It recommends starting with specific business goals and cross-functional teams when building social networks and communities.
1) While off-site meetings have faced scrutiny due to budget cuts, they provide important benefits like motivating employees, strengthening relationships, and boosting local economies.
2) Charisma Productions Network has over 25 years of experience producing successful corporate meetings and events. They help companies realize the value of off-site gatherings in building trust and leadership during difficult economic times.
3) Face-to-face meetings are preferred over virtual options for most business objectives as they allow for reading body language, bonding, and stronger relationships critical to business success. Charisma Productions Network provides the services and technology to make meetings more engaging and impactful.
Thoughts on intranets, enterprise social and collaborative workingGarry Rawlins
The document discusses how an organization's digital workplace should be designed to enable effective collaboration at scale. It outlines several key areas that are important for the digital workplace design: strategic positioning, leadership and culture, formal structure, work management, and HR practices. For each area, it provides considerations for how the design can support and encourage collaboration, such as aligning with strategic goals, having leaders who encourage information sharing, establishing flexible networks, focusing on collaborative work over individual tasks, and rewarding collaboration. The digital workplace design must take a holistic view and understand how it integrates with the wider digital strategy and systems landscape.
The Application of Enterprise Social Networking to Talent Management and Tale...Conenza
In this webinar, we will discuss how enterprise social networking can be applied to your talent acquisition and management efforts to enhance collaboration and communication, increase recruiting and talent management efficiency, and retain access to valuable intellectual capital. We will walk through some real world examples of the different types of corporate social networking initiatives that are being successfully adopted within leading global organizations.
This document discusses how leaders can build trust in the workplace in 3 key ways:
1) Effective communication practices like transparency, listening, and frequent information sharing.
2) Demonstrating strong character through integrity, humility, admitting mistakes, and congruence.
3) Balanced competence in both technical skills and leadership abilities, while also trusting other employees.
The article argues that rebuilding trust should be a priority for leaders, as high levels of trust can foster employee engagement, productivity, and organizational success, while low trust has negative financial and performance impacts.
Collaborative Enterprise & Social Media : definition, reasons & goals, implem...Frédéric Williquet
Enterprise 2.0 involves using social software and technology to facilitate collaboration between employees and with customers. The key goals are to improve collaboration, innovation, and awareness to gain a competitive advantage. Implementing an enterprise collaboration platform can shrink distances between people and information. Reasons to adopt social media internally include dismantling silos, leveraging relationships for ROI, and improving the employee and customer experience. Visualizing networks can help diagnose collaboration challenges and design efficient solutions. Intensive use of social technologies is correlated with market gains and stronger financial performance. Avoiding social networks comes at a cost to relationships and knowledge. The future of social media in organizations involves conversational channels, social search driving value, and work transcending boundaries.
Adapting to complexity - critical practices for human networksCatherine Shinners
This document summarizes a workshop on adapting to complexity in human networks. It includes:
- An agenda for the workshop that covers topics like networks, communities, teams and sense-making models over time blocks that include exercises and discussions.
- Descriptions of the workshop facilitators' backgrounds and areas of expertise in workplace learning and adapting organizations.
- Definitions and diagrams explaining concepts covered like personal knowledge mastery, communities of practice, and the dynamics of networked teams.
- Notes on challenges of knowledge work like complexity, rapid change, and tools overload, and frameworks for network-based leadership and collaborative culture.
BusinessNet (BN) is a professional business network run by Vejle Boldklub that connects local businesses in Denmark. It currently has seven groups with 20-35 members each from various industries. The purpose of this report is to identify how BN can improve its network offering to provide more value to members. It analyzes members' perspectives on networking based on surveys and interviews. It also reviews networking theory, particularly the "Eight Cubes" model. The report finds that members value leads, inspiration and advice from networking. However, many have not clearly defined their networking goals. It provides recommendations on how BN can help members better understand and utilize networking, including focusing on relationships beyond transactions, entrepreneurial elements, and online engagement.
