82,99 zł
- Wydawca: John Wiley & Sons
- Kategoria: Biznes, rozwój, prawo
- Język: angielski
- Rok wydania: 2010
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
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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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