2011 Austin SBS | Lee Bryant, Leadership and Common Purpose
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Lee Bryant talks about Leadership and Common Purpose at SBS2011.
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2011 Austin SBS | Lee Bryant, Leadership and Common Purpose
- 1. Improving Leadership and Common Purpose Through Social Business Design Lee Bryant, Headshift | Dachis Group, March 2011
- 2. The old corporate model is less and less productive
- 3. Have we picked the low hanging corporate fruit?
- 4. Social Business: becoming the new mainstream
- 5. Social Business Maturity changes how we … … view the meaning of business adoption … operationalize a participatory, engaged workforce environment Value … converse on business topics and priorities Creation … act and react, and the quality of our actions … build and describe business value to our company Actions & Qualities Content & Conversation Program Adoption Management
- 6. The goal is transformation, not just lipstick on a pig
- 7. The change we need is deeper, more structural
- 8. We need to help re-think the role of leadership in the networked firm and find new ways of achieving common purpose
- 10. Myth: flat structures don’t need leaders
- 11. In fact, social business opens up new opportunities for traditional leadership strengths
- 13. Myth: distributed leadership is based on distributing process, not passion
- 14. In fact, passion works better than process control
- 15. We already know something about common purpose for leadership, but largely after the fact
- 16. The power of common purpose over static planning
- 17. Ecosystems, trading networks, mutual value exchange are not new ... they are tried and tested
- 18. "If you want to build a ship, don't drum up the men to gather wood, divide the work and give orders... Ecosystems, trading networks, mutual value exchange are not new ... they are tried and tested
- 19. "If you want to build a ship, don't drum up the men to gather wood, divide the work and give orders... Ecosystems, trading ... Instead, teach them to yearn networks, mutual value exchange are not new ... they are tried and tested for the vast and endless sea..."
- 21. Question: how can we take this beyond the level of a motivational poster message and help operationalise leadership and common purpose?
- 22. What to do if you don’t have exceptional leaders?
- 23. What to do if you don’t have exceptional leaders? Are you Tony Hsieh?
- 24. What to do if you don’t have exceptional leaders? Are you Tony Hsieh? Yes Go for it!
- 25. What to do if you don’t have exceptional leaders? Put up some Are you motivational Tony Hsieh? No posters & hope for the best? Yes Go for it!
- 27. So what does social business have to offer?
- 28. The wiki way: beyond managers as processors
- 29. The wiki way: beyond managers as processors
- 30. Connected systems: scaling distributed leadership Ecosystems, trading networks, mutual value exchange are not new ... they are tried and tested
- 31. Social networks allow intimacy & presence at scale
- 32. Encourage quests and re-invention at the edges
- 33. Open the taps to create feeds and flows of data
- 34. Signals: don’t limit employee conversations...
- 35. ... real leaders thrive in open culture and feedback
- 36. Move beyond carrot and stick thinking to connect with peoples’ intrinsic motivation and sense of purpose
- 37. Social experience design for network interventions
- 38. Harness the power of open data to evolve
- 39. Social analytics: how to socialise & act on insight?
- 41. Conclusion: why do we need to get business leaders deeply involved in social strategy?
- 42. Social business strategy and infrastructure create the conditions for businesses to evolve ecosystems + passion + active listening = transformation
- 43. Leaders are the people best placed to join the dots
- 44. Thanks for listening Lee@headshift.com
- 45. I am lee@headshift.com and live at http://www.headshift.com Except where otherwise stated, photos courtesy of Flickr using Creative Commons license. Thanks to the following photographers: http://www.flickr.com/photos/paul_irish/2379958609/sizes/l/ http://www.flickr.com/photos/thayer18/2473764858/ http://www.flickr.com/photos/ivanatm/2081065914/ http://www.flickr.com/photos/pedrosimoes7/1301014184/sizes/l/ http://www.flickr.com/photos/brianboulos/36957265/ http://www.flickr.com/photos/jurvetson/52581560/sizes/l/ http://www.flickr.com/photos/notionscapital/2328274151/ http://www.flickr.com/photos/brianboulos/36957265/ www.highposition.net/.../ 456556 http://fuckyeahslightlyamusing.tumblr.com/post/430365688/ thesavagelife-hmmm-heres-a-cuter-picture-3 http://www.flickr.com/photos/chibidan/3201849270/sizes/l/ http://www.flickr.com/photos/joi/522208290/ http://www.flickr.com/photos/pushandplay/2968259379/ http://www.panic.com/blog/2010/03/the-panic-status-board/ http://www.flickr.com/photos/thedalogs/3184387156/ http://www.usdesignstudio.co.uk/freerange.html http://www.flickr.com/photos/cote/54408562/ http://jmobley123.files.wordpress.com/2008/10/blue-screen-of- death1.jpg http://en.wikipedia.org/wiki/File:Extent_of_the_Hansa.jpg
Notas do Editor
- We have been working inside large organisations for 8 years doing social business consulting and technology and this experience has taught us that we need to engage, educate and enthuse senior leadership if real transformation is to happen. Some people think leaders are obsessed with spreadsheets and ROI, but they are really talking about middle management. Successful leaders have a feel for doing what is right, even if it looks like taking a risk in the short term\n