The Application of Enterprise Social Networking to Talent Management and Tale...guest59d0d1
The document discusses using enterprise social networking for talent management and acquisition. It provides examples of how companies are using internal communities, alumni networks, and external talent communities for collaboration, knowledge sharing, recruiting, and engagement. It recommends starting with specific business goals and cross-functional teams when building social networks and communities.
1) While off-site meetings have faced scrutiny due to budget cuts, they provide important benefits like motivating employees, strengthening relationships, and boosting local economies.
2) Charisma Productions Network has over 25 years of experience producing successful corporate meetings and events. They help companies realize the value of off-site gatherings in building trust and leadership during difficult economic times.
3) Face-to-face meetings are preferred over virtual options for most business objectives as they allow for reading body language, bonding, and stronger relationships critical to business success. Charisma Productions Network provides the services and technology to make meetings more engaging and impactful.
Thoughts on intranets, enterprise social and collaborative workingGarry Rawlins
The document discusses how an organization's digital workplace should be designed to enable effective collaboration at scale. It outlines several key areas that are important for the digital workplace design: strategic positioning, leadership and culture, formal structure, work management, and HR practices. For each area, it provides considerations for how the design can support and encourage collaboration, such as aligning with strategic goals, having leaders who encourage information sharing, establishing flexible networks, focusing on collaborative work over individual tasks, and rewarding collaboration. The digital workplace design must take a holistic view and understand how it integrates with the wider digital strategy and systems landscape.
Making the Case for Social Collaboration in the EnterpriseWebtrends
The document discusses making the case for social collaboration in enterprises. It argues that social collaboration should focus on building relationships rather than just implementing technologies. It outlines four parts of an effective social collaboration strategy - having clear objectives, putting the right metrics in place, investing in relationship management, and prioritizing technology with relationships in mind. Effective metrics measure how relationships fill information and decision-making gaps rather than just engagement. Relationship management requires budgeting, executive involvement, transparency, and incentives. Technology choice should consider the relationships sought rather than just features.
These are the slides that were used at the first In-Person meeting of the PHXBusinessOwners Group. Please contact Robb Evans at robb.evans@PHXBusinessOwners.org with any questions.
This document provides an overview of social media marketing strategies. It discusses using LinkedIn, Facebook, and other platforms to market your career and build your professional network. Key recommendations include completing your LinkedIn profile, engaging with groups, customizing your Facebook page, interacting regularly, and monitoring engagement. Content sharing is emphasized over direct promotion. Connecting with experts Lorraine Goodman and Max Weinstein is also suggested for further guidance.
Online Information 2007: KM goes SocialDavid Gurteen
The document discusses the evolution of knowledge management (KM) from KM 1.0 to KM 2.0 and the impact of social tools and Web 2.0. KM 1.0 was traditional, corporate and techno-centric while KM 2.0, also called social KM, is more people-centric and utilizes social tools like blogs, wikis and social networking. Social tools allow knowledge to be shared in a decentralized, bottom-up manner and put power in the hands of individuals rather than being top-down and controlled. The rise of social tools means KM is becoming more social and integrated into people's everyday work.
Leveraging your existing assets to build your talent network socialhrcampSean Sheppard
The document discusses how companies can leverage their existing assets like career sites, social media data, employees, and alumni to build talent networks. It notes that traditional talent acquisition focuses on attraction and compliance but is missing engagement. The author argues that companies should transform static assets into relationships by bringing data to life through a tool that allows recruiters to interact with candidates within their work environment. This will help optimize candidate engagement, reduce time-to-hire, and strengthen company culture.
Communities can be powerful tools for product teams in driving innovation. This presentation covered the drivers of community approaches as well as specific examples of how communities worked in product development. Presented to the BPMA
The document outlines four keys to successfully deploying a social business network: 1) Governance - ensuring relevance through appropriate oversight, support and metrics; 2) Structure - establishing the right types of groups and communities; 3) Conventions - clarifying expectations for participant behavior; and 4) Practice - promoting adoption through champions and notifications. It provides examples for each key and emphasizes that social networks require active facilitation and guidelines to drive ongoing value for an organization.
