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First Ranking Of Top 30 CEOs On Social Media

First Ranking Of Top 30 CEOs On Social Media | Change Leadership Watch | Scoop.it

This is the first global ranking of CEOs on social media - the pioneers and early adopters. Their impact is prompting other CEOs to rethink their position on social media.


The link includes a handy chart of the top social media savvy leaders including:


Rank, Twitter Username, Followers, LinkedIn Influencer followers, Klout Score, Number of Tweets and "Our Take (CEO of Xinfu, Host of BBC World of CEOs.com.)

 

Deb Nystrom, REVELN's insight:

Included on the list:  

  • Rupert Murdock,  (media mogul)
  • Elon Musk (Tesla Motors CEO, also profiled in another of my ScoopIts regarding innovation & change) 
  • JeffImmelt, CEO of GE
  • Jack Welch (now at Jack Welch Management Institute), Angela Ahrendts, CEO of Burberry and 
  • Mark Bertolini, CEO of Aetna


 ~  Deb

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John Michel's curator insight, July 20, 2013 4:59 PM

It will be interesting to see how this picture changes over the next year. While Richard Branson is currently the undisputed CEO social champion nothing lasts forever on social media. He has a loyal following but even he sees wildly varying engagement levels depending on the quality of what he posts.

Manish Puranik's curator insight, July 21, 2013 1:20 AM

Our goal was to combine the best of both approaches, taking into account both quantitative and qualitative measures to determine the top 30 CEOs on social media.

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3 Long-Lasting Sustainable Companies Teach How To Both Thrive And Give Back

3 Long-Lasting Sustainable Companies Teach How To Both Thrive And Give Back | Change Leadership Watch | Scoop.it

"Inspiring Rockstars of the new economy ~ companies which inspire us with their ability to make money while making a difference, as well as their high growth and high impact."


Operating from 25 to nearly 225 years, these companies have maintained their commitment to mission through up and down business cycles, continued to create high-quality jobs and to improve the quality of life in our communities, and paved the way for today’s growing group of green, responsible, and sustainable businesses.


1) Sun Light and Power, founded in 1976,  has been providing renewable energy and energy efficiency technology to California homeowners and businesses throughout on-again, off-again government support for solar.

  • SLP has also remained devoted to its employees and the community and became a B Corp in 2009. 
  • Rather than subcontracting installations (a common industry practice), the company hires full-time employees and provides a living wage, health benefits, a retirement plan, and paid time off.


2) Seventh Generation founded in 1988,  is one of the nation’s most recognized brands of natural household and personal care products.  

  • The company has also grown its high-quality job base, doubling the size of its team to 113 in 2011.
  • All of Seventh Generation’s products, raw materials, byproducts, and processes are sustainable.

3)  King Arthur Flour, after nearly 225 years in business, their secret is: focusing on employees.
  • They began as a family-owned business before transitioning towards an employee-ownership model in 1996 and finally becoming 100% employee owned and thriving.
  • Aan employee-owned B Corp, KAF has the freedom to emphasize values beyond profit, like environmental responsibility, community engagement, and the wellness and satisfaction of employees. 
  • More than 80% of health care premiums are paid for families and both full- and part-time employees receive a living wage.

What are the priorities of your company?  One of Deb's recent posts:
Deb Nystrom, REVELN's insight:

Sustainable businesses that are thriving are great role models for us all.  Sharing the examples thanks to B Lab and Fast Company's co-create listings.  ~  Deb

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Ian Berry's curator insight, January 7, 2015 4:43 PM

"The ability to live their values at work is the secret to King Arthur Flour’s longevity and success." Key to a company thats been successful for 225 years. Should be a sign for us all!

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The Balance of Fearlessness, Jacqueline Novogratz, CEO of Acumen Fund, Businesses Aiding the World’s Poor

The Balance of Fearlessness, Jacqueline Novogratz, CEO of Acumen Fund, Businesses Aiding the World’s Poor | Change Leadership Watch | Scoop.it

Jacqueline Novogratz of the Acumen Fund, which invests in businesses aiding the world’s poor, says, '...it’s holding that balance of not being reckless, but also having a huge element of fearlessness.'"

  

Insights into those working with the world's poor, including this leader, sheds light on moldering, out-of-date leadership practices and new ways of leading that have yet to take hold.

