Leadership - Social & Native
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Leadership - Social & Native
What does it mean to lead in the age of the connected customer and empowered employee?
Curated by Tom Hood
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Innovation Excellence | Deloitte Survey: How Millennials See Innovation

Innovation Excellence | Deloitte Survey: How Millennials See Innovation | Leadership - Social & Native | Scoop.it
Deloitte Touche Tohmatsu Limited (DTTL) have provided a set of interesting results from a survey of the world’s future leaders and what they think about innovation, which was released for the World Economic Forum, held in January 2013.
Tom Hood's insight:

Generational Issues are the #1 issues affecting the CPA Profession and Business in general, according to the research done by the AICPA and the CPA Horizons 2025 Report. This report puts it in the context of innovation but I think it is much broader and deeper (it is also by one of the Big Four Accounting firms).

 

This summary and quote capture it well,

 

The critical message – can we wait or shift leaders aside who don’t get it?

 

“A generational shift is taking place in business as baby boomers, many of whom may have been wedded to the ‘old way’ of doing business, begin to step down from their leadership roles to retire,” said Salzberg. “Real opportunity exists for organizations to step up and create the conditions and commitment needed to encourage and foster innovation in their work environments. And there’s a tremendous upside if we get this right: we can better retain talent, remain more competitive into the future, and more positively impact society.”

 

Reason #267 why you should be joiing us (and sending your millenials) to our MACPA Innovation Summit this Friday http://cpa.tc/summit2013

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Edge online - Leadership styles - John Adair: taking the lead

Edge online - Leadership styles - John Adair: taking the lead | Leadership - Social & Native | Scoop.it
Famous for his ‘three circles’ Action Centred Leadership model, John Adair has been nicknamed the father of leadership. Helen Mayson meets the man who inspired a leadership revolution

Via Roger Francis, Amy Melendez, David Hain
Tom Hood's insight:

In our five years working with the CPA Profession's best and brightest young leaders (AICPA, MACPA, UACPA, LSCPA Leadership Academies), I worry that many of our current leaders are not taking the responsibility to develop new leaders fast enough. Yet when you get these young leaders in a room, it is easy to pull their greatness out of them.


What can we do to develop more leaders fast enough as two baby boomers will retire for every Gen-Xer available to replace them?


Love the curator insights:


"I think this is the greatest sentence ever written on leadership: “The task of a leader is not to put greatness into people, but to draw it out, because the greatness is there already.” That’s what a true leader thinks. We have a responsibility to the world to play a leading part in growing and developing good leaders and leaders for good."


And (From the article):


Half the world’s population is 25 years or under, so we have an immense job of sowing the seeds for the next generation of leaders.- 
John Adair

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donhornsby's curator insight, February 9, 2013 7:51 AM

(From the article): Half the world’s population is 25 years or under, so we have an immense job of sowing the seeds for the next generation of leaders.-

John Adair

Ivon Prefontaine's curator insight, February 9, 2013 11:14 AM

Leadership is fluid and is never outdated. What I am not seeing is the shift from management to leadership. It certainly is not happening where I work and live. The trust question and answer is revealing. He does not use the word narcissism, but it is in evidence and growing. What will that do for the next generation?

 

Tom Hood's comment, February 10, 2013 8:05 AM
Love the curator insights (Amy & donhornsby) "I think this is the greatest sentence ever written on leadership: “The task of a leader is not to put greatness into people, but to draw it out, because the greatness is there already.” That’s what a true leader thinks. We have a responsibility to the world to play a leading part in growing and developing good leaders and leaders for good." and (From the article): Half the world’s population is 25 years or under, so we have an immense job of sowing the seeds for the next generation of leaders.-
John Adair - Thanks!
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Leaders of People: Some are Wonderful, Some are Clueless, The Rest are Somewhere In Between

Leaders of People: Some are Wonderful, Some are Clueless, The Rest are Somewhere In Between | Leadership - Social & Native | Scoop.it

Via Don Dea
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Don Dea's curator insight, February 10, 2013 4:06 AM

Wonderful managers keep their people focused on the world outside the organization. Their people have a deep, daily understanding of customers and their needs.
Clueless managers keep their people focused internally. Their people direct their attention upward, having a deep daily understanding of the bosses and their needs. These employees are also looking laterally at one another, measuring their individual competence by contrasting themselves with their peers. Employees of the clueless pay a lot of attention to their immediate superiors. (That word itself says a lot about the expected relationship. An employee, introducing his manager to a visitor was asked by the visitor "Is this your superior?" "No", he replied "this is my boss!".)
One way managers encourage "internal focus" is by encouraging employees to compete with one another for rewards, recognition, ratings and rankings.

