Open Leadership - Charlene Li - ebook

Open Leadership ebook

Charlene Li

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Opis

An essential guide for leaders who want to use social media tobe "open" while maintaining control "Be Open, Be Transparent, Be Authentic" are the currentleadership mantras-but companies often push back. Business ispremised on the concept of control and yet the new world orderdemands openness-leaders do not know how to be open and bein control. This must-have resource will help the modern leaderunderstand how to lead in the new open world-where blogging,twittering, facebooking, and digging are becoming the norm. theauthor lays out the steps that leaders must take to transform theirorganizations and themselves into being "open" -and exactly whatthat will mean. * Shows how to use social media to become an openorganization * Offers basic advice for leaders who are adapting to the new eraof openness in the marketplace * The author Charlene Li is one of the foremost experts on socialmedia and technologies In easy-to-understand language, this book will help leadersorient themselves to social networking and other technologicaladvances.

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Liczba stron: 457




Table of Contents

Cover

Title

Copyright

Dedication

INTRODUCTION

THE PURPOSE OF THIS BOOK

GREATER OPENNESS IS INEVITABLE

WHAT’S IN THE PAGES AHEAD

BEGINNING THE JOURNEY

PART I: THE UPSIDE OF GIVING UP CONTROL

1: WHY GIVING UP CONTROL IS INEVITABLE

THE NEW CULTURE OF SHARING

GOING PUBLIC

SAYING GOODBYE TO CONTROL

LETTING GO TO BUILD RELATIONSHIPS

MOVING THE NEW RELATIONSHIPS FORWARD

YOU’VE SEEN IT ON AN INTERNATIONAL SCALE

THE LEADER’S DILEMMA

THE NEW RULES OF OPEN LEADERSHIP

2: THE TEN ELEMENTS OF OPENNESS

THE CONTRADICTORY NATURE OF OPENNESS

THE TEN OPEN ELEMENTS

OPEN INFORMATION SHARING

OPEN DECISION MAKING

PART II: CRAFTING YOUR OPEN STRATEGY

3: OBJECTIVES DETERMINE HOW OPEN YOU WILL BE

WHAT ARE YOU TRYING TO ACCOMPLISH?