  

Jacqueline Novogratz is the chief executive of the Acumen Fund which invests in businesses aiding the world’s poor. This interview was conducted and condensed by Adam Bryant.


This also goes with this quote by Arianna Huffington:  


"Fearlessness is like a muscle. I know from my own life that the more I exercise it the more natural it becomes to not let my fears run me."

  

Excerpts:

  

Jacqueline Novogratz's approach to leadership:

  

Leaders can get stuck in groupthink because they’re really not listening, or they’re listening only to what they want to listen to, or they actually think they’re so right there's no listening. 

  

__________________________________

    

Ask questions in a way that will elicit more nuanced answers...

__________________________________

   

The kind of leaders we need....are really open to listening to solutions from people who are most impacted by the problems.

  

I’ll often say at Acumen that you’ve got to learn to listen with your whole body.

  

Lean in and pay attention to their body language and their level of comfort or discomfort. Ask questions in a way that will elicit more nuanced answers, rather than the answers you would like to get.


Q. What kind of culture are you trying to foster at Acumen?

  

We are building companies, and so we have to be really accountable. We’ve got to be tough, and yet we have to be very generous, since we’re working in communities where people make a dollar or two dollars a day.

  

We talk about the power of listening and we juxtapose it with leadership, because sometimes you’ve listened enough, and now it’s time to make a decision.

   

We think about our values [as] a tension or a balance. We talk about listening and leadership; accountability and generosity; humility and audacity.

  

You’ve got to have the humility to see the world as it is …working with poor communities, that’s not easy to do — have the audacity to know why you are trying to make it be different, to imagine the way it could be. And then the immutable values are respect and integrity.


__________________________________
   
We’re building something no one has ever really built before, and so don’t be afraid of making mistakes. Let’s just make the decision to do something.

__________________________________   


Q. What are some other lessons you’ve learned about how to lead?

  

A. ...I have this mantra: Just start and let the work teach you. We’re building something no one has ever really built before, and so don’t be afraid of making mistakes. Let’s just make the decision to do something.

  

This goes back to audacity and humility. …If you start off talking about all the reasons that you’re not going to get there, you’re not going to get there. …It’s holding that balance of not being reckless, [and] having a huge element of fearlessness.

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Victoria Morgia Jamolod-Umbo's comment, October 20, 2012 12:45 AM
I am so happy there are still people like you who are making the lives of the poor easier. Today, as we wake up each morning, we think about what the future brings to us. We complain about bills, how tired are we i solving problems,Yet, all around the world, we did not realize that there are more pitiful and lost souls. We have to accept that we are still more lucky than those people who do not have homes, and are living in war zones.
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Social Business Culture is winning in the Competitive High Tech Business, Change Leader

Social Business Culture is winning in the Competitive High Tech Business, Change Leader | Change Leadership Watch | Scoop.it

"Social business culture wins again in the competitive high tech world, with collaboration and tremendous employee and client loyalty to prove it."

   

This is one of the smarter change/culture pieces of read recently, with good stats and means.  It's a Forbes piece on collaborative culture by Christine Comaford, contributor.  Here collaboration is NOT a myth or buzz word,  rather it appears to be in full practice and working quite well, thank you!  ~  Deb

   

Excerpts:

   

Stats on Enterasys:  One of the fastest growing networking companies in high tech:


  • Produced 3 years of consecutive top-line year-over-year revenue growth
  • Grown 25% of sales from new customers
  • Had less than 5% annual employee attrition
  • Has a Net Promoter Score of 81 – NPS score is not a typo
   
Their tools used include Salesforce.com’s Chatter, Twitter, Facebook to accelerate business via connection & collaboration. 
   

_________________________

   

A ‘social’ executive sponsor must be S.O.C.I.A.L. – sincere, open, collaborative, interested, authentic and likeable.

   

_________________________

   

Vala Afshar, Enterasys’ Chief Customer Officer says it is because the company is a social enterprise featuring their collaborative and customer focused culture thriving in this highly competitive market.

   

Samples of the tenents of their culture building & sustaining:

   

1. Define a meaningful purpose

    

Social collaboration is not about social media. It is about the purpose of collaboration and execution. A strong culture is based on tenants of transparency, accountability, execution velocity, and mass collaboration.

   

2. Ensure simplicity and user experience

   

Key:  social technology selection criterion must be “ease of use” for both the employee and customer experience => highly dependent on seamless integration, ease of use, and alignment to existing workflows.