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Change Initiatives Failing? The New Leadership Paradigm Shift

Change Initiatives Failing? The New Leadership Paradigm Shift | Leadership - Social & Native | Scoop.it
Change - Just Do It! Wouldn't it be wonderful if it was that easy?

 

Change by command is no longer a plausible method of implementing a change in an organization.


Via Richard Andrews, Jose Luis Anzizar, David Hain
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Maya Mathias's curator insight, February 11, 2013 1:05 AM

A more theoretical article than I'd normally post, but with some important distinctions between 3 different types of organizational change and how to manage them.

Lansana Gagny Sakho's curator insight, February 15, 2013 3:41 AM

HE SHOULD READ THIS ARTICLE 

Lansana Gagny Sakho's comment, March 8, 2013 9:53 AM
Taff point is how to handle african context is very conservative putting change in place is like 'changing culture'
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Don't Make Assumptions About the Next Generation; Invest in It

Don't Make Assumptions About the Next Generation; Invest in It | Leadership - Social & Native | Scoop.it
Being in charge means being relevant, including to younger generations.
Tom Hood's insight:

I think this piece captures the essence of our experience and research. This generational "gap"is oneo f the biggest challeneges identified in our trends research. It is also one of our big inititaives at MACPA & BLI.

 

"So it's the millennials who need to get in line — right?

 

Not so fast. I believe it's the leaders, not the millennials, who should be trying harder to bridge the generational gap. As we approach the inevitable crossroads of old and new leadership, it's our job to develop the people we expect to carry the torch forward."

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How to Lead, Succeed & Other Lessons from Napoleon Bonaparte ...

How to Lead, Succeed & Other Lessons from Napoleon Bonaparte ... | Leadership - Social & Native | Scoop.it
We can learn a great deal from the successes and failures of great men throughout history. Chad Howse takes us through a brief, but poignant study of Napoleon Bonaparte.

Via Gary Morrison, David Hain
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Social Business And The Next Generation - Forbes

Social Business And The Next Generation - Forbes | Leadership - Social & Native | Scoop.it
So your company now has accounts on all the major social media channels such as Facebook, Twitter, and LinkedIn. Maybe you're even posting to a Google+, Pinterest, Slideshare or YouTube.
Tom Hood's insight:

Don't say I didn't tell you so... #socialbusinessiscoming

 

1. Align employee social networking with business objectives

2. Use social meida for co-creation & collabroation

3. Treat transparency as a top priority

4. Enable real-time collaboration inside & outsied the org

5. Listen and respond to customers

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The Social Era Fuels The Intangible Economy.

The Social Era Fuels The Intangible Economy. | Leadership - Social & Native | Scoop.it
capital, relationship capital, structural capital and strategic capital have become major determinants of a companies’ performance and value. The creation and
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100 Best Quotes On Leadership

100 Best Quotes On Leadership | Leadership - Social & Native | Scoop.it
Below are 100 quotes on the subject of leadership: A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves. —Lao Tzu Where t...

Via Dr. Susan Bainbridge
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Social Media Isn't Just For Your Customers--It's For Your Employees, Too

Social Media Isn't Just For Your Customers--It's For Your Employees, Too | Leadership - Social & Native | Scoop.it
Capital is only one key resource of an organization and is by no means the scarcest one. The scarcest resource in any organization is performing people. -- Peter DruckerToday’s hottest growth companies become tomorrow’s failures all the time.
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The Social Enterprise: How your customers produce and consume in the social world

The Social Enterprise: How your customers produce and consume in the social world | Leadership - Social & Native | Scoop.it
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The Top 50 Leadership Blogs to Watch in 2013 - Entrepreneur Blog

The Top 50 Leadership Blogs to Watch in 2013 - Entrepreneur Blog | Leadership - Social & Native | Scoop.it
1) Leadership Blog http://community.joomla.org/blogs/leadership.html ; -  Joomla is an award-winning content management system (CMS), which enables you to build Web sites and powerful online applications.
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IBM Social Business: New Ways of Working

Social business means new ways of working. It's a production line of knowledge that never stops building. How social is your business? Learn more at http://i...

Via Luis Suarez
Tom Hood's insight:

Love the "social business" notion of production line of knowledge, connecteing employees with experts taht can help turn insights into action!

 

The more we work with our CPA members, the more they are realizing the benefits of social media tools like twitter, linked-in, facebook, etc.

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Luis Suarez's curator insight, May 19, 2013 7:43 PM

And here we go, with this particular post it's time to open up a new Topic over here on my Scoop.it, for me curate it, with some of most relevant content I may bump into regarding IBM's own Social / Open Business journey. 