Robert Ady is an expert in site selection consulting and economic development. He has identified locations for more businesses in the US than anyone else. The document discusses how Ady can help organizations by sharing his expertise on: (1) how site selection consultants work and how to work with them, (2) common mistakes economic development organizations make, and (3) how to position communities to appeal to consultants. Ady tailors presentations on these topics to meet audience needs and can provide other services like reviewing budgets and strategic plans.
This document discusses the importance of employee recognition for administrative professionals and its impact on productivity and retention. A survey found that administrative professionals highly value recognition from their managers, especially praise communicated to senior management. While managers think rewards like lunches are appreciated, the survey showed administrative professionals prefer recognition involving professional development opportunities. The document provides tips for effective, low-cost recognition approaches.
The document discusses a research project aimed at developing a system called MIKE (Most Important Knowledge and Expertise) to automatically capture tacit knowledge and expertise within an organization. The project seeks to embed such a system in everyday workflows to increase visibility of tacit knowledge assets. It outlines the major research objectives and projected outcomes. A pilot project was designed involving personnel records, field trip reports, and emails from a federal agency to test MIKE's design principles in an enterprise environment.
The document discusses leveraging employee social networks in organizations. It covers understanding teams and communities, challenges of virtual groups like knowledge harvesting and tribalism, and how tools can help but not solve all issues. Social networks can help connect people and address problems in communication, collaboration, and knowledge sharing. A business case for social networks includes workforce transformation, community-based processes, and innovation programs. Use cases illustrate potential applications in professional support, referrals, retiree programs, and process augmentation.
The document discusses Microsoft's efforts to become a social enterprise by creating a shared knowledge portal called InfoPedia. It involved consolidating content from various sites and simplifying the experience for their 46,000 field sellers. The key aspects included empowering people as change leaders, developing simple processes, shifting culture to encourage sharing, using effective technologies like SharePoint, and measuring impact through adoption rates and feedback. The transformation took over a year but provided field sellers with easier access to critical information.
LinkedIn Inter-firm Relationships: Collaborative Asset or Competitive RiskDr. Rob Duncan
Inter-firm relationships facilitated through online social networks like LinkedIn are both a collaborative asset and a competitive risk. Although there are clear benefits to sharing ideas and problems with an extended professional networks, there are also risks of inappropriate or accidental sharing of sensitive information with competitors due to a lack of formal policies, guidelines or training around the appropriate usage of online social networks and the types of information that can and can't be shared over these networks. These risks can be mitigated through best practices such as the creation of explicit guidelines on inter-firm information sharing as well as training to educate users on the use and interpretation of the guidelines. Employing these risk reduction strategies will ensure that the benefits of inter-firm connectedness continue to outweight the risks.
This document proposes aligning Cru leadership around a strategic approach to digital tools and media. Research found that Cru staff are most likely to adopt tools that are efficient, help their existing relationships, and match their passion for the gospel. The document recommends that Cru leadership focus digital decisions on tools that are staff-focused, data-driven, consistently branded, and integrated with ministry strategies. Aligning key leaders like the IT Council, Cru president, and regional directors could help staff see how tools enhance evangelism by helping them share the gospel more efficiently.
Linked in company pages and followers playbookChris_Cherry
Company Pages and Followers
This document provides a 5-step model for companies to build relationships with followers on LinkedIn and engage them to drive business results. The steps are: 1) Establish a company presence, 2) Attract followers, 3) Engage followers, 4) Amplify content through the network, and 5) Analyze and refine engagement strategies. It offers best practices for each step, such as showcasing products and services, engaging in groups, tailoring content to audiences, and encouraging followers to share content to boost reach. The goal is to position the company as a helpful resource so followers will engage more and potentially become customers.
The document discusses the importance of networking for executives in the current business environment. It argues that effective networking requires interacting with people from different industries, regions, and backgrounds to gain diverse information and ideas. While some executives see networking as simply selling to new contacts, the document advocates viewing it as opening oneself up to new opportunities through lasting relationships. It also stresses that networking provides access to discussions on emerging trends, requires curiosity to discover novel solutions, and yields long-term benefits through strong partnerships rather than just quick wins. To network successfully, executives must invest time developing relationships and approach it as a skill that improves with practice over many years.