   

3. Have a ‘social’ executive sponsor

   

The executive must be S.O.C.I.A.L. – sincere, open, collaborative, interested, authentic and likeable. The executive sponsor must be actively engaged and enthusiastically willing to promote inter-departmental collaboration. Influence and likeability are key success factors.

   

_________________________

  

[Don't] force collaboration, [instead offer] encouragement and invitation to growth.

   

_________________________

   

6. Create social collaboration functional groups

   

Pre-establish a group representing various functions - a social collaboration team, including a Social ELT members (marketing, sales, services, IT, engineering – extended leadership team), who represent various functions, can do this at the beginning. Within lines of business, it is more likely that employees will collaborate.


Once comfortable collaborating internally, connections will begin to establish outside the lines of business.

   

8. Measure adoption

   

Celebrate and recognize power collaborators and how they are positively impacting business objectives. Recognize the most followed, the most posts and even potential for training opportunities. [Don't] force collaboration, instead offer encouragement and invitation to growth.

   

10. Passionately embrace change and have fun

  

Social collaboration is ...most of all it is about enjoying the people your work with and the work that you do. Have fun growing mindshare and your business.

    

Source:  http://www.forbes.com/sites/christinecomaford/2012/06/19/if-you-are-not-social-you-will-shrink-10-steps-to-becoming-a-social-business/

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Managing Leadership Change: the Transition to a Social Business, New Experts May Emerge

Managing Leadership Change: the Transition to a Social Business, New Experts May Emerge | Change Leadership Watch | Scoop.it

"What's working in social business in 2012? Tech sales, marketing and the speakers circuits are doing well. Implementation and organizational change are lagging behind.  New leader & experts may be emerging in the gap."

 

There's helpful context in this piece in understanding social business in 2012, now that social media is becoming mainstream.   Transparency reigns.  Traditional organizational structures will not be able to keep up.

 

Excerpts:

 

______________________


...new leaders and experts may emerge, as it takes different leadership and an understanding of networks to support a social business.

______________________



...Pervasive connectivity changes organizational power structures, though the full effects of this take time to become visible. From a transparent environment new leaders and experts may emerge, as it takes different leadership and an understanding of networks to support a social business.

 

...Interconnected people and interlinked information flows, and these will bypass established structures and services. Work gets more democratic as it becomes visible to all.

 

Agile social businesses need people who can work in concert on solving problems, not waiting for direction from above. Management must ask: how can we help you work in this transparent environment? 

 

______________________

 

Changing to more social behaviors takes time, but most of all, it takes trust.

______________________



In social networks we often learn from each other; modelling behaviors, telling stories and sharing what we know.  While not highly efficient, this is very effective for learning.

 

There is a need to model the new behaviors of being transparent and narrating one’s work.

 

Social business also requires power-sharing; for how long will workers collaborate and share if they cannot take action with their new knowledge and connectivity?

 

Changing to more social behaviors takes time, but most of all, it takes trust.

 

Once social technologies have been installed, modelling new work behaviors becomes the main organizational challenge.

 

Sources:   By @hjarche via @charlesjennings


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Newsjacked! Komen without a communications strategy allows the public to define the dialog

Newsjacked! Komen without a communications strategy allows the public to define the dialog | Change Leadership Watch | Scoop.it

It is a current, cautionary tale about social media timing.


Communication strategies are a part of change  Regardless of where you may stand on the issues, once thing is clear from the Beth Katner post cited here - define the conversation, or your public will do it for you..


The photo of PINK items on this post is being shared widely via Pinterest, Facebook an in other LARGE social media channels in protest to the Komen news about funding for breast cancer screening and Planned Parenthood.  


Current update: 

Planned Parenthood gains $650,000 in 24 hours, enough to replace the lost funding from the Susan G. Komen Race for the Cure Foundation.  Source:  The Washington Post

From Beth's network, Kivi Leroux-Miller lays out a case study documenting the social media response and provided an analysis about why it happened. As Kivi says,


Excerpted:


“This is what happens when a leading nonprofit jumps into a highly controversial area of public debate without a communications strategy, stays silent, and therefore lets others take over the public dialogue, perhaps permanently redefining the organization and its brand."


Watch and learn, so you don’t make the same mistake on whatever hot button issues your organization might be wading into.


Kivi has also written about “newsjacking” the technique of piggy backing on a crisis to get more media attention.


