Enterprise Social Networks – What you need to know

I reviewed Thursday’s upcoming webinar on ESNs hosted by Carrie Young and Harold Jarche.  This is really one of the better webinars I’ve seen in a long while that explains in-depth, with real case study examples, the essentials about how working in an enterprise network matters deeply to a company.

Don’t miss this one.  Really.

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Register here.

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The Future of Work is The Future of Leadership

An insight about the future of work dropped this morning as I discussed leadership in the network era with Harold Jarche and Jon Husband, my colleagues in Change Agents Worldwide.

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The Future of Work is the Future of Leadership

The future belongs not to the leadership of technology. The future belongs to the technology of leadership.

Our opportunity is not incremental improvement in the leadership of change to implement network technologies. Our opportunity is a much more important transformation of the critical human technology of leadership for the network era. Only new leadership capabilities & concepts will enable us to realise the potential of the future of work

Realising Human Potential is What Matters

If you are one of the thought leaders, consultants or vendors working to bring about the adoption of social collaboration technology, you know there is a raging debate about what changes in social and network technology means for organisations. However, there is much that is unclear in the debate about the future of work.  Social Business is deadnot dead or even not enough. The biggest challenge is adoption, lack of executive buy-in, return on investment or even organisation’s success. You need a collaboration layer, you need purposeful collaboration or you need cooperation instead.

If you are a manager in an organisation trying to achieve outcomes in a rapidly changing business climate, you most likely missed this entire conversation. The debate about the impact of social collaboration technology is not even on your radar (unless a consultant or vendor has caused you to reflect on it for a moment before you returned to the daily challenge of running your business).

What matters most to managers is more effective human collaboration – collaboration that improves the performance of your business for your customers and delivering better work experience for your people. Managers everywhere wish there were better ways to tap the talents, innovation and engagement of their people to help deliver better outcomes. That is at the heart of the discussion of employee engagement in our organisations.

The technology that engages people and realises potential is called leadership. That’s why so many investments are made by organisations in leadership development and in a push for leadership in every role. Leadership is the most effective technology to solve for the management wish.

Network Era Leadership Realises Human Potential

Work is a human task. Leadership is the work of mobilising others to action. Leadership is how we help people to realise their human potential. Much of our network and collaboration technology is just an infrastructure for the work and leadership required. The network can magnify the culture of the organisation, but we need the right leadership models for managers to realise the potential of a network era of work.

Traditional management & leadership approaches inherit many of their concepts from process models borrowed from the industrial era. In this mindset human potential is measured in productivity terms.  The command and control culture focuses on using the right processes to drive human productivity and align that productivity with the right tasks. The engines of human potential (engagement, knowledge creation, experimentation, innovation & enablement) are driven out as sources of volatility & waste. What many call leadership is better described as a process of command of people with an efficiency mindset. That is not leadership at all.

These traditional management concepts also get baked into organisational systems. We have built much technology to explicitly or implicitly reflect these industrial models of management and work. Look inside any organisation and you will find plenty of systems designed from the top-down that reinforce hierarchical command and control. Pull out your system process maps and look for your employee’s ability to do exception handling. In many cases there is no exception process. Exceptions are handled in hacks.

Transparency, responsiveness, the ability to work across silos and effectiveness are often surrendered to tight control of process, narrow measurement of process outcomes, compliance and efficiency. Critical systems in customer management and human resources systems offer some of the most striking examples of these constraints and are widely copied from organisation to organisation. To the frustration of everyone, managers and people must work around these systems to collaborate and cooperate effectively while managing waves of top down change management to bring them back to compliance with process.

The disruption of the networked era is evidence of the scale of change that networks are bringing to our lives. ‘Kodak Moment’ has an entirely new meaning today. This pace of change focuses our attention on a need for change in the concepts of leadership & organisation to support a changing world of work.

We need not focus much on the threats of this era. The opportunities of new models of work and leadership are greater. New network technologies give a glimpse of the potential for leaders to better leverage the people of organisations for work and innovation.  However, realising the potential of human collaborative and cooperative knowledge work in networks demands new leadership models.

We Know How to Start Leading in the Network Era

Each new era brings social changes and requires new more effective concepts. We updated the concepts of leadership and management at the birth of the industrial era, leveraging existing concepts from the military and other spheres of human life. Now people need to work to develop new models to leverage the infrastructure delivered by networks and collaboration technology.