LEARN: INVOLVING THE WHOLE ORGANIZATION

DIALOG: GETTING PEOPLE TALKING

SUPPORT BECOMES PROACTIVE AND INTEGRATED

INNOVATE: MOVING CROWDSOURCING INTO THE ORGANIZATION

THE OBJECTIVES AND YOUR STRATEGIC GOALS

THE APPLE FACTOR

4: UNDERSTANDING AND MEASURING THE BENEFITS OF BEING OPEN

THE BENEFITS OF OPEN LEARNING

THE BENEFITS OF OPEN DIALOG

THE BENEFITS OF OPEN SUPPORT

THE BENEFITS OF OPEN INNOVATION

5: STRUCTURING OPENNESS WITH SANDBOX COVENANTS

WHY STRUCTURE IS NEEDED

CREATING SOCIAL MEDIA GUIDELINES FOR EMPLOYEES

GUIDELINES: PROVIDING GUARDRAILS FOR ENGAGEMENT

BEST PRACTICES AND HOW-TOS SET EXPECTATIONS

OVERSIGHT AND CONSEQUENCES: WHEN MANAGEMENT GETS INVOLVED

AN EXAMPLE OF EMPLOYEE GUIDELINES IN ACTION

INVITING CUSTOMERS INTO A COVENANT

CODES OF CONDUCT AND DISCLOSURE POLICIES

DEALING WITH THE LEGAL DEPARTMENT

SOME LAST WORDS OF ADVICE

6: ORCHESTRATING YOUR OPEN STRATEGY

CREATE THE SOCIALGRAPHIC PROFILE

IDENTIFY KEY WORKFLOWS AND STAKEHOLDERS

ORGANIZATIONAL MODELS FOR OPENNESS

CHOOSING AND TRANSITIONING ORGANIZATIONAL MODELS

ASSIGNING ROLES AND RESPONSIBILITIES

THE NEED FOR TRAINING AND INCENTIVES

PART III: OPEN LEADERSHIP: REDEFINING RELATIONSHIPS

7: OPEN LEADERSHIP: MIND-SETS AND TRAITS

THE DIMENSIONS OF OPEN LEADERSHIP

THE OPTIMISTIC LEADER

THE COLLABORATIVE LEADER

THE OPEN LEADERSHIP ARCHETYPES

8: NURTURING OPEN LEADERSHIP

THE TRUTH BEHIND AUTHENTICITY

TRANSPARENCY IS NOT ABOUT SHOW-AND-TELL EVERYTHING

SUPPORTING OPEN LEADERSHIP WITH TECHNOLOGY

OPEN LEADERS AS CATALYSTS

9: THE FAILURE IMPERATIVE

BUILDING THE TRUST THAT COMES FROM FAILURE

STRUCTURE YOUR RISK-TAKING AND FAILURE SYSTEMS

10: HOW OPENNESS TRANSFORMS ORGANIZATIONS

STATE BANK OF INDIA: MAKING THE ELEPHANT DANCE

CISCO: ORGANIC GROWTH OF COLLABORATION TAKES TIME

BEST BUY: RELEASING THE PASSION OF ZEALOTS

PROCTER & GAMBLE: STRUCTURING OPENNESS

DELL: WHERE DIRECT DRIVES THE CULTURE

U.S. DEPARTMENT OF STATE: TRANSFORMING DIPLOMACY

ENDNOTES

ACKNOWLEDGMENTS

THE AUTHOR

AUTHOR’S WORK WITH CLIENTS

ADDITIONAL READING RECOMMENDATIONS

SUBJECT INDEX

NAME INDEX

End User License Agreement

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Guide

Cover

Table of Contents

Begin Reading

List of Illustrations

2: THE TEN ELEMENTS OF OPENNESS

Figure 2.1. Defining Openness: The Ten Open Elements

3: OBJECTIVES DETERMINE HOW OPEN YOU WILL BE

Figure 3.1. Four Open-Driven Objectives Support the Open Strategy

Figure 3.2. The Engagement Pyramid

4: UNDERSTANDING AND MEASURING THE BENEFITS OF BEING OPEN

Figure 4.1. Understanding the Benefits of Learning

Figure 4.2. Understanding the Benefits of Dialog

Figure 4.3. Understanding the Benefits of Support

Figure 4.4. Understanding the Benefits of Innovation

Figure 4.5. The New Customer Lifetime Value Calculation

5: STRUCTURING OPENNESS WITH SANDBOX COVENANTS

Figure 5.1. Social Media Guidelines Checklist

6: ORCHESTRATING YOUR OPEN STRATEGY

Figure 6.1. A Simplified View of How the U.S. Air Force Handles Blog Comments

Figure 6.2. Three Organizational Models for Openness

Figure 6.3. The Open Strategy Plan Checklist

7: OPEN LEADERSHIP: MIND-SETS AND TRAITS

Figure 7.1. The Four Open Leadership Archetypes

Figure 7.2. Open Leadership Self-Assessment

Figure 7.3. Identifying Your Open Leader Archetype

8: NURTURING OPEN LEADERSHIP

Figure 8.1. How Open Leadership Differs from Traditional Leadership

Figure 8.2. Open Leadership Skills Assessment Test

List of Tables

3: OBJECTIVES DETERMINE HOW OPEN YOU WILL BE

Table 3.1. Engagement Levels in the United States, UK, Korea, and Brazil

List of Exhibits

5: STRUCTURING OPENNESS WITH SANDBOX COVENANTS

Exhibit 5.1. The Company-Customer Pact

Exhibit 5.2. Hill & Knowlton’s Social Media Principles

MORE PRAISE FOR OPEN LEADERSHIP

“The struggle in balancing openness and control is a universal human problem. While most leaders agree that greater transparency and authenticity can lead to significant benefits, many remain paralyzed by the risks involved in opening up the lines of communication with their stakeholders. Charlene shows that tapping into the power of social technologies isn’t about mastering the latest shiny technologies, but instead having a clear idea of the relationships you want to form with your stakeholders. A must-read for those eager to embrace ‘the new openness.’”