Building and nurturing a strong network of contacts is increasingly a key skill for today’s CEOs and non-executive directors. Learning from those outside your normal circle of business interaction can inform and enlighten your ability to tackle the challenges faced in an organisation, and develop and sharpen your own personal leadership skills.
In this article, Matthew Blagg, CEO of Criticaleye, articulates why executives need to foster a value-rich community of business relationships.
Article describes the practical and human side of creating and running a virtual project team. Advice is based on interviews with people who run their business through virtual employees and partners.
Making the Case for Social Collaboration in the EnterpriseWebtrends
The document discusses making the case for social collaboration in enterprises. It argues that social collaboration should focus on building relationships rather than just implementing technologies. It outlines four parts of an effective social collaboration strategy - having clear objectives, putting the right metrics in place, investing in relationship management, and prioritizing technology with relationships in mind. Effective metrics measure how relationships fill information and decision-making gaps rather than just engagement. Relationship management requires budgeting, executive involvement, transparency, and incentives. Technology choice should consider the relationships sought rather than just features.
These are the slides that were used at the first In-Person meeting of the PHXBusinessOwners Group. Please contact Robb Evans at robb.evans@PHXBusinessOwners.org with any questions.
This document provides an overview of social media marketing strategies. It discusses using LinkedIn, Facebook, and other platforms to market your career and build your professional network. Key recommendations include completing your LinkedIn profile, engaging with groups, customizing your Facebook page, interacting regularly, and monitoring engagement. Content sharing is emphasized over direct promotion. Connecting with experts Lorraine Goodman and Max Weinstein is also suggested for further guidance.
Online Information 2007: KM goes SocialDavid Gurteen
The document discusses the evolution of knowledge management (KM) from KM 1.0 to KM 2.0 and the impact of social tools and Web 2.0. KM 1.0 was traditional, corporate and techno-centric while KM 2.0, also called social KM, is more people-centric and utilizes social tools like blogs, wikis and social networking. Social tools allow knowledge to be shared in a decentralized, bottom-up manner and put power in the hands of individuals rather than being top-down and controlled. The rise of social tools means KM is becoming more social and integrated into people's everyday work.
Leveraging your existing assets to build your talent network socialhrcampSean Sheppard
The document discusses how companies can leverage their existing assets like career sites, social media data, employees, and alumni to build talent networks. It notes that traditional talent acquisition focuses on attraction and compliance but is missing engagement. The author argues that companies should transform static assets into relationships by bringing data to life through a tool that allows recruiters to interact with candidates within their work environment. This will help optimize candidate engagement, reduce time-to-hire, and strengthen company culture.
Communities can be powerful tools for product teams in driving innovation. This presentation covered the drivers of community approaches as well as specific examples of how communities worked in product development. Presented to the BPMA
The document outlines four keys to successfully deploying a social business network: 1) Governance - ensuring relevance through appropriate oversight, support and metrics; 2) Structure - establishing the right types of groups and communities; 3) Conventions - clarifying expectations for participant behavior; and 4) Practice - promoting adoption through champions and notifications. It provides examples for each key and emphasizes that social networks require active facilitation and guidelines to drive ongoing value for an organization.
Robert Ady is an expert in site selection consulting and economic development. He has identified locations for more businesses in the US than anyone else. The document discusses how Ady can help organizations by sharing his expertise on: (1) how site selection consultants work and how to work with them, (2) common mistakes economic development organizations make, and (3) how to position communities to appeal to consultants. Ady tailors presentations on these topics to meet audience needs and can provide other services like reviewing budgets and strategic plans.
This document discusses the importance of employee recognition for administrative professionals and its impact on productivity and retention. A survey found that administrative professionals highly value recognition from their managers, especially praise communicated to senior management. While managers think rewards like lunches are appreciated, the survey showed administrative professionals prefer recognition involving professional development opportunities. The document provides tips for effective, low-cost recognition approaches.
The document discusses a research project aimed at developing a system called MIKE (Most Important Knowledge and Expertise) to automatically capture tacit knowledge and expertise within an organization. The project seeks to embed such a system in everyday workflows to increase visibility of tacit knowledge assets. It outlines the major research objectives and projected outcomes. A pilot project was designed involving personnel records, field trip reports, and emails from a federal agency to test MIKE's design principles in an enterprise environment.