The good news is that many of these concepts are already clear and have been developed by practitioners to the point where they are capable of application in everyday work. These practices now work highly effectively and can be taught. Managers now need to pick these up and build the capability in their people to lead in new ways, using:

  • Deeper self-awareness and understanding of human behaviour and drivers of high performance
  • A greater focus on systems and a wider view of outcomes and stakeholders
  • Purpose & Trust to enable leadership & followership in every role
  • Experimentation & Adaptation
  • Collaboration & Cooperation
  • Network models of work organisation like Wirearchy, Pods and Swarms
  • Social work and learning, such as personal knowledge managementworking out loud.

However, we cannot expect managers do to all the work alone. We will need to support them with learning, coaching and the opportunity to practice the new skills and mindsets.  We need to change the organisational systems and processes that hold back this opportunity to better leverage human potential.

Making these changes is the great challenge of leadership is in the new network era. It is the work I will be focused on with my colleagues in Change Agents Worldwide as we help others to navigate these changes.

The future of work is the future of leadership for everyone in organisations. Building a better more effective model of leadership will help realise the human potential of this future. Join the effort in your organisation to build a new technology of leadership to make this possible.

New e-Book from Change Agents Worldwide

We’re pleased to release this collection of essays from a variety of our Change Agents who are changing the world of work. Whether they’re independent (Solo Change Agents) or working as part of a large organization (Enterprise Change Agents), 21 of our network members have provided their unique wisdom on what organizations can do to increase productivity, engagement, and provide richer workforce experiences in order to foster greater innovation and growth.

You can now download the e-Book for free.  Simply request a free copy and it will be immediately available to you.  


If you’d like to read the book on your Amazon Kindle, you can order it here for $1.99.

This is our first published piece.  We learned a lot in the process, and we have plans to write more books.  Stay tuned for announcements on future works and events from our Change Agents.  An easy way to do that is to sign up to receive our newsletter which will be coming out regularly starting this Friday.

 

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What is Change Agents Worldwide?

We started working on the business almost a year ago to the day.  Over the course of the year, various members of our network have blogged about what we think, how we work,  and what we believe.  But, we never formally “launched” the business. We are still fine-tuning some of our progressive network-era based business processes, so we are still not ready to announce the business formally to the market. That day will come, but we want to be ready when we open the floodgates.

That said, we’ve attracted a nice following of friends and fans who are getting swept up in the excitement around what we’re building.  We felt it was time to provide a little more detail around who we are.  This presentation gives a good overview of the basics.

So What’s Next?

Our virtual doors are now open and we are ready to work with you. We invite you to experience, firsthand, our collaborative work environment.  We can help you create solutions to some of your most pressing business issues. Some examples include:

  • How to build next generation networks and communities that thrive.
  • How to implement transformational change from organization design to new technologies like Enterprise Social Networks.
  • How to prepare for the future of work and increase productivity, employee engagement, customer experience , innovation and growth.
  • How to make your organization more responsive, resilient, agile and open to ongoing change.

Change Agents Worldwide is ready to help you develop faster and more flexible solutions with some of the best minds in the industry. We’d love to start a conversation and give you a glimpse of how we can all operate successfully in the networked age.

 

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Setting Expectations

 

Photo by Sarah Ziegler

A friend and I were recently talking about adoption. Specifically we were talking about the adoption of tools that help build enterprise communities. One idea we discussed that I haven’t read that much about is:

        Setting expectations.

While I know this idea is not new, I have not heard much about the use of setting expectations for Enterprise 2.0 or Social Business or adopting enterprise social networks. For example, as a people manager, if you have read it once, you have read a million times. To help guide your employees to ensure they know what to do, you need to set expectations with your employees. If you don’t the manager is at a higher risk of not getting the best performance out of each employee.  This is an oldie but goody. But why don’t we use this same idea in the enterprise for adopting enterprise social tools?

I find that for some people, they just want to create a community because their peer has one (the me too syndrome).  Others have good intentions but don’t know where to even start to build a vibrant community. In both situations, neither have defined what expectations they have for their community. In both situations, instead of just allowing them to create the community and have it fail, the requester needs to clearly understand their goals so they can use the technology to meet their goals.

So, step 1: get the requester to define their hopes and dreams for the community they want to build.  Have them define how do they see the community working. Have them, articulate what their goals are for the community.  Work with them to design how the community will work. The key to the success, is to get them to set their own expectations for the community and then have them work to have their community meet that expectation.

While setting expectations are great for the community, one of the keys to ensuring the community is as vibrant as desired, the community manager must communicate what expectations they have for the community to the community. In addition, as the community grows, the community manager must influence the community to meet those expectations, while being willing to reset their expectations and adapt to how the community grows.

Setting expectations are crucial, being influential and flexible is equally important.  But then again, isn’t that the recipe for success in almost all situations?

from Eric Ziegler’s http://zag.zig.us blog http://zag.zig.us/2013/11/setting-expectations.html