Growing Future Leaders with

Social Technologies Presented  by:  Todd  Nilson  7Summits  

 

Who is 7Summits?

Strategy

Experience

Technology

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Social Business Agency 2009

 70+

FOUNDED

TEAM

“We create online community experiences that transform businesses and enhance people’s lives”

KEY PARTNERS

Agenda •  Social business

•  Identifying leaders

•  Mentoring challenge

•  Self-transformation

#hrcon2014

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&  

Technology & Globalism

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Mckinsey “A new class of company is emerging - one

that uses collaborative technologies intensively to connect the internal efforts of employees

and to extend the organization’s reach to partners, customers and suppliers...”

Mckinsey 4,200 companies surveyed

70% using social technology in some way

90% seeing some degree of business benefit

3% fully networked

Untapped potential...

$900 Billion - $1.3 Trillion

2x potential value of communication & collaboration

20-25% improved knowledge worker productivity

Self-Assess Where does your organization stand on the

question of social media for the enterprise?

Summarize the attitudes you have overheard ( or overheard yourself saying

over the past few years ).

Social media 1.  ... is a source of entertainment with little or no

business value 2.  ... is a threat to productivity, a threat to

intellectual capital, privacy, management authority, and compliance

3.  ... is not likely to hurt us but has a chance of helping the business

4.  ... has potential value but we must be more organized and strategic in its use

5.  ... represents an opportunity to re-forge the entire organization

6.  ... has the potential to change the way that work gets done, enhancing collaboration and innovation

I  

6 Attitudes

Folly Fearful Flippant

Formulating Forging Fusing

Source: Anthony J. Bradley and Mark P. McDonald

6 Attitudes

Folly Fearful Flippant

Formulating Forging Fusing

Source: Anthony J. Bradley and Mark P. McDonald

Emphasize direct business value, avoid flabby statements

Focus on low-risk initiatives even if high value goals exist

Convince leaders that purpose matters, focus on hot buttons

Succinctly express ways to demonstrate cross-dept. impact

Capitalize on momentum and promote further collaboration

Include community collaboration where appropriate

Business Impact •  How we create & produce value has changed –  scale globally-connected collective intelligence

– work more visibly within the enterprise

– work outside of organizational boundaries

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How can social media help me to identify

leaders in my organization?

1990s  New  Mexico  Factory  le9  with  few  

leaders  

Sought  early  assurances  of  exec  support  

Analyzed  past  failures  

Intranet-­‐based  quesEonnaire  to  match  mentor-­‐

mentee  

Added  group  mentoring  

Source:  hGp://www.fastcompany.com/44814/inside-­‐intels-­‐mentoring-­‐movement  

"With a small group mentoring

each other, you get the kind of deep feedback

that won't happen in a roomful of

people."

"I wanted someone outside my

department to bounce ideas off of. Not to

criticize my group, but we often think alike. I

needed outside perspective."

Baseline Maturity

45%

4%

51%

Uses capabilities to identify internal talent or key

contributors

Advanced social companies

Less social companies

Other companies that make little effort

Identifying potential leaders

•  Future Work Skills 2020 o Social intelligence o Situational adaptability o Cross-cultural competency o Data-based reasoning o New media literacy o Design mindset o Cognitive load management o Virtual collaboration

Institute for the Future for the University of Phoenix Research Institute

Readers to Leaders

All Users Reader Contributor Collaborator Leader

The Reader-to-Leader Framework. Preece & Shneiderman. 2009

Business Impact Identifying future leaders is about...

Establish  baseline  of  social  maturity  

Recognize  2020  competencies  

Understand  how  leaders  emerge  

via  social  

Social Mentoring Growing talent is the creation and cultivation of a climate that provides opportunities to try out skills, exposed to progressive challenges, given training and study opportunities, management and leadership tasks

- Hesselbein and Beckhard, The Leader of the Future, 1996

Mentoring has changed Traditional mentor as a formal 1-on-1

relationship between senior leader and protege

Mentoring has changed Social technologies enable greater breadth of

secondary mentors drawn from manager, peers, competitors, friends and even family

And it is no longer one-way!

Mentoring has changed Mentoring not limited to the organization but

often comes from outside and is informal (e.g. Coursera, LinkedIn groups, Twitter ... even HR conferences)

360 Degree Leader •  Walk slowly through the halls intranet

•  See everyone as a 10

•  Develop each team member as a person

•  Place people in their strength zones

•  Transfer the vision

•  Reward for results

•  Model the behavior you desire

John C. Maxwell © 2005

Walk Slowly •  Slow down to connect

•  Express that you care

•  Create a healthy balance of personal and professional interest

•  Pay attention when people start avoiding you

Everyone is a 10 •  See them as who they can become

•  Let them borrow your belief in them

•  Catch them doing something right

•  Realize that 10 has many definitions

Develop them •  See development as a long-term process

•  Discover the dreams and desires of each person

•  Use organizational goals for individual development

•  Help them know themselves

•  Celebrate the right wins

•  Teach them how to do it then make them do it

Strength Zones •  Discover their true strengths

•  Give them the right job

Model the behaviors •  Your behavior determines the culture

•  Your attitude determines the atmosphere

•  Your investment determines the return

•  Your character determines the trust

•  Your work ethic determines the productivity

•  Your growth determines the potential

How do I start modeling the behaviors?

How do I put my

organization on a path to enabling social tools for

the enterprise?

Why Take Action? Executive

commitment helps social

initiatives thrive

Executive mentoring

accelerates innovation

Grow the next generation of

company leaders

Breakout (10 min.) •  5 minutes, 2 note cards

•  Relate your two biggest challenges when it comes to changing your attitudes and behaviors when it comes to using social media

•  2 votes

•  5 minutes to discuss the top issues and formulate an approach

The most effective leaders throughout history have been great communicators, yet the vast majority of modern day CEOs and C-Suite executives are conspicuously absent from social media channels.

- 2012 CEO, social media & leadership survey, BRANDfog

Fortune 500

61% of

companies

CEOs...

2.5%

vs.

Online vs. Traditional Traditional Leadership •  Establish a vision

•  Share a vision

•  Provide knowledge

•  Balance interests

•  Step up in times of crisis •  Formal mentoring model

Translated to Online •  Talk about your POV with

others •  Connect with stakeholders,

influencers, like-minded •  Produce your own content,

share that of others related to your POV

•  Transparency, generosity, trustworthiness, share vision

•  Build an engaged following who will listen and share when needed

•  Informal mentoring model

Remaking Yourself Becoming an effective social mentor requires changing your own attitudes and habits toward social tools – Drop the stigma – Recognize the value – Translate your strengths into the online medium – Emerge from so-called dark social media to open – Make time to model the behaviors of sharing and

transparency (Working Out Loud)

The 3 Networks •  Personal Network (I)

•  Organizational Network (We)

•  External Network (World)

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Thank you. Tweet to continue the conversation

@toddnilson

Thinking of a new social initiative?

todd.nilson@7summitsagency.com