The document discusses leveraging employee social networks in organizations. It covers understanding teams and communities, challenges of virtual groups like knowledge harvesting and tribalism, and how tools can help but not solve all issues. Social networks can help connect people and address problems in communication, collaboration, and knowledge sharing. A business case for social networks includes workforce transformation, community-based processes, and innovation programs. Use cases illustrate potential applications in professional support, referrals, retiree programs, and process augmentation.
The document discusses Microsoft's efforts to become a social enterprise by creating a shared knowledge portal called InfoPedia. It involved consolidating content from various sites and simplifying the experience for their 46,000 field sellers. The key aspects included empowering people as change leaders, developing simple processes, shifting culture to encourage sharing, using effective technologies like SharePoint, and measuring impact through adoption rates and feedback. The transformation took over a year but provided field sellers with easier access to critical information.
LinkedIn Inter-firm Relationships: Collaborative Asset or Competitive RiskDr. Rob Duncan
Inter-firm relationships facilitated through online social networks like LinkedIn are both a collaborative asset and a competitive risk. Although there are clear benefits to sharing ideas and problems with an extended professional networks, there are also risks of inappropriate or accidental sharing of sensitive information with competitors due to a lack of formal policies, guidelines or training around the appropriate usage of online social networks and the types of information that can and can't be shared over these networks. These risks can be mitigated through best practices such as the creation of explicit guidelines on inter-firm information sharing as well as training to educate users on the use and interpretation of the guidelines. Employing these risk reduction strategies will ensure that the benefits of inter-firm connectedness continue to outweight the risks.
This document proposes aligning Cru leadership around a strategic approach to digital tools and media. Research found that Cru staff are most likely to adopt tools that are efficient, help their existing relationships, and match their passion for the gospel. The document recommends that Cru leadership focus digital decisions on tools that are staff-focused, data-driven, consistently branded, and integrated with ministry strategies. Aligning key leaders like the IT Council, Cru president, and regional directors could help staff see how tools enhance evangelism by helping them share the gospel more efficiently.
Linked in company pages and followers playbookChris_Cherry
Company Pages and Followers
This document provides a 5-step model for companies to build relationships with followers on LinkedIn and engage them to drive business results. The steps are: 1) Establish a company presence, 2) Attract followers, 3) Engage followers, 4) Amplify content through the network, and 5) Analyze and refine engagement strategies. It offers best practices for each step, such as showcasing products and services, engaging in groups, tailoring content to audiences, and encouraging followers to share content to boost reach. The goal is to position the company as a helpful resource so followers will engage more and potentially become customers.
The document discusses the importance of networking for executives in the current business environment. It argues that effective networking requires interacting with people from different industries, regions, and backgrounds to gain diverse information and ideas. While some executives see networking as simply selling to new contacts, the document advocates viewing it as opening oneself up to new opportunities through lasting relationships. It also stresses that networking provides access to discussions on emerging trends, requires curiosity to discover novel solutions, and yields long-term benefits through strong partnerships rather than just quick wins. To network successfully, executives must invest time developing relationships and approach it as a skill that improves with practice over many years.
Building and nurturing a strong network of contacts is increasingly a key skill for today’s CEOs and non-executive directors. Learning from those outside your normal circle of business interaction can inform and enlighten your ability to tackle the challenges faced in an organisation, and develop and sharpen your own personal leadership skills.
In this article, Matthew Blagg, CEO of Criticaleye, articulates why executives need to foster a value-rich community of business relationships.
Article describes the practical and human side of creating and running a virtual project team. Advice is based on interviews with people who run their business through virtual employees and partners.
The document discusses how networks are important for innovative individuals and entrepreneurs. It notes that creating a new business relies on an individual's social relationships for accessing resources, information, and support. While networks provide benefits like these, they can also potentially create conflicts of interest between business and personal relationships. Therefore, innovative people must balance the interests of their company with their interpersonal relationships when making decisions. Communities of practice can also stimulate change and innovation by allowing people to learn from one another, though this is often incremental innovation rather than radical innovation.