Kivi's blog post, featuring her newsjacking timely example, was about a lack of response by the Komen organization to a viral / big news story.    Sorry, regardless of your personal views of this situation, the BIG cautionary tale here is that ignoring social media only makes the situation worse.  Here's Kivi's newsjacking Komen story, to wit:

  • I really didn’t think about the newsjacking potential of the post until I got into writing the commentary, and decided to really call out Komen for the lack of responsiveness to their supporters. 
  • I knew it would be a good lesson for my blog readers, but then mid-morning, Komen posted on Facebook (but still not on Twitter), and I found the response to be really lacking given the outrage.
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Netflix CEO posts a growth Facebook status update, Social Media Power and Transparency

Netflix  CEO posts a growth Facebook status update, Social Media Power and Transparency | Change Leadership Watch | Scoop.it

It’s quite telling that, after the SEC cleared CEO Reed Hastings’ Facebook post in April, the lede to the Wall Street Journal’s story read, “CEOs of the world, start tweeting.”


Instead of discussing the penalties Hastings could have faced or introducing more social media fears, WSJ’s angle essentially charged executives with a new job requirement: social media.

Deb Nystrom, REVELN's insight:

CEO Hastings Facebook post, “monthly viewing exceeded 1 billion hours for the first time ever," was on the line for SEC violations.  

He dodged that bullet and in doing so, he may be ushering in mainstream social media  communication with customers, employees, and partners, and ....shareholders.  


It's the conversation, baby! ~  D

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Culture Reigns, The 50 Best Places to Work by Glassdoor, Employees Choice

Culture Reigns, The 50 Best Places to Work by Glassdoor, Employees Choice | Change Leadership Watch | Scoop.it

"Glassdoor announces the results of the 50 Best Places to Work in 2013, their fifth annual Employees Choice Awards."

Excerpts:

_______________________
   
"I love coming to work and being around professionals that are willing to help each other and listen to each other."

_______________________


Best work ever


Pros – Ambitous co-workers. Great athmosphere. Interesting problem I've been working on. Newest technologies.


Former Facebook Software Engineer in Menlo Park, CA – Reviewed Jan 16, 2013


Other "Pros" comments from top companies in the top 50:
   

  • "I love coming to work and being around professionals that are willing to help each other and listen to each other."
     
  • "The people are great. Everyone goes out of their way to help. The career opportunities are excellent. Citrix promotes from within the company this means that managers know and understand employees. The benefits are also good and there are 3 health insurance options."

   


And the "Cons" are also there:

  • "Seems like the company has started inserting many levels of management and not sure what they all do." 
         
  • "The processes and internal information is disorganized. I find my self in situations being asked if I have completed a certain task or process that I did not know it existed. Once it is clear I am not aware I learn and move on."

Culture related posts on Deb's blog:
   
Deb Nystrom, REVELN's insight:

It's a different type of communication when employees volunteer their pros and cons on Glassdoor, vs. a typical culture survey.  The top 50 commentaries illustrate of what makes for company that knows how to move with the times AND connect with their people.  ~ Deb

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The Stupid Company? Is Collective Intelligence a Myth? Call for papers: The #eCollab Blog Carnival

The Stupid Company?  Is Collective Intelligence a Myth?  Call for papers: The #eCollab Blog Carnival | Change Leadership Watch | Scoop.it

In theory, everyone is for the learning organization or the mobilization of collective intelligence.   How could you be against it? Would that make you in favour of the "stupid organization"?


eCollab Blog Carnival post suggested by Frederic Domon. It looks like a great idea. ~ Deb


Few organizations have developed a model for a sustainable learning organization.


So, is collective intelligence a myth? What are the reasons for successive failures at attempts to implement the learning organization? How can this be fixed?

Please join us in this discussion!

If you wish to participate (2 choices):

Do you have a blog?


  • Respond with an article you publish on your blog. Send an email to fdomon (at) entreprisecollaborative.com or a tweet to @hjarche or @fdomon to make sure we do not forget your article.
 
 
  • If you use Twitter, send a message linked to your post using the hashtag #ecollab
  
  • We will publish all articles, or excerpts of them on the site. This will make for easier reading of the blog carnival. We will link to the original article and will contact you for a short bio and photo to include with the article
  


You do not have a blog but this interests you?

   

Send your article directly to fdomon (at) entreprisecollaborative.com. We will then publish it.
   

