Making The Case For Open Leadership
Charlene LiAltimeter GroupJuly 29, 2010
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Create a culture of sharing
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It’s about relationships
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Open Leadership6
Having the confidence and humility to give up the need to be in control,while inspiring commitment from people to accomplish goals
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Conversations, not messages
Human, not corporate
Continuous, not episodic
The New Normal7
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Four goals define your open strategy8
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Learn with basic monitoring tools9
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Understand who that person is – in real time
LinkedIn in Lotus Notes
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Service Cloud w/social
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Understand the socialgraphics of your audience
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Curating
Producing
Commenting
Sharing
Watching
<1%
34%
26%
63%
78%Source: Global Wave Index Wave 2 Trendstream.net, January 2010
U.S. adults
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Dialog with your community12
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Kohl’s has conversations on Facebook
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DellOutlet drives sales with Twitter14
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Help your members support each other
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Solarwinds uses community for call deflection and product development
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Innovate with customer feedback17
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Starbucks involves 50 people around
the organization
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How Best Buy became open19
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Best Buy’s First Social Media Experts20
Steve Bendt & Gary Koelling
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Steve & Gary had an executive sponsor
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Barry Judge CMO of Best Buy
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Barry’s first post22
“I was so relieved when it was over—it was just two sentences to get started.”
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The Premier Black Fiasco23
6.8 million emails sent instead of 1,000 test
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#1 Find and develop your open leaders
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Pessimist Optimist
Collaborative
Independent
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Examples of Realist Optimists
Lionel MenchacaDell
Ed TerpeningWells Fargo
Lovisa WilliamsUS Dept. of State
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1. Respect that your customers and employees have power
2. Share constantly to build trust.
3. Nurture curiosity and humility.
4. Hold openness accountable.
5. Forgive failure.
The New Rules of Open Leadership27
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#2 Align openness with strategic goals
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Examine your 2010 goalsPick one where open and social can have an impact
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10 elements of openness29
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Determine how open you need to be with information to meet your goals
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Platform
Crowdsourcing
Open Mic
Conversing
Updating
Explaining
Today
Download the openness audit at http://bit.ly/opennessaudit
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#3 Prepare your organization31
Ideally, you should be at
“4.0” for launch.
Area of opportunity.
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Social media triage32
Can you add value?
Evaluate the
purpose
Respond in kind & share
Thank the person
Unhappy Customer?
DedicatedComplainer
?
Comedian Want-to-
Be?
NegativePositive
Yes No
Do you want to
respond?
No Response
No
Yes
Take reasonable action to fix issue and let customer
know action taken
Are the facts
correct?Gently correct the
facts
No
No
No
Yes
Are the facts
correct?
Does customer need/deserve
more info?
Yes
Explain what is being done to
correct the issue.
Yes
Is the problem
being fixed?
Yes
Let post stand and monitor.
No
Yes
NoYes
Yes
Assess the message
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Prepare for new workflows
Social technologies will disrupt traditional organization structures
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Organizational models must match goals34
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“We tend to overvalue the things
we can measure, and undervalue
the things we cannot.” - John Hayes, CMO of American
Express
#4 Understand the value
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+ Value of purchases- Cost of acquisition
____________________
= Customer lifetime value
The new lifetime value calculation• Percent that refer• Size of their networks• Percent of referred
people who purchase• Value of purchases
• Percent that provide support
• Frequency and value of the support
+ Value of new customers from referrals
+ Value of support+ Value of ideas
+ Value of insights
Spreadsheets for 15 year lifetime value calculation available at charleneli.com/resources
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Find more fans with
large networks
Encourage fans to make
more referrals
Use metrics to help make decisions37
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• Acknowledge that failure happens.
• Encourage dialog to foster trust and speed recovery.
• Adopt Google’s mantra: “Fail fast, fail smart”
#5 Prepare for failure
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Create Sandbox Covenants
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Focus on relationships, not the technologies.
Align your open and social strategies with strategic goals.
Embrace failure and mistakes – you’ll be making many of them.
Summary40
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Thank you41
Charlene [email protected]/blogTwitter: charleneli
For slides, send an email to [email protected]
For more information & to buy the bookvisit open-leadership.com