This executive summary discusses the importance of social networks in knowledge management and organizations. It notes that 85% of managers surveyed obtained crucial career information from other people within their social networks. Examining communication patterns within organizations can provide insight into why knowledge is not being effectively shared. Managing social networks and improving connections between employees can lead to better knowledge sharing, lower costs, greater coherence, and higher social capital - the value of relationships within the organization.
CEOs today must be able to communicate effectively, make quick decisions, and engage with a variety of stakeholders. They are under intense public scrutiny. To thrive, CEOs must empower others in their organization and cultivate a culture of leadership throughout the company. This allows the organization to respond quickly to opportunities and threats. Effective CEOs also demonstrate authenticity and build trust with empathy, which enables them to lead diverse teams and adapt to changing business needs.
How The Unconnected Employee Hurts Your BusinessContacts Count
Employees who do not reach out and connect with others, within your unit and outside of it, can really hurt your business. See how it hurts - and what you can do to begin to turn it around.
Webjam - Forget Technology: The Real Business Value of Enterprise Social Netw...WebjamMark2
Webjam is a provider of engaging enterprise social media solutions. We help our clients to connect with their employees and customers by providing them with an easy, affordable solution for social publishing and engagement. Our enterprise social media solutions allow you to create your own social intranet, share ideas and insights, and connect your employees.
http://www.webjam.com
This presentation was based on the Altimeter report. Source - Brian Solis.
The document discusses rethinking the vision for "Lhyra" and focuses on social networks. It defines social networks as the interactions between elements in a social environment. It also identifies three types of networks: operational networks that help with routine tasks, personal networks that aid personal development, and strategic networks that help identify business opportunities. The document concludes that effectively managing networks allows one to control unforeseen events and invest in the future by responding to changes and turning them to one's advantage.
Networking Career Essential Or Time Vampire April 2010.Htmkrietow
The document discusses networking and provides tips for both individuals and organizations. For individuals, it recommends mapping your network, identifying passions, closing gaps, and maintaining connections over time. It also emphasizes paying networking forward by introducing others. For organizations, it suggests establishing a social media policy to clarify appropriate professional networking while separating personal and work lives. The policy should also address employee time spent networking and protecting intellectual property.
For the last two years, our colleagues from different countries have come to Barcelona for our DesignThinkers Group annual global meeting. It is a great feeling to get together with very talented people that share your values, ideas and dreams and who are also are willing to share their experiences during the year to bring to life new collaborations and projects.
IBM has released its Global CEO Study of more than 1,700 Chief Executive Officers from 64 countries and 18 industries worldwide. In the next 3-5 years, social media will go from the least used customer engagement tactic to the second, surpassed only by face-to-face interaction.
Leadership Development: Should Your Firm Invest in Growing Its Leaders?kcbradley
This document discusses whether law firms should invest in developing leadership skills among their lawyers. It argues that while law firms have traditionally been reluctant to do so, there are now good reasons for firms to invest in leadership development. Specifically:
1) Recent high-profile law firm failures were at least partly due to poor leadership, demonstrating the importance of strong leadership for law firm success and survival.
2) Research shows that leadership development positively impacts employee performance, client acquisition and retention, profitability, and shareholder value in corporations. While law firms are different structures, their internal practices have become more hierarchical.
3) Critical leadership skills for law firm success include inspiring confidence, collaborating with employees, valuing learning,
Enterprise social networking is a garden. Discover how to harvest all the benefits of enterprise social with tibbr!
For more information, please visit http://www.tibbr.com/
Growing future leaders with social technologiesTodd Nilson
The nature of mentoring in the enterprise has changed, largely thanks to the advent of social technologies being implemented in business settings that allow for meaningful connection, interaction, collaboration, and coaching online. This has allowed enterprises to scale their mentoring efforts, enabling many-to-many rather than one-to-one or one-to-many mentoring relationships. These technologies also provide greater visibility for leaders and human resources to see standout performance and contributions from employees who might otherwise be overlooked. This presentation outlines the trends and technologies that are enabling mentoring to evolve in the workplace and the process for igniting this change in your own.