Good blog Carnival and thank you in advance for your participation. - Frederic Domon.

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IBM's CEO report: Collaboration Tools are a Means of Business Success, Face-to-Face Shift to Virtual

IBM's CEO report: Collaboration Tools are a Means of Business Success, Face-to-Face Shift to Virtual | Change Leadership Watch | Scoop.it

"To lead in unfamiliar territory amid constant change, CEOs will need to learn from their own networks."


Photo caption:  Preparing for the Google+ Hangout with the UN Secretary-General.


Where One Door Closes:  I'm doing a Google+ hangout today to discuss setting up a blogging circle with friends nearby and in another time zone.  I maintain several relationships using Skype, Google+ hangout, Facebook and Pinterest.  


The doors are opening to new methods not as bound by silos and other traditional organizational boundaries.  In business, conversational tools and collaborative tools, like PowerNoodle, a collaboration idea sharing tool, are becoming mainstream.


_____________________


There’s irony in an IBM report of how CEO’s are seeing their businesses changing, based on face-to-face conversations with more than 1,700 chief executive officers in 64 countries...
_____________________


It's little wonder that CEO's are seeing the value of screen-time, even thought this well researched IBM study was conducted face-to-face.  The article from Formtek Blog has a title that is not as neutral:  ...Eroding the need for Face-to-Face in Business.   Yet it is hopeful.


Some excerpts:


There’s irony in the IBM report as the first page — contains only the words: “This study is based on face-to-face conversations with more than 1,700 chief executive officers in 64 countries.”


_____________________


Collaboration tools allows all disciplines within the company to work more closely together.

_____________________


Several major findings:


  • CEO’s are seeing less value in face-to-face encounters and are increasingly pursuing social media and collaboration technologies for interacting with others.
.
  • Over 50% [of the CEO's interviewed] expect social channels to be a primary way of engaging customers within five years.”

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  • 20% of CEO’s said that social media already is one of their most important forms of interaction with others

.

  • 57% thought that within another 3-5 years social media would become important.

.

  • Currently 80% see face-to-face interactions as very important today, that’s expected to slip to just 67 percent who will feel that way in 3-5 years.




CEO’s are seeing collaboration increasingly as a tool that can be used to bring about team building and cooperation, allowing executives within the organization to work cross-functionally.


Collaboration tools allows all disciplines within the company to work more closely together.


_____________________


CEOs will need to learn from their own networks. They will need to assemble those networks like portfolios.

_____________________


Bridget van Kralingen, vice president of IBM Global Business Services, commented, ”Rather than ...de-personalising human relationships, this view leans heavily in favour of deepening them, and using dynamic social networks to harness collective intelligence to unlock new models of collaboration.”


Pierre Morin a partner at IBM Global Business Services, said that “...they want people across the organization to feel comfortable reaching out to the CEO to share ideas or engage a discussion. Social media is a mechanism to do that.”


The IBM report concludes that


“To lead in unfamiliar territory amid constant change, CEOs will need to learn from their own networks.


They will need to assemble those networks like portfolios—with generational, geographic, institutional diversity. Then, they’ll need to help their organizations do the same.”


Read the full post here.

Photo credit:  Flickr, cc, by specialoperations

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Social Good Leadership in Media: More Donors Raise the Bar for the 100th Neediest Cases Campaign

Social Good Leadership in Media:  More Donors Raise the Bar for the 100th Neediest Cases Campaign | Change Leadership Watch | Scoop.it
Donors to the 100th campaign of the Neediest Cases Fund responded in greater numbers than in past years, helping the fund top $7 million for the first time in five years.


The New York Times has good news to report with its 100th campaign to do good. It did what a now multi-platform publishing business does best, share stories about:

  • Elfreda McMillan and her son, Thonn, a teenager whose 85-pound body has been ravaged by a rare disease
  • Isabella Rivera, an 86-year-old widow who survived the death of a son, a fire and a stabbing by a naked attacker. 
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Donors responded in greater numbers than in the past three campaigns, reversing a trend of falling totals and helping the fund top $7 million for the first time in five years.
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Perhaps this good news mirrors hope for our US economy as well?
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Michael Golden, the president of the fund and vice chairman of The New York Times Company said, “...readers and viewers of The New York Times are touched by these stories and want to help people that they don’t know in this time when there is a lot of misfortune.” 
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