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Growing Future
Leaders with
Social Technologies
Presented	
  by:	
  
Todd	
  Nilson	
  
7Summits	
  
	
  
Who is 7Summits?
Strategy
Experience
Technology
+
+
+
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
$	
  
%	
  
&	
  
Technology & Globalism
r	
  S	
  +
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
r	
  S	
  +
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)
r	
  S	
  +
Thank you.
Tweet to continue the conversation
@toddnilson
Thinking of a new social initiative?
todd.nilson@7summitsagency.com

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Growing future leaders with social technologies

  • 1. Growing Future Leaders with Social Technologies Presented  by:   Todd  Nilson   7Summits    
  • 2. Who is 7Summits? Strategy Experience Technology + + + Social Business Agency 2009  70+ FOUNDED TEAM “We create online community experiences that transform businesses and enhance people’s lives” KEY PARTNERS
  • 3. Agenda •  Social business •  Identifying leaders •  Mentoring challenge •  Self-transformation #hrcon2014 $   %   &  
  • 5. 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...”
  • 6. Mckinsey 4,200 companies surveyed 70% using social technology in some way 90% seeing some degree of business benefit 3% fully networked
  • 7. Untapped potential... $900 Billion - $1.3 Trillion 2x potential value of communication & collaboration 20-25% improved knowledge worker productivity
  • 8. 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 ).
  • 9. 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  
  • 10. 6 Attitudes Folly Fearful Flippant Formulating Forging Fusing Source: Anthony J. Bradley and Mark P. McDonald
  • 11. 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
  • 12. 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 r  S  +
  • 13. How can social media help me to identify leaders in my organization?
  • 14. 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."
  • 15. 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
  • 16. 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
  • 17. Readers to Leaders All Users Reader Contributor Collaborator Leader The Reader-to-Leader Framework. Preece & Shneiderman. 2009
  • 18. Business Impact Identifying future leaders is about... Establish  baseline  of   social  maturity   Recognize  2020   competencies   Understand  how   leaders  emerge   via  social  
  • 19. 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
  • 20. Mentoring has changed Traditional mentor as a formal 1-on-1 relationship between senior leader and protege
  • 21. 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!
  • 22. 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)
  • 23. 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
  • 24. 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
  • 25. 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
  • 26. 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
  • 27. Strength Zones •  Discover their true strengths •  Give them the right job
  • 28. 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
  • 29. How do I start modeling the behaviors? How do I put my organization on a path to enabling social tools for the enterprise?
  • 30. Why Take Action? Executive commitment helps social initiatives thrive Executive mentoring accelerates innovation Grow the next generation of company leaders
  • 31. 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
  • 32. 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
  • 34. 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
  • 35. 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)
  • 36. The 3 Networks •  Personal Network (I) •  Organizational Network (We) •  External Network (World) r  S  +
  • 37. Thank you. Tweet to continue the conversation @toddnilson Thinking of a new social initiative? todd.nilson@7summitsagency.com