 

And to kick things off one of the latest commercials on Social Business that I enjoyed watching it through, specially, since I recognise a couple of couple of fellow IBMers featured on the video who are also walking the talk in helping provoke that social business transformation :) 

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CPA Leadership in the Future

"What Got You Here Won't Get You There" A whitepaper about leadership in the CPA Profession looking out to 2023 by the Young Professionals attending MACPA's Lea
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Social CEOs Drive Company Visibility

CEOs have made a significant push to raise their profiles on the web, appearing on more corporate websites and videos, and even getting involved on social networks.

Via Don Dea
Tom Hood's insight:

I liked the risk of not doing social in the article, "On the flip side, almost half of respondents said CEOs who did not engage on social channels risked becoming out of touch with their customers—an indication that, over time, not engaging on social media will be considered a liability more than a choice."

 

The Deloitte / MIT Sloan survey said the tthe tipping point for social media in business (incuding CEOs) will hit in three years. And the yarticulated the benefits beyond marketing, like innoavtion, learning, communication, and collaboration.

 

Are you a social CEO?

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Don Dea's curator insight, February 10, 2013 4:04 AM

As social media tears down the walls between brands and consumers—and puts a premium on visibility and engagement—companies are finding that getting their CEOs out in front of online channels is becoming a more essential part of a brand’s business strategy.

When public relations firm Weber Shandwick looked at the online activity of CEOs from 50 of the world’s largest companies in 2010, only 36% were considered “social”—meaning they engaged on a company website, appeared in a video on the company YouTube channel or had a public and verifiable social network profile or blog. In 2012, when Weber Shandwick studied the same brands, nearly double that percentage were deemed a “social CEO,” at 66%.


Tom Hood's comment, February 10, 2013 7:50 AM
Don, great insights and article. I have been seeing a lot of these articles lately. I can say firsthand that getting "social" was the single best thing I did as CEO. It has helped connect to members and prospective members, build our MACPA & BLI brands into a nationally recognized brands, and helped communicate internally and externally. It is also my PKN (Personal Knowledge Network which allows me to stay ahead of the trends and up on the latest business "hacks". Most importantly, it helps you (and your organization break through the clutter in what I call ROA - Return on Attention, probably the biggest benefit of all.
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The Secrets Of Generation Flux

The Secrets Of Generation Flux | Leadership - Social & Native | Scoop.it
If Wes Anderson ever conjures up a hipster mad scientist, he'll look a lot like Aaron Levie, the cofounder and CEO of an Internet company called Box. Levie's a mess of jangly nerves, topped by a wild mop of hair that he frets as he talks.
Tom Hood's insight:

"YOU HAVE TO BUILD AN ORGANIZATION THAT IS CAPABLE OF ACTING LIKE A STARTUP BUT CAN OPERATE AT LARGE SCALE SIMULTANEOUSLY."


Business today is nothing if not as paradoxical. We require efficiency and openness, thrift and mind-blowing ambition, nimbleness and a workplace that fosters creativity. Organizational systems based on the Newtonian model are not equipped for these dualities.

 

Generation Flux leaders are the ones who will steer their companies, and modern business, toward more sophisticated models. In today's chaos, leadership is more critical than ever--but a different kind of leadership.


I think this article captures the leadership challenge very well. The reality is we are in new territory. What got us here won't (most likely) get us there (with homage to friend and author Emmanuel Gobillot). Leadership is about engaging people to rally around a compelling "Why", inspired by a shared Vision (that they have weighed in on), taking risks and using creativity to sense and respond to emerging needs in te market, and then shifting, pivoting, or tacking your way to the Vision as you go. 


It is like changing an airplace engibe in mid-flight or building a bridge as you drive over it in the fog. It is about embracing the ambiguity.


It is much more about connect and collabroate than command and control, more of a network than a hierarchy, more human than mechanistic.

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75% of businesses to use social collaboration tools in 2013 [infographic]

75% of businesses to use social collaboration tools in 2013 [infographic] | Leadership - Social & Native | Scoop.it
The rising tide of online collaboration is highlighted by a new infographic. But why are businesses finally turning to online collaboration tools?

Via Fred Zimny, David Hain
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Secrets Of America's Happiest Companies

Secrets Of America's Happiest Companies | Leadership - Social & Native | Scoop.it
“Being able to be truly happy at work is one of the keys to being happy in life,” says Heidi Golledge, CEO and cofounder of CareerBliss, an online career database. And what company couldn’t use a little more joy among its ranks?
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Management Is (Still) Not Leadership

Management Is (Still) Not Leadership | Leadership - Social & Native | Scoop.it

Insight from John Kotter about the difference between leadership and management.

 

The mistakes people make on the issue are threefold:

 

Mistake #1: People use the terms "management" and "leadership" interchangeably. This shows that they don't see the crucial difference between the two and the vital functions that each role plays.

