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
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%
&

4.
Technology & Globalism
r
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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
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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

33.
Fortune 500
61% of
companies
CEOs...
2.5%
vs.

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)
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37.
Thank you.
Tweet to continue the conversation
@toddnilson
Thinking of a new social initiative?
todd.nilson@7summitsagency.com