- There is a recognition that the de-humanising corporate model of managed hierarchies that grew out of the the late C19th corporations is no longer a productive model for organising human endeavour. The internal cost structure and the way large firms harness human endeavour and collaboration are no longer competitive\n
- \nTyler Cowen: The Great Stagnation book - this patent application from his blog\nWe have picked the low hanging fruit of the first half of the C20th, and as John Hagel demonstrates and people like Umair Haque talk about all the time, there is a wealth of evidence that we are seeing decreasing returns and decreasing productivity.\n\n
- Social business thinking is becoming the new maintream and the way we think about how business works\n
- We have made some progress on the technology front with E20 and social business tools, but this has been limited by existing culture and process in large firms\n
- BUT As PEG (ex-CG CTO) wrote recently: we are not trying to humanise the late C19th bureaucratic structures that make up many large corporates today \n
- instead we are trying to create a radically different model - flatter, more agile and with greater self-reliance.\n\n
- We are finding social business programmes limited by a lack of understanding or involvement at senior levels - in some cases it is still seen as an IT or a marketing priority, not a C-suite issue\n
- \nIn fact as the tyranny of structurelessness told us in 1970, even in aparently flat structures there are still power and leadership issues.\n
- On the contrary, social business can help leaders rediscover their traditional strengths and escape the hierarchy below them that is run by managers.\n
- The main way we have distributed leadership in organisations until now has been to distribute process control, rather than stimulate and share passion, as John Hagel suggests\n\n
- Passion is contagious and because it cuts through the bullshit, it touches peoples sense of purpose and self-worth\n
- \nJoel Kurtzmann is one of those who have studied the role of common purpose in successful organisations over the years, and in most cases this comes from enlightened leadership\n
- Millennium Challenge ’02 - biggest combined US military exercise in the Gulf - took years to plan. Retired Lieutenant General Paul Van Riper defeated the US military with a low-tech, traditional strategy \n
- \nAntione Saint Exupery - lovely quote about how to connect with purpose and passion\n
- \nAntione Saint Exupery - lovely quote about how to connect with purpose and passion\n
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- Synaxon story: work in the wiki, managers watch activity streams and intervene only if needed\n
- \nHe points to an interesting precedent for this: the British Raj in India, where one leader had approx 100 direct reports, and these people were hired for their ability to interpret clearly defined objectives within minimum inout from above.\n\nIn fact, this applied to Britain's colonial past as a whole - it was largely a distributed operation and created experience that enabled Britain to punch above its weight in diplomacy for a long time to come.\n\n
- With well connected corporate social networks and shared spaces, leaders can have a presence that was impossible before in large organisations, and they can reach out their powerful hand to pat somebody on the back or to encourage people in the open\n
- John Hagel talked about innovation at the edges - thanks to the intimacy that becomes possible in a social business, leaders can sponsor quests and projects that seek to reinvent at the edges of the organisation\n
- We have heard a lot about knowledge flows rather than knowledge stocks today. Rather than allow object-based solutions, leaders should mandate the opening up of data, signals and flow, partly for their own benefit and partly for the health of the organisation.\n
- For example, the more engaged employees are able to talk to each other the better\n
- real leaders are not afraid of feedback - they thrive on it\n
- We are learning a lot about how people work individually and collectively. Nudge, behavioural economics: people are motivated by social connections / status / signals, not just carrot and stick or price signals. \n
- We need to take the ideas and practices of user experience design and apply them to the strategic level, designing interventions in networks than stimulate activity and energy or influence behaviour in a positive way - you cannot managed CASs but you can influence them\n
- We don’t know how much data we have inside organisations, or how much customer behavioural information we can draw on from the outside. This is the next frontier of behaviour change\n
- How do we harness customer feedback, combine it with internal collective intelligence to identify potential actionable insights? Needs data aggregation, analytics and an action framework that lets people claim actions they can take. As Jeff Jonas says, Data is the new physics\n
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- they can see how the bustling streets and alleys combine to create a thriving city.\n
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