The document provides guidance on how to effectively engage C-level executives through customized experiences. It emphasizes that experiences must be tailored specifically for executives and their unique needs and interests. Experiences should focus on relevant content, create the right context for conversations between executives and their peers, and ultimately provide real value to this busy audience. Effective experiences are short, invite participation, and allow executives to both learn and share ideas with other C-level participants.
The document discusses findings from IBM's 2012 CEO Study which involved interviews with over 1,700 global CEOs and leaders. The study found that CEOs believe technology will be the biggest driver of change for their organizations in the coming years, as it enables new ways of connecting employees, customers, and partners. To succeed in this environment, CEOs said their top priorities will be empowering employees through values, engaging customers as individuals, and amplifying innovation through partnerships.
This document summarizes the key findings of a study involving interviews with over 1,700 CEOs and senior public sector leaders from around the world. The study found that CEOs see technology as the biggest external force driving change in their organizations over the next 3-5 years. CEOs are creating more open and collaborative cultures to empower employees, engaging customers through deep insights and analytics, and extensively partnering to drive radical innovation. The document recommends that CEOs focus on three imperatives: empowering employees through shared values, engaging customers as individuals, and amplifying innovation through partnerships.
Business networking training can transform your organization. This presentation shows how some of our clients have used their improved business networking skills to better meet their business goals.
Similar to Leveraging Your Links Why Successful Leaders Network (20)
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
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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.
Leveraging Your Links Why Successful Leaders Network
1. Leveraging
Your Links
Why successful
leaders network
By Herminia Ibarra & Mark Lee Hunter, INSEAD
Building a diverse network of personal contacts can provide the
support, feedback, insight, resources and information that is
necessary for leaders to tackle current and unforeseen challenges.
This article lays out the value of a ‘three-pronged’ networking
approach as a major element of leaders’ professional development
www.criticaleye.net 01
2. There is no denying the ‘work’ in networking; complementary to their own and that this
people must step outside their comfort was not a distraction from the ‘real work’,
zone and into the unknown. The trick is to nor was it insincere or manipulative.
look for those personal contacts that will
be great at advising objectively, or turn Our study has led to the development of
colleagues from nearby operations into three distinct categories of networking,
a support system. More than anything – each of which has a role to play at different
you may have to re-evaluate your outlook junctures of the leadership transition:
towards networking as a whole.
• Operational – linking to functional tasks
Based on the findings from our interviews with • Personal – linking to individual development
30 executives, we found that most believed • Strategic – developing new
their success was built on working hard and business opportunities
focusing on the technical skills their jobs
required. However, moving into a leadership OPeratiOnal netwOrking
role creates new challenges, in particular
strategy-making that supported the business Membership to this network is very simple
as a whole, and not solely the functional – you are either involved in the job or not. it
specialties they had always relied on. involves interacting with functional peers,
superiors and crucial outsiders such as
Furthermore, our study revealed respondents suppliers, distributors and customers. were
had trouble grasping that they would it not for these connections, the executive
benefit from interacting with people in roles in question would not be in his or her role.
Community Comment
David Kneeshaw
Chief Executive
It is the rapport and mutual
Royal London 360
“Personal networking is as much about
trust of its membership
enjoying the environment as it is about
pursuing an objective. Simply being
away from the desk, with its attendant
that makes an operational
network powerful and the
minutiae and narrow urgent focus,
creates a more open space in which
to talk and share ideas. The result is a
sense of perspective and rejuvenation
of the mind. it is crucial to approach
an event with a spirit of generosity
executive must work to
and hope, not of immediate gain. To
network in a mindset where you look for
advantage from every conversation will
nourish these relationships
be counter-productive and transparent
to others. networking should be about Operational networks are rarely created by
giving and enjoying, not just taking, executives; they tend to come along with
to be a worthwhile experience.” the job. it is the rapport and mutual trust of
its membership that makes an operational
network powerful and the executive must
Community Comment work to nourish these relationships.