 

Mistake #2: People use the term "leadership" to refer to the people at the very top of hierarchies. They then call the people in the layers below them in the organization "management." And then all the rest are workers, specialists, and individual contributors. This is also a mistake and very misleading.

 

Mistake #3: People often think of "leadership" in terms of personality characteristics, usually as something they call charisma. Since few people have great charisma, this leads logically to the conclusion that few people can provide leadership, which gets us into increasing trouble.


Via Kenneth Mikkelsen, donhornsby, AlGonzalezinfo, David Hain
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AlGonzalezinfo's curator insight, January 11, 2013 3:29 PM

Thank YOU!

David Hain's curator insight, January 12, 2013 3:37 AM

Lots of good sense.

Andrew Spence's curator insight, January 12, 2013 5:42 AM

Really clear, short article from John Kotter.  The 3 mistakes highlighted have caused enormous amount of damage, particularly the 3rd mistake, thinking of leadership in terms of personality characteristics.

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Character Strengths in Practice | IPPA

The International Positive Psychology Association works to further the science of positive psychology across the globe and to ensure that the field continues to rest on this science; works for the effective and responsible application of positive...

Via Jay Cross
Tom Hood's insight:

Engaged employees are involved, enthusiastic, and further their organization’s interests. Survey research finds that the majority of employees are disconnected or disengaged from their work. Disengagement leads to poor performance and lower productivity while employee engagement leads to higher performance and productivity. A 3-year analysis of employee engagement by Crabb (2011) found that one of the primary drivers of employee engagement in organizations is the deployment of character strengths. Crabb refers to the practice asfocusing strengths and explains that the key strategies for employers are to assess employee strengths, have a conversation with the employee regarding their agreement or disagreement with the findings, find ways for the employee to use their strengths in the organization, and create ongoing support in the organization. Employers are encouraged to ask the question: "What opportunities are there within the employee’s job and the organization to foster his or her character strengths further?"

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Jay Cross's curator insight, January 8, 2013 3:53 AM

Engaged employees are involved, enthusiastic, and further their organization’s interests. Survey research finds that the majority of employees are disconnected or disengaged from their work. Disengagement leads to poor performance and lower productivity while employee engagement leads to higher performance and productivity. A 3-year analysis of employee engagement by Crabb (2011) found that one of the primary drivers of employee engagement in organizations is the deployment of character strengths. Crabb refers to the practice asfocusing strengths and explains that the key strategies for employers are to assess employee strengths, have a conversation with the employee regarding their agreement or disagreement with the findings, find ways for the employee to use their strengths in the organization, and create ongoing support in the organization. Employers are encouraged to ask the question: "What opportunities are there within the employee’s job and the organization to foster his or her character strengths further?"

David Hain's curator insight, January 9, 2013 2:54 AM

Engaged employees are involved, enthusiastic, and further their organization’s interests. Survey research finds that the majority of employees are disconnected or disengaged from their work. Disengagement leads to poor performance and lower productivity while employee engagement leads to higher performance and productivity. A 3-year analysis of employee engagement by Crabb (2011) found that one of the primary drivers of employee engagement in organizations is the deployment of character strengths. Crabb refers to the practice asfocusing strengths and explains that the key strategies for employers are to assess employee strengths, have a conversation with the employee regarding their agreement or disagreement with the findings, find ways for the employee to use their strengths in the organization, and create ongoing support in the organization. Employers are encouraged to ask the question: "What opportunities are there within the employee’s job and the organization to foster his or her character strengths further?"

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Inspiration Break: Creative Confidence

Inspiration Break: Creative Confidence | Leadership - Social & Native | Scoop.it
Recently I recommended that you watch David Kelley's TED talk on Creative Confidence, one of 10 talks chosen by TED for a playlist about the beauty—and difficulty—of being...
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Leadership and the art of plate spinning - McKinsey Quarterly

Leadership and the art of plate spinning - McKinsey Quarterly | Leadership - Social & Native | Scoop.it
Senior executives will better balance people and priorities by embracing the paradoxes of organizational life. A McKinsey Quarterly Organization article.

Via Blue Sky Change, David Hain
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The 3 Reasons Great Companies Stop Growing--And The Solution - Forbes

The 3 Reasons Great Companies Stop Growing--And The Solution - Forbes | Leadership - Social & Native | Scoop.it
Why companies stop growing, what the key revenue growth inflection points are and how to successfully negotiate them--from one who's been there.
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Top 10 Social Business Tips From IBM’s Sandy Carter

Top 10 Social Business Tips From IBM’s Sandy Carter | Leadership - Social & Native | Scoop.it
IBM's Sandy Carter gives top ten tips on how to be a social business.
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