—Roger Martin, dean, Rotman School of Management, University of Toronto; author, The Design of Business

“Charlene Li is absolutely at the top of her game. She’s an expert in social technology—an absolute essential in driving your company forward today. But what’s more, she clearly lays out what’s required to lead. Throw out the old rulebook and put Open Leadership into play.”

—Keith Ferrazzi, author, Who’s Got Your Back and Never Eat Alone

“If there’s one truism that you can bank on it’s this: the most important currency of the 21st century is trust. However, trust requires openness. The more you share and the more you listen, the more you will be trusted. However, becoming an open business is truly challenging. For most businesses, it’s a cultural shift much more than a technological one. In this great work, Charlene Li details through rich stories just how some institutions are opening up and, in the process, earning the trust of millions.”

—Steve Rubel, SVP/director of Insights for Edelman Digital

“If you are in a quandary about how to use social media and social technologies, Open Leadership is a book for you. It provides a road map for corporate leaders grappling with how to use social media in a thoughtful, disciplined way.”

—Renée Mauborgne, coauthor, Blue Ocean Strategy

“Yet again Charlene Li is pioneering how companies must transform themselves to be successful in a global economy in a digital world. Her insights will inspire executives to rethink old approaches and adopt new ways of thinking and operating: Open Leadership is about how companies can leverage multiple networks of customers, researchers, developers, manufacturers, and other partners, etc., to drive innovation, achieve efficiencies, and grow.”

—Larry Weber, chairman, W2 Group, Inc; author, Sticks & Stones

OPEN LEADERSHIP

HOW SOCIAL TECHNOLOGY CAN TRANSFORM THE WAY YOU LEAD

CHARLENE LI

Copyright © 2010 by Charlene Li. All rights reserved.

Published by Jossey-BassA Wiley Imprint989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at www.wiley.com/go/permissions.

Readers should be aware that Internet Web sites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Jossey-Bass books and products are available through most bookstores. To contact Jossey-Bass directly call our Customer Care Department within the U.S. at 800-956-7739, outside the U.S. at 317-572-3986, or fax 317-572-4002.

Author is represented by literary agent Kevin Small of ResultSource.com.

Jossey-Bass also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books.

Library of Congress Cataloging-in-Publication Data

Li, Charlene.

Includes bibliographical references and index.

ISBN 978-0-470-59726-2 (cloth)

1. Leadership. 2. Online social networks. I. Title.

HD57.7.L5 2010

658.4'092—dc22                2010007009

To my parents, Daniel and Janet Li,for the values and love that have carried me through life.

INTRODUCTION

In the aftermath of Hurricane Katrina, people demanded answers to burning questions. Why wasn’t the country more prepared? Why were citizens of the richest country in the world left abandoned for days when it was clear that a disaster had occurred? In the middle of this maelstrom was the American Red Cross, facing criticism for its emergency response. The executive team wanted to be more transparent about the work it was doing and was also worried that detractors on blogs, discussion boards, and social networking sites were hurting the reputation of one of the country’s most respected organizations. So in November 2006 they hired Wendy Harman as the organization’s first social media manager. “I was hired in part because the leaders knew that people were saying really bad things about the Red Cross’s response to Katrina,” Harman recalls, “and they wanted someone to make it stop.” There was a lot to do—when she arrived, Harman had to lobby IT to get access to the social media sites she was supposed to manage; in their efforts to maintain security, the Red Cross had blocked employee access to sites like MySpace and Facebook.

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