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How to mess up the implementation of your enterprise social network

  1. 1. HOW TO MESS UP THE IMPLEMENTATION OF YOUR ENTERPRISE SOCIAL NETWORK? PART I
  2. 2. No! We don’t want you to fail! We want to help you. This series of slideshare gives you 4 key elements creating a common ground for enterprise social network success.
  3. 3. Key element number 1
  4. 4. IT – HR – Communication Join forces! From the beginning #1
  5. 5. IT, HR and Communication Join forces from the beginning IT plays a crucial role. That’s crystal clear. But IT cannot operate without HR and Communication. The digital workplace is a new workplace. One that requires another mindset and new skills.
  6. 6. Another mindset? - more transparency - sharing - asking for help, showing your vulnerability - working beyond the boundaries of your team, your business unit, even your organisation
  7. 7. 1. Necessary ressources. 2. Necessary knowledge. 3. Client demands. This mindset is new
  8. 8. New skills? - sharing your knowledge, not just in the dynamics of answering questions, but of sharing your knowledge in a proactive way - writing in a concise, more action oriented way
  9. 9. 1. Necessary ressources. 2. Necessary knowledge. 3. Client demands. Those skills are new
  10. 10. 1. Necessary ressources. 2. Old ways of working New ways of working Hierarchical thinking Network thinking Secrecy Transparency Dichotomy: think versus do Time for reflection for everybody Know-it-all Learn-it-all
  11. 11. So: what do people need in order to acquire this new mindset and these new skills?
  12. 12. People need • training • time • a safe environment to learn • executives and managers to set the example • easy to understand guidelines that focus on the do’s and not on the dont’s
  13. 13. Set up initiatives to help 1. executives 2. middle managers 3. employees
  14. 14. Why do executives need help?
  15. 15. Authenticity They are not used to write their communication themselves Vulnerability They are not used either to show themselves as vulnerable people interacting with people from all layers of the company
  16. 16. Why do middle managers need help?
  17. 17. Do not forget the Enterprise Social Network undermines their old status symbols
  18. 18. 1. Necessary ressources. 2.
  19. 19. 1. Necessary ressources. 2. They used to be • the gatekeepers of information • the ones who knew the answers to all the questions • the ones who decided who could follow which training
  20. 20. If you neglect the middle managers you will hear this …
  21. 21. Vrijheid Verantwoordelijkheid Volwassen arbeidsrelatie Verbondenheid The Enterprise Social Network? That’s about showing off.
  22. 22. If executives and middle managers are NOT active on your ESN, sharing knowledge as an employee will be - unsafe - considered as “not working” - seen as personal branding
  23. 23. Why do employees need help?
  24. 24. OK. People know how to post on Facebook. That does not mean they know how they participate in online professional communities.
  25. 25. 1. Necessary ressources. 2.
  26. 26. Learn people how to participate in online communities Not just “older” people!
  27. 27. Learn people how to - consume - contribute - create - share work in progress - show online leadership - build up strong networks - deal with information overload
  28. 28. Translate “social collaboration” into concrete behaviour. Write a charter. And when doing so focus on the do’s and not on the don’ts.
  29. 29. Do you want to know more about the succesfull implementation of social technologies? Follow me on Twitter – LinkedIn – Facebook – Instagram – Slideshare Isabel De Clercq Author of the book Social Technologies in Business

Notas

  • In fact what I saw, what I realized then is that social
  • In fact what I saw, what I realized then is that social
  • In fact what I saw, what I realized then is that social
  • people are not used to think about their job or what they learned
     
    the were simply asked to do things
  • In fact what I saw, what I realized then is that social
  • people are not used to think about their job or what they learned
     
    the were simply asked to do things
  • In the first part of the presentation we have focused on the way our world has changed.
    In the second part we will focus on you.
    What does this mean for you?

    For managers and for employees.

    Let’s start with the managers.

    In the past managers were seen as a kind of SUPER HEROES.

    Super man knows the answer to all the questions.
    Super man decides which information will be cascaded to the lower levels.
    Super man controls and commands his employees.

    And so employees start to act like children. Because simply you treat them like children.
    And employees wait in their office untill you pass by to tell them exactly what to dot.

    All of this belongs to the past.

    In the new setting you will have dispersed, remote teams. So it simply is not possible anymore to controle your employees the way you used to do that before.
    This belongs to the past because what you need – to be a strong leader – is strong team members. Agile people, who keep on learning, who take initiatives, who are able to listen to other team members, who are able to listen to the customer.

    So our new business context requires another leadership.
  • In the first part of the presentation we have focused on the way our world has changed.
    In the second part we will focus on you.
    What does this mean for you?

    For managers and for employees.

    Let’s start with the managers.

    In the past managers were seen as a kind of SUPER HEROES.

    Super man knows the answer to all the questions.
    training
    Super man decides which information will be cascaded to the lower levels.
    Super man controls and commands his employees.

    And so employees start to act like children. Because simply you treat them like children.
    And employees wait in their office untill you pass by to tell them exactly what to dot.

    All of this belongs to the past.

    In the new setting you will have dispersed, remote teams. So it simply is not possible anymore to controle your employees the way you used to do that before.
    This belongs to the past because what you need – to be a strong leader – is strong team members. Agile people, who keep on learning, who take initiatives, who are able to listen to other team members, who are able to listen to the customer.

    So our new business context requires another leadership.
  • In the first part of the presentation we have focused on the way our world has changed.
    In the second part we will focus on you.
    What does this mean for you?

    For managers and for employees.

    Let’s start with the managers.

    In the past managers were seen as a kind of SUPER HEROES.

    Super man knows the answer to all the questions.
    training
    Super man decides which information will be cascaded to the lower levels.
    Super man controls and commands his employees.

    And so employees start to act like children. Because simply you treat them like children.
    And employees wait in their office untill you pass by to tell them exactly what to dot.

    All of this belongs to the past.

    In the new setting you will have dispersed, remote teams. So it simply is not possible anymore to controle your employees the way you used to do that before.
    This belongs to the past because what you need – to be a strong leader – is strong team members. Agile people, who keep on learning, who take initiatives, who are able to listen to other team members, who are able to listen to the customer.

    So our new business context requires another leadership.

  • 2; showing your work is a great way to build up a powerful network – the information that you need to do your job, you will find it yourself in your network, and in this network is full of people who want to give you feedback, feedback that will make you grow
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