Lynda Gratton, Professor However, operational networking should
of Management Practice direct an executive toward the important
London Business School knowledge that bigger goals necessitate
“Building networks, especially those bigger networks and a fuller perspective.
outside your organisation, is increasingly
a key leadership skill. a good networker links are governed by routine, short-term
juggles a diverse range of knowledge demands. The network’s relations with
flows and the value lies in building outsiders, for example board members,
reciprocal relationships that enhance this
customers or regulators, are those that are
flow. Beyond the number of followers or
connections you have, you should create directly task-related, and tend to be bounded
value for your cloud of acquaintances so and constrained by demands determined at
that later you get something back. Your a higher level. But as an executive moves into
social network is a community of practice a leadership role, his or her network must re-
in the sense that it has been built around a orient itself externally, and towards the future.
common shared interest or experience and
it nurtures the feeling that you’ve been take alistair, one of our interviewees, who
informed by a trusted colleague; a friend.” was unexpectedly promoted by his firm’s
www.criticaleye.net 02
3. founder to Financial Director and given a went public. The upgrade was brilliant
place on the board. Being the youngest and for his team, but he missed the fact that
least-experienced, his immediate response only a minority of the seven-person board
was to strengthen his operational skills. after shared the founder’s ambition. alistair then
hearing a tip from the founder, he completely realised that his time would have been better
reorganised the accounting department in spent getting to know his co-directors.
order to hold up in the event the company
PerSOnal netwOrking
Community Comment
Many executives see personal networking
Matthew Blagg as an insincere trade of string pulling. This
CEO sentiment is often intensified by the idea that
Criticaleye personal lives and business should be kept
“networking is about forming business very separate. But personal networking is not
relationships that will stand the test solely about making use of personal contacts;
of time. it would be naïve to think that rather it creates flexible links to individuals
executives invest time and energy into with whom we have things in common.
networking without the expectation that
they will get something back, but it is time
to acknowledge that relationship building Often, rising leaders become aware of their
is a long-term investment. Furthermore, disproportionately internal and functional
potential business relationships are concentration, so they see the benefit
all around us, not just at events or in building their knowledge in domains
meetings set up for the specific purpose beyond their areas of proficiency. By joining
of initiating business partnerships. The professional associations, clubs, and common
interconnectivity of today’s business interest groups, executives can widen their
environment means it is no longer enough
perspectives – both professionally and socially.
to network with other executives in the
same industry as you. The challenges
that face you at the top of the tree go Personal networking can offer new executives
beyond what can be gained from a purely a greater understanding and judgment of
vertical network so having access to themselves and a deeper perspective of the
cross-sector, cross-region information surroundings in which they operate, and yet
and a platform to ask questions and talk this type of networking is often surrendered
to other leaders is crucial. Fundamentally, because people don’t see the immediate
leaders don’t know what they don’t
link to their own business – or conversely,
know. Only those with strong and trusted
relationships will have access to the because they seek social ties in areas so far
information they need to be successful.” removed from their own interests that they
feel more isolated than ever. They might
Key Considerations for Leadership networKing:
1. You get out what you put in – while 4. Master the skill of delegation –
some perceive networking to be too much effective business leaders network
extra work, others feel it is more about in order to obtain information
exploiting ‘who you know’ rather than continually, not just at formal
gaining actual skills to get a job done well. meetings. However, it takes time to
gather the information they need to
2. Seek out a good role model – a meet their goals; relying on informal
different person’s approach can discussions with a great and varied
put behaviour under an improved range of people, that are not
light and can overcome the ‘who necessarily in charge of an issue or
you know’ negativity; particularly if task, means that the executive must
they are a respected character. master the skill of delegation or he
or she will find a million reasons
3. Find external common ground –
not to take time for networking.
establishing relationships is hard, but
personal interests or networks that can 5. Keep in touch – executives often
be transposed into a strategic domain wait until a crisis, or when they
will help create a natural ‘excuse’ for need something urgently, to
getting in touch with senior individuals network, but the best networkers
outside our domains; similarly, take every opportunity they can
making use of functional interests to give to and receive from the
or expertise will help (communities network; a great way to start is
of practice exist in many areas of with a simple request such as
business, from brand management connecting two people or requesting
to Six Sigma to global strategy). an opinion from someone.
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